Spinmark College of Science and Social Studies Martin Otundo

Cite as Otundo M (2016) Sample Strategic Plan.
Where Quality Education matters..

BY MARTIN OTUNDO RICHARD-PHD PROJECT MANAGEMENT
+254721246744;martinotundo@gmail.com
AUGUST, 2015
Spinmark College of Science and social Studies Strategic Plan (2015-2020)
Spinmark College of Science and Social Studies

Ambalal House-South Wing
3rd Floor, Nkurumah Road
P.O.Box 42672-80100
GPO Mombasa
FOREWORD
Welcome to Spinmark college strategic plan 2015-2020 which has been written in consultation with the key
stakeholders and developed extensively by Miriam (Undergraduate) and Martin Otundo (PhD)
+254721246744/martinotundo@gmail.com. It is a statement of where we want to be by 2020 and how we
are going to get through our strategic priorities to achieve our goals.
In the light of socio-economic pressures many people are facing in our society, the college has worked
closely with think tanks to ensure strategic planning remains mindful of the wider factors impacting on
aspirations, ability to engage with education and training and ability to offer practical skills rather than
theoretical which will be helpful outside the institution.
Spinmark College, a newly established institution is planning for the next five years to provide a platform
from which to broaden and deepen the understanding of students while addressing new and emerging
challenges in the education system geared at preparing people for success in work and life
We believe we have embarked on a special journey in providing high quality education and training and
improving the lives of our students and we hope you will join us in this Endeavour.
Mr. MARTIN DOLO

CHAIRMAN OF THE BOARD
ACKNOWLEDGEMENT
The 2015-2020 Strategic Plan was drawn up following a consultative process. Strategic Planning Teams
(SPTs) comprising representatives of a cross-section of academic, administrative and support staff were
established to contribute ideas for actions under each strategic issue. The vital contribution made by the
members of the SPTs is acknowledged with thanks.
We are grateful to these members of the community for committing their time and energy to this important
task. The relevant members who helped actualize the strategic plan are as follows:
Spinmark college community (students, the principal, and staff): Mariam and Martin O.
Mr.
THE DIRECTOR
ABDI NOOR
ABBREVIATION AND ACRONYMS

KASNEB - Kenya Accounts and Secretarial National Examination Board
KNEC-Kenya National Examination Council
CBD-Central Business District
RBM-Result Based Management
SPT - Strategic Planning Team
ICT- Information Communication Technology
SWOT - Strength, Weakness, Opportunity and Threats
PESTLE - Political, Economical, Social, Technological, Legal and Environmental
MSA - Mombasa
JKUAT - Jomo Kenyatta University of Agriculture and Technology
FY - Financial Year
KES - Kenya Shillings
EXECUTIVE SUMMARY
The Spinmark college of Science and Social Studies is a recently established institution offering tertiary,
post secondary, education and as at now it is at an exciting and expansive stage of development. To guide
this next stage of growth, we conducted a major planning process. We solicited input from a broad range of
interested parties including, staff and external stakeholders, collected data and reviewed performance.
Based on this process, we developed a disciplined long-term approach to expanding the scope and impact
of our work. This strategic plan provides a clear blueprint for the Spinmark college of Science and Social
Studies future. At its core, the plan shows the way toward building on our strengths as a connection point
for science, innovation and social studies. It outlines a focused direction for maximizing our effectiveness,
better informing decision-makers and educating science and social researcher within the country.
This strategic plan is formulated in five chapters, where chapter one narrates the Organization in
perspective that include the Justification for the plan, strategic planning process and the organization of the
strategic plan. Chapter two presents the fundamental statements (Vision, Mission, and Motto), mandate
and core functions, and core values. It also outlines the current organization structure and the current
financial analysis of the Spinmark College. Chapter three outline detailed formative analysis incorporating
SWOT, PESTLE, Stakeholder analysis and Situational analysis. Chapter four provides the focus in terms of
strategic direction of Spinmark College which includes strategic issues, strategic goal and strategic
objectives that will guide the college for the next five years. Chapter five guides us on the implementation,
monitoring, review and evaluation criteria's that will enable us to steer the institution in the required
direction.
CHAPTER ONE
ORGANIZATION IN PERSPECTIVE
1.0 Introduction
The Spinmark College of Science and Social Science is located at Ambalal House- South Wing, along
Nkrumah Road, within Mombasa County. The college is part of The East Africa University located in
Kitengela, Nairobi. It offers various social science courses including accounting courses and Computer
courses (KASNEB). Other courses offered are general management short courses such as customer
care & public relations, Consultancy Skill Development, Communication & Presentation Skills, Project
Monitoring and Evaluation and also Report Writing skill, Records Management Skill, Warehouse
Management, Fleet management Project Management and Result Based Management (RBM).
1.1 Justification for the development of the strategic plan
Spinmark College, like all academic institutions, faces significant challenges in the next five years, not
the least of which is responding to an economic environment of enormous uncertainty. Meeting these
challenges and transforming them into opportunities demand careful planning. Moreover, because
plans such as this one are both proactive and responsive to constantly changing conditions, they
require continuous reflection; ongoing dialogue with staff, students, and alumni; and analysis of the
financial and human capacities necessary to achieve our shared goals. This plan, then, constitutes a
map of a much longer path of self-reflection and sustained discussion.
1.2 The strategic plan process
The initial steps in the formulation of the plan were in the form of briefing from the principal, director,
JKUAT students (Japheth, Mariam, Charles &
) and the chairman and the head of departments. A
situational analysis was done to scan the environment, and identify the outstanding issues to come up
with the expected outcomes and desired objectives of the strategic plan. Reference materials and other
sources of information were used to come up with an initial draft of the strategic plan.
To guide the formulation of the strategic plan, the principal together with strategic planning students
from JKUAT facilitated the working sessions whose working report was regularly presented.
1.3 Organization of the strategic plan

