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Kenya Medical Association SACCO
Strategic Plan: 2020 - 2024
Kenya Medical Association SACCO Ltd P.O. BOX. 413 -00202 KMA Center, 4th floor Mara road, Upper hill Nairobi
Kenya Medical Association SACCO Strategic Plan 2020-2024
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Contents
1 Part 1 iii1.1 Abbreviations and Acronyms iii1.2 List of tables and figures iv1.3 Definition of terms v1.4 Message from the Chairman of the Board vi1.5 Message from the General Manager vii1.6 Executive summary viii1.6.1 Preamble viii1.6.2 Rationale for the Strategic Plan viii1.6.3 Methodology ix1.6.4 Strategic Pillars x1.6.5 Mission xi1.6.6 Vision xi1.6.7 Values charter xii1.6.8 Key Result Areas xii1.6.9 Resource requirements xiii1.6.10 Monitoring and evaluation xiv
2 Institutional framework 12.1 Background information 12.2 Current performance levels 42.3 Organisation structure 52.3.1 Proposed organisation structure 6
3 Situational analysis 73.1 Government agenda 73.1.1 Vision 2030 73.2 External environment 83.2.1 Political/Legal Factors 83.2.2 Economic Factors 93.2.3 Social Factors 93.2.4 Technological Factors 93.2.5 Industry environment analysis 103.3 Internal environment 113.3.1 Governance and operational leadership 113.3.2 Strategy 123.3.3 Management structure 123.3.4 People and resources 133.3.5 Systems and processes 133.3.6 Culture and values 143.3.7 Client/stake-holder focus 143.4 Stakeholders analysis 15
Kenya Medical Association SACCO Strategic Plan 2020-2024
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3.4.1 Inbound stakeholders 153.4.2 Outbound stakeholders 153.5 Summary of actions to address challenges identified in the situational
analysis. 15
4 Implementing the strategy 164.1 Staffing complement 164.2 Resource Requirements 164.2.1 Monitoring and evaluation 164.3 Critical Success Factors 174.4 Negative forces on implementation 17
5 Conclusion 185.1 Values and lessons of the strategic planning process 18
6 Appendices 19A. Implementation matrix 19A.1 Summary – KRAs, goals, strategic objectives and strategies 201. Profitability 202. Investment 203. Custody 234. Lending and Operational Efficiency 235. Corporate Governance 256. Customer Experience 277. ICT infrastructure 298. Human Capital 299. Collaboration, Partnership and Corporate Communication 3310. Corporate Social Responsibility 34A.2 Detailed action plan 35
iii
Kenya Medical Association SACCO Strategic Plan 2020-2024
1 Part 1
1.1 Abbreviations and Acronyms AGM Annual General Meeting
CMA Capital Markets Authority
CSR Corporate Social Responsibility
FOSA Front Office Services Activity
GCEO Group Chief Executive Officer
GFM
GIA
Group Finance Manager
Group Internal Auditor
IRA Insurance Regulatory Authority
KMA Kenya Medical Association
KMPDU Kenya Medical Practitioners Pharmacists and Dentists Union
KRA Key Result Areas
PPP Public Private Partnership
SACCO Savings and Credit Cooperative Society
SASRA Sacco Societies Regulatory Authority
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Kenya Medical Association SACCO Strategic Plan 2020-2024
1.2 List of tables and figures Section Details
1.7.4 Generic and Proposed SACCO Models
2.3.1. Proposed Organisation Structure
3 Situational analysis
A Implementation matrix
A.1 Summary – KRAs, goals, strategic objectives and strategies
A.2 Detailed action plans
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Kenya Medical Association SACCO Strategic Plan 2020-2024
1.3 Definition of terms Term Definition
Core values The fundamental rules by which the SACCO wants to conduct “business”
Goal High level statements of what needs to happen to achieve a KRA
Key Result Area The areas on which the SACCO will focus in order to achieve results
Mission The purpose for which the SACCO exists
Outputs The product or service that the SACCO produces
Performance Indicator
The measure used to assess the performance of the SACCO
Service Delivery Targets
Are specific outputs needed to achieve the Strategic Objectives
Situation Analysis Is the critical assessment of the environment in which the SACCO operates in.? It contains four elements: external influences and trends; government agenda, strengths and weaknesses; and challenges
Strategic Action Plan
Sets out the parameters that lead to the fulfilment of the SACCO’s Vision and Goals. It contains three elements: Strategic Objectives, Strategies, and Service Delivery Targets
Strategic objectives
Are broad, long-term targets designed to achieve the SACCO’s mission. They are time bound, measurable and outcome oriented
Strategy Method and/or procedure for achieving the strategic objective
Vision A vibrant and compelling image of the desired future state of the SACCO
Kenya Medical Association SACCO Strategic Plan 2020-2024
1.4 Message from the Chairman of the Board
Dr. Kennedy Jerry Koech
KMA SACCO’s Strategic Plan 2020 - 2024 outlines how the Sacco will continue to effectively achieve its mission and vision. Future risks to the SACCO include escalating cyber-security threats, interest rate and liquidity challenges, real estate and member business loan concentrations, and rapid changes in technology. Each risk requires continual monitoring and, where prudent, risk mitigation strategies to protect the savings and investments of our members.
The changing financial services environment is also driving a need for a greater diversity of the SACCO employees’ skills and knowledge. The SACCO staff are our most important asset, and they must have the skills, training, and tools necessary to do their jobs in this complex and dynamic financial environment. We will continue to focus on workforce recruitment and development, to attract, train, and retain the best talent. A priority is improving processes, tools, and technology to increase efficiency and effectiveness in our operations. Through continual quality improvement the SACCO will review the efficiency of its processes, while simultaneously take on opportunities that will enhance stakeholder value.Many of the SACCO’s information technology platforms do not leverage current technology in terms of capabilities and security. This Strategic Plan addresses the investment and upgrade of technology software systems include the deployment of apps for digital lending.
The SACCO will continue to build on specific priorities that will deliver the results. These are Profitability, Custody, Lending and Operational Efficiency, Governance and Direction, Customer Relations, ICT, Human Resource Collaboration, Partnership and Corporate Communication and Corporate Social Responsibility.
The SACCO will continue its ongoing commitment to transparency about its future plans and actions. The future promises to be full of both challenges and opportunities for the cooperative movement and more specifically the SACCO. With the strategic objectives and actions outlined in this Strategic Plan, we stand ready to address these challenges head-on to ensure we stand by our mission of “To be the leader in provision of financial products, services and solutions to the healthcare professional.”
On behalf of the Board of Directors, I would also wish to extend my sincere appreciation to the staff and management for their continued service and dedication to the Sacco.
Dr. Kennedy Jerry Koech
Chairman, Board of Directors
Kenya Medical Association SACCO Strategic Plan 2020-2024
1.5 Message from the Group Chief Executive Officer.
CPA Andrew Kasola Mutua
In this Strategic Plan, we have set for ourselves very ambitious targets as we begin our transformation journey. In light of this, our promises to our customers continue to be fulfilled.
To make an impactful difference to the lives of our members means completely rethinking the way we do business. This will include adopting the right mind-set. Our continued quest to achieve our strategy calls for focus on our members, simplification of our business as well as taking an innovative approach.
I remain confident in our ability to deliver our five-year strategic plan and the benefits that it will bring to our members, colleagues and all other stakeholders.
On behalf of the KMA SACCO Staff, I wish to express my gratitude to all those who participated or supported us in any way or form in the preparation of this Strategic Plan.
Whilst it may not be possible to mention all those who have contributed to the preparation of this plan, I would like to recognize the contribution of the Board of Directors who were heavily involved in the preparation of this Strategic Plan. You deserve special credit for spearheading the process and spirited coordination of the process, all resulting to the successful completion and immense learning by all who participated. Your open and honest contribution has enabled us to take stock of our performance, the impact it has had on our operations and to include specific initiatives in this important document which will guide our operations for the next five years.
CPA Andrew Kasola Mutua
Group Chief Executive Officer.
Kenya Medical Association SACCO Strategic Plan 2020-2024
1.6 Executive summary
1.6.1 Preamble The Third Strategic Plan (2020 – 2024) for the KMA SACCO (herein referred to as The SACCO) was prepared after review of the previous Strategic Plan which covered the period 2015 – 2019. Generally, the implementation of the first and second Strategic Plans recorded remarkable achievement. However, with the mutable financial services environment, it was necessary for the SACCO to embark on a review of its strategic posture in order to drive it to the next level.
The preparation of the 2020-2024 Strategic Plan was carried out in a participatory manner to ensure that there is unity across the various parties in the management of the Society. This was considered critical to ensure common understanding, ownership and commitment to sharing and implementing the strategy. Whilst the Board Chairman is the primary custodian and driver of the strategic direction that the SACCO and staff take, every other person must also own the strategy and implement it in a complementing manner even as they remain alert to the fluctuating environment and adapting the strategy as necessary. The approach adopted in the preparation of this Strategic Plan therefore aims at embedding this dynamism within the SACCO through comprehensive understanding and ensuring that strategic positioning and implementation is a continuous process.
The key elements agreed within the strategic planning framework are briefly set out in this executive summary together with reference to the detailed Strategic Plan for greater detail.
1.6.2 Rationale for the Strategic Plan The SACCO is committed to fulfilling its objectives hence meeting the expectations of its key stakeholders. To accomplish its ambitious and innovative objectives in a difficult operating environment, it was necessary to review the previous strategic plan. This Strategic Plan is expected to be a living document that guide the entire team on the day-to-day operational activities.
In order to meet these expectations, strategic planning has to become a meaningful process for organisations– from the most senior levels to the lowest level. Indeed, top management has to be prepared to lead, develop and own the process and key stakeholders also must be involved. The essence of this exercise is to get all those who matter to be involved right from the beginning in order to lay the proper foundation on which other processes can be built including annual performance contracts and work plans, quarterly work-plans, periodic performance monitoring and embedding a culture of continuous improvement in the SACCO.
Kenya Medical Association SACCO Strategic Plan 2020-2024
1.6.3 Methodology This Strategic Plan has been developed through using a methodology that is intended to ensure ownership, commitment and leadership by the SACCO. The key elements of the methodology included:
A complete understanding of the institution’s current mandate, mission, and outputs
A review of the challenges encountered in the previous strategic planning cycles
An outline of the current levels of performance by the SACCO
A situational analysis to confirm the relevant external and internal factors that impact on the SACCO’s performance as well as carrying out a stakeholder analysis to identify the key actors that the SACCO has to interact with in delivering its mandate and the challenges that these present;
Discussion and agreement on the key challenges presented by the environment which the SACCO will need to specifically respond to as part of its strategy;
Confirmation of the mission, vision and core values of the SACCO going forward;
Identification of the key result areas that the SACCO will focus on during the strategy period;
Preparation of strategic action plans for each of the key result areas.
This Strategic Plan has been prepared by the SACCO team under the leadership of the Chairman of the Board of Directors. These steps involved:
Review of the existing strategic plan (2015 – 2019) that provided the threshold for additional information-gathering and facilitation;
Participation in interviews with key stake holders, which validated the SACCO’s functions, strategic direction and the core values;
Strategic Planning workshops which validated the following:
- Results Framework including the Mission, core functions, key outputs and outcomes;
- External and internal environment, stakeholder analysis and the resulting challenges faced by the SACCO; and
- Key elements of the future strategy including the Mission and Key Result Areas.
Development of Goals, Strategic Objectives, Strategies and Service Delivery Targets for the identified KRAs as part of comprehensive action plans to implement the strategy.
This process was designed to engage SACCO team in identifying the strategic issues facing the SACCO and the initiatives necessary to transform the SACCO to be better aligned to its role as well as to increase its competitiveness. Most members of the SACCO team have devoted considerable effort in this process and demonstrated enthusiasm, ownership and commitment to implementing the plan. This momentum will need to be sustained to ensure that the initiatives set out in this plan are translated into action.
Kenya Medical Association SACCO Strategic Plan 2020-2024
1.6.4 Strategic Pillars The Strategy is based on the following key pillars:
• Owner and investor: Here the common bond is provision of services to the medical fraternity. The SACCO aims to offer easy entry and attractive but sustainable returns as an incentive to save.
• Investing and managing agent: This is made up of the SACCO staff and board. They should be given incentive aimed at keeping the team lean, motivated and innovative in order to be as efficient and effective as possible.
• Borrower and customer: The SACCO aims to offer relevant, accessible products and services that are profitable and competitively priced keeping in mind the various lending methods and their relative risk levels for example that borrowing against savings being, cheapest, borrowing against being moderately expensive, while unsecured loans being the most expensive.
• Communication and access: This is a key focus area to ensure that all members are aware of the products and services that the SACCO can offer.
The above pillars move away from the generic SACCO model as we know it as shown in the diagrams below.
Figure 1: Generic Sacco Model
Kenya Medical Association SACCO Strategic Plan 2020-2024
Figure 2: Proposed Sacco Model
1.6.5 Mission One of the most essential elements in a strategic plan is a clear, concise and memorable purpose statement that can help an organisation to galvanise all its energies and resources towards that purpose. Above all, it is not just the words included in the mission statement that help an organisation to align and focus on its purpose, but the process of defining the statement is critical to ensure that there is comprehensive understanding and ownership within the organisation.
After a detailed discussion, the SACCO unanimously adopted the mission statements as:
“To proactively mobilize savings and provide innovative products, services and solutions to encourage and facilitate investment in the health care sector while utilizing available resources efficiently and effectively for the ultimate benefit of the community and the health care professional.”
1.6.6 Vision
“To be the leader in provision of financial products, services and solutions to the healthcare professional.”
Kenya Medical Association SACCO Strategic Plan 2020-2024
1.6.7 Values charter
In order to align more to the mission and vision as well as equip the SACCO with the wherewithal to overcome the challenges it faces and will continue to face, there needs to be a visible transformation within the SACCO guided by a set of core values that will form the standards of behaviour that the SACCO will exemplify. Every individual within the SACCO, as well as actors who engage with the SACCO, will be expected to internalise these values and to hold each other to account on exemplifying them.
