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8/9/2019 KCDF Strategic Plan 2009-2013
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STRATEGIC PLAN2009 -2013
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WELCOME TO THE NEW-LOOK KCDF
Since 1997, we have been successul in working with com-
munities to support them in their pursuit o community well
being and prosperity. In this time, KCDF has supported a
strong network o communities in all parts o Kenya.
The communities that we support have worked hard to
transorm their lives through programmes in areas such as
Early Childhood Education, Girl-child development, educa-
tion scholarships, Food Security, Youth Development, Arts &
Culture, Water and Endowment Building.
Building on the strong oundation o trust and stability, KCDF
is Rebranding as part o its agenda to be more responsive
to the times, to be more dynamic in its approach both in
resource mobilisation as well as innovation in the implemen-
tation o its programmes.
This new KCDF brand is even more open and communica-
tive on a global scale, harnessing the internet and other
tools to be better accessible to the widest number o people
possible.
By rereshing its visual brand, KCDF is rearming its com-
mitment to its vision that all Kenyan communities shall giveand work together in a prosperous nation. This vision di-
rects our ocus to ensure that even as we implement the
programmes that we have committed to, we shall oster co-
hesiveness and cooperation in communities around Kenya
in order to strengthen our ability to build a prosperous na-
tion together.
THE NEW-LOOK KCDF
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1 AbbREvIATIONS AND ACRONyMS
2 KCDF AT A GLANCE
A short histor
Our ision
Our mission
Our theor o changeOur alues
4 STRATEGIC GOALS, 2009 TO 2013
5 ACKNOWLEDGEMENTS
6 AbOUT US
Who we are
Wh we eist
Structure o KCDF
9 WHAT WE DO
11 WHERE WE WORK12 HOW WE WORK
Our approach
Our alues
Our partners
15 THE CONTExT OF OUR WORK
16 EMERGING ISSUES
17 NEW OPPORTUNITIES
19 LEARNING FROM THE PAST
20 KEy ACHIEvEMENTS OF KCDF
21 CHALLENGES
22 IDENTIFyING STRENGTHS, CHALLENGES, OPPORTUNITIES & THREATS
(SCOT)
23 THE KCDF STRATEGIC AREAS OF WORK GOING FORWARD
27 MONITORING AND EvALUATION
28 CRITICAL ASSUMPTIONS
TABLE OF CONTENTS
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1
AbbREvIATIONS
AGAG Arica Grantmakers Anity Group
AGN Arican Grantmakers Network
ASAL Arid and Semi-Arid Lands
CbO Community Based Organisation
CoF Council on Foundations
CSR Corporate Social Responsibility
EAAG East Arican Association o Grantmakers
EF Endowment Fund
EFC European Foundation Centre
FbO Faith Based Organisation
IISP International Initiative to Strengthen Philanthropy
INGO International Non-Governmental Organisation
IPO Initial Public OeringKCDF Kenya Community Development Foundation
M&E Monitoring and Evaluation
NGO Non-Governmental Organisation
OD Organisational Development
SCOT Strengths Challenges Opportunities Threats
WINGS Worldwide Initiative or Grantmaker Support
GFCF Global Fund or Community Foundations
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A short history
KCDF is unique among local civil society organisations
in Kenya as a pioneer national public oundation. Estab-
lished in 1997, KCDF has a strong national outlook built
over the last decade on a strong oundation o trust andcommunity-driven development approaches. The Founda-
tion works through strategic and careully selected part-
nerships throughout the country both at the national and
community level.
Institutionally, KCDF has developed solid grant-making
policies and procedures and established itsel as a cred-
ible actor in the development agenda. It has maintained
11 years o unqualied audits by reputable rms and pro-vided unequalled capacity development accompaniment
embedded with all its grants to enhance the capability o
its partners or eciency, eectiveness and sustainability.
KCDF has over the years worked with more than 300 part-
ners on an annual basis throughout the country.