The Spinmark college strategic plan 2015-2020 is formulated in five chapters. Chapter covers the
Organization in perspective that includes the Justification for the plan, strategic planning process and
the organization of the strategic plan. Chapter two presents the fundamental statements, mandate,
core functions, and core values. Chapter three outline detailed formative analysis. Chapter four
presents strategic direction in terms of strategic issues, strategic goal and strategic objectives. Chapter
five concludes with implementation, monitoring, review and evaluation criteria's that will enable us to
steer the institution in the required direction. The document also provides the implementation matrix Appendix II and also Monitoring and Evaluation framework - Appendix III
CHAPTER TWO
INSTITUTIONAL REVIEW
2.0 Introduction
This chapter will state and identify the mission statement, vision statement, core functions and the core
values, motto and the structure of our organization
2.1 Fundamental statement
2.1.1
Vision statement
"To be a centre of excellence in quality relevant and innovative tertiary education provider
2.1.2
Mission statement
To develop professional skills and technical competencies, produce proficient and all round
professional managers through provision of quality management courses.
2.1.3
Mandate and core Functions
a) To facilitate teaching and learning by providing adequate teaching staff for each of the courses
undertaken
b) To provide adequate teaching and learning facilities for each of the courses undertaken
c) To provide high quality relevant degrees courses in collaboration with local universities.
Arising from the mandate of Spinmark College, the following are core functions:
1. Providing quality training in computer, Accounting and managerial courses.
2. Encourage innovation by students
3. Provide a firm base for further training
2.1.4
Core values
1. Integrity
We uphold high moral standards in our dealing with the students,

sponsors and stakeholders and the general public
2. Professionalism and
ethical standards
2.1.5
We uphold to high level of professionalism and ethical standards

in our assignments
3. Quality
We ensure delivery of highest quality results.
4. Accountability
We commit to honesty and transparency in our assignments
5. Teamwork
We encourage participation in our programmes
Motto of the institution

"Where Quality Education Matters".
2.2 Current Organization structure (Staffing Level)

The Spinmark college of Science and Social Studies is a recently established institution headed by the
director and governed by the board. The director is assisted by the Principal who has the core function of
day to day running of the college activities. The Institution currently has a lean staffing level and most
lectures are facilitated through professionals outsourced.
The current Organization Structure of the college is as attached - Appendix II
2.3 Current Funding- Financial analysis
Spinmark College of Science and Social Studies Financial Analysis for the year has been project to be KES
5, 980,000. The institution does not receive any external funding from the government at the moment since
it is a privately owned college.

