Bringing the CAK funding  staffing and governance structure to a professional and sustainable level The Co-operative Alliance of Kenya (CAK) is the National Apex Organization for Kenya's Co-operative Movement. Its membership consists of over 20 000 registered Co-operatives drawn from: National Co-operative Organizations (NACOs)  Co-operative Unions (County Unions  formerly called district coop Unions) and Primary Co-operative Societies. CAK has Kes 640 billion savings Assets of over KES 800 billion. About 660 000 persons are directly employed and other 3 000 000 persons derive livelihood from Co-operative related activities. The assesment of CAK was done in 2017 and 1st contract drawn in June 2018. This years plan will focus on activities related to organisational development and creating vibrancy for CAK. This will be achieved through review and development of the main policy documents for the organisation  participation in the governance and financial management trainings and preparing them for the national cooperative change through re-organising their governance structure in line with the upcoming coopearative policy  which will play a key role in creating their visibility in the counties hence creating an entry point for a possible governance program with county federations. Goal 2019:
To re-align the new SP towards the priorities of the National Coop policy and put emphasis on improving the governance structure of the cooperatives at national and county level.
Improve the financial situation of CAK by accessing atleast 80% of funding from member services and 20% from member subscriptions.
Develop a business plan on sustainable services for CAK to its members

Short-term goal: 2018
CAK is well funded  well-staffed and its governance structure is an example for all cooperatives in Kenya (and abroad)  by:
* Make a realistic budget for 2018. How much money is needed to CAK  to grow from its current position to a new position that makes her end 2018 ready the renewed organization and staff can fulfil the desired tasks. (e.g. number of staff members  ICT-systems  office facilities).
* Calculate the needed subscription fee pro member based on the budget.
* Prepare a governance structure for complying with an independent position  but members influence must be guaranteed. 
* An independent Supervisory Board is a prerequisite.
* Realize involvement of board members  involvement of women and involvement of younger people.
* These steps must be approved by Board and General Assembly as soon as possible.
* Realize these steps in 2018.  Long-term perspectiveCAK becomes the most excellent and therefore unavoidable influencer in Kenya’s cooperative movement. It is the voice of the cooperatives. This should be CAK’s focus  next to organize cooperative platforms on county and regional levels. Action plan 2019
Review of SP By-laws  HR Policy Finance policy
Develop and Roll-out a Governance programme
Mission: Business plan on sustainable services for CAK

Participate and support in Annual conference for cooperatives in Kenya.

Plan 2018
1. Make a realistic budget for 2018. How much money is needed to CAK  to grow from its current position to a new position that makes her end 2018 ready the re-newed organization and staff can fulfil the desired tasks. (e.g. number of staff members  ICT-systems  office facilities).
2. Calculate the needed subscription fee pro member based on the budget.
3. Prepare a governance structure for complying with an independent position  but members influence must be guaranteed. An independent Supervisory Board is a prerequisite. Realize involvement of board members  involvement of women and involvement of younger people.
4. These steps must be approved by Board and General Assembly as soon as possible.
5. Realize these steps in 2018.
Long-term perspective
CAK becomes the most excellent and therefore unavoidable influencer in Kenya’s cooperative movement. The voice of the cooperatives. This should be CAK’s focus  next to organize cooperative platforms on county and regional levels.