The SACCO and its staff have committed to the following set of core values:
1. Integrity 2.Prudence. 3.Fairness4.Teamwork 5.Professionalism.
1.6.8 Key Result Areas The SACCO has identified ten Key Result Areas (KRAs) to focus on during the strategy period. These KRAs have been broken down into goals, strategic objectives and strategies. The specific strategies have been further broken down into detailed action plans outlining the various activities, resource requirements, timeframes and responsibilities for the delivery of each strategy.
These KRAs are outlined below:
1. Profitability
2. Investment
3. Custody
4. Lending and Operational Efficiency
5. Corporate Governance
6. Customer Experience
7. ICT Infrastructure
8. Human Capital
9. Collaboration, Partnership and Corporate Communication
10. Corporate Social Responsibility
Kenya Medical Association SACCO Strategic Plan 2020-2024
The focus on these KRAs are geared towards the achievement of the following long term goals:
a) To implement appropriate strategies and associated business development initiatives so as to achieve sustained business profitability and competitive return on investment.
b)To ensure growth in the investment portfolio in order to give a competitive return to members.
c) To grow member deposits in order to achieve sustainable growth and return on investment.
d)To increase loan book to achieve sustainable growth.
e) To optimize the loan turnaround time.
f) To ensure loan performance is maintained in order to remain profitable
g)To have an accountable and transparent SACCO by putting in place the relevant and efficient systems and processes.
h)To establish and sustain an effective governance structure to enhance accountability, systems and processes.
i) To establish effective risk management framework.
j) To strengthen risk management framework of the society.
k)To develop and implement an effective customer experience framework as a means to ensuring customer satisfaction.
l) To maintain an effective institutional ICT infrastructure that will enable the integration of ICT best-practice in the SACCO operations.
m) To share strategy in order to ensure the fulfilment of the SACCOs mission and objectives
n)To maintain human capital suited to meet our current and future SACCO objectives.
o)To enhance collaboration, and partnerships with an aim of expanding the SACCO network.
p)To have visible, well understood and highly regarded communication strategies by all stakeholders.
q)To establish and sustain a relevant high performance corporate social responsibility framework as a means of giving back to the society.
1.6.9 Resource requirements The implementation of this strategic plan requires both financial and physical resources.
Kenya Medical Association SACCO Strategic Plan 2020-2024
The SACCO has prepared detailed costings of the planned strategic initiatives. It is expected that at every annual general meeting adequate resources shall be approved to implement the strategic plan over five years.
1.6.10 Monitoring and evaluation The Strategic action plans have sufficient detail to enable the monitoring of progress of implementing the strategy for each key result area. In addition, it was agreed that:
each responsible officer will extract the specific targets and provide implementation reports on a regular basis;
the strategy will be translated into performance responsibilities for staff including detailed work plans against which performance will be evaluated on a regular basis;
a staff meeting, chaired by the GCEO will be held on a regular basis to report progress over the implementation of the plan;
the SACCO will undertake a mid-term review of implementation and incorporate any changes as and when they may fall due;
specific issues will be identified and action plans prepared to address any bottlenecks in the implementation of the strategy; and
The SACCO has undertaken to monitor the implementation of the strategic plan as part of a continuous process intended to embed a culture of continuous performance improvement.
Kenya Medical Association SACCO Strategic Plan 2020-2024
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2 Institutional framework
2.1 Background information The KMA SACCO was registered in 1998 as a Savings and Credit Co-operative Society to offer financial services to KMA members. A member of the Kenya Union of SACCOs and Cooperative Societies (KUSCCO), the SACCO has grown tremendously over the years and is now positioned as a major financier for medical practitioners countrywide.
The SACCO draws its strength from its members who are both shareholders and customers.
The SACCO has a rapidly growing asset base which stood at Kshs. 4.069 billion as at December 2019. The average savings per member stands at Kshs. 554,236.18
The following section indicates growth trends over the past 5 years.
Figure 3: Asset Base
ASSET BASE YEAR 2015 2016 2017 2018 2019 ASSETBASE 1,933,850,816 2,382,679,122 2,875,245,036 3,380,038,404 4,068,703,785
GROWTH 18% 23% 21% 18% 20%
Kenya Medical Association SACCO Strategic Plan 2020-2024
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Figure 4: Growth in Membership
Figure 5: Loan book growth
Kenya Medical Association SACCO Strategic Plan 2020-2024
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Figure 6: Growth in profitability
YEAR ACTUAL BUDGET STRATEGICActual % Growth
Year 2015 155,570,991 99,774,083 202,242,288 74%
Year 2016 219,174,760 173,639,488 262,914,975 41%
Year 2017 280,307,088 234,457,748 341,789,467 28%
Year 2018 308,066,285 301,587,716 444,326,307 10%
Year 2019 348,474,725 353,091,568 577,624,200 13%
Figure 7: Actual growth vs strategic variance
Kenya Medical Association SACCO Strategic Plan 2020-2024
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Figure 8: Growth Trends
The SACCO has a well-qualified and experienced board of directors and management team who compare favourably with the best in Kenya’s co-operative industry.
The SACCO team has grown from 2 staff in 2010 to 23 staff in the year 2019. Through its diversification of products, the SACCO members can now access insurance & pension services making it a one-stop shop for financial services.
The objective of this strategy is therefore to develop a comprehensive road map for the next five years clearly identifying the short and medium strategies for the SACCO. The strategic plan will clearly state the strategies to be implemented, time frame and requisite resources necessary for execution.
2.2 Current performance levels The current performance data is important as it forms the baseline against which future performance can be measured. The SACCO has established baseline performance and continuously updates performance levels internally as well as the industry performance which the SACCO may want to benchmark against.
Based on feedback received from both internal and external stakeholders on the SACCO’s performance, there is consensus that the current performance is good and meets the expectations of most stakeholders. The outlook is now to move from the current state to the greater performance levels Recommendations received on areas that require improvement have been addressed in this strategy.
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2.3 Organisation structure The organisation structure proposed by this Strategic Plan is illustrated overleaf.
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Kenya Medical Association SACCO Strategic Plan 2020-2024
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3 Situational analysis
Figure 5: Situational analysis
The situation analysis was conducted in the context of the framework illustrated below:
3.1 Government agenda
3.1.1 Vision 2030
Kenya Vision 2030 is the country’s development blueprint covering the period 2008 to 2030. It aims at making Kenya a newly industrializing, “middle income country providing high quality life for all its citizens by the year 2030”. The vision is based on three “pillars” namely; the economic pillar, the social pillar and the political pillar. The economic pillar aims at providing prosperity of all Kenyans through an economic development programme aimed at achieving an average Gross Domestic Product (GDP) growth rate of 10 % per annum the next 11 years. The social pillar seeks to build “a just and cohesive society with social equity in a clean and secure environment”. The political pillar aims at realizing a democratic political system founded on issue-based politics that respects the rule of law, and protects the rights and freedoms of every individual in the Kenyan society.
ExternalAnalysis
Political/ LegalEconomicSocial/ culturalTechnological
Government Agenda
Vision 2030
InboundActors
InvestorsContractors and ConsultantsSuppliers
InternalAnalysis
Governance andleadershipOrg. structurePeople and ResourcesSystems and processCulture and Values
Outbound Actors
Customers SuppliersOther national Regulators Medical training institutions
Summary of challenges faced by the SACCO
Situational analysis framework
Environmental
Kenya Medical Association SACCO Strategic Plan 2020-2024
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Under the social pillar of Vision 2030, Kenya’s journey towards widespread prosperity also involves the building of a just and cohesive society that enjoys equitable social development in a clean and secure environment. This quest is the basis of transformation in eight key social sectors, namely: Education and Training, Health, Water and Sanitation, the Environment, Housing and Urbanization, as well as in Gender, Youth, Sports and Culture. It also makes special provisions for Kenyans with various disabilities and previously marginalized communities. These policies (and those in the economic pillar) will be based on a strong Science, Technology and Innovation (STI) foundation. Under this, Kenya’s vision for health is to provide “equitable and affordable health care at the highest affordable standard” to her citizens. In light of this, a strong Science, Technology and Innovation (STI) foundation blends with the SACCO’s focus on Corporate Social Responsibility with regards to facilitating research and innovation in the medical field.
Kenya also plans to restructure the health delivery system and therefore shift the emphasis to “promotive” care in order to lower the nations’ disease burden.
Within the economic pillar is wealth creation through the promotion of savings, borrowing and investment. The cooperative movement is therefore one of the vehicles for promoting socio-economic development, value addition and trade through mobilising savings for investment. The Cooperative movement has so far mobilized over Kshs. 799 billion countrywide with a Kshs.1 trillion asset base. The drive by the SACCO towards mobilizing savings and providing innovative products, services and solutions to encourage and facilitate investment blends well with the economic pillar.
3.2 External environment The external analysis has focused on the political and legal, economic, social and cultural, and technological factors that may have an impact on the SACCO. A review of these factors was conducted by the SACCO team to identify the opportunities and threats that SACCO will need to take into account as part of the strategy.
3.2.1 Political/Legal Factors At the time of the analysis, the political/legal environment was considered to present positive factors that will propel the SACCO into achieving its set objectives in spite of some challenges identified.
Devolution: The threats posed by the new administrative framework includes loss of jobs for some medical staff, delayed/failed check off collections, logistical difficulties in ensuring timely collection of amounts due, among others. Further, the counties present new competition since they are likely to form new SACCOs. The opportunities from this area include the possibility of opening virtual branches, collaboration with counties for investment opportunities as well as the possibility of encouraging mergers and acquisitions of SACCOs at the county level.
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Regulatory environment: The impact of new regulatory framework and a parastatal reform program which may see the parastatals e.g. SASRA, CMA, IRA coming together under one statutory body may call for better governance amid close scrutiny perhaps with some stringent reporting expectations. Further, the SACCO has the opportunity to strengthen its governance and grow into a deposit-taking SACCO under SASRA. Failure to comply with the regulatory framework may lead to legal and administrative sanctions being imposed on the SACCO including de-registration and winding up. A well regulated financial services sector will further open up opportunities in the stock market as well as within the banking sector.
3.2.2 Economic Factors With the economic and diplomatic orientation to the east i.e. China, Kenya is likely to experience accelerated economic growth over the next five years. The cooperative movement is therefore likely to grow with new members joining and demanding services such as borrowing. Other opportunities include medical tourism, tapping into diaspora remittances as well as an overall reduction in medical costs. Increased cost of running the Government may lead to an increase taxes with the potential of eroding the saving power of players within the SACCO movement. Rises in the cost of living may lead to unemployment, among other social ills. Nevertheless, the SACCO has opportunities to invest in the counties within the healthcare ecosystem through public private partnership(PPI)s.
3.2.3 Social Factors Owing to the increased number of medical schools in the country, the number of medical graduates and young doctors is likely to increase. The financial needs of young doctors are vast and varied. This situation presents an opportunity to grow membership, product mix as well as lending to a bigger segment of the population. There are significant numbers of potential members from the Muslim faith who for religious reasons have not joined the Saco. The development of Sharia compliant products will provide an opportunity to tap into this market and grow it exponentially. Further, an aging population of doctors provides an opportunity for the SACCO to invest in and cater for their retirement needs. Opportunities also lie within the insurance sector due to the growing population of doctors, dentists and pharmacist who need to insure their lives, families and business. Improving the liquidity levels of the SACCO also presents an opportunity whereby huge loans can be leant to wealthy doctors which may change the perception and attract membership from this category.
3.2.4 Technological Factors Development in the money transfer systems, especially mobile cash transfers offers an opportunity to ease the transactions between the SACCO and members as well as enabling the establishment of a virtual FOSA. The increase in internet penetration as well as social media advancement creates new and exciting frontiers for interaction between the SACCO, its members and the wider society.
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Cybercrime and fraud has become an ever growing threat to financial institutions and therefore technological and operational vigilance will have to be maintained to mitigate this threat. Use of accounting software will provide opportunity and capacity for accurate and real time accounting, record keeping, and provision of data to aid in decision making and financial reporting. By investing in appropriate IT software, the reality of a virtual branch network is now a possibility. Such software would consequently reduce the payroll cost and strengthen internal controls, minimizing loss of member funds and improving overall operational efficiency.
3.2.5 Industry environment analysis
3.2.5.1 Threat of new entrants Regulatory requirement have made it difficult to register new SACCO’s, therefore limiting the threat of new entrants to some extent. Within this space however, there is a threat of the formation of SACCOs from KMPDU, F500, Dentists, Pharmacists as well as individual professional associations. These new entrants may therefore begin to eat into the SACCO’s membership. The SACCO must therefore improve its services as well as offer appropriate products in order to maintain the competitive advantage that it currently enjoys in order to sustain the firm grip it has within the market.
3.2.5.2 Threat of substitute products Presently, the SACCO mainly offers savings and lending products. These are the same range of products offered by other SACCOs, banks, investment groups (chamas), shylocks as well as microfinance institutions. The choice of the potential investor/saver/borrower will therefore be based on thorough analysis of the product characteristics e.g. interest on loans, return on investment for savings, amount advanced, guarantorship/security, ease of disbursement, etc. The SACCO therefore needs to aggressively set out to win this group of highly discerning customers. To remain appealing and competitive, in-depth research of customer needs and expectations (market intelligence) will have to be continuously carried out and a robust client feedback platform developed. A delicate balance will have to be struck between the cost of products vis a vis the attractiveness/uniqueness of the product offering.
3.2.5.3 Competitive Rivalry Presently, only one SACCO directly competes with KMA SACCO. This rivalry is in the meantime tilted in favour of KMA SACCO mainly due to its internal governance structure, liquidity levels as well as its efficiencies in operation. To this end, the SACCO must continuously accelerate the pace of quality improvement and marketing in order to develop and maintain unassailable competitive advantage long into the future. The diaspora remittances going to diaspora SACCO is also a threat to KMA SACCOs access to the diaspora market.
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3.2.5.4 Bargaining power of customers At present, the SACCO does not have predominant customers with extreme bargaining power. However, it is expected that over time, large savers will increasingly control greater proportions of the capital. This will come along with unique demands as well as competition from rival SACCOS. This strategic plan must address this possibility by setting in place actions that will spur savings from a wider customer base as well as individualized approaches to attract large savers and borrower who would potentially go to the competition.
