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WEF Strategic Plan

The Women Enterprise Fund (WEF) was established through Legal Notice No. 147: Government Financial Management (Women Enterprise Fund) Regulations, 2007, and began its operations in December 2007. This is the second strategic plan that the Fund is developing since its establishment. The first strategic plan covered the period 2009 – 2012.

Following the expiry of the 2009 – 2012 strategic plan, the Fund undertook to develop a new strategic plan for the period 2013 – 2017, taking into account the changing operating environment. In developing this plan, a participatory and all-inclusive approach was adopted. This entailed review of various documents, consultations with key stakeholders, and workshops for the Advisory Board and Management.

An analysis of the Fund’s past performance and a scan of the operating environment were carried out focusing both on the internal and external environments. The analyses resulted in the identification of the strengths, weaknesses, opportunities, and threats as well as stakeholder rights and obligations. The situational analysis culminated in the identification of the following strategic issues:
1. Access to credit.
2. Support services to women entrepreneurs.
3. Institutional strengthening.

For each of the identified strategic issues, strategic objectives were formulated and strategies to be pursued developed. The strategic objectives are as follows:
1. To increase the cumulative loan disbursement from Kshs 2.6 billion in June 2012 to Kshs 11 billion by June 2017.
2. To increase the loan repayment rate from 78% to 93% by June 2017.
3. To increase the number of women trained from 404,000 to 1,000,000 by 2017.
4. To increase the number of women linked to large enterprises from 156 in June 2012 to 500 by 2017.
5. To facilitate the marketing of products and services of 300 women in local and international markets.
6. To facilitate the development of supportive infrastructure; 16 sheds for women groups; Awareness and sensitization of 120 women on incubation.
7. Achieve and maintain a ratio of x staff to y size of the portfolio by June 2017.
8. To attain the status of a parastatal by June 2017.
9. To attain efficiency and effectiveness in the implementation and reporting of results at the Fund.

The implementation plan for operationalizing the objectives and strategies are presented in chapter five. The implementation plan identifies for each strategy, the expected impact, the activities, output indicators, timeline, and implementing actors. This is followed by the proposed institutional structure to drive the implementation of the strategy in chapter six and a monitoring and evaluation (M&E) framework in chapter seven. The M&E framework includes key performance indicators for tracking results.