Annual
Budget
Year to date
expenditures
Encumbrances
Available
balance
%Available
Academic Salary
4,000,000.00
2,400,000.00
500,000.00
1,100,000.00
27.50%
Employee Benefits
300,000.00
100,000.00
100,000.00
100,000.00
33.33%
Supply and Materials
600,000.00
400,000.00
80,000.00
120,000.00
20.00%
Student Enrolment
400,000.00
250,000.00
150,000.00
37.50%
Student Services
80,000.00
60,000.00
20,000.00
Operating and Maintenance
800,000.00
550,000.00
100,000.00
Other expenses
200,000.00
150,000.00
50,000.00
Total
6,380,000.00
3,910,000.00
850,000.00
Expenditure Summary by Major

Classification
150,000.00
0%
18.75%
0%
1,620,000.00
25.39%
*[Funds Available = Budget - Actuals - Encumbrances]

*An Encumbrance is the name given to funds that have been reserved when a purchase requisition is finalized and encumbered. T he
purpose and main benefit of encumbrance accounting is avoiding budget overspending
CHAPTER THREE
FORMATIVE ANALYSIS
3.0 Introduction
One of the most critical activities in strategic planning is to analyze the internal and external environment
within which the Spinmark College operates. Two approaches are used in this analysis SWOT analysis
and the PESTLE. PESTLE stands for Political, Economic, Socio-Cultural, Technological, Environmental
and Legal; while SWOT stands for Strengths, Weaknesses, Opportunities and Threats. The PESTLE was
used to analyze the external environment whereas SWOT was used to analyze both the external and
internal environment. This chapter also looks at several others which are also key to the existence and
growth of the college. These are stakeholder analysis and situational analysis.
3.1
SWOT ANALYSIS
One of the Most Important part of any strategic plan is the assessment of the institutions current strengths,
challenges and the opportunities that emanate from both the internal and external environment. The
assessment commonly referred to as a SWOT analysis enables an institution to develop strategies to
manage both its internal and external environment.
SWOT analysis of the Spinmark's College of Science and Social Studies indicated that the environment in
which we operate is highly competitive. For the college to compete in the current environment and attract
the right students and staff, it has to evolve and create a unique value proposition for itself founded on
vision of being excellence in quality, relevant and innovative tertiary education provider. Summary provided
in Table 3.1
Table 3.1: SWOT ANALYSIS

1. INTERNAL ASSESSMENT
FACTORS
Educational programs
STRENGTHS
WEAKNESSES
Educational programs that meet the job market
needs(KASNEB &KNEC)
People (staff, students)
A teaching force of ten lecturers and a student

population of two
Facilities and Equipment
universities thus no control of decision making
hundred
Modern learning facilities and adequate class
Educational programs are in collaboration with other

Most lecturers are part time and the student population has not
shown significant growth
The building is leased thus rent charges are way too high.
Online courses are lacking
We the gradual growth of the institution, and poor payment of
rooms.
Operation Processes
Flexible operational processes that cater for both

working and non working students
Financial Resources
Adequate financial resources to meet the current

financial requirements
school fee by the students Financial resources will not be

sustainable in future.
Location
Located within the CBD thus easier for access
and marketing
Environment
Security
Facing the Indian Ocean, the college provides a
Faces stiff competition from the nearby colleges and

universities.
The building will not be adequate suppose the population grows
serene environment for learning without
as anticipated yet there is no enough space to hire more
interference
classrooms.
Sufficient security within the building with

guarantee of a safer learning environment
Being located in the midst of the other institution, it might be

unpredictable what can happen since security is shared.