3.2.5.5 Bargaining power of suppliers The SACCO’s suppliers are the savers/investors as well as creditors/lenders. Suppliers demand attractive terms in order to save with or invest their funds within the SACCO. The SACCO must therefore design attractive terms to attract savers/lenders in fixed and withdrawable deposits. To be able to negotiate affordable credit for onward lending, the SACCO must develop a wider capital base and liquidity. It is on the basis of capitalization that large lenders will find confidence to transact with it.
3.3 Internal environment The review of internal environment focused on key organisational components to identify the strengths and weaknesses facing the SACCO. The internal analysis has been carried out to provide a summary of strengths and weaknesses in the following areas:
Governance and Operational Leadership
Strategy
Structure
People and Resources
Systems and Processes
Values and culture
Client/stakeholder focus
3.3.1 Governance and operational leadership Good governance is key to the development of any organisation. The SACCO has incorporate proper governance procedures whereby oversight is provided by the SACCO Board of Directors. The Supervisory Committee independently reports to the SACCO AGM. The GCEO oversees the day-to day functions of the SACCO assisted by the Heads of Functions. The main strengths identified in relation to leadership that will support the SACCO in service delivery include:
The SACCO governance and leadership team has appropriate academic and professional qualifications at all levels, as well as sector experience. Members of the board and the
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management team are therefore well equipped to provide the required leadership and stewardship to propel the sector to the higher levels of service delivery;
The governance and leadership team has provided dynamism and flexibility to remain alert to the rapid changes in the financial services and medical sector and respond appropriately;
The governance and leadership team have been involved in the participation and direction of SACCO activities.
The governance and leadership team is focused on results and has put in place regular performance reviews against plans to ensure the SACCO does not deviate from set targets;
The governance and leadership team leadership has inculcated a culture of action to deliver the SACCO’s strategic plan and overall objectives.
The governance and leadership team has embodied strong governance practices.
Some of the areas that have been identified as needing improvement in the area of governance and operational leadership include:
A board evaluation strategy and process is lacking making it difficult to define among others, the competencies required of board members, how to deal with conflicts of interest, among others. This strategy addresses this aspect.
3.3.2 StrategyIn the area of strategy, the following strengths have been identified:
The Strategy has engendered a focus on results and provided the impetus for improved performance in the SACCO.
The strategy has contributed to the transformation in attitudes and behaviour within the SACCO.
However, there are weaknesses that were identified in the setting of the previous strategy which included:
This strategy has been formulated by the governance and leadership team as well as staff of the SACCO. Previous issues on human resource capacity has also been addressed by this strategy.
3.3.3 Management structure The main strengths attributed to management structure include:
The management structure has the right attitude in fulfilling the SACCOs mandate.
The weakness identified is that the past structure was not well aligned to the strategy and was not dynamic enough to allow rapid responsiveness to emerging trends and related HR development.
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3.3.4 People and resources People are the single most important resource for any organisation and this is no exception for the SACCO. The strengths that will support the SACCO in this area include:
Competent and qualified personnel who are able to keep up with the rapid changes in the sector and also engage with the various actors;
Staff are multi-skilled and equipped with the necessary tools which enable them to deliver. In addition, staff have been fully equipped with the appropriate ‘tools of trade’ to enable them to discharge their duties effectively;
The weaknesses identified relating to ‘People and Resources’ include:
Due to changes in the operating environment, human resource capacity need continuous improvement and realignment in order to meet the current needs. This has now been addressed through the new organogram proposed by the Strategic Plan.
3.3.5 Systems and processes Feedback from most of the stakeholders indicated that the systems and processes at the SACCO are good and have cited the following strengths:
There are effective processes that have quality management and internal controls.
The SACCO has been able to offer personalised rapid service to its members.
Various value addition and innovative products and services have been offered to SACCO members for example provision of insurance services.
The SACCO has a strong governance structure.
However, some weaknesses have been identified in this area. The key weaknesses identified are:
Long turn-around time with regards to the loan disbursement processes.
Ineffective loan recovery practice leading to growth in non-performing loans, and ultimately bad debts.
Inadequate loan security originating from the practice of not pursuing guarantors.
A poor communication and feedback framework.
Suboptimal quality and timeliness of reporting to the board.
Inadequate research and development processes.
Strengths in relation to sales and marketing processes include:
An active education and marketing committee.
Adequate resource allocation for marketing processes.
Presence of dedicated marketing staff.
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Weaknesses include:
Lack of an effective marketing policy and process.
Lack of adequate expert input.
Lack of monitoring of the marketing processes leading to low conversion rates.
Strengths that relate to the products and service orientation of the SACCO include:
Uniqueness and attractiveness of the SACCO products to a specific client base.
Flexibility in access to products with regards to repayment plans and modes of remittance to the SACCO.
Weaknesses include.
Narrow product range thereby limiting the growth of the SACCO.
Low return on investment due to various internal and external factors.
All the above weaknesses have been addressed in the through the strategic action plans highlighted in this strategy.
3.3.6 Culture and values As an organisation that is taking the lead in transforming the fortunes of SACCOs within the financial services sector, the SACCO needs to be in the front-line in spearheading innovation, creativity and results-orientation. Most stake-holders feel that considerable gains have been made in establishing a positive environment and that the culture is evolving appropriately.
Some of the strengths identified in this area include a culture of action and speed in getting things done.
However, there are areas of weaknesses that have been addressed by this Strategic Plan include the need to further strengthen the performance and accountability framework as well as internal and external communication.
3.3.7 Client/stake-holder focus The SACCO needs to maintain constant contact with the market to understand the needs and aspirations of the various categories of clients and be responsive to their needs. This is an area that has been previously neglected but is now being addressed through the communication and client relationship framework that will be further enhanced via this strategic plan.
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3.4 Stakeholders analysis The SACCO interacts with a number of actors both ‘inbound’ (supply side) and ‘outbound’ (demand side). The stakeholder analysis was based on activities conducted by the SACCO and information obtained as part of interaction with various actors.
These stakeholders provide opportunities for the SACCO to enhance its effectiveness as well as threats that will need to be responded to. These are summarised below:
3.4.1 Inbound stakeholders Inbound stakeholders are those that provide goods, services, resources and information to the SACCO and include investors, consultants and suppliers.
3.4.2 Outbound stakeholders This category of stakeholders receive services, resources and information from the SACCO and include customers, service providers, suppliers, regulators ,medical training institutions, among others. The key opportunities and threats emanating from the inbound stakeholders are included in the external analysis section.
In terms of customers (in this case members of the SACCO), the key strengths are as follows:
Doctors are relatively liquid and have a great/insatiable capacity for consumption of a wide variety of financial products.
Being a doctor’s SACCO places the SACCO as the preferred one-stop shop for financial products for medical persons.
However, there are areas of weaknesses that need to be addressed including:
Relative financial illiteracy and procrastination among doctors.
Scepticism by doctors about the possible benefits of SACCO membership.
A narrow customer base.
3.5 Summary of actions to address challenges identified in the situational analysis. The challenges identified in the situational analysis above have been taken into account as the SACCO set the goals and identified objectives, strategies and strategic initiatives to deliver performance consistent with its vision, mission and values. Sections A.1 of this document shows a summary of the KRAs, goals, strategic objectives and strategies in place to address these challenges. Section A.2 covers the detailed action plans for the strategies identified.
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4 Implementing the strategy
4.1 Staffing complement The implementation of this strategy requires an optimal level of staffing in numbers, skills and the right attitudes. While developing the strategic plan, the SACCO has assessed the optimal staff requirements and the gaps identified and requisite measures have been included in the strategic initiatives. On a continuous basis, staff requirements will be assessed and capacity building initiatives implemented. The nature of the changing environment in the financial services sector will necessitate frequent review of staff capacity especially skills, and the implementation of capacity development initiatives.
4.2 Resource Requirements The implementation of this strategic plan requires both financial and physical resources.
The SACCO has prepared detailed costings of the planned strategic initiatives. It is expected that at every annual general meeting adequate resources shall be approved to implement the strategic plan over five years.
4.2.1 Monitoring and evaluation The Strategic action plans have sufficient detail to enable the monitoring of progress of implementing the strategy for each key result area. In addition, it was agreed that:
each responsible officer will extract the specific targets and provide implementation reports on a regular basis;
the strategy will be translated into performance responsibilities for the Board as well as all staff including detailed work plans against which performance will be evaluated on a regular basis;
a meeting chaired by the Board Chair will be held on a regular basis to report progress over the implementation of the plan;
the SACCO will undertake a mid-term review of implementation and incorporate any changes in the sector;
specific issues will be identified and action plans prepared to address any bottlenecks in the implementation of the strategy; and
An annual performance review will be carried out with and aim of monitoring performance and achievement of strategic objectives.
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4.3 Critical Success Factors The SACCO has identified the following critical factors for the successful implementation of the Strategy:
Understanding of the strategy by all those who are involved in its implementation;
Provision of leadership and commitment from the governance and leadership team in the SACCO. The leadership is required to lead by example;
Effective communication between all implementers on activities and outcomes;
The timely implementation of activities;
Availability of resources as identified under each strategy;
Effective translation of strategic plan targets to annual plans and budgets; and
Regular review, performance oversight, measurement and reporting.
4.4 Negative forces on implementation The SACCO has identified some factors that may negatively impact on the realisation of the goals set out in the strategy. However, the SACCO is confident that it can influence most of the variables that may impact on the implementation and there is a high likelihood that the goals of the strategy will be achieved. Key amongst the negative forces are:
Fluctuations in economic factors which may limit the spending/saving power of the targeted SACCO members
Regulatory capture
Rapid changes in the financial service environment
Lack of required capacity – physical resources
The SACCO is committed to mitigating the occurrence of any of the above by applying best practice mitigation techniques.
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5 Conclusion
5.1 Values and lessons of the strategic planning process The SACCO has devoted considerable effort and resources in the development of the Strategic Plan for the period 2020 - 2024. This effort has helped the SACCO to recognise that the engagement in the strategic planning process is as important as the final strategy. The SACCO has noted that there is scope for continuous improvement and this will be done through the annual planning and the mid-term review of the plan.
During the process, the core strategic planning team identified very important lessons which are documented below for posterity:
Teamwork is very important in the preparation and implementation of the strategy;
The process enhanced cohesion between the SACCO team and galvanised them for the implementation of the strategies;
Respect for all is very important – includes the person, ideas and effort;
The consultative process employed in the preparation of the strategic plan ensured that views from a wide range of stakeholders are considered;
The process served as an eye opener and a point of clarifying the core purpose of the SACCO.”
The process enabled the team to view the SACCO at the corporate level, have a bird’s-eye view of the operations thereby enhancing the participant’s strategic perspective;
The process followed during the formulation and reconfirmation of the Mission statement led to greater understanding and clarity;
The process of strategic planning is very involving, hence enhancing ownership; and
The greater involvement has ensured a common understanding of each one’s specific role and the role of others.
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6 Appendices
A. Implementation matrix The strategic planning process required the preparation of detailed action plans that include the following details for each strategy:
Item Description Purpose
Unit of measure This is the unit of measure that will be used for the output delivered from that strategy
It is important to be clear from the outset what the unit of measure will be.
Service delivery targets This is the volume (based on the unit of measure) that will be delivered in each year.
Service delivery targets are the ‘results’ that will be delivered during the planning period. These are the basis for assessing the effectiveness of the strategies in meeting development objectives
Estimated Resources This is an estimate, in monetary terms, of the resources required to deliver the planned targets.
This is important to facilitate costing of the strategy and provide a basis for resource mobilisation
Responsibility The division/unit responsible for delivering the outputs.
Allocating responsibility is the first step to ensuring that somebody will be held accountable for performance.
Sections A.1 starting overleaf shows a summary of the KRAs, goals, strategic objectives and strategies in place to address these challenges.
Section A.2 covers the detailed action plans for the strategies identified.
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A.1
Sum
mar
y –
KR
As,
goal
s, st
rate
gic
obje
ctiv
es a
nd st
rate
gies
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
1.Pr
ofita
bilit
y 1.
1To
im
plem
ent
appr
opria
te
stra
tegi
es
and
asso
ciat
ed
busi
ness
de
velo
pmen
t in
itiat
ives
so
as t
o ac
hiev
e su
stai
ned
busi
ness
pr
ofita
bilit
y an
d co
mpe
titiv
e re
turn
on
inve
stm
ent.
1.1.
1G
row
Rev
enue
by
at
leas
t 30%
ann
ually
. 1.
1.1.
1M
aint
ain
oper
atio
nal c
ost
inco
me
ratio
to b
elow
50%
. 1.
1.1.
2C
ontin
uous
ly re
view
pric
ing
of
exis
ting
loan
pro
duct
s. 1.
1.1.
3R
egul
arly
div
ersi
fy a
nd
mod
ify p
rodu
cts r
ange
. 1.
1.1.
4C
ontin
uous
ly d
iver
sify
and
op
timiz
e in
vest
men
t por
tfolio
fo
r the
SA
CC
O.
Exec
utiv
e C
omm
ittee
Cre
dit/
Inve
stm
ent
Com
mitt
ee
Educ
atio
n C
omm
ittee
C
redi
t/ In
vest
men
t C
omm
ittee
2.In
vestm
ent
2.1
To e
nsur
e gr
owth
in
the
inve
stm
ent
portf
olio
in
or
der t
o gi
ve a
com
petit
ive
retu
rn to
mem
ber
2.1.
1In
crea
se th
e m
embe
r in
vest
men
t fun
ds b
y K
es. 1
bill
ion
in th
e ne
xt fi
ve y
ears
.
2.1.
1.1
Gro
w m
embe
r inv
estm
ent
fund
s by
Kes
. 200
mill
ion
annu
ally
. 2.
1.1.
2 In
trodu
ce in
vest
men
t spe
cific
m
arke
ting
cam
paig
ns.
2.1.
1.3
Mob
ilize
long
term
fixe
d de
posi
ts o
f Kes
. 200
Mill
ion
P.A
. by
off
erin
g at
tract
ive
inte
rest
rate
s
Cre
dit/
Inve
stm
ent
Com
mitt
ee
2.1.
2In
crea
se th
e in
vest
men
t por
tfolio
2.
1.2.
