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2016-2020

STRATEGIC PLAN

Table of Contents

TABLE OF CONTENTS ........................................................................................................................................................... 1

LIST OF ABBREVIATIONS............................................................................................................................................. 3

ACKNOWLEDGEMENT [BY THE GENERAL MANAGER] ....................................................................................... 4

FOREWORD AND STATEMENT BY THE CHAIRMAN .............................................................................................. 5

EXECUTIVE SUMMARY ................................................................................................................................................ 6

CHAPTER ONE. ............................................................................................................................................................. 10

INTRODUCTION AND BACKGROUND. ..................................................................................................................... 10

1.0 INTRODUCTION AND BACKGROUND ............................................................................................................. 10

1.2. BACKGROUND ......................................................................................................................................................... 11

RATIONALE FOR THE STRATEGIC PLAN. ................................................................................................................................. 11

CORE AND NON-CORE BUSINESS. ................................................................................................................................. 11

THE STRATEGIC PLANNING PROCESS. ................................................................................................................................... 11

STRUCTURE OF THE STRATEGIC PLAN. .................................................................................................................................... 12

CHAPTER TWO ............................................................................................................................................................. 13

CONTEXTUAL ANALYSIS ........................................................................................................................................... 13

2.0 INTRODUCTION. ................................................................................................................................................... 13

2.1 KEY ACHIEVEMENTS. ......................................................................................................................................... 13

2.2 KEY CHALLENGES. .............................................................................................................................................. 13

2.3 SWOT ANALYSIS. .................................................................................................................................................... 14

2.4 PESTEL.................................................................................................................................................................... 14

2.5 STAKEHOLDERS/ STRATEGIC PARTNERS ANALYSIS. ................................................................................................. 16

2.6 COMPARATIVE FUNCTIONAL ARRANGEMENTS ................................................................................................................ 18

2.7 STAFF PROFILE ................................................................................................................................................................. 20

2.8 FIELD FORCE ANALYSIS. .................................................................................................................................................. 20

CHAPTER THREE. ........................................................................................................................................................ 21

STRATEGIC DIRECTION. ............................................................................................................................................ 21

3.0 INTRODUCTION ................................................................................................................................................... 21

3.1 OUR VISION. .......................................................................................................................................................... 21

3.3 OUR MISSION. ....................................................................................................................................................... 21

3.4 OUR MOTTO. ......................................................................................................................................................... 21

3.5 OUR CORE VALUES. ................................................................................................................................................. 21

3.6 PRIORIRY AREAS/ KEY RESULT AREAS/THEMES. ............................................................................................... 22

CHAPTER FOUR ............................................................................................................................................................ 26

INSTITUTIONAL FRAMEWORK FOR PLAN IMPLEMENTATION. ...................................................................... 26

4.0 ORGANIZATIONAL STRUCTURE. ..................................................................................................................... 26

ORGANISATIONAL STRUCTURE/ORGANOGRAM. .................................................................................................................... 27

4.1 FUNCTIONS OF THE BOARD .............................................................................................................................................. 27

4.2 FUNCTIONS OF THE GENERAL MANAGER [GM]. ......................................................................................................... 28

4.3 FUNCTIONS OF FINANCE, PROCUREMENT AND ADMINISTRATION. ...................................................................... 28

4.5 FUNCTIONS OF TECHNICAL SERVICES. ................................................................................................................. 30

4.5 FUNCTIONS OF COMMUNICATION AND CORPORATE AFFAIRS. ...................................................................... 31

4.6 FUNCTIONS OF RESEARCH, DEVELOPMENT AND INNOVATION. ..................................................................................... 31

4.7 FUNCTIONS OF THE COMPLIANCE, CHANGE AND INTERNAL AUDIT UNIT. ........................................................ 32

CHAPTER FIVE: ............................................................................................................................................................ 33

MONITORING AND EVALUATION FRAMEWORK ................................................................................................. 33

5.0 INTRODUCTION ......................................................................................................................................................... 33

5.1 MONITORING AND EVALUATION SYSTEM. ................................................................................................................ 33

5.2 GS1 KENYA STRATEGIC BENCHMARKING. .................................................................................................... 34

5.3 MID TERM REVIEW OF THE STRATEGIC PLAN .......................................................................................................... 35

CHAPTER SIX ................................................................................................................................................................ 36

RISK ANALYSIS AND MITIGATION. ......................................................................................................................... 36

STRATEGIC RISKS. ................................................................................................................................................................. 36

OPERATIONAL RISKS. ............................................................................................................................................................. 36

FINANCIAL RISKS. .................................................................................................................................................................. 36

TECHNOLOGICAL RISKS. ........................................................................................................................................................ 36

MITIGATION, MONITORING AND REPORTING OF RISKS. ......................................................................................................... 36

CHAPTER SEVEN .......................................................................................................................................................... 37

STRATEGY IMPLEMENTATION MATRIX. .............................................................................................................. 37

GS1 Kenya Strategic Plan 2016-2020

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LIST OF ABBREVIATIONS

ACA Anti-Counterfeit Agency

AWPs Annual Work Plans

BoD Board of Directors

CAM Corporate Affairs Manager

CMCM County and Marketing Co-ordination Manager

CPD Continuous Professional Education

CRB Credit Reference Bureau

CSR Corporate Social Responsibility

EPC Export Promotion Council

ERP Enterprise Resource Planning

FKE Federation of Kenya Employers

FM Finance Manager

GDSN Global Data Synchronization Network

GM General Manager

GTIN Global Trade Item Number

HR Human Resources

ICPAK Institute of Certified Public Accountants Kenya

IOPs Individual Operational Plans

IT Information Technology

KAM Kenya Association of Manufacturers

KEBS Kenya Bureau of Standards

KEMSA Kenya Medical Supplies Agency

KEPHIS Kenya Plants Health Inspection Service

KEPSA Kenya Private Sector Association

KIM Kenya Institute of Management

KIRDI Kenya Industrial Research and Development Institute

MBA Master of Business Administration

MIS Management Information System

M&E Monitoring and Evaluation

MOs Member Organisations

MoT&I Ministry of Trade and Industrialization

MSEA Micro and Small Enterprises Agency

PEST Political Economic Social Technological

PR Public Relations

RACI Responsibility Accountability Communication Information

R&D Research and Development

RIC Retailers Interchange Centre

SLA Service Level Agreement

SMEs Small and Micro Enterprises

SWOT Strength Weaknesses Opportunities Threats

SP Strategic Plan

TM Technical Manager

TNA Training Needs Assessment

ToR Terms of Reference


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ACKNOWLEDGEMENT [By The General Manager]

This document describes GS1 Kenya’s strategy for the five year period 2016-2020.

It sets out a realistic strategic programme that will allow GS1 Kenya build on the achievements, lessons learnt,

progress made to date and respond to the changing environment and associated challenges in the world economic

and social developmental needs.

The strategic plan is driven by a core theme whose effervescent goal is financial sustainability for GS1 Kenya.

Clear strategies and detailed activities have been developed to help achieve each of the set strategic themes, goals

and objectives. The implementation of the proposed strategies will enhance the institutional capacity of GS1

Kenya and enable it to build synergy among key players in order to mitigate both external and internal challenges.

The implementation will also provide the actual process through which the strategic objectives will be achieved.

Through their operations, the functions, departments, and programmes will translate the strategic objectives into

results by developing and implementing Departmental Annual Work Plans.

I wish to give special thanks to the GS1 Kenya Board of Management members for their special interest,

guidance, and support during the preparation of the Plan. I wish also to thank most sincerely, our various

stakeholders. I wish also to thank the Strategic Planning Team and members of staff of GS1 Kenya who

demonstrated extreme commitment during the planning process.

It is GS1 Kenya’s hope and belief that during the period of the strategic plan implementation (2016-2020),

members will not only take the opportunity to constructively critique and propose realistic ways in which to re-

cast and accelerate the implementation of the plan, but also play their requisite role to ensure that the expectations

and targets set are both achieved and even exceeded.