2. EXTERNAL ASSESSMENT
FACTOR
Regulatory, legal, or
STRENGTHS
political environment
WEAKNESSES
Take opportunity of the government regulation of
college training to be ahead of other institutions that
The stringent government regulations on learning institutions may

impact negatively on the institutions performance.
dont meet the requirements

Developments in
industry, society, or
Take opportunity of industry demand for skills
taught in the institution
economics
Hire another floor
Availability of talent
Take opportunity for available talent of lectures from
therefore increasing the level of competition
local universities
FACTORS
Regulatory, legal, or
OPPORTUNITY
political environment
Take opportunity of the government regulation of
Developments in
Growth potential created by the new constitution
Take opportunity of industry demand for skills
industry, society, or
economics
Availability of talent
THREATS
Growing demand for consultancies
Hire another floor
Take opportunity for available talent of lectures from

local universities
The stringent government regulations on learning institutions may

impact negatively on the institutions performance
Cumbersome accreditation and recognition of professional

programme
taught in the institution
The available talent of lecturers is also on high demand by other

local colleges and universities
college training to be ahead of other institutions that

dont meet the requirements
There are many other colleges offering the same courses and
There are many other colleges offering the same courses and
therefore increasing the level of competition
Escalating cost of education
The available talent of lecturers is also on high demand by other

local colleges and universities

Technological
High speed internet connectivity (fiber optics)
High cost of ICT infrastructure and technical equipment
advancement
Existing ICT capacity
Fast technological changes in ICT
3.2
PESTLE ANALYSIS
The external evaluations of, Threats and Opportunities, are those conditions that have a broad rather than
direct impact on an institution. These include Politico-Legal (e.g. government policies, governing laws,
donor support), Economic (e.g. global economic developments, employment levels, economic well being of
Kenyans), Socio-cultural (e.g. population growth, life expectancy, life style changes, governance),
Technological, and environmental. The results of the analysis are summarised in Table 3.2.
Table 3.2:
PESTLE ANALYSIS
FACTORS
Political
OPPORTUNITY
THREATS
The political climate in the country is conducive for
Political interferences
learning
Government funded programmes, and Loan facility to University
Creation of Counties, Devolution of services to the
education.
county level
Economic
The economic situation in the country allows people
Inflation rate too high,
to undertake learning activities
Affordability of the course - higher cost of education in middle

level colleges.
Social
The social factors prevailing support learning
Technological
There is rapid change in technology and therefore
the institution needs to adopt the rapid technological

changes taking place.
Legal
The colleges has to abide with all legal requirements
for a training institutions
approves courses and curriculum for the institution
Environmental
The institution should abide with all environmental
Depended upon the guidelines of external body(KNEC) to

Depended upon the KNEC calendar to run the programs
requirements in its operations
3.3
STAKEHOLDER ANALYSIS
Stakeholders are any person, group, or organization that can place a claim on the organizations resources,
attention, output, or is affected by its output. Stakeholder theory suggests that businesses need to pay
attention to stakeholders by focusing on those who affect or are affected by its products or services.
Stakeholder analysis creates a framework within which businesses identify, evaluate, and then incorporate
these interests into their decision-making processes
Spinmark college of Science and social studies upholds the principle of stakeholders engagement since
they are stakeholders are essential to the achievement of our objectives and are a core element for the
formulation and implementation of this Strategic Plan. At Spinmark our aim is to improve resource capacity
and programmes to meet the needs and prospects of our stakeholders.
3.4
SITUATIONAL ANALYSIS
This situational analysis was launched to obtain the current state of Spinmark College. In order to make
evidence-based decisions regarding the implementation, it is essential to learn to what extent the college
has invested in the following areas:
Student enrolment
Teaching and Learning
Competition from other institutions
Competent teaching staff
Financial resources
Table 3.4:
SITUATIONAL ANALYSIS
FACTORS
Student enrolment
The current students enrolment of students is not impressive. There is need therefore to improve on the
students enrolment so as to sustain the operations of the college
Teaching and Learning
The current teaching and learning offered in our higher learning institutions does not adequately meet the current
market demand. There is need to offer quality education and learning system
Competition from other
institutions
Mombasa being an urban area theres a significant increase in training institutions bringing about stiff
competition, for example JKUAT-MSACBD, Moi University, Mount Kenya University which offer accredited
courses.
Competent teaching staff
As the enrolment of students increases, there is also need to increase and retain competent teaching staff to
ensure that our students get the best education
Financial Resources
As the college expands, more financial resources will be required to meet the additional costs
CHAPTER FOUR
STRATEGIC DIRECTION
4.0 Introduction
This chapter will expound on the identified issues, goals, objectives and the activities which will lead to
the realization of the objectives
4.1 Strategic issues
4.1.1 Teaching and Learning
4.1.2 Student enrolment
4.1.3 Competent teaching staff
4.1.4 Financial and other Resources strength
4.1.5 Competition from other institutions
4.2 Strategic goals.