1B
uild
inve
stm
ent r
eser
ve in
the
SAC
CO
by
at le
ast K
es. 2
00
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Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
by 5
00 m
illio
n in
the
next
five
yea
rs.
mill
ion
annu
ally
. 2.
1.2.
2 R
etai
n at
leas
t 10%
of
colle
ctio
ns m
onth
ly in
to
inve
stm
ent p
ortfo
lio.
2.1.
2.3
Inve
st in
hig
h yi
eldi
ng
vent
ures
, ben
chm
arki
ng w
ith
365
Gov
ernm
ent o
f Ken
ya
bond
rate
s. 2.
1.2.
4R
evie
w th
e in
vest
men
t po
rtfol
io o
n a
quar
terly
bas
is.
2.1.
3C
reat
e an
insu
ranc
e br
oker
age
fully
ow
ned
by K
MA
SA
CC
O b
y 20
21
2.1.
3.1
Dev
elop
a st
rate
gic
plan
for t
he
brok
erag
e by
202
1 M
edifi
nanc
e B
oard
2.1.
4To
incr
ease
Insu
ranc
e in
com
e (c
omm
issi
ons)
by
50%
ann
ually
.
2.1.
4.1
Tailo
r mak
e pr
oduc
ts fo
r our
ni
che
mar
ket
2.1.
4.2
Dev
elop
a m
arke
ting
stra
tegy
to
incr
ease
bra
nd a
nd p
rodu
ct
visi
bilit
y.
2.1.
4.3
Gro
w g
ener
al in
sura
nce
by
100%
ann
ually
. 2.
1.4.
4G
row
life
insu
ranc
e by
100
%
annu
ally
. 2.
1.4.
5G
row
med
ical
insu
ranc
e by
10
0% a
nnua
lly.
Med
ifina
nce
Boa
rd
2.1.
5In
crea
se a
ltern
ativ
e 2.
1.5.
1G
row
fina
ncia
l inv
estm
ents
by
Med
ifina
nce
Boa
rd
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Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
Inve
stm
ent i
ncom
e by
50%
ann
ually
ov
er th
e ne
xt fi
ve
year
s
100%
ann
ually
2.
1.5.
2G
row
real
est
ate
inco
me
by
100%
ann
ually
2.
1.5.
3G
row
oth
er a
ltern
ativ
e in
com
e by
100
% a
nnua
lly
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Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
3.Cu
stody
3.
1.To
gro
w m
embe
r de
posi
ts
in
orde
r to
ac
hiev
e su
stai
nabl
e gr
owth
an
d re
turn
on
inve
stm
ent.
3.1.
1G
row
mem
ber d
epos
it by
600
mill
ion
p.a.
for
the
next
5 y
ears
3.1.
1.1
Gro
w m
inim
um m
embe
r de
posi
t by
20%
ann
ually
for
the
next
five
yea
rs.
3.1.
1.2
Gro
w m
embe
rshi
p by
at l
east
20
% a
nnua
lly fo
r the
nex
t fiv
e ye
ars.
3.1.
1.3
Gro
w c
ore
capi
tal b
y K
es. 1
50
Mill
ion
P.A
ove
r the
nex
t 5
year
s
3.1.
1.4
Ensu
re d
orm
ancy
rate
doe
s not
ex
ceed
10%
of A
ctiv
e m
embe
rshi
p3.
1.1.
5En
sure
rete
ntio
n of
99%
an
nual
ly o
f the
Sac
co
Mem
bers
hip
Educ
atio
n C
omm
ittee
Educ
atio
n C
omm
ittee
Exec
utiv
e C
omm
ittee
Educ
atio
n C
omm
ittee
Educ
atio
n C
omm
ittee
4.Le
ndin
g an
d O
pera
tiona
l Ef
ficie
ncy
4.1
To in
crea
se th
e lo
an b
ook
to
achi
eve
sust
aina
ble
grow
th.
4.1.
1In
crea
se lo
an b
ook
by
20%
ann
ually
ove
r th
e ne
xt fi
ve y
ears
.
4.1.
1.1
Gro
w n
ew lo
ans b
y at
leas
t 60
% a
nnua
lly
4.1.
1.2
Targ
et fu
ll lo
an re
paym
ent
perio
d fo
r 90%
of t
he lo
ans
disb
urse
d
Cre
dit/
Inve
stm
ent
Com
mitt
ee
Cre
dit/
Inve
stm
ent
Com
mitt
ee
Cre
dit/
Inve
stm
ent
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Key
Resu
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eas
Goa
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rate
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obje
ctiv
e St
rate
gies
4.2
To
optim
ize
the
loan
tu
rnar
ound
tim
e
4.2.
1M
aint
ain
loan
turn
- ar
ound
tim
e at
14
wor
king
day
s.
4.2.
1.1
Con
tinuo
usly
aud
it th
e lo
an
proc
ess a
nd p
ut in
pla
ce a
co
ntin
uous
qua
lity
impr
ovem
ent p
lan
4.2.
1.2
Dig
itizi
ng lo
an a
pplic
atio
n an
d ap
prov
al p
roce
sses
by
2022
Com
mitt
ee
Cre
dit/
Inve
stm
ent
Com
mitt
ee
4.3
To e
nsur
e lo
an p
erfo
rman
ce
is
mai
ntai
ned
in
orde
r to
re
mai
n pr
ofita
ble.
4.3.
1M
aint
ain
loan
de
linqu
ency
to b
elow
2%
.
4.3.
1.1
Ensu
re re
ceip
t of r
epay
men
t in
stru
ctio
ns b
efor
e di
sbur
sem
ent.
4.3.
1.2
Ensu
re c
omm
ence
men
t of l
oan
repa
ymen
t with
in a
mon
th o
f di
sbur
sem
ent.
4.3.
1.3
Det
ect a
nd a
ct o
n de
linqu
ency
w
ithin
one
mon
ths.
Cre
dit/
Inve
stm
ent
Com
mitt
ee
Cre
dit/
Inve
stm
ent
Com
mitt
ee
Cre
dit/
Inve
stm
ent
Com
mitt
ee
Keny
a M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
25
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
5.Co
rpor
ate
Gov
erna
nce
5.1
To h
ave
an a
ccou
ntab
le
and
trans
pare
nt S
AC
CO
by
put
ting
in p
lace
the
rele
vant
and
eff
icie
nt
syst
ems a
nd p
roce
sses
.
5.1.
1A
dher
e to
al
l st
atut
ory
requ
irem
ents
.
5.1.
1.1
Con
tinuo
usly
revi
ew a
nd
com
ply
with
the
Sacc
o B
ylaw
s
5.1.
1.2
Com
ply
with
the
rele
vant
la
ws
5.1.
1.3
Adh
ere
to b
est c
orpo
rate
go
vern
ance
pra
ctic
es.
Exec
utiv
e C
omm
ittee
Exec
utiv
e C
omm
ittee
Exec
utiv
e C
omm
ittee
5.1.
2En
sure
tra
nspa
renc
y an
d ac
coun
tabi
lity
5.1.
2.1
Prov
ide
timel
y, c
ompl
ete
and
accu
rate
per
form
ance
re
ports
to a
ll st
akeh
olde
rs
5.1.
2.2
Prov
ide
full
disc
losu
re o
n al
l mat
eria
l mat
ters
Exec
utiv
e C
omm
ittee
Exec
utiv
e C
omm
ittee
5.2
Esta
blis
h an
d su
stai
n an
ef
fect
ive
gove
rnan
ce
stru
ctur
e to
enh
ance
ac
coun
tabi
lity,
syst
ems
and
proc
esse
s.
5.2.
1Es
tabl
ish
a pe
rfor
man
ce
man
agem
ent
fram
ewor
k.
5.2.
1.1
Esta
blis
h ap
prai
sal c
riter
ia
for t
he b
oard
by
end
of
2020
.
5.2.
1.2
Impl
emen
t an
annu
al b
oard
pe
rfor
man
ce a
ppra
isal
fr
amew
ork
by e
nd o
f 202
0
5.2.
1.3
Rev
iew
the
boar
d ap
prai
sal
crite
ria a
s nee
d ar
ises
Exec
utiv
e C
omm
ittee
Exec
utiv
e C
omm
ittee
Exec
utiv
e C
omm
ittee
Keny
a M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
26
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
5.3
Esta
blis
h ef
fect
ive
risk
Man
agem
ent
5.3.
1En
sure
an
ef
fect
ive
risk
man
agem
ent
and
cont
rol p
roce
ss
5.3.
1.1
Ass
ess a
nd m
itiga
te
finan
cial
, ope
ratio
nal a
nd
com
plia
nce
risk.
Exec
utiv
e C
omm
ittee
5.4
Stre
ngth
en ri
sk
man
agem
ent f
ram
ewor
k of
the
soci
ety
5.4.
1En
sure
th
e Sa
cco
com
plie
s to
all
rele
vant
le
gal
and
regu
lato
ry
requ
irem
ents
5.4.
1.1
Mee
t rel
evan
t SA
CC
O
regu
latio
ns a
s req
uire
d
5.4.
1.2
Kee
p pa
ce w
ith a
ll ch
ange
s in
regu
lato
ry a
nd le
gisl
ativ
e fr
amew
ork
5.4.
1.3
Bui
ld c
apac
ity in
the
boar
d an
d st
aff t
o be
up
to d
ate
on
all r
egul
ator
y re
quire
men
ts
Exec
utiv
e C
omm
ittee
5.4.
2D
evel
op
Bus
ines
s C
ontin
uity
Pl
an b
y 20
20
5.4.
2.1
Acq
uire
clo
ud c
ompu
ting
infr
astru
ctur
e by
202
0
5.4.
2.2
Iden
tify
optio
ns fo
r al
tern
ativ
e w
orki
ng si
tes b
y 20
20
Exec
utiv
e C
omm
ittee
5.4.
3D
evel
op
New
an
d R
evie
w e
xist
ing
polic
ies
to
com
ply
with
th
e de
velo
pmen
ts
and
chan
ges
in t
he a
reas
5.4.
3.1
Dev
elop
risk
man
agem
ent
polic
y by
202
0
5.4.
3.2
Dev
elop
bus
ines
s co
ntin
uity
pol
icy
by 2
020
5.4.
3.3
Dev
elop
div
iden
d po
licy
by
Exec
utiv
e C
omm
ittee
Keny
a M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
27
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
they
rela
te to
20
20
5.4.
3.4
Dev
elop
a C
SR p
olic
y by
20
20
5.4.
3.5
Con
tinuo
usly
revi
ew a
ll ex
istin
g sa
cco
polic
ies,
Byl
aws,
Cha
rters
5.4.
4C
reat
e an
ef
ficie
nt
Inte
rnal
A
udit
&
Ris
k M
anag
emen
t pro
cess
5.4.
4.1
Aut
omat
e in
tern
al a
udit
proc
esse
s by
end
of 2
020
5.4.
4.2
Con
tinuo
usly
dev
elop
ca
paci
ty o
f the
aud
it st
aff
6.Cu
stom
er
Expe
rien
ce
6.1
Dev
elop
and
im
plem
ent
an
effe
ctiv
e cu
stom
er
expe
rienc
e fr
amew
ork
as a
m
eans
to
ensu
ring
cust
omer
sa
tisfa
ctio
n.
6.1.
1En
sure
ex
celle
nt
cust
omer
exp
erie
nce
by
deve
lopm
ent
and
impl
emen
tatio
n of
Se
rvic
e C
harte
r an
d co
mm
unic
atio
n ch
arte
r.
6.1.
1.1
Det
erm
ine
and
cont
inuo
usly
im
prov
e th
e tu
rn- a
roun
d tim
es
for s
ervi
ce d
eliv
ery.
Educ
atio
n C
omm
ittee
6.1.
2Im
prov
e co
mm
unic
atio
n fr
amew
ork
with
st
akeh
olde
rs.
6.1.
2.1
Con
tinuo
usly
Pub
liciz
e A
ctiv
e Sa
cco
Com
mun
icat
ion
Cha
nnel
s i.e
. Em
ails
, Pho
ne
Num
bers
and
Soc
ial M
edia
A
ccou
nts
Educ
atio
n C
omm
ittee
Keny
a M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
28
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
6.1.
3En
sure
hi
gh
qual
ity
serv
ices
ar
e de
liver
ed
thro
ugh
the
esta
blis
hmen
t of
an
ef
fect
ive
cust
omer
re
latio
nshi
p m
anag
emen
t pro
cess
.
6.1.
3.1
Acq
uire
and
impl
emen
t a
cust
omer
rela
tions
hip
man
agem
ent (
CR
M) m
odul
e by
202
1
6.1.
3.2
Car
ry o
ut a
t lea
st o
ne c
usto
mer
sa
tisfa
ctio
n su
rvey
ann
ually
ov
er th
e ne
xt fi
ve y
ears
.
Educ
atio
n C
omm
ittee
Educ
atio
n C
omm
ittee
Keny
a M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
29
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
7.IC
Tin
fras
truct
ure
7.1
Mai
ntai
n an
ef
fect
ive
inst
itutio
nal
ICT
infr
astru
ctur
e th
at
will
en
able
the
inte
grat
ion
of IC
T be
st p
ract
ice
in t
he S
AC
CO
op
erat
ions
.
7.1.
1C
ontin
uous
ly i
mpr
ove
digi
tizat
ion
of
the
SAC
CO
’s
oper
atio
ns
whi
le
enha
ncin
g IT
se
curit
y.
7.1.
1.1
Stre
ngth
en IT
secu
rity
syst
ems.
7.1.
1.2
Prog
ress
ivel
y di
gitiz
e th
e Sa
cco
oper
atio
ns a
nd se
rvic
es
Exec
utiv
e / I
nter
nal
Aud
it C
omm
ittee
Ex
ecut
ive
/ Int
erna
l A
udit
Com
mitt
ee
Educ
atio
n C
omm
ittee
Cre
dit C
omm
ittee
Cre
dit C
omm
ittee
7.1.
2En
sure
th
at
the
SAC
CO
ex
ploi
ts
inno
vativ
e e-
com
mer
ce
capa
bilit
ies.
7.1.
2.1
Con
tinuo
usly
impr
ove
the
inte
ract
ive
sacc
o w
ebsi
te.
7.1.