In conclusion, we have come up with a comprehensive five – year strategy to address the needs of GS1 Kenya

that will enable our members meet their business needs.

Our success depends on our ability to generate the necessary resources we need for implementation of the

strategic plan, our ability to work together at all levels of GS1 Kenya as a team and our ability to monitor and

evaluate the implementation.

Signed

General Manager


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FOREWORD AND STATEMENT BY THE CHAIRMAN.

The GS1 Kenya five year strategic plan is a road map to the rapid growth in the five broad areas of focus, namely;

Improved Governance and Management, Financial Sustainability, Increased awareness and diversification of

product portfolio. This is a great step for GS1 Kenya as it strives towards achieving its mandate and associated

objectives.

The GS1 Kenya Vision is to be: “A leading member driven organisation, offering globally acceptable standards

for seamless business operations”. The development of this strategic plan has been all inclusive to ensure that the

input of all stakeholders is captured and therefore it captures our dreams and aspirations.

GS1 Kenya strategic thrust is addressed through five Key Success Factors namely: Building capacity of Board

and Staff; enhance financial sustainability; create more awareness of GS1 Kenya Products and services; manage

risks; increase product and service portfolio; research and innovation.

I am therefore optimistic about our future. We have set ourselves targets that are achievable and will be

accomplished through sustained application of our collective energies, enterprise and adaptability. It will also

require continued investment in our human resources, strategic partners and infrastructure. If we manage

ourselves effectively and efficiently and diversify our income streams, we will be able to maximise investment in

our future.

I recommend this Strategic Plan to the entire GS1 Kenya community and look forward to working with you to

realise the ambitions it sets out.

Finally, I call upon all stakeholders to actively participate in the implementation of this strategic plan as we work

towards attaining global business excellence.

Signed

Board Chairman


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EXECUTIVE SUMMARY

Overview

The Strategic Plan provides a roadmap, action and institutional agenda that GS1 Kenya will implement

in the next five (5) years.

Our Vision

To be a leading member driven organisation, offering globally acceptable standards for seamless

business operations.

Our Mission

To promote the adoption of global business practices by offering value addition products and services to

members and other business partners.

Our Core Values

GS1- Kenya shall be guided by the following core values:

1. Innovation.

2. Integrity and accountability.

3. Collaboration and partnership.

4. Teamwork.

5. Efficiency and responsiveness.

Priority Areas

The strategic plan 2016-2020, focuses on Strategic Issues/priority areas/key success factors for each

department and function as listed below within the framework of: Finance, HR and Administration,

Technical and IT, Marketing, Public Relations, Corporate Affairs and, Governance and Leadership.

Strategic Priority One: Increase awareness of GS1 Kenya services/Products.

Strategic Priority Two: Improve the use of technology and institutionalize R&D.

Strategic priority Three: Improve governance and management.

Strategic Priority Four: Build board and staff capacity.

Strategic Priority Five: Increase product portfolio.

Strategic Priority Six: Enhance financial sustainability.


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Key Success Factors.

There are also certain things which GS1 Kenya must do right in order to fulfil its mandate. Key success

factors include: proper planning, acceptance and effective management of change in the global arena,

effective utilization of resources, capacity building, effective implementation of foreign policy,

facilitation and strengthening of foreign relations, effective communication strategy and effective

networking including international linkages, teamwork, accountability and transparency, constructive

engagement with stakeholders and finally; monitoring and evaluation.

Budget and Cost Estimates.

For all the activities to be undertaken during the planning period, cost projections will be done yearly as

part of budgeting process and annual work plans. These will be financed by the normal collections from

our members and other revenue streams. Management of resources will be guided by operational

rationalization and modernization of key processes, while cost saving measures, including creating

partnerships and strategic alliances, will be implemented to strengthen GS1 Kenya’s financial resource

base. While efforts will be made to cost-rationalize the available resources in order to realize the stated

objectives, the plan acknowledges that the ability of GS1 Kenya to implement its planned activities

depends on the availability of adequate and timely financing.

Organizational Structure.


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The structure has been appropriately developed to enhance management and reporting linkages, and

facilitate information and communication flow so as to ensure effective implementation of the plan.


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Plan Implementation.

Clear strategies and detailed activities have been developed to help in achieve each of the set objectives.

The implementation of the proposed strategies will enhance the institutional capacity of GS1 Kenya to

enable it build synergy among key players so as to mitigate both external and internal challenges. The

plan implementation will also provide the actual process through which the strategic objectives will be

achieved during the implementation period. Through their operations, the departments will translate the

strategic objectives into results by developing and implementing Departmental Annual Work Plans,

Individual Operational Plans and a framework for performance appraisal that will be aligned to GS1

Kenya Strategic Plan.


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CHAPTER ONE.

INTRODUCTION AND BACKGROUND.

1.0 INTRODUCTION AND BACKGROUND

Founded in 1998, GS1 Kenya is a neutral, not-for-profit standards organisation that helps companies do

business across the world. GS1 Kenya’s mandate is to implement the GS1 Standards in the region. The

GS1 system is a series of standards designed to improve supply chain management. Globally, GS1

serves 111 Member Organisations around the world, develops standards for over 1million

companies worldwide, serves 25 industries across 150 countries and barcodes are scanned more than 5

billion times a day globally.

GS1 believes in the power of standards to transform the way it works and lives. GS1 Kenya creates a

common foundation for business by uniquely identifying, accurately capturing and automatically

sharing vital information about products, locations and assets. Further, GS1 Kenya enables visibility

through the exchange of authentic data and empowers business growth and to improve efficiency,

safety, security and sustainability. GS1 Kenya has a total of 18 employees occupying varied positions

from the General Manager at the apex through to support level. GS1 Kenya offers a wide range of

services which are aimed at helping the members to implement GS1 standards with ease in order to

achieve efficiency and transparency within the supply chain.


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1.2. BACKGROUND

RATIONALE FOR THE STRATEGIC PLAN.

GS1 Kenya has never developed and implemented a strategic plan. The rationale for developing this

strategic plan is therefore to inject the strategic thinking that the leadership of GS1 Kenya requires to

visualize the future, critically analyze operational environment (internal and external), develop a plan

and provide transformational leadership in order to effectively implement it and achieve sustainable

desired results. This means that the process of developing the plan has questioned the present,

evaluated the past and informed the future strategic direction in terms of vision, mission, key success

factors and strategies. In essence therefore, the roadmap has been developed for transforming GS1

Kenya to a sustainable organisation through this strategic plan. Besides, the plan has developed the

framework for implementation, risk assessment and mitigation strategies that require vision, critical

and lateral thinking, creativity and innovation.

CORE AND NON-CORE BUSINESS.

The strategic plan has articulated the core and non-core business of GS1 Kenya as;

Core businesses – Technical services, Research and Development and Membership engagement.

Non-core business – Finance, Administration, Procurement, HR and IT support.

THE STRATEGIC PLANNING PROCESS.

The Strategic Planning Process was conducted through a participatory approach, which included:

Review of all the relevant documents.

Strategic planning workshop involving the key GS1 personnel and culminating in the production/output

of the following;

a. GS1 Kenya’s Vision, Mission and Core Values.

b. Review of the GS1 Kenya’s performance over the last three years.

c. Situation Analysis.

d. Strategies formulation.

e. Strategic Plan Implementation Matrix.

f. Evaluation Framework for strategic plan implementation.

Development of draft strategic plan, 2016-2020.

Finalization of the Strategic Plan, 2016-2020.


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STRUCTURE OF THE STRATEGIC PLAN.

The strategic plan is organized into six chapters:

Chapter 1: Introduction and Background.

This chapter provides background information about GS1 Kenya and its operating environment.

Chapter 2: Review of GS1- Kenya and Contextual Analysis.

Highlights GS1- Kenya’s performance over three years, challenges and analyses the situation it operates in with

a recommended way forward.

Chapter 3: Strategic Direction.

Outlines and sets out the strategic direction GS1- Kenya will pursue in the next five years. These are described

in the form of vision, mission, values, focus areas [key result areas], objectives, strategies and activities.

Chapter 4: Institutional Framework for Plan Implementation.