Strategic goal 1:
To increase the proportion of Kenyans with high-quality and marketable certificates and other
credentials to 40 percent by the year 2020.
Strategic goal 2:
Deliver Exemplary, Market-relevant Programs
Re-evaluate and refine our teaching practices and curriculum to ensure all programs are of the highest
quality, value and excellence by the year 2020
Strategic goal 3:
Build Financial and Other Resource Strength
Strengthen our support system and identify new ways to build our finances and other resources so as
to become more cost effective.
Strategic goal 4:
Develop and retain competent staff
To ensure that we attract highly qualified and skilled staff by developing policy on implementing
training, motivating and regularly reviewing terms and condition of service.
4.3 Strategic Objectives

4.3.1 Teaching and Learning
Strategic Objectives
Strategy
Activities
1. To produce graduates who are

globally
competitive
in
their
respective field of training
Enhancement of resources to recruit and retain faculty with
The programmes will be refined,
potential to bring local and national recognition to the
recount and support students of
college
the highest potential
Provide world-class facilities and resources for our students,

customers, employers and staff.
Develop
the
learning
and
teaching infrastructure
2. To offer a rich and diverse learning
interdisciplinary and
co-curricular
connections, including service learning and internships
environment that educates the whole

person
Expand
Encompass co-curriculum activities such as team-building,

recreational programs and workshops.
Increase participation in
cultural
competency
awareness workshops.
3. To strengthen career awareness,
planning and placement for students
Develop partnerships for attachment and internships.
Integrate career awareness sessions with other areas of

study.
4.3.2 Student enrolment

Strategy
Activities
1. To increase the number of students Market the institution far and wide
Market the institution through the media.
joining the institution within the through all platforms including the
Invite sponsors to the needy students to enable them join the
shortest time possible
institution.
social media, schools.

Establish strong website for the college.
2. To attract more students to join the
Create a website accessible t all about the institution.
Provide relatively affordable packages for students joining the
institution
institution.
Retain professional staff who can mingle well with the students
Visit secondary schools in January when they are about to

choose the future college and August nearing the end of their
four secondary education.
3. To create strategic enrolment plan
Develop enrolment planning committee to come up with

enrolment goals and to provide oversight of the student
recruitment and retention imitative
Establish and alumni that will assist in liaison and student

enrolment
Increase use of current students in student recruitment

process.
4.3.3 Competent teaching staff

Strategy
1. To attract and retain talent
Hire qualified staff, offer training often
To offer better packages for our teaching staff.
on the emerging trends in the industry
Provide a friendly and safe environment for our teaching staff.
and provide safe working environment,

job security and competitive packages.
Reward the best performing talent regularly.
2. To offer high quality education
Activities
Hire qualified professional teaching staff.
Avail current learning materials for all.
Keep at par with emerging issues within the learning platform

and the contemporary market
3. To create a friendly environment to our
teaching staff to ensure that they are

able to deliver
To provide adequate office space and avail enough current

teaching equipment and materials
Provide a platform for the teaching staff to air their opinions and
suggestions on the way forward.
Offer other benefits such as medical insurance and house

