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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
GS1 Kenya Strategic Plan 2016-2020
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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
GS1 Kenya Strategic Plan 2016-2020
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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.
GS1 Kenya Strategic Plan 2016-2020
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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.
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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.
GS1 Kenya Strategic Plan 2016 -2020
24
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.
GS1 Kenya Strategic Plan 2016 -2020
25
Ensure consolidation and growth
GS1 Kenya Strategic Plan 2016-2020
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.
GS1 Kenya Strategic Plan 2016-2020
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
GS1 Kenya Strategic Plan 2016-2020
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.
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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.
Responsibilities include:
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.
Responsibilities include:
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:
GS1 Kenya Strategic Plan 2016-2020
30
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.
Responsibilities include:
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.
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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.
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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.
Responsibilities include:
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.
Responsibilities include:
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.
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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:
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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;
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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
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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
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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.
Strategies Activities Performance Indicators Timeframe in Yrs. Responsibility Resources
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.
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STRATEGIC PRIORITY 4: Build board and staff capacity
Strategic Objective 1: Cost-effective board performing its roles and responsibilities
Strategies Activities Performance Indicators Timeframe in Yrs. Responsibility Resour
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
Strategies Activities Performance Indicators Timeframe in Yrs. Responsibility Resources
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
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implemented.
Strategic Objective 3: Increase staff competency.
Strategies Activities Performance Indicators Timeframe in Yrs. Responsibility Resources
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
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STRATEGIC PRIORITY 5: Increase awareness of GS1 Kenya Products/Services.
Strategic Objective 1: Promote a positive corporate image and enhance visibility
Strategies Activities Performance Indicators Timeframe in Yrs. Responsibility Resources
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
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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.
Strategies Activities Performance Indicators Timeframe in Yrs. Responsibility Resources
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
Strategies Activities Performance Indicators Timeframe in Yrs. Responsibility Resour
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
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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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