Presents institutional framework; the organizational arrangements for effective implementation of the strategic

plan.

Chapter 5: Monitoring and Evaluation Framework.

Sets out measures that GS1- Kenya will take to monitor and evaluate the strategic plan implementation.

Chapter Six: Risk Assessment and Mitigation.

This chapter highlights the risks that GS1- Kenya is exposed to and spells out mitigating strategies.

Chapter Seven: Strategic Plan Implementation Matrix.

Provides the implementation framework that includes priority areas, objectives, strategies, activities, outputs,

performance indicators, timelines and responsibility centres and also forms the basis for M&E of Strategic Plan.


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CHAPTER TWO

CONTEXTUAL ANALYSIS

2.0 INTRODUCTION.

This chapter has detailed results of GS1- Kenya’s unique proposition, performance review and other situational

analysis as part of the development of this Strategic Plan.

2.1 KEY ACHIEVEMENTS.

1. Annual increment on new membership registration from 564 in 2013, 550 in 2014 and 585 in

2015 respectively.

2. Improved revenue base from ksh.43m in 2012 to ksh.54m in 2015.

3. Improved quality and better management of Gateway magazine, information platform, and

engagement with members through visits, follow-ups, events, emails and SMS’s.

4. Increased awareness creation through engagement and participation in various events.

5. Strengthened partnerships with other organizations – KAM, KEPSA, KEBS, KIRDI, TOTAL

SOLUTIONS, ACA, MINISTRY OF INDUSTRIALIZATION, PERGAMON, MSEA, KEMSA, FKE, NAVISTA,

RETRACK, TRACESOFT, RETAILERS AND RIC.

6. Improved image of the organization through revamping of the reception area, improved quality

of the Gateway magazine and its circulation.

2.2 KEY CHALLENGES.

The key challenges of GS1 Kenya were identified as:

Insufficient management leadership to support change.

Non-existence and out-dated key processes.

Inappropriate organisational culture.

GS1 Kenya market is limited in segmentation.

Cheaper alternatives demand driven by consumers [existing competition barcodes in the market].

Breaking into the policy maker platform is a challenge (KAM, and government agencies) no

institutionalized formula.

Limitation in capacity to implement its programmes and processes.


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2.3 SWOT ANALYSIS.

The process of identifying GS1- Kenya’s aspirations, strategic issues and vision requires a SWOT analysis. In

SWOT analysis, GS1- Kenya’s Strength (S); Weaknesses (W); Opportunities (O) and Threats (T) it is likely to

face in the future are identified. Such analysis is important in the identification and formulation of specific

strategies and action plans for achieving the aspirations and long-term strategic goals and objectives of GS1-

Kenya. GS1- Kenya’s main strengths, weaknesses, opportunities and threats analysis within the business

environment is as illustrated in Table 1 below:

Table 1: SWOT Analysis

Strengths Weaknesses

Global nature of standards – platforms and

technical support.

Member driven organization.

Resources with global nature.

Have bargaining power on behalf of the

members for sustainability/cost-effectiveness.

Part of a global system, have exclusive licence

for GS1.

Established, been existing for 16 years.

Strong stakeholders, who can bail us.

Global brand embraced by multinationals.

Limited to offer, only standards, not software nor

hardware.

Lack of research and development.

Weak corporate governance processes.

Limited product range.

Lack financial stability.

Opportunities Threats

Untapped GS1 Kenya Market {wide market}.

Existing membership drawn from diverse

industry in Kenya.

Potential growth on the significance of product

barcoding and traceability.

Strategic collaborations to roll out projects.

a) GS1 Kenya market is limited in segmentation.

b) Cheaper alternatives demand driven by consumers

[existing competition barcodes in the market].

c) Breaking into policy maker platform is a challenge

(KAM, and government agencies) no institutionalized

formula.

d) Limitation in capacity building

2.4 PESTEL.

During the strategic planning process, PEST analysis methodology was used to establish GS1- Kenya’s

external operational environment within the framework of Political, Economic, Social and

Technological framework. The analysis findings are summarized herein below:

Political.

The situation is that the government has not developed a policy/ legislation with regard to barcodes

standards. As such, the business is not regulated and as result, the operators are exposed to counterfeits.

Lobbying, if any has not yielded good results for relevant policies and regulations to be enacted.


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Economic.

The situation and trend in the business of barcodes standardization is currently untapped and there is

potential that attracts entrants who may focus on making quick money and ignore the quality.

Social.

The demand for traceability of products in the market is increasing. The supply chain players are

demanding to know at which point the process went wrong in case of quality issues, recall action.

Technology.

GS1 Kenya operations and indeed the business is technology driven. In turn, technology is research

driven. The consultants have established that GS1 Kenya cannot reliably provide the requisite

standardization platform for some big business enterprises.

GS1 Kenya Strategic Plan 2016 -2020

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2.5 STAKEHOLDERS/ STRATEGIC PARTNERS ANALYSIS.

To be successful in implementing the Strategic Plan, GS1 - Kenya will require the goodwill, support and cooperation from all stakeholders and particular

strategic partners. It will additionally require that GS1 - Kenya is perpetually active in building mutually beneficial partnerships with member

organisations and inviting businesses to work with us, at our locations and across the full range of our activities, with a coordinated and coherent entry

point for both proactive and reactive discussions. It will require that we differentiate ourselves via the quality of our business partnerships and our

standards of professional delivery and comprehensively improve the effectiveness of our current external engagement activities.

Table 2: Stakeholders Analysis

Stakeholders/

Partners

What stakeholders expect from GS1-

Kenya

What GS1- Kenya expects from

stakeholders

Strategic Actions to Obtain

Support or Collaboration

1. Retailors

Super markets

Manufacturers

Consumers

Transport and logistics

Clean data of barcodes.

How standards can reduce their

operational costs.

Help define organization identity by

producing unique identification.

Confidence and trust of the GS1 Kenya

platform.

Assurance on unique identification.

A professional organisation. Rendering

value for money.

Living up to the GS1 Kenya slogan;

‘Continuously improve people’s lives’

through secure end to end supply chain

solutions.

Receive regular updates on new

technologies.

Leave with something extra once in GS1

Kenya.

Use of GS1 standards as an integral part

of their business.

Promptly pay annual subscriptions.

Work as close partners for continuous

improvement of GS1 Kenya. More

engagement and jointly arrange events,

similar to KAM partnering with its

members.

GS1 relevance in facilitating members’

trade, not just as place to buy bar codes.

Have an understanding of the

future/trend dynamics of retail business.

e.g. GTIN.

Utilise GS1’s technology as providers of

unique identification/coding.

Engage GS1 to support them in

members’ business sustainability.

Create a credibility platform for world

Run the organisation

professionally. Structures.

Processes.

Engage members

more/strategically in a

structured process.

Offer unparalled service to

members in the face of

competition/ahead/.

Sell benefits and value add

e.g. traceability.

Members should see GS1

Kenya as adding value to their

business as opposed to selling

a product. “Membership fee

gives you a databank of bar

codes.”

Retailer service provider.


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Stakeholders/

Partners

What stakeholders expect from GS1-

Kenya

What GS1- Kenya expects from

stakeholders

Strategic Actions to Obtain

Support or Collaboration

GS1Kenya is well governed and

managed.

Assurance of sustainability.

Proactive engagement by GS1Kenya.

class recognition, which can also benefit

local SME’s penetrate other

markets/consumers.

Attend/participate in our trainings.

GS1 Kenya to come together

and form a platform where all

parties are happy.

2. Manufacturers Clean data.

Increased business portfolio.

Innovation and creativity in service

provision.

Payment of annual licence fees.

Maintain growth.

Attend all forums managed by GS1

Kenya.

Attend free training organized by GS1

Kenya.

Engagement, manufacture,

education.

3. Transport and logistics Barcodes for logistics purpose.

Proper Standards.

Payment of annual subscriptions. Innovation and education.