allowance
CHAPTER FIVE
IMPLEMENTATION, MONITORING REVIEW AND EVALUATION
5.0 Introduction
This section outlines the implementation, monitoring, review and evaluation of the Spinmark College of
Science and Social Studies Strategic Plan 2015-2020. The success of this strategic plan will
significantly depend on effective implementation , monitoring, evaluation and constant review of the
strategic plan that ensures that the envisioned objectives are achieved in specified time limit.
5.1 Implementation
The Spinmark College of Science and Social Studies Strategic Plan 2015-2020 will require effective
and efficient implementation so as to achieve the desired envisioned objectives. The desired objectives
will be achieved through a Monitoring and Evaluation system which will be necessary to ensure that
college has timely, focused, objective and evidence-based information on the performance of its
activities. An effective monitoring and evaluation mechanism for the Institute should produce data and
information relating to the carrying out of its activities and the extent to which set targets are met.
5.2 Monitoring
Spinmark College of Science and Social Studies Strategic Plan 2015 - 2020 will monitored through
establishment of performance indicators, setting up systems to collect information relating to these
indicators, collecting and recording the information and analysing the information The reports shall be
prepared on a timely basis based for the stakeholders to oversee the progress of the strategic plan.
This initiative is aimed at improving the efficiency and effectiveness of the college. It is based on
targets set and activities planned during the implementation phase. It will also help to keep the work on
track, and inform management when things are going wrong. If done properly, it is an invaluable tool for
good management, and it will steer Spinmark College "to be a excellence in quality, relevant and
innovative tertiary education provider".
5.3 Review
The reviews of this plan shall be conducted frequently at intervals of six months (bi annual) for a start.
The review shall focus on the strategic plan baselines and the targets achieved during the stated
period. It will highlight the variances on time bound activities, intervention or plans that have been
realized against the set target.
The review shall be geared towards identification of deviations of the strategic plan during
implementation and capture in the right time whether we are on the right course, identify specific
challenges and their causes. Participatory approach shall be used during the review and shall cover
sessions where reports shall be validated and action plan formulated.
5.4 Evaluation
The evaluation of the strategic plan shall be through the internal and external evaluation mechanisms.
It will be done through the following processes:
Submission of the Bi-annual milestone reports on the implementation of the strategic plan by
each department, to the board.
Financial audits to assess compliance with the financial plans, budgets to be done at once
every year, preferable December.
Annual review of the strategic plan progress.
Linking monitoring and Evaluation to staff appraisal and reward.
Tracer studies among stakeholders to assess response to the strategic objectives and to the
implementation of the plan.
The evaluation of Spinmarks Strategic Plan shall measure the accomplishment of the vision, mission,
strategic objectives, strategies and the action plan.
APPENDIX I: IMPLEMENTATION MATRIX

Strategic Issue 1: Student Enrolment
Budget (KES. Millions)
Strategic Objective 1: To increase the number of students joining the institution within the shortest time possible
Strategies
Activities
Key performance
Actors
Time Frame
Indicator
Market the institution far
Market
and wide through all
through the media.
platforms including the
Invite sponsors to the needy Decrease in fee
social media, schools.
students to enable them join arrears
the
institution Percentage increase of
Principal
Bi-Annually
Principal
Bi-Annually
Principal
Immediate
applicant
the institution
Create a website accessible Number of feedback

to all about the institution.
from the customers
FY2014
Remarks
0.4
APPENDIX II: CURRENT ORGANIZATION STRUCTURE
BOARD
DIRECTOR
PRINCIPAL
HODs
SECRETARIES
FINANCE OFFICER
ACCOUNT CLERK
MARKETING OFFICER
APPENDIX III: MONITORING AND EVALUATION FRAMEWORK

SPINMARK COLLEGE OF SCIENCE AND SOCIAL STUDIES MONITORING AND EVALUATION
PERFORMANCE MEASURE
STRATEGIES
OUTPUTS
BASELINE
TARGET
VARIANCE
DATA SOUCE
FREQUENCE
RESPONSIBLE
PERSON

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Cite as Otundo M (2016) Sample Strategic Plan.

Where Quality Education matters..

Spinmark College of Science and social Studies Strategic Plan (2015-2020)

Cite as Otundo M (2016) Sample Strategic Plan.