2.2
Dev
elop
a se
cure
KM
A S
acco
M
obile
app
by
2022
7.1.
2.3
Initi
ate
mob
ile le
ndin
g by
202
2
8.H
uman
Ca
pita
l
8.1
To s
hare
stra
tegy
in o
rder
to
ensu
re t
he f
ulfil
lmen
t of
the
SAC
CO
s m
issi
on
and
obje
ctiv
es.
8.1.
1En
sure
tha
t th
e B
oard
an
d st
aff
unde
rsta
nd t
he
orga
niza
tion’
s st
rate
gy
and
own
it.
8.1.
1.1
Con
tinuo
usly
Com
mun
icat
e an
d sh
are
info
rmat
ion
rega
rdin
g st
rate
gy a
nd th
e or
gani
zatio
n’s i
nitia
tives
acr
oss
all d
epar
tmen
ts a
nd le
vels
.
8.1.
1.2
Con
tinuo
usly
pro
mot
e th
e SA
CC
O’s
Vis
ion
and
mis
sion
an
d re
info
rce
supp
ortin
g va
lues
.
8.1.
1.3
Con
tinuo
us P
artic
ipat
ion
of
staf
f in
impl
emen
tatio
n of
st
rate
gy/e
nhan
ce li
nkag
es
Exec
utiv
e C
omm
ittee
Exec
utiv
e C
omm
ittee
Exec
utiv
e C
omm
ittee
Exec
utiv
e C
omm
ittee
Keny
a M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
30
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
betw
een
daily
task
s and
st
rate
gy.
8.1.
1.4
Car
ry o
ut a
n an
nual
revi
ew o
f im
plem
enta
tion
of th
e st
rate
gic
plan
ove
r the
nex
t fiv
e ye
ars.
8.1.
1.5
Con
tinuo
usly
rece
ive
feed
back
fr
om st
aff r
egar
ding
stra
tegi
c pl
ans
Exec
utiv
e C
omm
ittee
8.1.
2En
sure
th
at
the
stra
tegy
is
un
ders
tood
am
ong
all
the
stak
ehol
ders
.
8.1.
2.1
Laun
ch o
f the
stra
tegi
c pl
an a
t 20
20 A
GM
8.1.
2.2
Use
of t
he w
ebsi
te fo
r ext
erna
l co
mm
unic
atio
n.
8.1.
2.3
Publ
ish
the
stra
tegi
c pl
an a
nd
dist
ribut
e to
key
stak
ehol
ders
.
Educ
atio
n C
omm
ittee
Educ
atio
n C
omm
ittee
Educ
atio
n C
omm
ittee
8.2
To m
aint
ain
hum
an c
apita
l su
ited
to m
eet
curr
ent
and
futu
re S
AC
CO
obj
ectiv
es.
8.2.
1R
ecru
it an
d re
tain
a
high
ly
mot
ivat
ed
and
com
pete
nt w
orkf
orce
.
8.2.
1.1
Rev
iew
staf
fing
need
s on
a co
ntin
uous
bas
is a
nd
appr
opria
tely
add
ress
iden
tifie
d ne
eds.
8.2.
1.2
Con
tinuo
usly
impl
emen
t tra
inin
g an
d de
velo
pmen
t pla
ns
base
d on
iden
tifie
d co
rpor
ate
and
indi
vidu
al tr
aini
ng n
eeds
.
8.2.
1.3
Con
tinuo
usly
upd
ate
Educ
atio
n C
omm
ittee
Exec
utiv
e C
omm
ittee
Educ
atio
n C
omm
ittee
Keny
a M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
31
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
care
er p
aths
and
succ
essi
on
plan
ning
.
8.2.
1.4
Con
tinuo
usly
Impr
ove
perf
orm
ance
eva
luat
ion
fram
ewor
k.
8.2.
1.5
Con
tinuo
usly
revi
ew st
aff
rew
ard/
reco
gniti
on p
olic
y.
Exec
utiv
e C
omm
ittee
Exec
utiv
e C
omm
ittee
8.2.
2R
eten
tion
of 1
00%
of
perf
orm
ing
staf
f ea
ch
year
ov
er
the
next
5
year
s.
4.1.
1C
ontin
uous
ly d
evel
op a
nd a
pply
a
perf
orm
ance
bas
ed c
riter
ia fo
r em
ploy
ee re
tent
ion/
exit.
4.1.
2C
ontin
uous
ly re
view
staf
f co
mpe
nsat
ion
in li
ne w
ith th
e sa
cco
stra
tegi
c ob
ject
ives
Exec
utiv
e C
omm
ittee
8.3
Cha
nge
Man
agem
ent.
8.3.
1D
evel
op a
nd s
usta
in a
dy
nam
ic
orga
niza
tiona
l cu
lture
8.3.
1.1
Esta
blis
h an
d su
stai
n ef
fect
ive
and
effic
ient
com
mun
icat
ion
chan
nels
bet
wee
n bo
ard
and
staf
f.
8.3.
1.2
Con
tinuo
usly
revi
ew
orga
niza
tiona
l stru
ctur
e an
d im
plem
ent c
hang
es to
enh
ance
ef
ficie
ncie
s.
8.3.
1.3
Con
tinuo
usly
pro
mot
e a
Educ
atio
n C
omm
ittee
Exec
utiv
e C
omm
ittee
Exec
utiv
e C
omm
ittee
Keny
a M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
32
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
cultu
re o
f inn
ovat
ion
Keny
a M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
33
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
9.Co
llabo
ratio
n,Pa
rtner
ship
and
Corp
orat
e Co
mm
unic
ati
on
9.1
To
enha
nce
colla
bora
tion,
an
d pa
rtner
ship
s w
ith a
n ai
m
of
expa
ndin
g th
e SA
CC
O
netw
ork.
9.1.
1Es
tabl
ish
and
mai
ntai
n va
lue-
addi
ng li
nkag
es in
pa
rtner
ship
w
ith
key
stak
ehol
ders
ov
er
the
next
5 y
ears
9.1.
1.1
Partn
er w
ith re
leva
nt
prof
essi
onal
bod
ies a
nd
inst
itutio
ns
9.1.
1.2
Con
tinuo
usly
Par
tner
with
all
colle
ges o
f hea
lth sc
ienc
es to
in
crea
se m
embe
rshi
p
Educ
atio
n C
omm
ittee
Educ
atio
n C
omm
ittee
9.2
To
have
vi
sibl
e,
wel
l un
ders
tood
an
d hi
ghly
re
gard
ed
com
mun
icat
ion
stra
tegy
by
all s
take
hold
ers.
9.2.
1M
anag
e SA
CC
O’s
co
rpor
ate
repu
tatio
n/im
age
9.2.
1.1
Prod
uctio
n of
pub
licity
m
ater
ials
.
9.2.
1.2
Prom
ote
the
SAC
CO
bra
nd in
th
e pu
blic
are
na v
ia m
ass
med
ia a
nd so
cial
net
wor
k pl
atfo
rms.
9.2.
1.3
Re-
desi
gn a
nd u
pdat
e co
rpor
ate
web
site
& o
ther
onl
ine
plat
form
s on
a co
ntin
uous
ba
sis.
9.2.
1.4
Reg
ular
ly O
rgan
ize
loca
l ev
ents
and
con
sulta
tive
for a
w
ith st
akeh
olde
rs.
9.2.
1.5
Reg
ular
ly u
se o
ther
Educ
atio
n C
omm
ittee
Keny
a M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
34
Key
Resu
lt Ar
eas
Goa
lSt
rate
gic
obje
ctiv
e St
rate
gies
even
ts/m
eetin
gs a
s a to
ol o
f co
mm
unic
atio
n w
ith m
embe
rs.
9.2.
1.6
Car
ry o
ut b
rand
per
cept
ion
surv
eys.
10.C
orpo
rate
Soci
al
Resp
onsib
ility
10.1
To
esta
blis
h an
d su
stai
n a
rele
vant
hi
gh
perf
orm
ance
co
rpor
ate
soci
al
resp
onsi
bilit
y fr
amew
ork
so
as
to
give
ba
ck
to
the
soci
ety.
10.1
.1D
evel
op
and
impl
emen
t a
CSR
pr
ogra
m
for
the
SAC
CO
in
the
next
fiv
e ye
ars.
10.1
.1.1
Rev
iew
CSR
pro
gram
in
line
with
the
Sacc
o C
SR p
olic
y Ed
ucat
ion
Com
mitt
ee
10.1
.1.2
App
ropr
iate
and
ex
pend
C
SR
Fund
co
mm
enci
ng 2
020.
10.1
.1.3
Expe
nse
not m
ore
than
2%
of
net
surp
lus t
o C
SR F
und
annu
ally
.
10.1
.1.4
Iden
tify
partn
ersh
ips f
or
vario
us C
SR a
ctiv
ities
Exec
utiv
e C
omm
ittee
Educ
atio
n C
omm
ittee
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
35
A.2
Det
aile
d ac
tion
plan
Key
Res
ult A
rea
1.
Prof
itabi
lity
Goa
l 1.
1T
o im
plem
ent
appr
opri
ate
stra
tegi
es a
nd a
ssoc
iate
d bu
sine
ss d
evel
opm
ent
initi
ativ
es s
o as
to
achi
eve
sust
aine
d bu
sine
ss p
rofit
abili
ty a
nd c
ompe
titiv
e re
turn
on
inve
stm
ent.
Stra
tegi
c ob
ject
ive
1.1.
1 G
row
Rev
enue
by
at le
ast 3
0% a
nnua
lly.
Stra
tegi
es
Serv
ice
deliv
ery
targ
ets
Res
ourc
es
Res
pons
ibili
ty
Uni
t of m
easu
re
Yr1
Y
r2
Yr3
Y
rs 4
-5
Tota
l T
otal
cos
t (K
Shs m
) 1.
1.1.
1M
aint
ain
oper
atio
nal c
ost i
ncom
e ra
tio
to b
elow
50%
. C
ost t
o in
com
e ra
tio
100%
10
0%
100%
10
0%
N/A
0.
00
Exec
utiv
e C
omm
ittee
1.1.
1.2
Con
tinuo
usly
revi
ew p
ricin
g of
exi
stin
g lo
an p
rodu
cts.
Pric
ing
guid
elin
es d
evel
oped
50
%
50%
N
IL
NIL
10
0%
0.00
C
redi
t/ In
vest
men
t C
omm
ittee
1.1.
1.3
Reg
ular
ly d
iver
sify
and
mod
ify p
rodu
cts
rang
e.N
umbe
r of p
rodu
cts
2 N
IL
2 N
IL
4 0.
00
Educ
atio
n C
omm
ittee
1.1.
1.4
Con
tinuo
usly
di
vers
ify
and
optim
ize
inve
stm
ent p
ortfo
lio fo
r the
SA
CC
O.
Perc
enta
ge c
once
ntra
tion
30%
30
%
30%
30
%
N/A
0.
00
Cre
dit/
Inve
stm
ent
Com
mitt
ee
Tot
al r
esou
rces
(Ksh
s m)
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
36
Key
Res
ult A
rea
2.
Inve
stm
ent
Goa
l 2.
1T
o en
sure
gro
wth
in th
e in
vest
men
t por
tfolio
in o
rder
to g
ive
a co
mpe
titiv
e re
turn
to m
embe
r
Stra
tegi
c ob
ject
ive
2.1.
1 In
crea
se th
e m
embe
r in
vest
men
t fun
ds b
y K
es. 1
bill
ion
in th
e ne
xt fi
ve y
ears
.
Stra
tegi
es
Serv
ice
deliv
ery
targ
ets
Res
ourc
es
Res
pons
ibili
ty
Uni
t of m
easu
re
Yr1
Y
r2
Yr3
Y
rs 4
-5
Tota
l T
otal
cos
t (K
Shs )
2.
1.1.
1G
row
mem
ber i
nves
tmen
t fun
ds b
y K
es.
200
mill
ion
annu
ally
. G
row
th in
inve
stm
ent f
unds
20
0 20
0 20
0 40
0 1
Bill
ion
0.00
C
redi
t/ In
vest
men
t C
omm
ittee
2.1.
1.2
Intro
duce
in
vest
men
t sp
ecifi
c m
arke
ting
cam
paig
ns.
Succ
essf
ul m
arke
t cam
paig
n 10
0%
NIL
N
IL
NIL
N
/A
0.00
C
redi
t/ In
vest
men
t C
omm
ittee
2.1.
1.3
Mob
ilize
long
-term
fixe
d de
posi
ts o
f Kes
. 20
0 M
illio
n P.
A.
by o
ffer
ing
attra
ctiv
e in
tere
st ra
tes
Com
petit
iven
ess
of
inte
rest
ra
tes
Com
petit
iven
ess o
f the
rate
dep
ends
on
mar
ket f
acto
rs
0.00
C
redi
t/ In
vest
men
t C
omm
ittee
Tot
al r
esou
rces
(Ksh
s )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
37
Key
Res
ult A
rea
2.
Inve
stm
ent
Goa
l 2.
1To
ens
ure
grow
th in
the
inve
stm
ent p
ortfo
lio in
ord
er to
giv
e a
com
petit
ive
retu
rn to
mem
ber
Stra
tegi
c ob
ject
ive
2.1.
2 In
crea
se th
e in
vest
men
t por
tfolio
to K
es 5
00 M
illio
n in
the
next
five
yea
rs.
Stra
tegi
es
Serv
ice
deliv
ery
targ
ets
Res
ourc
es
Res
pons
ibili
ty
Uni
t of m
easu
re
Yr1
Y
r2
Yr3
Y
rs 4
-5
Tota
l T
otal
cos
t (K
Shs )
2.
1.2.
1B
uild
inve
stm
ent r
eser
ve in
the
SAC
CO
by
at
leas
t Kes
. 200
mill
ion
annu
ally
. %
col
lect
ions
in th
e in
vest
men
t por
tfolio
200
200
200
400
1 B
illio
n 0.
00
Cre
dit/
Inve
stm
ent
Com
mitt
ee
2.1.
2.2
Ret
ain
at le
ast 1
0% o
f col
lect
ions
mon
thly
into
in
vest
men
t por
tfolio
. In
vest
men
t inc
ome
10%
10
%
10%
20
%
50%
0.