4. Healthcare Best practice standards to be used. Adopt GS1 standard and best practice Innovation and education.

5. Food Service Best practice standards to be used. Adopt GS1 standard and best practice. Innovation and education.


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2.6 COMPARATIVE FUNCTIONAL ARRANGEMENTS

GS1 Kenya was compared with two other membership organisations in the functional structural arrangements. Table 3 provides a summary of findings.

Table 3: Summary of Functional arrangements

KAM GS1 KENYA KIM

Advocacy Marketing Communication & Corporate Affairs [PR,

Marketing and Membership]

Consulting Technical & IT Training and Consulting

Communication Corporate Affairs Human Capital

Membership services Public Relations

Finance and Administration Finance and Administration Finance, Procurement and Administration


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Table 4: Summary of Staffing Levels.

The following table shows GS1 Kenya current staffing levels organized around departments and gender. It is evident that the staff are

regionally and gender balanced.

Gender

Department Head of

Department

No. of Staff Male Female

1 General Manager 1 1 1 -

2. Public Relations - 1 1

3. Finance & Administration 1-Manager 8 3 5

4. Corporate Affairs 1-Manager 3 - 3

5. Marketing 1-Manager 5 - 5

6. Technical Services 1-Manager 4 4 -

Total: 5 22 8 14


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2.7 STAFF PROFILE

The analysis of management Staff profile indicates the following:

1. Majority of the Staff hold 1st degrees from recognized universities.

2. One staff holds an MBA degree from a recognized university.

3. Others hold Diplomas, and are pursuing 1st degrees.

4. Three staff have been exposed to GS1 standards.

5. Only one staff has undergone technical training on all GS1 standards, an indication of

lack of technical capacity.

GS1 Kenya lacks technical skills amongst its staff to drive its agenda as required by the

strategic direction of the organisation.

2.8 FIELD FORCE ANALYSIS.

To test the probability of success in implementation of the strategy, GS1 Kenya has identified

positive forces that will support and propel the implementation of the strategic plan. GS1

Kenya has also identified the negative forces that may constrain the implementation. These

forces have been summarized in table 4 below:

Table 5: Field Force Analysis.

Positive Forces Negative Forces

Good will and support from members. Insufficient management leadership to

support change.

Board’s commitment to change governance and

management of the organisation.

Non-existence and out-dated key processes.

Market demand for GS1 Kenya Products. Inappropriate organisational culture.

Best practice required being part of the global

organisation.

Inadequate funding.

Partners demand for greater engagement. Busy schedules of board members.

The strategic direction is to harness the positive forces and address the negative forces. It is

observed that there is a high probability of success in the implementation of the plan.


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CHAPTER THREE.

STRATEGIC DIRECTION.

3.0 INTRODUCTION

This chapter provides the direction adopted by GS1- Kenya for the 2016-2020 Strategic Plan period.

The strategic direction covers; the vision, mission, core values, and priority areas. The chapter

articulates priority areas as; strengthening the GS1- Kenya’s capacity, developing and enhancing

infrastructure, and provision of service to GS1- Kenya Council. Above all, the strategic direction aims

at providing structure, processes and outputs that facilitate GS1- Kenya in fulfilling its mandate and

justifying its existence and thus continue to make contribution to economic and social development.

The vision, mission, motto and the core values are the anchors upon which GS1- Kenya was

established. These are stated hereafter.

3.1 OUR VISION.

“A leading member driven organisation, offering globally acceptable standards for seamless business

operations”.

3.3 OUR MISSION.

“To promote the adoption of global business practices by offering value addition products and

services to members and other business partners”.

3.4 OUR MOTTO.

The Global Language of Business.

3.5 OUR CORE VALUES.

GS1- Kenya shall be guided by the following five core values:

1. Innovation: GS1 Kenya is committed to support innovation, creativity and development of

products and relevant to the market needs.

2. Professionalism: We shall do our work with sincerity as well as maintaining and

conducting ourselves in a professional manner and with the highest standard of ethics.

Our actions will be characterized by the highest level of professionalism and this

value will be realized through enhancing a sense of integrity, objectivity,

accountability, and respect for time in carrying out responsibilities.


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3. Team Work: We contribute fully to the GS1 Kenya mandate by sharing information and

resources to create a workplace that fosters community and cooperation. We promote open

communication, collaboration and commitment in our approach to work.

4. Integrity and accountability: We shall seek to remain accountable and transparent in all our

dealings as we deliver our services to the members and partners.

5. Efficiency and responsiveness: We shall always be responsible for our actions and

omissions. This will be done through being focused, ambitious, consistent, and having the

capacity to distinguish between what is important and what is urgent.

3.6 PRIORIRY AREAS/ KEY RESULT AREAS/THEMES.

Based on the review of the relevant documents and the performance of GS1 Kenya as well as

the situation analysis results; the tables below illustrate the priority areas of the strategic plan

(strategic direction) by departments. The strategic direction is presented in the context of

identified priorities, expected key results or successes, strategic objectives and strategies for

each strategic objective.


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Table 4: Summary of strategic direction

S/N Strategic

Priorities/Themes

Strategic Objectives Proposed Strategies

Theme 1

Enhance financial sustainability

Increase Revenue by 10%

annually.

Strengthen revenue collection.

Establish an efficient and effective debt

collection management system.

Enhance investment.

Introduce new revenue streams.

Fund raise.

Increase the number of strategic partners.

Reduce costs by 10% annually. Strengthen budget implementation.

Reduce the cost of office space.

Rationalize expenditure.

Strengthen Risk management,

control and Audit.

Improve risk management.

Provide for litigation/Liabilities.

Strengthen documentation management

system.

Strengthen internal control procedures.

Theme 2

Improve use of technology

Adopt the use of new technologies

in the day to day running of

business.

Implement an ERP System.

Capacity Building for staff on ICT usage.

Benchmarking GS1 Kenya ICT usage with

other similar international

organization/MOs

Increase product portfolio. Introduce demand driven products.

Strategic alliance to value add GS1 Kenya

products and services.


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Theme 3

Institutionalize Research,

Development and innovation in the

organisation

Increase product and market

knowledge.

Satisfy needs of members.

Enhance product knowledge.

Theme 4

Build Board and Staff capacity

Cost-effective Board performing

its roles and responsibilities.

Enhance Board’s governance capacity

Manage succession planning of GS1

Kenya.

Increase Board’s effectiveness and

operational efficiency

Update and formulate operational policies

and procedures.

Develop and implement an

organisation structure capable of

implementing strategic plan,

policies and procedures.

Review the organisation structure and

performance management system.

Manage succession planning.

Increase staff competency. Enhance staff capacity.

Theme 5

Increase awareness of GS1 Kenya

services/Products

Promote a positive corporate

image and enhance visibility.

Implement a Communication Strategy.

Position and sustain a strong brand.

Implement a crisis management Strategy.

Implement a Corporate Social

Responsibility (CSR) Strategy.

Strengthen corporate engagement. Continuous member engagement.

Media Engagement.

Create market awareness. Implement a marketing strategy.

Increase revenue and member growth.

Introduce new products.

Increase and strengthen members

engagement.


25

Ensure consolidation and growth


26

CHAPTER FOUR

INSTITUTIONAL FRAMEWORK FOR PLAN IMPLEMENTATION.

4.0 ORGANIZATIONAL STRUCTURE.

GS1- Kenya’s organizational structure will provide both institutional and functional frameworks for implementing the

strategic plan.

The purpose of a well -designed structure is to deliver value to the stakeholders in an efficient and cost-effective

manner. For GS1- Kenya to successfully implement its strategic plan, there must be a strong technical relationship

between strategy and structure, quite independent of the individuals occupying the positions. The guiding principles for

developing an organizational structure are, namely:

a. That the designed structures should focus on the core business as articulated in the GS1- Kenya mandate and

strategic plan.

b. That the structure should recognize the key support functions to the core business.

c. That the structure should enhance effective delegation, control and decision making.

d. That the structure should facilitate timely and efficient management information for decision making;

e. The structure should allow effective control of the management process.

f. The structure must be cost-effective.


27

Organisational Structure/Organogram.

