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Strategic Plan 2015 - 2017

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Strategic Plan 2015 - 2017 UNITED NATIONS SACCO SOCIETY LIMITED STRATEGIC PLAN 2015 - 2017 April 2015 FOREWORD BY THE CHAIRMAN STRATEGIC PLAN 2015 - 2017 he UN SACCO has the mandate of providing financial services for the economic empowerment and social progress of its members. The SACCO intends to enhance this mandate by implementing this three year strategic plan, covering the period 2015-2017. Following the expiry of the strategic plan for the period 2012-2014, the board and management embarked on an all-inclusive process of developing a new plan for the period 2015-2017, taking into Taccount changes in the operating environment as well as the need to align the services with the membership financial needs. Given the dynamic operating environment, emerging business trends and the determination to be the financial solutions provider of choice, the Board of Directors and the Management reviewed the SACCO’s operations structure and business focus in order to be competitive. They revised the Vision statement and retained the Mission Statements to benchmark with the market leaders in the financial services. The new Vision statement is “The financial solutions provider of choice”. The corresponding Mission Statement is “To uplift the social economic status of our members by offering them quality, affordable and diversified financial services”. This plan has embraced the concept of the Balanced Scorecard performance management framework in its thematic areas to align our business activities and programs with the corporate objectives and strategies. The financial perspective has been addressed through focus on revenue growth, capital growth, loan book growth and cost optimization. The theme on customer service addresses membership growth, improved customer satisfaction, corporate image, new product development and improved information access by members. Internal business processes perspective focuses on improved operational efficiency, business processes automation, review of policies and procedure manuals, business continuity planning and increase in office space commensurate with business size. Finally, the learning and growth perspective focuses on enhancing the organizational capacity levels for members, board and staff. The plan therefore balances financial, human resource, business development and operational concerns. The good aspirations of this Strategic plan can only be realized through an effective implementation. This will be facilitated through prudent talent management supported by appropriate systems and processes to offer quality service to our customers and ultimately enhance business growth. I wish therefore to take this opportunity to emphasize the Board’s commitment to providing guidance and oversight role to ensure the goals of this strategic plan are realized. Finally, I take this opportunity to sincerely thank all those who participated in the development of this strategic plan. In particular, I acknowledge the valuable input of the Board, Supervisory Committee, the Ministry officials, Management and Staff. Lastly we are highly indebted to the facilitative role and expert guidance provided by M/S Alpex Consulting Africa Limited during the preparation of this plan. Samuel Olago CHAIRMAN, BOARD OF DIRECTORS ii United Nations SACCO Society Limited • Your Financial Anchor PREFACE STRATEGIC PLAN 2015 - 2017 he challenge that the Management faces is to ensure that this Strategic Plan is disseminated and owned by staff throughout the organization. Members of staff have the contributory responsibility of ensuring sustainable growth and prosperity of the SACCO. If we do not plan, we plan to fail .I am therefore happy to note that considerable time and resources have gone into developing this corporate road map. This Strategic plan takes cognizance of the changes Tin the environment that are constantly impacting on the financial industry especially in the areas of technology, customer focus, and security and the critical need for sustainable growth. In order to achieve our ambitious goals as set out in this strategic plan, our most important asset, human capital is expected to play a key role in developing an appropriate corporate culture that continuously embraces change based on dynamism in the operating environment. This will not only enhance productivity and facilitate radical improvements in the quality of customer service and corporate image but also improve shareholder value. To enhance our mandate, customer/members are considered paramount and will therefore be a key area of focus during the strategic plan period. Processes and procedures will be streamlined and strengthened at all levels of the organization to ensure good corporate governance. The Strategic plan targets improved financial performance through new revenue streams to expand the revenue base, outsourcing of non-core activities, cost management and institutionalization of risk management. Implementation of this strategic plan has been structured to ensure accountability at all levels with explicit expected deliverables for all activities within clear timelines. Sound performance targets have been set, backed with adequate budgetary provisions and supported by clear responsibility centres. For sustainable business growth, the plan will be implemented while continuously embracing our core values. Monitoring and evaluation will be done at all levels of operation through a sound performance management system. Senior management will periodically review progress on the implementation of the plan while my office will submit quarterly reports to the Board of Directors. I note with great expectation that the Strategic plan recognizes the integral need for deepening of partnerships with other service providers and also envisages closer collaboration with the regulator. It is my conviction that with professionalism, teamwork, creativity, innovation and commitment during implementation and adequate support from all stakeholders, this 2015-2017 Strategic plan lays a strong foundation towards the realization of our Vision to be “The financial solution provider of choice”. Clement Tongi, CHIEF EXECUTIVE OFFICER United Nations SACCO Society Limited • Your Financial Anchor iii Table of Contents FOREWORD BY THE CHAIRMAN II PREFACE III LIST OF TABLES V LIST OF ABBREVIATIONS VI EXECUTIVE SUMMARY VII 1.0 INTRODUCTION 9 1.1 CONTEXT OF THE STRATEGIC PLAN .................................................................................................... 9 1.2 BRIEF PROFILE OF UNITED NATIONS SACCO LTD ....................................................................... 9 1.3 RATIONALE FOR THE STRATEGIC PLAN ...........................................................................................11 1.4 METHODOLOGY USED IN DEVELOPING THE STRATEGIC PLAN .......................................12 1.5 STRUCTURE OF THE PLAN .......................................................................................................................12 2.0 SITUATIONAL ANALYSIS 14 2.1 THE SACCO AND DEVELOPMENT IN KENYA .................................................................................14 2.2 IMPACT OF THE SACCO SOCIETIES ACT ON SACCO SOCIETIES OPERATIONS .........14 2.3 KENYA’S ECONOMY AND DEVELOPMENT OUTLOOK .............................................................17 2.4 PERFORMANCE OF SACCOS 2013 ......................................................................................................18 2.5 CHALLENGES IN THE MANAGEMENT OF SACCOS ...................................................................19 2.6 PERFORMANCE OF UN SACCO LIMITED .........................................................................................21 2.7 COMPLIANCE LEVELS FOR UN SACCO LIMITED ........................................................................22 2.8 CUSTOMER ANALYSIS ................................................................................................................................23 2.9 SWOT ANALYSIS OF UN SACCO LTD .................................................................................................23 2.10 STAKEHOLDER ANALYSIS .........................................................................................................................25 2.11 COMPETITOR ANALYSIS ............................................................................................................................28 2.12 RISK ANALYSIS .................................................................................................................................................28 3.0 STRATEGIC FRAMEWORK 30 3.1 INTRODUCTION .............................................................................................................................................30 3.2 VISION ..................................................................................................................................................................30 3.3 MISSION ..............................................................................................................................................................30 3.4 CORE VALUES ...................................................................................................................................................30 3.5 SUMMARY OF STRATEGIC THEMES ....................................................................................................30 3.6 SUMMARY OF STRATEGIC OBJECTIVES 31 4.0 IMPLEMENTATION OF THE PLAN 32 4.1 INTRODUCTION .............................................................................................................................................32
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