00
Cre
dit/
Inve
stm
ent
Com
mitt
ee
2.1.
2.3
Inve
st in
hig
h yi
eldi
ng v
entu
res,
benc
hmar
king
w
ith 3
65 G
over
nmen
t of K
enya
bon
d ra
tes.
Mon
thly
revi
ew o
f inv
estm
ent
portf
olio
repo
rts
NIL
N
IL
NIL
N
IL
NIL
0.
00
Gen
eral
M
anag
er
2.1.
2.4
Rev
iew
the
inve
stm
ent p
ortfo
lio o
n a
quar
terly
ba
sis.
Num
ber o
f lan
d bu
ys/s
ales
10
0%
100%
10
0%
100%
10
0%
0.00
C
redi
t/ In
vest
men
t C
omm
ittee
Tot
al r
esou
rces
(Ksh
s)
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
38
Key
Res
ult A
rea
2.
Inve
stm
ent
Goa
l 2.
1To
ens
ure
grow
th in
the
inve
stm
ent p
ortfo
lio in
ord
er to
giv
e a
com
petit
ive
retu
rn to
mem
ber
Stra
tegi
c ob
ject
ive
2.1.
3C
reat
e an
insu
ranc
e br
oker
age
fully
ow
ned
by K
MA
SA
CC
O b
y 20
21
Stra
tegi
es
Serv
ice
deliv
ery
targ
ets
Res
ourc
es
Res
pons
ibili
ty
Uni
t of m
easu
re
Yr1
Y
r2
Yr3
Y
rs 4
-5
Tota
l T
otal
cos
t (K
shs)
2.
1.3.
1D
evel
op a
stra
tegi
c pl
an fo
r the
bro
kera
ge b
y 20
21
Stra
tegi
c pl
an
1N
ILN
ILN
IL1
0.00
M
edifi
nanc
e B
oard
Tot
al r
esou
rces
(Ksh
s )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
39
Key
Res
ult A
rea
2.
Inve
stm
ent
Goa
l 2.
2To
ens
ure
grow
th in
the
inve
stm
ent p
ortfo
lio in
ord
er to
giv
e a
com
petit
ive
retu
rn to
mem
ber
Stra
tegi
c ob
ject
ive
2.1.
4T
o in
crea
se In
sura
nce
inco
me
(com
mis
sion
s) b
y 50
% a
nnua
lly.
Stra
tegi
es
Serv
ice
deliv
ery
targ
ets
Res
ourc
es
Res
pons
ibili
ty
Uni
t of m
easu
re
Yr1
Y
r2
Yr3
Y
rs 4
-5
Tota
l T
otal
cos
t (K
shs)
2.
1.4.
1Ta
ilor m
ake
prod
ucts
for o
ur n
iche
mar
ket
No
of p
rodu
cts
NIL
N
IL
NIL
N
IL
NIL
0.
00
Med
ifina
nce
Boa
rd
2.1.
4.2
Dev
elop
a m
arke
ting
stra
tegy
to in
crea
se b
rand
an
d pr
oduc
t vis
ibili
ty.
Mar
ketin
g st
rate
gy
1 N
/A
N/A
N
/A
N/A
0.
00
Med
ifina
nce
Boa
rd
2.1.
4.3
Gro
w g
ener
al in
sura
nce
by 1
00%
ann
ually
. G
row
th in
com
mis
sion
s 10
0%
100%
10
0%
100%
10
0%
0.00
M
edifi
nanc
e B
oard
2.1.
4.4
Gro
w li
fe in
sura
nce
by 1
00%
ann
ually
. G
row
th in
com
mis
sion
s10
0%
100%
10
0%
100%
10
0%
0.00
M
edifi
nanc
e B
oard
2.1.
4.5
Gro
w m
edic
al in
sura
nce
by 1
00%
ann
ually
. G
row
th in
com
mis
sion
s10
0%
100%
10
0%
100%
10
0%
0.00
M
edifi
nanc
e B
oard
Tot
al r
esou
rces
(Ksh
s )
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
40
Key
Res
ult A
rea
2.
Inve
stm
ent
Goa
l 2.
1T
o en
sure
gro
wth
in th
e in
vest
men
t por
tfolio
in o
rder
to g
ive
a co
mpe
titiv
e re
turn
to m
embe
r
Stra
tegi
c ob
ject
ive
2.1.
5 In
crea
se a
ltern
ativ
e In
vest
men
t inc
ome
by 5
0% a
nnua
lly o
ver
the
next
five
yea
rs.
Stra
tegi
es
Serv
ice
deliv
ery
targ
ets
Res
ourc
es
Res
pons
ibili
ty
Uni
t of m
easu
re
Yr1
Y
r2
Yr3
Y
rs 4
-5
Tota
l T
otal
cos
t (K
shs
2.1.
5.1
Gro
w fi
nanc
ial i
nves
tmen
ts b
y 10
0% a
nnua
lly
Inve
stm
ent p
ortfo
lio
100%
10
0%
100%
10
0%
100%
0.
00
Med
ifina
nce
Boa
rd
2.1.
5.2
Gro
w re
al e
stat
e in
com
e by
100
% a
nnua
lly
Am
ount
of r
eal e
stat
e in
com
e 10
0%
100%
10
0%
100%
10
0%
0.00
M
edifi
nanc
e B
oard
2.1.
5.3
Gro
w o
ther
alte
rnat
ive
inco
me
by 1
00%
ann
ually
A
mou
nt o
f alte
rnat
ive
inco
me
100%
10
0%
100%
10
0%
100%
0.
00
Med
ifina
nce
Boa
rd
Tot
al r
esou
rces
(Ksh
s)
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
41
Key
Res
ult A
rea
3.
Cus
tody
Goa
l 3.
1 To
gro
w m
embe
r de
posi
ts in
ord
er to
ach
ieve
sust
aina
ble
grow
th a
nd r
etur
n on
inve
stm
ent.
Stra
tegi
c ob
ject
ive
3.1.
13.
1.1
Gro
w m
embe
r de
posit
by
600
mill
ion
p.a.
for
the
next
5 y
ears
St
rate
gies
Se
rvic
e de
liver
y ta
rget
s R
esou
rces
R
espo
nsib
ility
U
nit o
f mea
sure
Y
r1
Yr2
Y
r3
Yrs
4-5
To
tal
Tot
al c
ost
(Ksh
s )
3.1.
1.1
Gro
w m
embe
r dep
osits
by
20%
ann
ually
for t
he
next
five
yea
rs b
y:
Incr
easi
ng m
inim
um sa
ving
s to
Ksh
s. 50
00 p
er
mon
th fo
r prin
cipa
l mem
bers
and
Ksh
s. 10
00
for r
est f
rom
the
mon
th o
f Feb
ruar
y fo
r exi
stin
g m
embe
rs a
nd a
t rec
ruitm
ent f
or n
ew m
embe
rs.
Mem
ber d
epos
it gr
owth
rate
20
%
20%
20
%
40%
10
0%
0.00
Ed
ucat
ion
Com
mitt
ee
3.1.
1.2
Gro
w m
embe
rshi
p by
at l
east
20%
ann
ually
for
the
next
five
yea
rs b
y re
crui
ting
at le
ast 6
0 ne
w
mem
bers
per
mon
th. T
arge
t med
ical
scho
ols,
prof
essi
onal
ass
ocia
tions
, med
ical
inst
itutio
ns.
Mem
bers
hip
grow
th ra
te
20%
20
%
20%
40
%
100%
0.
00
Educ
atio
n C
omm
ittee
3.1.
1.3
Gro
w c
ore
capi
tal b
y K
es. 1
50 M
illio
n P.
A o
ver
the
next
5 y
ears
G
row
th in
cor
e ca
pita
l 10
0%
100%
10
0%
100%
10
0%
0.00
Ed
ucat
ion
Com
mitt
ee
3.1.
1.4
Ensu
re d
orm
ancy
rate
doe
s not
exc
eed
10%
of
A
ctiv
e m
embe
rshi
pD
orm
ancy
rate
N
IL
NIL
N
IL
NIL
N
/A0.
00
Educ
atio
n C
omm
ittee
3.1.
1.1
Ensu
re re
tent
ion
of 9
9% a
nnua
lly o
f the
Sac
co
Mem
bers
hip
Ret
entio
n ra
te
NIL
N
IL
NIL
N
IL
N/A
0.00
Ed
ucat
ion
Com
mitt
ee
Tot
al r
esou
rces
(Ksh
s)
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
42
Key
Res
ult A
rea
3. C
usto
dy
Goa
l 3.
1 T
o gr
ow m
embe
r de
posi
ts in
ord
er to
ach
ieve
sust
aina
ble
grow
th a
nd r
etur
n on
inve
stm
ent.
Stra
tegi
c ob
ject
ive
3.1.
13.
1.1
Gro
w m
embe
r de
posi
t by
600
mill
ion
p.a.
for
the
next
5 y
ears
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )
Tota
l res
ourc
es (K
shs)
Key
Res
ult A
rea
4. L
endi
ng a
nd o
pera
tiona
l eff
icie
ncy
Goa
l 4.
1To
incr
ease
the
loan
boo
k to
ach
ieve
sust
aina
ble
grow
th.
Stra
tegi
c ob
ject
ive
4.1.
1 In
crea
se lo
an b
ook
by 2
0% a
nnua
lly o
ver
the
next
five
yea
rs.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(KSh
s )4.
1.1.
1G
row
new
loan
s by
at le
ast 6
0% a
nnua
llyLo
an b
ook
grow
th10
0%10
0%10
0%10
0%10
0%0.
00C
redi
t/ In
vest
men
t C
omm
ittee
Ken
ya M
edic
al A
ssoc
iatio
n SA
CC
O
St
rate
gic
Plan
202
0-20
24
43
Key
Res
ult A
rea
4.
Len
ding
and
ope
ratio
nal e
ffic
ienc
y
Goa
l
4.1
To
incr
ease
the
loan
boo
k to
ach
ieve
sust
aina
ble
grow
th.
Stra
tegi
c ob
ject
ive
4.1.
1 In
crea
se lo
an b
ook
by 2
0% a
nnua
lly o
ver
the
next
five
yea
rs.
St
rate
gies
Se
rvic
e de
liver
y ta
rget
s R
esou
rces
R
espo
nsib
ility
Uni
t of m
easu
re
Yr1
Y
r2
Yr3
Y
rs 4
-5
Tot
al
Tot
al c
ost
(KSh
s )
4.1.
1.2
Targ
et fu
ll lo
an re
paym
ent p
erio
d fo
r 90%
of t
he
loan
s dis
burs
ed.
Ave
rage
repa
ymen
t per
iod
NIL
N
IL
NIL
N
IL
N/A
0.
00
Cre
dit/
Inve
stm
ent
Com
mitt
ee
Tot
al r
esou
rces
(Ksh
s )
0.0
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
44
Key
Res
ult A
rea
4. L
endi
ng a
nd o
pera
tiona
l eff
icie
ncy.
Goa
l 4.
2 To
opt
imiz
e th
e lo
an tu
rnar
ound
tim
e.
Stra
tegi
c ob
ject
ive
4.2.
1M
aint
ain
loan
turn
-aro
und
time
at 1
4 w
orki
ng d
ays.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(KSh
s m)
4.2.
1.1
Con
tinuo
usly
aud
it th
e lo
an p
roce
ss a
nd p
ut in
pl
ace
a co
ntin
uous
qua
lity
impr
ovem
ent p
lan
Loan
turn
-aro
und
time
100%
NIL
NIL
NIL
100%
0.00
Cre
dit/
Inve
stm
ent
Com
mitt
ee
4.2.
1.2
Dig
itizi
ng lo
an a
pplic
atio
n an
d ap
prov
al p
roce
sses
by
202
2N
o of
dig
ital l
oans
dis
burs
edN
IL10
0%N
ILN
IL10
0%0.
00C
redi
t/ In
vest
men
t C
omm
ittee
Tota
l res
ourc
es (K
shs m
)0.
0
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Pla
n 20
20-2
024
45
Key
Res
ult A
rea
5.
Cor
pora
te G
over
nanc
e
Goa
l 5.
1T
o ha
ve a
n ac
coun
tabl
e an
d tr
ansp
aren
t SA
CC
O b
y pu
ttin
g in
pla
ce th
e re
leva
nt a
nd e
ffic
ient
syst
ems a
nd p
roce
sses
.
Stra
tegi
c ob
ject
ive
5.1.
1 A
dher
e to
all
stat
utor
y re
quir
emen
ts.
Stra
tegi
es
Serv
ice
deliv
ery
targ
ets
Res
ourc
es
Res
pons
ibili
ty
Uni
t of m
easu
re
Yr1
Y
r2
Yr3
Y
rs 4
-5
Tota
l T
otal
cos
t (K
shs )
5.1.
1.1
Con
tinuo
usly
revi
ew a
nd c
ompl
y w
ith th
e Sa
cco
Byl
aws
Com
plia
nce
rate
10
0%
NIL
N
IL
NIL
10
0%
0.00
Ex
ecut
ive
Com
mitt
ee
5.1.
1.2
Com
ply
with
the
rele
vant
law
s C
ompl
ianc
e ra
te
100%
N
IL
NIL
N
IL
100%
0.
00
Exec
utiv
e C
omm
ittee
5.1.
1.3
Adh
ere
to b
est c
orpo
rate
gov
erna
nce
prac
tices
. C
ompl
ianc
e ra
te to
go
vern
ance
pra
ctic
es
100%
N
IL
NIL
N
IL
100%
0.
00
Exec
utiv
e C
omm
ittee
Tot
al r
esou
rces
(Ksh
s)
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
46
Key
Res
ult A
rea
5. C
orpo
rate
Gov
erna
nce
Goa
l 5.
1T
o ha
ve a
n ac
coun
tabl
e an
d tr
ansp
aren
t SA
CC
O b
y pu
ttin
g in
pla
ce th
e re
leva
nt a
nd e
ffic
ient
syst
ems a
nd p
roce
sses
.
Stra
tegi
c ob
ject
ive
5.1.
1 A
dher
e to
all
stat
utor
y re
quir
emen
ts.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )
5.1.