4.1 FUNCTIONS OF THE BOARD

The Board is responsible for providing leadership and overall policy direction of GS1 Kenya. Specifically, the role of

the Board is namely;

Developing the corporate strategy.

Manage succession planning.

Appointment and separation of the General Manager.

Appointment and separation of senior managers.

Approval of appointment and separation of Staff.

General Manager.

Finance, Procurement

& Administration.

Technical Services. Communication &

Corporate Affairs.

Research &

Development.

Research, Training.

Marketing, Membership,

Public Relations.

Information Technology,

Traceability, Projects.

Finance, Accounts,

Procurement,

Administration, Human

Resources.

GM’s Office: Receptionist

& Driver

Compliance, Change

Culture and Internal Audit

Board.

AGM


28

Approve overseas travels for the Board and Staff.

Ensuring that the organisation is able to meet its objectives and fulfill its mandate as established by Law.

Formulating policy for ensuring efficient and effective management.

Providing guidance to the General Manager on the efficient and effective management of operations and

resources of the organisation.

Ensuring the welfare of staff and security of assets and other resources.

Ensuring good governance and risk based management.

4.2 FUNCTIONS OF THE GENERAL MANAGER [GM].

The General Manager is overall responsible to the Board for implementation of GS1 Kenya policies. In addition, the

GM is responsible for;

Implementing of the corporate strategic plan.

Proactively initiate policies to the Board for consideration.

Co-ordination of the Board meetings.

Custodian of Board minutes.

Implementation of Board resolutions thereof.

Ensuring occupational safety and health compliance for GS1 Kenya.

Maintain harmonious relations within Board, Member Organizations and Staff.

Ensuring financial reports and controls are updated.

Preparing business development proposals, reports and other submissions for consideration by the Board.

Developing and implementing the corporate policies and programs.

Providing leadership to the members of staff.

Recommend appointment and separation of staff.

Conduct staff individual performance appraisal.

Maintaining a conducive work environment for attracting, retaining and motivating members of staff.

Human Resource matters including organisation structure, recruitment, welfare, training, employee relations

and separation.

Effective succession management planning.

Enhancing positive synergy and communication between the board, management and staff.

Safeguarding the GS1 Kenya assets.

Ensuring continuous achievement of the financial and operating goals and objectives.

Ensuring timely preparation and audit of financial statements.

Fostering timely corporate culture that promotes professionalism, good governance, ethical practices,

creativity, innovation and good corporate citizenship.

Ensuring continuous improvement in the quality and value of services and products offered to the

members/stakeholders.

Ensuring compliance with the laws and regulations.

Facilitating and reviewing development of marketing and corporate affairs, policy and strategic plans.

4.3 FUNCTIONS OF FINANCE, PROCUREMENT AND ADMINISTRATION.

The department is headed by a manager Finance, Procurement and Administration who reports to the General

Manager. The functions of Finance, Procurement and Administration department entail:-

(a) Financial Accounting.

Responsibilities include:

Preparations of periodic reports.

Liaison with internal and external auditors on system and annual accounts audit.


29

Implementing internal control system and accounting procedures for the Board.

Development and implementation of revenue management systems.

Working capital management.

Financial Review of GS1-Kenya.

Prepare cash flow forecasts.

Maintain general ledger accounts segment.

Compliance with statutory obligations and international financial reporting standards.

(b) Management Accounting.


Preparation of GS1-Kenya budget and periodic reviews of the budgets.

Preparation of periodic management reports to aid management and the Board in making routine decisions.

Variance reports comparing budgets with actual performance and reporting on any deviation for corrective

action.

(c) Financial analysis and Funds Mobilization.


Carrying out financial analysis for projects and advice management and Board on their sustainability.

Monitor project implementation.

Analyze financial information to produce forecasts of business industry and economic conditions for use in

making investment based on financial analysis.

Prepare financing models for GS1-Kenya and recommend appropriate payment structure.

Preparation of project proposal for financing.

Maintenance of database for possible partners and approaching them for finances.

Monitor usage of development grants and assist in preparation of reports to grantors.

(d) HR and General Administration.

HR Management and Development.

The responsibilities include:

Implement the HR policies and procedures.

Undertaking HR planning.

Undertake market survey on salaries and remuneration and advise the Board accordingly.

Preparation of ToRs for HR consultancies.

Development and management of performance management systems.

Identifying relevant HR strategies and translating them into action plans.

Coordination of services that support the implementation of GS1-Kenya’s policy.

Managing special HR projects that add value to members and key stakeholders in GS1-Kenya.

Review Training Needs Assessment [TNA] for HR staff and assist other departments in undertaking their

TNA.

Advising the management on government HR policies and procedures.

Undertake job analysis and review sound job descriptions in liaison with the heads of departments and units.

General Administration.

The responsibilities include:


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Ensuring that office services and logistics are professionally provided.

Develop a data base for the boards and GS1-Kenya motor vehicles and ensuring that they are serviced and well

maintained.

Coordinate drivers in the GS1-Kenya and ensure that proper traffic rules and regulations are followed.

Any other relevant general duties.

e) Procurement.


Implement Procurement Monitoring Systems.

Management of Disposal Processes: Stores and equipment.

Prepare and issue procurement documents for works and goods.

Prepare and issue documents for disposal of stores and equipment.

Preparation of procurement plans.

Maintain and update annually prequalified lists of registered of contractors, suppliers and consultants.

Procuring and issuing of goods and services in accordance with the relevant policies and processes.

Inventory management.

Periodic and annual stock taking.

Maintaining and safeguarding procurement and disposal documents and records.

Processing of requisitions from departments.

Preparing of purchase orders.

Sourcing for quotations for goods and services.

Maintaining the procurement records.

Ensuring safe custody of procurement documents.

Receiving and recording goods received and issued.

Issuing materials and stores to users based on requisition.

Maintaining stock levels and determining re-order levels.

4.5 FUNCTIONS OF TECHNICAL SERVICES.

The department is headed by The Manager, Technical Services who is responsible to the General Manager.

The department is charged with the following functions;

Technical.

Preparing training materials for the Member Organisations, in liaison with R & D.

Training member organisations on GS1 Kenya products/services in liaison with R & D.

Supporting member organisations and partners on GS1 Kenya products/services.

Initiate/formulate strategies on sector-oriented products and services.

Implement GS1 – GDSN Technology.

IT Support.

Developing and implementing the IT strategy.

Maintaining an efficient and effective Management Information System (MIS).

Implementing the IT policy.

Custody and maintenance of the information database.

Maintaining an up to date information system security policy.

Installing and maintaining recovery and disaster management systems.

Advising user departments on IT matters including acquisition of hardware and software.


31

Promoting the use of modern technology for enhanced customer service delivery.

Examining and analyzing the feasibility of potential computer applications.

Designing and developing computer based systems.

Maintaining the existing IT systems.

Maintaining the operating systems support.

Undertaking infrastructure (networking) support.

Undertaking connectivity support.

Providing user applications support.

4.5 FUNCTIONS OF COMMUNICATION AND CORPORATE AFFAIRS.

This function will be headed by The Manager, Communication and Corporate Affairs who reports to the

General Manager. The functions of the Communication and Corporate Affairs division entail;

Corporate Communication. Responsibilities include:

Internal Communication.

External Communication.

Management of corporate image.

External Relations.

Media Relations.

Creation of brand.

Ensuring cost-effective internal and external communication tools including emails.

Membership upgrading and updates.

Liaising with media for accurate coverage and rejoinder.

Maintaining social media accounts for GS1 Kenya.

Implementing a social corporate responsibility policy.

Updating e-newsletter for GS1 Kenya.

Enhancing positive public relations.

Organising official functions and events.

Co-ordinating employee and customer satisfaction surveys.

Implementing public relations and communications strategy.

Marketing. Responsibilities include:

Monitoring the environment and advising management on possible market gaps.

Ensuring compliance with national and international standards as part of competitive strategy.

Implementing and maintaining the quality assurance process.

Management and Co-ordination of County representatives.

