The Strategic Plan 2024-2028 Launch by the Kenya Association of Women in Tourism (KAWT) represents a significant milestone in the organization’s journey to empower women, champion sustainability, and strengthen Kenya’s tourism sector. With a renewed sense of purpose, strategic clarity, and collective ambition, KAWT is proud to unveil its roadmap for the next four years—one that aims to foster innovation, inclusivity, and resilience across all levels of the tourism industry.

A Vision Reimagined for a Transforming Tourism Landscape

At the heart of the Strategic Plan 2024-2028 is a bold vision: to position women as key drivers and beneficiaries of Kenya’s tourism development agenda. The new plan is shaped by current global realities—post-pandemic recovery, climate change, digital transformation, and evolving traveler expectations. It is both a response to these changes and a proactive blueprint to steer the sector forward with women at the forefront.

This plan also aligns with Kenya’s broader development frameworks, including Vision 2030, the Sustainable Development Goals (SDGs), and the Ministry of Tourism and Wildlife’s priorities. KAWT’s strategic plan underscores the association’s critical role in building an equitable and sustainable tourism economy.

Key Pillars of the Strategic Plan 2024-2028

The strategy is anchored on four transformative pillars, each designed to unlock new opportunities and deepen the impact of KAWT’s work nationwide.

1. Empowerment and Leadership of Women in Tourism

KAWT recognizes that empowering women in tourism requires more than visibility—it demands access, agency, and leadership. Over the next four years, the association will scale up its mentorship programs, leadership training, and capacity-building initiatives for women in all tourism sub-sectors. Special focus will be placed on reaching rural communities, young women, and those operating in the informal economy.

Key initiatives include:

• Regional Women in Tourism Leadership Forums

• National mentorship networks for students and early-career professionals

• Tailored business development training for women-led SMEs

2. Policy Advocacy and Institutional Strengthening

Through the Strategic Plan 2024–2028, KAWT seeks to amplify the voice of women in tourism policy and decision-making spaces. The plan outlines actions to engage more meaningfully with government, county administrations, and tourism authorities to influence gender-sensitive policies and frameworks.

It also includes internal strengthening goals, such as:

• Enhancing KAWT’s governance structure

• Increasing regional representation in leadership

• Establishing stronger systems for monitoring, evaluation, and learning

3. Sustainable and Inclusive Tourism Practices

KAWT is committed to advocating for and practicing tourism that protects people, culture, and the planet. The Strategic Plan promotes community-based tourism models that ensure women and marginalized groups are not left behind in the industry’s growth.

Key priorities include:

• Supporting eco-friendly and conservation-focused tourism enterprises

• Strengthening the role of women in wildlife conservation and heritage preservation

• Partnering with sustainable tourism certification bodies and programs

4. Digital Innovation and Market Access

In today’s digital-first world, technological innovation is critical to competitiveness. KAWT’s new strategy embraces this reality by prioritizing digital literacy, online business development, and the promotion of women-led tourism experiences in digital marketplaces.

Planned actions include:

• National digital marketing workshops

• E-commerce training for rural tourism entrepreneurs

• Showcasing KAWT members through digital platforms and storytelling

A Collaborative Approach to Transformation

The Strategic Plan 2024-2028 was developed through an inclusive and participatory process. Over the course of several months, KAWT engaged its members, regional chapters, partners, and stakeholders through consultative meetings, focus groups, and surveys. This approach ensured that the strategy reflects the real needs and aspirations of women in tourism from all corners of the country.

KAWT’s Chairperson emphasized this point during the launch event, stating:
“This plan belongs to every woman in tourism in Kenya. It is our collective roadmap, and we are committed to walking this journey together—lifting each other and transforming our sector in the process.”

Strategic Partnerships and Stakeholder Engagement

Successful implementation of the Strategic Plan 2024-2028 will require collaboration with both traditional and non-traditional partners. KAWT will strengthen relationships with:

• National and county governments

• Development partners and donors

• Private sector players

• Academic and research institutions

• Civil society and grassroots women’s organizations

These partnerships will not only expand KAWT’s reach but also amplify the impact of its initiatives.

Monitoring Progress and Measuring Impact

A robust Results-Based Monitoring and Evaluation (RBM&E) framework has been embedded in the Strategic Plan 2024-2028 to ensure transparency, accountability, and learning. Annual work plans and progress reports will track indicators across the four strategic pillars. In addition, KAWT will publish a mid-term review and a final impact assessment to share lessons learned and best practices.

This evidence-based approach will help refine ongoing efforts and demonstrate the value of investing in women within the tourism space.

Celebrating the Strategic Plan 2024–2028 Launch

The official Strategic Plan 2024-2028 Launch was marked by a vibrant and inspiring event attended by government dignitaries, tourism industry leaders, community representatives, and KAWT members from across the country. It served not just as a celebration of the plan, but as a reaffirmation of KAWT’s mission and the unity of purpose among all those who believe in gender equality in tourism.

Guests were treated to cultural performances, member success stories, panel discussions, and a ceremonial unveiling of the strategic document. The event closed with a powerful call to action: “Let us build a tourism sector where every woman can thrive, lead, and inspire.”

Looking Ahead

As KAWT embarks on this ambitious four-year journey, the momentum generated by the Strategic Plan 2024-2028 Launch is already evident. The association invites all partners—public and private—to walk this journey together. Whether by supporting women entrepreneurs, creating inclusive tourism policies, or investing in skills and innovation, there is a role for everyone in realizing the goals of this strategy.

The future of tourism in Kenya must be inclusive, equitable, and sustainable. With this strategic plan as a compass, KAWT is confident in its ability to lead the way.