1.1
Con
tinuo
usly
revi
ew a
nd c
ompl
y w
ith th
e Sa
cco
Byl
aws
Com
plia
nce
rate
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
5.1.
1.2
Com
ply
with
the
rele
vant
law
sC
ompl
ianc
e ra
te10
0%N
ILN
ILN
IL10
0%0.
00Ex
ecut
ive
Com
mitt
ee
5.1.
1.3
Adh
ere
to b
est c
orpo
rate
gov
erna
nce
prac
tices
.C
ompl
ianc
e ra
te to
go
vern
ance
pra
ctic
es10
0%N
ILN
ILN
IL10
0%0.
00Ex
ecut
ive
Com
mitt
ee
Tota
l res
ourc
es (K
shs)
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
47
Key
Res
ult A
rea
5. C
orpo
rate
Gov
erna
nce
Goa
l 5.
1T
o ha
ve a
n ac
coun
tabl
e an
d tr
ansp
aren
t SA
CC
O b
y pu
ttin
g in
pla
ce th
e re
leva
nt a
nd e
ffic
ient
syst
ems a
nd p
roce
sses
.
Stra
tegi
c ob
ject
ive
5.1.
2E
nsur
e tr
ansp
aren
cy a
nd a
ccou
ntab
ility
.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )
5.1.
2.1
Prov
ide
timel
y, c
ompl
ete
and
accu
rate
pe
rform
ance
repo
rts to
all
stak
ehol
ders
Tim
elin
ess o
f per
form
ance
re
ports
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
5.1.
2.2
Prov
ide
full
disc
losu
re o
n al
l mat
eria
l mat
ters
.M
ater
ial m
atte
rs10
0%N
ILN
ILN
IL10
0%0.
00Ex
ecut
ive
Com
mitt
ee
Tota
l res
ourc
es (K
shs )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
48
Key
Res
ult A
rea
5. C
orpo
rate
Gov
erna
nce
Goa
l 5.
2 E
stab
lish
and
sust
ain
an e
ffec
tive
gove
rnan
ce st
ruct
ure
to e
nhan
ce a
ccou
ntab
ility
, sys
tem
s and
pro
cess
es
Stra
tegi
c ob
ject
ive
5.2.
1E
stab
lish
a pe
rfor
man
ce m
anag
emen
t fra
mew
ork.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )5.
2.1.
1 Es
tabl
ish
appr
aisa
l crit
eria
for t
he b
oard
by
end
of
20
20.
Perfo
rman
ce c
ontra
ct10
0%N
ILN
ILN
IL10
0%0.
00Ex
ecut
ive
Com
mitt
ee
5.2.
1.2
Impl
emen
t an
annu
al b
oard
per
form
ance
app
rais
al
fram
ewor
k by
end
of 2
020
Perfo
rman
ce e
valu
atio
n cr
iteria
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
5.2.
1.3
Rev
iew
the
boar
d ap
prai
sal c
riter
ia a
s nee
d ar
ises
Perfo
rman
ce e
valu
atio
n cr
iteria
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
Tota
l res
ourc
es (K
shs )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
49
Key
Res
ult A
rea
5. C
orpo
rate
Gov
erna
nce
Goa
l 5.
3 Es
tabl
ish
effe
ctiv
e ri
sk M
anag
emen
t
Stra
tegi
c ob
ject
ive
5.3.
1En
sure
an
effe
ctiv
e ri
sk m
anag
emen
t and
con
trol
pro
cess
.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )5.
3.1.
1 A
sses
s and
miti
gate
fina
ncia
l, op
erat
iona
l and
co
mpl
ianc
e ris
kC
ompl
ianc
e ra
te10
0%N
ILN
ILN
IL10
0%0.
00Ex
ecut
ive
Com
mitt
ee
Tota
l res
ourc
es (K
shs )
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
50
Key
Res
ult A
rea
5. C
orpo
rate
Gov
erna
nce
Goa
l 5.
4 S
tren
gthe
n ri
sk m
anag
emen
t fra
mew
ork
of th
e so
ciet
y
Stra
tegi
c ob
ject
ive
5.4.
1 En
sure
the
Sacc
o co
mpl
ies t
o al
l rel
evan
t leg
al a
nd r
egul
ator
y re
quir
emen
tsSt
rate
gies
Serv
ice
deliv
ery
targ
ets
Res
ourc
esR
espo
nsib
ility
Uni
t of m
easu
reY
r1Y
r2Y
r3Y
rs 4
-5To
tal
Tota
l cos
t (K
shs )
5.4.
1.1
Mee
t rel
evan
t SA
CC
O re
gula
tions
as r
equi
red
Com
plia
nce
rate
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
5.4.
1.2
Kee
p pa
ce w
ith a
ll ch
ange
s in
regu
lato
ry a
nd
legi
slat
ive
fram
ewor
k
Com
plia
nce
rate
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
5.4.
1.3
Bui
ld c
apac
ity in
the
boar
d an
d st
aff t
o be
up
to
date
on
all r
egul
ator
y re
quire
men
ts
Com
plia
nce
rate
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
Tota
l res
ourc
es (K
shs )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
51
Key
Res
ult A
rea
5. C
orpo
rate
Gov
erna
nce
Goa
l 5.
4 S
tren
gthe
n ri
sk m
anag
emen
t fra
mew
ork
of th
e so
ciet
y
Stra
tegi
c ob
ject
ive
5.4.
2D
evel
op B
usin
ess C
ontin
uity
Pla
n by
202
0St
rate
gies
Serv
ice
deliv
ery
targ
ets
Res
ourc
esR
espo
nsib
ility
Uni
t of m
easu
reY
r1Y
r2Y
r3Y
rs 4
-5To
tal
Tota
l cos
t (K
shs )
5.4.
2.1
Acq
uire
clo
ud c
ompu
ting
infra
stru
ctur
e by
202
0Sy
stem
upt
ime
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
5.4.
2.2
Iden
tify
optio
ns fo
r alte
rnat
ive
wor
king
site
s by
2020
Rec
over
y pl
an10
0%N
ILN
ILN
IL10
0%0.
00Ex
ecut
ive
Com
mitt
ee
Tota
l res
ourc
es (K
shs )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
52
Key
Res
ult A
rea
5. C
orpo
rate
Gov
erna
nce
Goa
l 5.
4 S
tren
gthe
n ri
sk m
anag
emen
t fra
mew
ork
of th
e so
ciet
y
Stra
tegi
c ob
ject
ive
5.4.
3D
evel
op N
ew a
nd R
evie
w e
xist
ing
polic
ies t
o co
mpl
y w
ith th
e de
velo
pmen
ts a
nd c
hang
es in
the
area
s the
y re
late
toSt
rate
gies
Serv
ice
deliv
ery
targ
ets
Res
ourc
esR
espo
nsib
ility
Uni
t of m
easu
reY
r1Y
r2Y
r3Y
rs 4
-5To
tal
Tota
l cos
t (K
shs )
5.4.
3.1
Dev
elop
risk
man
agem
ent p
olic
y by
202
0R
isk
man
agem
ent p
olic
y10
0%N
ILN
ILN
IL10
0%0.
00Ex
ecut
ive
Com
mitt
ee
5.4.
3.2
Dev
elop
bus
ines
s con
tinui
ty p
olic
y by
20
20
Bus
ines
s con
tinui
ty p
olic
y10
0%N
ILN
ILN
IL10
0%0.
00Ex
ecut
ive
Com
mitt
ee
5.4.
3.3
Dev
elop
div
iden
d po
licy
by 2
020
Div
iden
d po
licy
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
5.4.
3.4
Dev
elop
a C
SR p
olic
y by
202
0C
SR p
olic
y10
0%N
ILN
ILN
IL10
0%0.
00Ex
ecut
ive
Com
mitt
ee
5.4.
3.5
Con
tinuo
usly
revi
ew a
ll ex
istin
g Sa
cco
polic
ies,
Byl
aws,
Cha
rters
Upd
ated
Sac
co p
olic
ies,
Byl
aws,
Cha
rters
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
Tota
l res
ourc
es (K
shs )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
53
Key
Res
ult A
rea
5. C
orpo
rate
Gov
erna
nce
Goa
l 5.
4 S
tren
gthe
n ri
sk m
anag
emen
t fra
mew
ork
of th
e so
ciet
y
Stra
tegi
c ob
ject
ive
5.4.
4 C
reat
e an
effi
cien
t Int
erna
l Aud
it &
Ris
k M
anag
emen
t pro
cess
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )
5.4.
4.1
Aut
omat
e in
tern
al a
udit
proc
esse
s by
end
of 2
020
Aut
omat
ed a
udit
proc
ess
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
5.4.
4.2
Con
tinuo
usly
dev
elop
cap
acity
of th
e au
dit s
taff
No.
of q
ualif
ied
audi
tors
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
Tota
l res
ourc
es (K
shs )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
54
Key
Res
ult A
rea
6. C
usto
mer
Exp
erie
nce.
Goa
l 6.
1 D
evel
op a
nd im
plem
ent a
n ef
fect
ive
cust
omer
exp
erie
nce
fram
ewor
k as
a m
eans
to e
nsur
ing
cust
omer
satis
fact
ion.
Stra
tegi
c ob
ject
ive
6.1.
1 En
sure
exc
elle
nt c
usto
mer
exp
erie
nce
by d
evel
opm
ent
and
impl
emen
tatio
n of
Ser
vice
Cha
rter
and
com
mun
icat
ion
char
ter.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )6.
1.1.
1 D
eter
min
e an
d co
ntin
uous
ly im
prov
e th
e tu
rn-
arou
nd ti
mes
for s
ervi
ce d
eliv
ery
Turn
-aro
und
time
dete
rmin
ed10
0%N
ILN
ILN
IL10
0%0.
00Ed
ucat
ion
Com
mitt
ee
Tota
l res
ourc
es (K
shs )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
55
Key
Res
ult A
rea
6. C
usto
mer
Exp
erie
nce.
Goa
l 6.
1 D
evel
op a
nd im
plem
ent a
n ef
fect
ive
cust
omer
exp
erie
nce
fram
ewor
k as
a m
eans
to e
nsur
ing
cust
omer
satis
fact
ion.
Stra
tegi
c ob
ject
ive
6.1.
2Im
prov
e co
mm
unic
atio
n fr
amew
ork
with
stak
ehol
ders
.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )6.
1.2.
1 C
ontin
uous
ly P
ublic
ize
Act
ive
Sacc
o C
omm
unic
atio
n C
hann
els i
.e. E
mai
ls, P
hone
Num
bers
an
d So
cial
Med
ia A
ccou
nts
Cus
tom
er S
ervi
ce C
harte
r D
evel
opm
ent T
ask
forc
e.10
0%N
ILN
ILN
IL10
0%0.
00Ed
ucat
ion
Com
mitt
ee
Tota
l res
ourc
es (K
shs )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
56
Key
Res
ult A
rea
6. C
usto
mer
rel
atio
ns.
Goa
l 6.
1 D
evel
op a
nd im
plem
ent a
n ef
fect
ive
cust
omer
rel
atio
ns fr
amew
ork
as a
mea
ns to
obt
aini
ng c
usto
mer
satis
fact
ion
Stra
tegi
c ob
ject
ive
6.1.
3To
ens
ure
high
qua
lity
serv
ices
are
del
iver
ed th
roug
h th
e es
tabl
ishm
ent o
f an
effe
ctiv
e cu
stom
er r
elat
ions
hip
man
agem
ent p
roce
ss.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s)6.
1.3.
1A
cqui
re a
nd im
plem
ent a
cus
tom
er re
latio
nshi
p m
anag
emen
t (C
RM
) mod
ule.
Succ
essf
ul d
eplo
ymen
t of
CR
M.
100%
NIL
NIL
NIL
100%
0.00
Educ
atio
n C
omm
ittee
6.1.
3.2
Car
ry o
ut a
t lea
st o
ne c
usto
mer
satis
fact
ion
surv
ey
annu
ally
ove
r the
nex
t fiv
e ye
ars.
Cus
tom
er sa
tisfa
ctio
n su
rvey
re
port.
11
12
50.
00Ed
ucat
ion
Com
mitt
ee
Tota
l res
ourc
es (K
shs)
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
57
Key
Res
ult A
rea
7. IC
T in
fras
truc
ture
.
Goa
l 7.
1M
aint
ain
an e
ffec
tive
inst
itutio
nal I
CT
infr
astr
uctu
re th
at w
ill e
nabl
e th
e in
tegr
atio
n of
ICT
bes
t pra
ctic
e in
the
SAC
CO
ope
ratio
ns.
Stra
tegi
c ob
ject
ive
7.1.
1 C
ontin
uous
ly im
prov
e di
gitiz
atio
n of
the
SAC
CO
’s o
pera
tions
whi
le e
nhan
cing
IT se
curi
ty
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )7.
1.1.
1 St
reng
then
IT se
curit
y sy
stem
s.Se
cure
ICT
syst
ems.
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e /
Inte
rnal
Aud
it C
omm
ittee
7.1.
1.2
Prog
ress
ivel
ydi
gitiz
e th
e Sa
cco
oper
atio
ns a
nd
serv
ices
Succ
essf
ul c
ompu
teriz
atio
n of
ke
y fu
nctio
ns.
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e /
Inte
rnal
Aud
it C
omm
ittee
Tota
l res
ourc
es (K
shs )
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
58
Key
Res
ult A
rea
7. IC
T in
fras
truc
ture
.
Goa
l 7.
1 M
aint
ain
an e
ffect
ive
inst
itutio
nal I
CT
infr
astr
uctu
re th
at w
ill e
nabl
e th
e in
tegr
atio
n of
ICT
best
pra
ctic
e in
the
SAC
CO
ope
ratio
ns.
Stra
tegi
c ob
ject
ive
7.1.
2 En
sure
that
the
SAC
CO
exp
loits
inno
vativ
e e-
com
mer
ce c
apab
ilitie
s.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s)7.
1.2.
1C
ontin
uous
ly im
prov
e th
e in
tera
ctiv
e sa
cco
web
site
.In
tera
ctiv
e w
ebsi
teN
ILN
ILN
ILN
ILN
/A0.
00Ed
ucat
ion
Com
mitt
ee
7.1.