4.6 FUNCTIONS OF RESEARCH, DEVELOPMENT AND INNOVATION.

This department will be headed by The Manager, Research, Development and Innovation who reports to the

General Manager. The functions of the Research, Development and Innovation department entail;

Prepare training materials for member organizations.

Develop and manage digital library or resource centre.


32

Carry out market research in liaison with other departments.

Promote research, development and innovation activities in pursuit of GS1 Kenya products.

Strengthen partnerships with other research institutions, partners and member organisations.

Approve research and development projects and ensure that they are in line with the GS1 Kenya

overall objectives.

Ensure dissemination and application of research findings relevant to stakeholders needs.

Hold conferences, workshops, seminars and field extensions and market visits.

Continually develop new initiatives aimed at planning for the improved quality of GS1 products

Conduct market surveys to determine the market product demands and create demand.

Initiate research proposals in collaboration with other departments.

4.7 FUNCTIONS OF THE COMPLIANCE, CHANGE AND INTERNAL AUDIT UNIT.

The purpose of this function is to inculcate compliance and change culture and perform internal control and operational

review in GS1 Kenya. The function shall be out-sourced for the strategic plan period and review the need to

institutionalize this function in GS1 Kenya. This function will be reporting to the Finance and Administration

committee of the Board.

COMPLIANCE AND CHANGE CULTURE.


Implement Performance Management System in GS1 Kenya.

Implementation of the corporate strategic plan and departmental operational plans.

Monitoring and evaluation to ensure effective and efficient implementation of the corporate strategic plan and

operational work plans.

Policy analysis, review and approval of GS1 Kenya operational policies.

Preparing and implementing of annual performance contracts.

Ensuring compliance of GS1 Kenya with regulations and the Strategic Plan.

Ensuring compliance with corporate values.

INTERNAL AUDIT.


To provide independent and objective appraisal of financial, operational and other management control

activities.

Development of appropriate risk based annual plans and procedures.

Ensure liability and integrity of financial and operating information.

Ensure effective control systems for recording and reporting on performance.

Review of internal control systems to ensure compliance with policies, procedures, laws and regulations.

Ensure effective safeguarding of assets.

Ascertain establishment of operating standards for measuring efficiency and economy.


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CHAPTER FIVE:

MONITORING AND EVALUATION FRAMEWORK

5.0 INTRODUCTION

GS1 Kenya will make monitoring and evaluation an integral part of the entire process of the implementation of the

strategic plan. This will be done with an aim of measuring and assessing performance in order to draw lessons from

the implementation experience. The findings of the monitoring and evaluation exercises will inform the decision-

making processes. The system will largely use the strategic objectives and indicators that have been incorporated in

the strategic plan detailed implementation matrix.

5.1 MONITORING AND EVALUATION SYSTEM.

Monitoring and Evaluation (M&E) System will be aligned to GS1 Kenya’s priorities and strategic objectives.

The GS1 Kenya’s Board of Directors have the overall responsibility for the M&E of the GS1 Kenya strategic plan.

The Head of Departments will be responsible for the implementation of the targets that fall under their jurisdictions.

This will be achieved by ensuring that all prepare Annual Work Plans (AWPs) for each year of implementation; and

all individuals prepare Individual Operational Plans (IOPs) based on the Departmental implementation plans.

The areas to monitor will include, but not limited to: performance, utilization of resources, impact, context,

institutional capacity. The monitoring process will involve regular collection and analysis of information on the

progress of the strategic plan implementation.

The process will include the following:

Check whether the implementation is on course in relation to the set objectives.

Help in the documentation of the process of implementation.

Document progress and key learning areas from experience and feedback.

Inform GS1 Kenya of future directions, decisions and planning.

Help in taking corrective measures if any unexpected results occur, in order to bring the activities/programs

back onto target.

Check that allocated resources are being used as intended and cost effective.

The results of both monitoring and evaluation will be reported regularly (monthly, quarterly and annually etc.) as will

be dictated by the M&E system and the activities specific to the various Department. The reports will contain

information achievements, challenges encountered, limitations in implementation; and emerging issues as well as

recommendations for interventions in order to improve performance, results/outputs and outcome or contribution of

plan implementation.

GS1 Kenya will ensure adequate ICT infrastructure and human resource capacity for efficient and effective monitoring

and evaluation of plan implementation. Similarly, coordination and integration within and between functions will be a

critical feature in ensuring holistic implementation of the strategic plan within the framework of GS1 Kenya’s vision,

mission and priority areas.


34

GS1 Kenya will use a variety of monitoring tools, depending on the nature of the activities. Some of the tools will

include: work plans, reports, field visits, annual staff appraisal forms, and staff meetings. Each function and

programme will determine which tools are relevant and most suitable for their situation.

The reports will include progress/management reports; financial reports, audit reports and other specific reports, which

may be required from time to time depending on the nature of interventions, but at least quarterly.

These reports will include: Planned programmes and activities for the period; achievements against the plan; major

variances; any trends (in terms of context, national or global that have or may influence the work of GS1 Kenya;

constraints and challenges faced; any lessons that have been learnt; recommendations; and annexes.

All financial reports will be expected to be compliant with the GS1 Kenya’s financial policy and procedure.

Annual Staff Appraisal. The key issues that will be looked at here are:

a) Performance against agreed standards/indicators or result areas as per the job descriptions.

b) Identification of gaps (or factors that contribute to poor or good performance) and agreement on corrective

measures where necessary.

c) Agreement on the next period’s result areas/objectives.

GS1 Kenya will hold several staff and management meetings on a regular basis in order to discuss important issues

pertaining to the work of GS1 Kenya and take appropriate action, where necessary. Other consultative meetings will

be held with specific stakeholders of different aspects of our work to discuss progress and how the implementation can

be improved.

Finally, mid -term (after 2 years) and end of term (end of period) evaluation of strategic plan implementation will be

crucial, thus providing accurate data for the review of the five (5) year period of implementation and basis for

preparation of the subsequent five (5) year strategic plan of GS1 Kenya.

5.2 GS1 KENYA STRATEGIC BENCHMARKING.

GS1 Kenya has decided to improve its operations by learning from others. There will be a continuous benchmarking

process of measuring GS1 Kenya’s priority targets, objectives, strategies, services and practices against the world-

renowned best practice organisations.

The respective heads of all departments will be responsible for initiating and spearheading and the benchmarking

process for each of their respective departments.

In practice, GS1 Kenya benchmarking process will encompass:

Regularly comparing aspects of performance with best practitioners.

Identifying gaps in performance.

Seeking fresh approaches to bring about improvements in performance.

Following through implementing improvements; and

Following up by monitoring progress and reviewing the benefits.

The GS1 Kenya benchmarking process will strongly contribute towards the following benefits:


35

Increased collaboration and understanding of interactions within and between strategic partners.

Raised awareness about performance and greater openness about relative strengths and weaknesses in each key

priority areas.

Increased knowledge of other institutions and organizations with a greater confidence in deploying and

applying new approaches.

Improved performance measurements.

Improved quality and institutional productivity and innovation.

A strong case for change.

Identifying gaps in performance.

5.3 MID TERM REVIEW OF THE STRATEGIC PLAN

There will be a mid-term review of the strategic plan after two years. This will allow for necessary adjustments and for

capitalizing on emerging challenges and opportunities.


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CHAPTER SIX

RISK ANALYSIS AND MITIGATION.

Implementation of this Strategic Plan is prone to various risks; the specific risks are outlined below:

STRATEGIC RISKS.

Insufficient commitment of the board to ensure implementation of the Strategic Plan.

Inability of management to implement the Strategic Plan.

OPERATIONAL RISKS.

Some of the proposed programmes/activities may experience challenges.

Presence of insufficiently trained technical staff in key areas is likely to affect delivery of services in particular

Technical and IT function.

Shortage of office tools and equipment.

Inadequate budgeting and lack of implementation may make difficult to implement the planned activities.

Inappropriate attitude and culture in the governance and operations of GS1 Kenya.

FINANCIAL RISKS.

Inability to raise revenue to finance planned operations.

A national economic crisis may affect the implementation of the planned programmes and activities of GS1

Kenya.

