STRATEGIC PLAN (July 2020-June 2025)

Good nutrition is a proxy for a healthy nation that is crucial for socio economic developments which form part of the pillars of vision 2030 as well as the attainment of the Sustainable Development Goals. Studies have shown that investing in nutrition and food security interventions can increase a country’s Gross Domestic Product (GDP) by at least 2-3 percent each year.
The strategic plan for July 2015-June 2020 come to an end on June 30th 2020. There was need to replace this plan with a new strategic plan for July 2020-June 2025. The process of the new plan was initiated by a decision of the KNDI Council as passed in the Annual Work Plan (July 2019-June 2020) [Ref: KNDI COUNCIL MIN 035/2019].  The new Strategic Plan (July 2020-June 2025) outlines the determining path which the Institute has chosen for the next five years, as it works to optimally respond to the call of its legal mandate in regulating the profession of nutrition and dietetics. The Plan is based on the Institute’s initial self-assessment, the needs as defined by its legal mandate, and an external analysis of its prevailing context and environment. Careful and critical consideration of all the emerging issues informed the Council of KNDI (the Council) to shoulder-define the orientation of all its goals; and in a prioritized manner to assign its objectives, strategies and activities during the July 2020 to June 2025 period. That rationale of factors for consideration, definition of choices to be made, priorities assigned and objectives defined for the period are in the content of the KNDI Years 2020 –25 Strategic Plan as presented in this document. The Plan has clear indicators that will benchmark the Institute’s progress, in the implementation of the Plan.
This Kenya Nutritionists and Dieticians Institute (KNDI) Strategic Plan outlines the determining path which the Institute has chosen for the next five years, as it works to optimally respond to the call of its legal mandate in regulating the profession of nutrition and dietetics. The Plan is based on the Institute’s initial self-assessment, the needs as defined by its legal mandate, and an external analysis of its prevailing context and environment. Careful and critical consideration of all the emerging issues informed the Council of KNDI (the Council) to shoulder-define the orientation of all its goals; and in a prioritized manner to assign its objectives, strategies and activities during the July 2020 to June 2025 period. That rationale of factors for consideration, definition of choices to be made, priorities assigned and objectives defined for the period are in the content of the KNDI Years 2020 – 25 Strategic Plan as presented in this document. The Plan has clear indicators that will benchmark the Institute’s progress, in the implementation of the Plan. Reference materials were useful in informing the rationale, processes and content that led to this Strategic Plan and are separately documented in the process report.
The preceding KNDI Strategic Plan for the period 2015 to 2020 successfully guided KNDI’s operations. It enabled the Institute to significantly increase its general visibility and the important attention of key stakeholders in the nutrition and dietetics profession in Kenya, and beyond. The Years 2020 – 2025 Strategic Plan builds on the successes, challenges and lessons learned from the previous Strategic Plan. The strategic planning process leading to this Plan was undertaken by a team comprising of the KNDI Secretariat as led by the CEO, members of the Council as led by the chairperson and co-opted members of Committees technically guided by Hess Consultants.
Under this Year’s 2020 – 2025 Strategic Plan, KNDI chooses to focus on four areas from which key strategic results will be achieved. The first three were maintained as identified in the years July 2015 – June 2020 strategic plan, while one more addition has been included in the current strategic period. The 2020 – 2025 Plan’s actions are therefore designed to respond to the challenges encountered during the 2015 – 2020 Plan; and to systematically harvest from the lessons learnt under that Plan, with the overall aim of making the Institute more efficient, effective and with great impact for the Kenyan, regional and global Population.  The set Key Result Areas for KNDI for the period in 2020 to 2025 are: a) To fully operationalize the Nutritionists and Dieticians Act No.18 of 2007 (the KNDI Act); b) To advance KNDI’s Organizational Development (OD); c) To Generate Resources for the Institute’s operations and d) Strengthen Universal Health Coverage (UHC), Food and Nutrition Security agenda for Kenya.
In pursuit of the above four key result areas expected to remain relevant in the medium term, KNDI will work towards achieving the following six (6) Strategic Objectives during the current July 2020 – June 2025 Strategic Plan period (or in short, the Years 2020 to 2025 Plan).
  1. To establish a strong pre-service training, capacity building framework on skills, competencies, and empowerment for nutrition and dietetics professionals in the next five years.
  2. To establish a Centre of Excellence in research coordination, quality assurance, documentation and innovations in nutrition and dietetics in the next five years.
  3. To establish a resource mobilization and investment framework for the long-term sustainability of KNDI functions, in the next five years.
  4. To develop and implement a KNDI communication and advocacy strategy in the next five years.
  5. To strengthen the KNDI Secretariat for effective policy implementation, monitoring and evaluation, law enforcement and inspection in the next five years.
  6. To build strong partnership with inter-governmental agencies and food/supplement marketing agencies to enhance universal health coverage, food and nutrition security in Kenya in the next five years.For successful long-term impact, the Kenya Nutritionist & Dieticians Institute is committed to oversee all its strategic and operational activities as documented in this Strategic Plan (2020-2025). Every year, as stipulated in the Institute’s Planning Cycle (Table 5.2). An Annual Work Plan will be developed and implemented, based on the Strategic Plan (2020-2025) framework. The accountability framework to be used in ensuring this Plan’s effective and efficient delivery is summarized in Table 1 below. The designated lead persons are expected to ensure that implementation of the planned activities is being consistently pursued, monitored, evaluated and reported while the learning is systematically extracted for forward application.