2.2
Dev
elop
a se
cure
Km
a Sa
cco
Mob
ile a
pp b
y 20
22W
orki
ng m
obile
app
NIL
100%
NIL
NIL
100%
0.00
Cre
dit
Com
mitt
ee
7.1.
2.3
Initi
ate
mob
ile le
ndin
g by
202
2W
orki
ng m
obile
lend
ing
plat
form
NIL
100%
NIL
NIL
100%
0.00
Cre
dit
Com
mitt
ee
Tota
l res
ourc
es (K
shs m
)0.
00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
59
Key
Res
ult A
rea
8.H
uman
Cap
ital
Goa
l 8.
18.
1 To
shar
e st
rate
gy in
ord
er to
ens
ure
the
fulfi
llmen
t of t
he S
AC
CO
s mis
sion
and
obj
ectiv
es.
Stra
tegi
c ob
ject
ive
8.1.
1En
sure
that
the
Boa
rd a
nd st
aff u
nder
stan
d th
e or
gani
zatio
n’s c
orpo
rate
stra
tegy
and
ow
n it.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )
8.1.
1.1
Con
tinuo
usly
Com
mun
icat
e an
d sh
are
info
rmat
ion
rega
rdin
g st
rate
gy a
nd th
e or
gani
zatio
n’s i
nitia
tives
acr
oss a
ll de
partm
ents
and
le
vels
.
Num
ber
of
mon
thly
mee
tings
/ ev
ents
hel
d
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
8.1.
1.2C
ontin
uous
ly P
rom
ote
the
SAC
CO
’s V
isio
n an
d m
issi
on a
nd re
info
rce
supp
ortin
g va
lues
.
Bra
nd e
quity
10
0%N
ILN
ILN
IL10
0%0.
00Ex
ecut
ive
Com
mitt
ee
8.1.
1.3
Con
tinuo
us P
artic
ipat
ion
of st
aff i
n im
plem
enta
tion
of st
rate
gy/e
nhan
ce li
nkag
es
betw
een
daily
task
s and
stra
tegy
.
Perc
enta
ge o
f tar
gets
met
100%
NIL
NIL
NIL
100%
0.00
Exec
utiv
e C
omm
ittee
8.1.
1.4
Car
ry o
ut a
n an
nual
revi
ew o
f im
plem
enta
tion
of th
e st
rate
gic
plan
ove
r the
nex
t fiv
e ye
ars.
Mid
-term
revi
ew re
port
11
12
50.
00Ex
ecut
ive
Com
mitt
ee
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
60
Key
Res
ult A
rea
8.H
uman
Cap
ital
Goa
l 8.
18.
1 To
shar
e st
rate
gy in
ord
er to
ens
ure
the
fulfi
llmen
t of t
he S
AC
CO
s mis
sion
and
obj
ectiv
es.
Stra
tegi
c ob
ject
ive
8.1.
1En
sure
that
the
Boa
rd a
nd st
aff u
nder
stan
d th
e or
gani
zatio
n’s c
orpo
rate
stra
tegy
and
ow
n it.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )
8.1.
1.5
Con
tinuo
usly
rece
ive
feed
back
from
staf
f re
gard
ing
stra
tegi
c pl
ans.
Num
ber
of
repo
rts
(com
plim
ents
/
com
plai
nts.)
100%
100%
100%
100%
100%
0.00
Exec
utiv
e C
omm
ittee
Tota
l res
ourc
es (K
shs)
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
61
Key
Res
ult A
rea
8. H
uman
res
ourc
es
Goa
l 8.
1To
shar
e st
rate
gy in
ord
er to
ens
ure
the
fulfi
llmen
t of t
he S
AC
CO
s mis
sion
and
obj
ectiv
es.
Stra
tegi
c ob
ject
ive
8.1.
2En
sure
that
the
stra
tegy
is u
nder
stoo
d am
ong
all t
he st
akeh
olde
rs.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s)
8.1.
2.1
Laun
ch o
f the
stra
tegi
c pl
an a
t 202
0 A
GM
Laun
ched
stra
tegy
10
0%N
ILN
ILN
IL10
0%0.
00Ed
ucat
ion
Com
mitt
ee
8.1.
2.2
Use
of t
he w
ebsi
te fo
r ext
erna
l com
mun
icat
ion.
Stra
tegy
upl
oade
d on
to S
acco
w
ebsi
te a
nd u
pdat
es is
sued
.
NIL
NIL
NIL
NIL
N/A
0.00
Educ
atio
n C
omm
ittee
8.1.
2.3
Publ
ish
the
stra
tegi
c pl
an a
nd d
istri
bute
to k
ey
stak
ehol
ders
.N
umbe
r of a
rticl
es o
n st
rate
gy.
NIL
NIL
NIL
NIL
N/A
0.00
Educ
atio
n C
omm
ittee
Tota
l res
ourc
es (K
shs)
0.00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
62
Key
Res
ult A
rea
8. H
uman
res
ourc
es.
Goa
l 8.
2 To
mai
ntai
n hu
man
cap
ital s
uite
d to
mee
t cur
rent
and
futu
re S
AC
CO
obj
ectiv
es.
Stra
tegi
c ob
ject
ive
8.2.
1 R
ecru
it an
d re
tain
a h
ighl
y m
otiv
ated
and
com
pete
nt w
orkf
orce
.
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s m)
8.2.
1.1
Rev
iew
sta
ffing
nee
ds o
n a
cont
inuo
us b
asis
and
ap
prop
riate
ly a
ddre
ss id
entif
ied
need
s.
Num
bers
of p
eopl
e re
crui
ted
Bas
ed o
n ex
istin
g va
canc
ies,
and
need
s aris
ing
0.00
Exec
utiv
eC
omm
ittee
8.2.
1.2
Con
tinuo
usly
impl
emen
t tra
inin
g an
d de
velo
pmen
t pla
ns b
ased
on
iden
tifie
d co
rpor
ate
and
indi
vidu
al tr
aini
ng n
eeds
.
Perc
enta
ge o
f sta
ff tra
ined
.N
ILN
ILN
ILN
ILN
/A0.
00Ex
ecut
ive
Com
mitt
ee
8.2.
1.3
Con
tinuo
usly
upd
ate
care
er p
aths
and
succ
essi
on
plan
ning
.Jo
b A
naly
sis
Rep
ort
and
Upd
ate
of
the
orga
niza
tion
stru
ctur
e.
NIL
NIL
NIL
NIL
N/A
0.00
Exec
utiv
eC
omm
ittee
8.2.
1.4
Con
tinuo
usly
Im
prov
e pe
rform
ance
ev
alua
tion
fram
ewor
kPe
rform
ance
ev
alua
tion
fram
ewor
k.
NIL
NIL
NIL
NIL
N/A
0.00
Exec
utiv
eC
omm
ittee
8.2.
1.5
Con
tinuo
usly
rev
iew
st
aff
rew
ard/
rec
ogni
tion
polic
ySa
lary
su
rvey
re
port
and
upda
ted
staf
f ben
efit
NIL
NIL
NIL
NIL
N/A
0.00
Exec
utiv
eC
omm
ittee
Tota
l res
ourc
es (K
shs m
)0.
00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
63
Key
Res
ult A
rea
8. H
uman
Cap
ital
Goa
l 8.
2 To
mai
ntai
n hu
man
cap
ital s
uite
d to
mee
t cur
rent
and
futu
re S
AC
CO
obj
ectiv
es
Stra
tegi
c ob
ject
ive
8.2.
2 R
eten
tion
of 1
00%
of p
erfo
rmin
g st
aff e
ach
year
ove
r th
e ne
xt 5
yea
rs
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(KSh
s m)
8.2.
2.1
Con
tinuo
usly
dev
elop
and
app
ly a
per
form
ance
ba
sed
crite
ria fo
r em
ploy
ee re
tent
ion/
exit.
Ret
entio
n ra
teN
ILN
ILN
ILN
ILN
/A0.
00Ex
ecut
ive
Com
mitt
ee
8.2.
2.2
Con
tinuo
usly
revi
ew st
aff c
ompe
nsat
ion
in li
ne
with
the
sacc
o st
rate
gic
obje
ctiv
es
NIL
NIL
NIL
NIL
N/A
0.00
Exec
utiv
eC
omm
ittee
Tota
l res
ourc
es (K
shs m
)0.
00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
64
Key
Res
ult A
rea
8. H
uman
res
ourc
es.
Goa
l 8.
3C
hang
e M
anag
emen
t.
Stra
tegi
c ob
ject
ive
8.3.
1 D
evel
op a
nd su
stai
n a
dyna
mic
org
aniz
atio
nal c
ultu
re
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(KSh
s m)
8.3.
1.1
Esta
blis
h an
d su
stai
n ef
fect
ive
com
mun
icat
ion
chan
nels
bet
wee
n bo
ard
and
staf
f.R
egul
ar
mee
tings
be
twee
n M
anag
emen
t &
B
oard
an
d M
anag
emen
t and
staf
f.
100%
NIL
NIL
NIL
100%
0.00
Educ
atio
n C
omm
ittee
8.3.
1.2
Con
tinuo
usly
revi
ew o
rgan
izat
iona
l stru
ctur
e an
d im
plem
ent c
hang
es to
enh
ance
effi
cien
cies
.U
pdat
ed H
R P
olic
y/M
anua
lN
ILN
ILN
ILN
ILN
/A0.
00Ex
ecut
ive
Com
mitt
ee
8.3.
1.3
Con
tinuo
usly
pro
mot
e a
cultu
re o
f inn
ovat
ion
Succ
ess
of
cultu
re
chan
ge
prog
ram
s.
NIL
NIL
NIL
NIL
N/A
0.00
Exec
utiv
e C
omm
ittee
Tota
l res
ourc
es (K
shs m
)0.
00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
65
Key
Res
ult A
rea
9. C
olla
bora
tion,
Par
tner
ship
and
Cor
pora
te C
omm
unic
atio
n.
Goa
l 9.
1 T
o en
hanc
e co
llabo
ratio
n, a
nd p
artn
ersh
ips w
ith a
n ai
m o
f inc
reas
ing
the
SAC
CO
net
wor
k.
Stra
tegi
c ob
ject
ive
9.1.
1 E
stab
lish
and
mai
ntai
n va
lue-
addi
ng li
nkag
es in
par
tner
ship
with
key
stak
ehol
ders
ove
r th
e ne
xt 5
yea
rs
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s )9.
1.1.
1Pa
rtner
with
rele
vant
pro
fess
iona
l bod
ies a
nd
inst
itutio
ns
Partn
ersh
ip
agre
emen
t w
ith
KM
A
divi
sion
s ac
ross
th
e co
untry
.
NIL
NIL
NIL
NIL
N/A
0.00
Educ
atio
n C
omm
ittee
9.1.
1.2
Con
tinuo
usly
Par
tner
with
all
colle
ges o
f hea
lth
scie
nces
to in
crea
se m
embe
rshi
p.Pa
rtner
ship
ag
reem
ent
with
m
edic
al sc
hool
s.
NIL
NIL
NIL
NIL
N/A
0.00
Educ
atio
n C
omm
ittee
Tota
l res
ourc
es (K
shs m
)0.
00
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
66
Key
Res
ult A
rea
9. C
olla
bora
tion,
Par
tner
ship
and
Cor
pora
te C
omm
unic
atio
n.
Goa
l 9.
2 T
o ha
ve v
isibl
e, w
ell u
nder
stoo
d an
d hi
ghly
reg
arde
d co
mm
unic
atio
n st
rate
gy b
y al
l sta
keho
lder
s
Stra
tegi
c ob
ject
ive
9.2.
1 M
anag
e SA
CC
O’s
cor
pora
te r
eput
atio
n/im
age
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s)
9.2.
1.1
Prod
uctio
n of
pub
licity
mat
eria
ls.
No.
of
pu
blic
ity
mat
eria
ls
prod
uced
.
NIL
NIL
NIL
NIL
N/A
0.00
Educ
atio
n C
omm
ittee
9.2.
1.2P
rom
ote
the
SAC
CO
bra
nd in
the
publ
ic a
rena
via
m
ass m
edia
and
soci
al n
etw
ork
plat
form
s.Pr
omot
iona
l mat
eria
l pro
duce
dN
ILN
ILN
ILN
ILN
/A0.
00Ed
ucat
ion
Com
mitt
ee
9.2.
1.3R
e-de
sign
and
upd
ate
corp
orat
e w
ebsi
te &
oth
er
onlin
e pl
atfo
rms o
n a
cont
inuo
us b
asis
.R
edes
igne
d an
d up
date
d w
ebsi
te,
intra
net
and
e-bu
lletin
.
NIL
NIL
NIL
NIL
N/A
0.00
Educ
atio
n C
omm
ittee
9.2.
1.4
Reg
ular
ly o
rgan
ize
loca
l eve
nts i
n co
nsul
tatio
n w
ith a
ll st
akeh
olde
rs.
N
umbe
r of e
vent
s hel
d.N
ILN
ILN
ILN
ILN
/A0.
00Ed
ucat
ion
Com
mitt
ee
Ken
ya M
edic
al A
ssoc
iatio
n SA
CCO
St
rate
gic
Plan
202
0-20
24
67
Key
Res
ult A
rea
9. C
olla
bora
tion,
Par
tner
ship
and
Cor
pora
te C
omm
unic
atio
n.
Goa
l 9.
2 T
o ha
ve v
isibl
e, w
ell u
nder
stoo
d an
d hi
ghly
reg
arde
d co
mm
unic
atio
n st
rate
gy b
y al
l sta
keho
lder
s
Stra
tegi
c ob
ject
ive
9.2.
1 M
anag
e SA
CC
O’s
cor
pora
te r
eput
atio
n/im
age
Stra
tegi
esSe
rvic
e de
liver
y ta
rget
sR
esou
rces
Res
pons
ibili
tyU
nit o
f mea
sure
Yr1
Yr2
Yr3
Yrs
4-5
Tota
lTo
tal c
ost
(Ksh
s)9.
2.1.
1R
egul
arly
use
oth
er e
vent
s/m
eetin
gs a
s a to
ol o
f co
mm
unic
atio
n w
ith m
embe
rs.
Bra
nd e
quity
NIL
NIL
NIL
NIL
N/A
0.00
Educ
atio
n C
omm
ittee