Inability of GS1 Kenya to collects debts from members.

Inability of GS1 Kenya to meet litigation expenses when due.

Overstay of independent auditors in office.

TECHNOLOGICAL RISKS.

GS1 Kenya may not keep pace with rapid ICT developments.

Some members of staff may find it difficult to adapt to new technological changes.

Inadequacy of the current software to match the operations of GS1 Kenya.

MITIGATION, MONITORING AND REPORTING OF RISKS.

To mitigate the effects of the above risks on this plan, GS1 Kenya implements the following measures:

Enhancing M&E for early detection of formative risk;

Carrying out appropriate consultation with stakeholders;

Enhancing GS1 Kenya's management capacities;

Fostering optimal utilization of resources;


37

CHAPTER SEVEN

STRATEGY IMPLEMENTATION MATRIX.

LOGICAL FRAMEWORK

STRATEGIC PRIORITY 1: ENHANCE FINANCIAL SUSTAINABILITY

Strategic Objective 1: To Increase Revenue by 10% annually.

Strategies Activities Performance Indicators Timeframe in Yrs. Responsibility Resour

ces

1 2 3 4 5

1. Strengthen revenue

collection.

2. Establish an efficient and

effective debt collection

management system.

3. Enhance investment.

4. Introduce new revenue

streams.

5. Fund raise.

Timely Invoicing and collection.

Restructure mode of payment i.e.

instalments.

Other existing revenue streams.

Collaborate and advice on review of

membership fees.

Partner with credit reference

bureau(CRB) on defaulters.

Timely collection of revenue [Debt

Management System].

Approved restructure of payment.

Increased revenue base.

Membership fees reviewed.

Partnership agreement.

x

x

x

x

x

x

xx

x

x

xx

x

x

x

x

FM/GM

FM/GM/BoD

FM/GM/BoD

FM/GM/BoD

Identify best investment options.

Negotiate for better interest rates.

Increase Investment in T bills,

investment funds, fixed deposit.

Increased income from investment.

x

x

x

x

x

FM/GM/BoD

Cost benefit analysis and review.

Commence collection of revenues from

the new streams.

Number of revenue streams.

Increased revenue from new streams.

x

x

x

x

x

x

x

x

x

x

FM/GM/BoD

FM/GM/BoD


38

Develop resource mobilisation plan.

Identify and engage the key potential

partners.

Developed resource mobilization plan.

Approved partnership MoUs

x

x

x

x

x

x

FM/GM/BoD

HoDs*/GM/BoD

Strategic Objective 2: To reduce costs by 10% annually

Strategies Activities Performance Indicators TIME Frame in Years Responsibility Reso

urce

s 1 2 3 4 5 1. Strengthen budget implementation.

2. Reduce cost of office space.

3. Rationalize expenditure.

4. Increase number of strategic

partners.

Identify and implement a budgeting control

system.

Daily review of the budget and

monitoring/performance management.

Setting & reviewing performance targets daily.

Existence of internal

control system.

Performance review

reports.

x

x

x

x

x

x

FM/GM

FM/GM

Identify suitable location for the office space.

Identify and approach the mortgage provider.

Signed lease/purchase

agreement.

x

FM/GM/BoD

Reduce board expenses on allowances.

Reduce cost of overseas travelling.

Critically re-examine employment cost.

Scheduled meetings.

Scheduled travels.

Employment cost re-

examination report.

x

x

x

x

x

x

x

x

x

x

x

x

x

x

x

FM/GM/BoD

FM/GM/BoD

FM/GM/BoD

Identify and engage potential partners. Number of MoUs. x x x x x HoDs*/GM/B

oD

5. Strengthen Procurement processes.

Prequalify suppliers.

Supplier prequalification

list.

x FM/GM


39

Strategic Objective 3: To strengthen Risk management, control and Audit

Strategies Activities Performance

Indicators

Timeframe in Yrs. Responsibility Resourc

es

1 2 3 4 5 1. Improve risk management.

2. Provide for litigation/Liabilities.

3. Strengthen documentation

management system.

4. Strengthen internal control

procedures.

Formulate risk management committee in the

board.

Conduct risk audit.

Audit Committee

formed

x GM/BoD

Set aside funds to cater for unforeseen pending

litigations. Provision made in

budget

x FM/GM/BoD

Assess documentation requirements.

Develop documentation management system.

Cost benefit analysis of the system identified.

Procure and install the ERP.

Monitor and review the documentation

management system.

Risk assessment

report.

Install ERP.

x

x

FM/GM/BoD/

Out-sourced

Consultant

Improve internal control procedures.

Continuous Professional Development (CPD)-

capacity build.

Knowledge sharing.

Internal control

systems installed.

x GM/BoD


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STRATEGIC PRIORITY 2: Improve use of technology

Strategic Objective 1: Adopt the use of technology in the day to day running of business

Strategies Activities Performance Indicators Timeframe in Yrs. Responsibility Resourc

es 1 2 3 4 5

Implement an ERP

System.

Capacity Building for

staff on ICT usage.

Benchmarking GS1

Kenya ICT usage with

other similar

international

organization/MOs.

Analysis of existing systems in the market. Market analysis report. x TM/FM/GM

Budget for the ERP System. Item in budget. x TM/FM/GM/BoD

Acquire, train, rollout, support. ERP installed. x x TM/FM/GM/Consu

ltant

Identify staff training need.

Identify providers.

Train personnel.

Implement.

Training report and certification. x TM/FM/GM

Access the current ICT situation & make

recommendation.

Assessment report. x TM/GM

Develop policies that govern ICT usage and disposal

of outdated equipment e.g. computers, telephone,

verifiers.

IT Policy approved. x TM/GM


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Strategic Objective 2: Increase product portfolio

Strategies Activities Performance Indicators Timeframe in Yrs. Responsibility Resources

1 2 3 4 5 Introduce demand driven

products.

Strategic alliance to add

value to GS1 products.

Conduct market survey.

Market survey report. x TM/MM

Training on new product(s). Certifications acquired. x TM/FM

Product marketing. Increased enquiries, sales and membership. x TM/MM

Product launch. Launch event. x x TM/MM

Identify need. Needs report. x TM/MM

Identify proposed partners. List of partners. x TM/MM

Develop proposal. Proposal document. x TM/MM

Contracts/Agreements. Signed contracts. x TM/MM

Implementation. Implementation plan. x TM/MM


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STRATEGIC PRIORITY 3: Institutionalize Research, Development and innovation in the organisation

Strategic Objective 1: Increase product and market knowledge.


1 2 3 4 5

Satisfy needs of

members.

Enhance product

knowledge.

Establish R&D function. R&D Function is operational.

Develop job descriptions for R&D

function.

JDs are operational.

Recruit R&D Manager/Executive. R&D Staff are in office.

Sign performance contract that

containing activities and outcomes with

basic requisite resources.

Performance contracts signed and

implemented.

Monitor and review performance Performance review reports.

Conduct market surveys. Market survey reports.

Sensitize the market. Market awareness survey report.

Create demand for the product. Product sales reports.


43

STRATEGIC PRIORITY 4: Build board and staff capacity

Strategic Objective 1: Cost-effective board performing its roles and responsibilities


ces

1 2 3 4 5

1. Enhance board’s

governance capacity.

2. Increase board’s

effectiveness and

operational efficiency.

Develop a policy manual for Board’s

operations.

Policy manual developed and

approved

x FM/GM/BoD

Conduct a Training Needs Analysis

[TNA] for the board.

TNA report x FM/GM/BoD

Organize board’s training. Training certificate on governance. x x x x x FM/GM/BoD

Board to appraise its performance

annually.

Board minutes. x x x x x BoD/Consultant

Prepare budgets for board’s activity. Approved board budget. x x x x x BoD

Prepare schedule for board meetings

and travel schedule.

Approved board schedules

[meetings and travel].

x x x x x GM

Review the code of ethics for Board

Membership.

Compliance to the Board

regulations.

x x x x x BoD/Consultant

Review Board composition is well

balanced in terms of gender and skills.

Balanced board membership. x x x x x BoD/Consultant


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3. Update and formulate

operational policies and

procedures.

Review eligibility criteria for Board

Members.

Board eligibility criteria reviewed

and approved.

x x x x x FM/GM/BoD/C

onsultant

Engage a consultant to conduct the

following policies and procedures in:

HR ,Finance and Procurement, IT,

Communication/ Membership

engagement.

Policies and procedures developed

and approved.

x x x x x FM/GM/BoD/C

onsultant

Strategic Objective 2: Develop and implement an organisation structure capable of implementing strategic plan, policies and procedures


1 2 3 4 5

Review the

organisation structure

and performance

management.

Engage a consultant. Consultancy assignment contract

signed.

x BoD/Consultant

Benchmark with other similar

organisation for optimum structure.

Organisations bench-marked with. x BoD/Consultant

Align the staff JDs and performance

contracts to the company structure.

Signed JDs and performance

contracts.

x FM/GM/BoD/C

onsultant

Engage a consultant to develop a

performance management policy and

procedure manual.

Approved performance

management policy and

procedures manual and

x BoD/Consultant


45

implemented.

Strategic Objective 3: Increase staff competency.


1 2 3 4 5

Enhance staff capacity.

Conduct a corporate TNA for staff. Corporate TNA report. x BoD/Consultant

Organize staff training plan. Training reports and certificate. x x x x x FM/GM/BoD

Develop code of Ethics/Conduct for

Staff.

Code of Conduct Handbook* in place

and followed. x BoD/Consultant


46

STRATEGIC PRIORITY 5: Increase awareness of GS1 Kenya Products/Services.

Strategic Objective 1: Promote a positive corporate image and enhance visibility


1 2 3 4 5 Implement the

Communication Strategy.

Generate newsletter, E-shots, magazine. Newsletters, magazines, e-shots. x x x x x PR/GM

Develop a proper switchboard i.e. auto-

response tool.

Automated switchboard. x CAM/GM

Develop a template for internal

communication i.e. standard emails,

memos, letter etc.

Internal communication

template.

x x x x x CAM/GM

Acquisition of mobile gadgets for internal

communication.

Communication gadgets. x CAM/GM

Develop a branded emailing system. Banded e-mail system. x CAM/GM

Develop an event schedule/ calendar

detailing proposed dates.

events

Calendar of events. x x x x x CAM/GM

Active social media platform. Social Media accounts active. x x x x x CAM/GM

Prepare proposals, speeches and any other

related communication for GS1 Kenya.

Sample proposals and speeches

prepared.

x x x x x PR/GM

Generate customer satisfaction feedback. Customer satisfaction survey

report.

x x x x x CAM/GM

Develop content for the GS1 Kenya

website.

Website revamped/updated. x x x x x CAM/GM

Develop a template for external

communication.

External communication

template developed.

x PR/GM

Position and sustain a strong Review brand concept. GS1 Kenya branded. x MM/GM


47

brand. Utilize available media to position the GS1

Kenya brand in the public domain e.g. TV,

talk shows, Radio Interviews, Newspaper

stories, blogs etc.

Media campaign schedule. x x x x x PR/GM

Implement a Crisis

management Strategy

Identify and brief the spokesperson. Crisis strategy developed. x CAM/GM

Identify key message. Message developed. x CAM/GM

Develop a statement. Statement developed. x CAM/GM

Check all communication mechanism and

establish a protocol.

Communication protocol

established.

x CAM/GM

Implement Corporate Social

Responsibility (CSR)

Strategy.

Identify organization of interest to engage

for CSR activities.

CSR Strategy developed. x x x x x PR/GM

Review CSR policy to conform to the

changing business environment.

CSR Strategy reviewed. x x x x x PR/GM


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Strategic Objective 2: Corporate engagement.


1 2 3 4 5 Continuous member

engagement.

Member visits. Number of members visited. x x x x x CAM/GM

Updating and cleaning the membership

database.

Database updated. x x x x x CAM/GM

Verify information for all clients. Verified client list. x x x x x CAM/GM

Develop partnerships. Partnership MoUs. x x x x x CAM/GM

Source for sponsorship and

endorsements.

Sponsorship MoUs. x x x x x CAM/GM

Organize awareness events e.g. cocktails,

conferences etc.

Events schedule. x x x x x CAM/GM

Media Engagement. Develop a database for all local and

international media for both electronic

and print media.

Media database developed

with updated respective

contact list.

x x x x x PR/GM

Organize press conferences, press tours,

breakfast briefing.

Number of press conferences

and press tours held.

x x x x x PR/GM

Develop fact sheets, press kit and press

release for media.

Number fact sheets developed. x x x x x PR/GM

Compile and share comprehensive

information about the company with the

media.

Number of press releases. x x x x x PR/GM

Respond to queries from media and the

general public.

Number of responses to media. x x x x x PR/GM


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Strategic Objective 3: Creating Marketing Awareness


ces 1 2 3 4 5

Implement the marketing

strategy.

Use of marketing materials like brochures,

business cards, catalogs, T-shirts etc.

Brochures, business cards and other

marketing tools.

x x x x x CMCM/GM

Use of online marketing strategies such as

search engines, paid online adverts etc.

Number of online marketing

strategies undertaken.

x x x x x CMCM /GM

Market Research i.e. through market

dynamics, patterns, benchmarks in the

industry, market segment, needs, target

markets and mass markets etc.

Market research reports. x x x x x CMCM /GM

Monitor results through tracking of sales,

visitors to our website etc.

Number of on-line hits. x x x x x CMCM /GM

Marketing goals i.e. when goals are set it

can turn into numbers.

Work plan. x x x x x CMCM /GM

Market strategies through networking,

direct marketing, advertising (print,

electronic and directories, training

programs, follow up calls, trade shows).

Number of print and electronic

campaigns.

x x x x x CMCM /GM

Describe competitors and Conversion of

competitor members.

Number of conversions and

enquires.

x x x x x CMCM /GM

Create awareness of Gepir link to market. Use of Gepir link in product search. x x x x x CMCM /GM

Budget i.e. what strategies you can afford

and which one you can use an agent.

Departmental budget approved. x x x x x CMCM /GM


50

Price, Position and Brand product and

service i.e. determine price, positioning of

membership kits at strategic place e.g.

KEBS, Supermarkets so as to create brand

awareness.

Branded marketing materials and

product positioning.

x x x x x CMCM /GM

Increase revenue and

member growth.

Retail and strategic partnership

engagement.

Number of retail and partnership

engagements.

CMCM /GM

Participate in events e.g. ASK Trade shows. Number of trade shows attended. x x x x x CMCM /GM

Introduce instalment payments for new

members.

Approved instalment payment

policy.

x CMCM /GM/BoD

Subsidize bar-coding services to special

interest groups.

Approved subsidized bar-coding

policy.

x CMCM /GM/BoD

Generate of barcodes fees included in the

membership fee.

Approved bar-coding generation

policy.

x CMCM /GM/BoD

Revise membership fees. Approved revised membership fees. x CMCM /GM/BoD

Promotion of products and services Number of promotions held. x x x x x CMCM /GM

Target trainings for groups at counties for

SMEs.

Number of target trainings held at

counties for SMEs.

x x x x x CMCM /GM

Marketing of new

products.

Launch new products in the market through

Print, Electronic media and social media.

Number of new products launched. x x x x CMCM /GM

Advertise new products by use of Gateway

magazine .

Number of new products advertised

on the Gateway magazine.

x x x x CMCM /GM

Member engagement. Introduction of incentives to strategic

partners.

Number of strategic partners

engaged.

x x x x x CMCM /GM

Organize workshops/ Seminars at county

levels.

Number of workshops at counties. x x x x x CMCM /GM

Expansion and growth. Capacity build county representatives. Relevant trainings offered to the

county representatives.

x x x x x CMCM /GM

Foster partnership with key government

bodies for leverage at county levels.

Number of partnerships with

government bodies at county levels.

x x x x x CMCM /GM

Establishing regional offices in the future. Need assessment report for

establishing regional offices.

x x CMCM /GM


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