The greatest innovation and endeavour or KCDF has been
to collaborate with other like-minded organisations in all
its areas o work and hence its approach o evaluating
the experience and capacity o new partners. KCDF has
provided more than Kshs. 225 million (US $3 million)
to community based organisations towards programmes
covering early childhood development, girl child develop-
ment, support strategy by establishing an education schol-
arships, ood security, youth development arts and culture,
water and endowment building among others.
The Foundation has also established its own sustain-
ability by establishing an endowment und with support
rom its well wishers and support-
ers. In 2006 KCDFs eorts were
recognized by the Ford Foundation
with the award o a US $3 million
towards her endowment on condi-tion that it raises US $1 million
rom local sources. KCDF has also
opened up its investment ramework
to communities. A total o 19 com-
munity groups are building unds
using this ramework.
KCDF is governed by a Board o
Trustees that ensures the work done
by the Organisation remains true
to the vision o the Foundation. The
Board o Trustees appoints a Board
o Directors rom among people o
integrity, rom various backgrounds
who buy into the vision or mission
o the Foundation and volunteer to
serve. The Board o Directors pro-
vides oversight and oversees imple-
mentation o KCDF programmes
through committees that make it
easy or Board and Management
consultation, along the major arms
o KCDF work. Day to day manage-
ment o the Foundation is led by
the Chie Executive Ocer at the
Foundations secretariat based in
Nairobi.
KCDF a a-ak da a pp c--d dp Ka.
KCDF AT A GLANCE
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3
our vision
A Ka c adk a ppa.
our mission
KCDF p aab d-p c ca , c b-a, d bd adaak.
our theory oF ChAnge
The Foundation holds very strongly
that rapid and enduring change
is possible when communities are
able to initiate their own solutions
to development challenges aect-
ing them and are able to harnessand grow their own resources to
respond to them as well as tap rom
other networks that oer relevant
solutions. KCDF invests in enhanc-
ing the capacity o organisations
and associations as a rm unit o
promoting a variety o community-
driven development eorts that
touch peoples priorities.
our vAluesRespect or the rights and
dignity o every human being
Integrity
Social justice
Equity
Working with others
Learning and innovation
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4
strAtegiC goAls 2009 -2013
To enhance the sustainable development o com-
munities through grant-making and organisation
development
To strengthen and enhance the culture and policy
ramework or philanthropy and organized giving
in Kenya.
To establish an endowment und o at least US $12
million (Kshs. 900 million) by 2013.
To support communities in building assets or theirsocial development, employment and wealth cre-
ation.
To share learning and advocate or sound develop-
ment policies and practice.
To strengthen KCDF as a credible and reputable
public oundation.
1
2
3
4
5
6
looKing ForwArD 5 yeArs
Through the implementation o three
strategic plans since inception, the
achievements o KCDF are signi-
cant and have been built on lessons
rom our work with communities.Previous strategic plans spanned 3
years. With condence in what has
been achieved so ar, the current
plan looks urther to the uture taking
in a ve year outlook rom 2009 to
2013.
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5
ACKNOWLEDGEMENTS
The KCDF Strategic Plan 2009 - 2013 beneted rom the contribution o many people in its develop-
ment, in particular, the sta, the Board o Trustees and Directors o KCDF.
We appreciate the role o Martin Oloo who conducted the Organisational Learning Assessment,
1997 to 2008 providing a basis or the strategic planning process. His sessions with our granteesin dierent regions provided critical eedback. We are also indebted to the grantees who took time
to support this process.
We thank Dr. Rosa Muraguri-Mwololo who led the KCDF team through the initial gruelling process
o crating this new strategic direction. Our gratitude also to Dr. John Batten o the Poverty Eradica-
tion Network and Mary Njenga-Murimi o Iceberg Arica who have continued to be our accom-
panying organisational development coaches through the last strategic period and acilitated rich
refections into the new strategy period.
We acknowledge the Board and Trustees o KCDF or providing strong leadership at every stage
and or patiently ploughing through several drats. Thanks also to Rose Lukalo-Owino who worked
with sta to pull the outputs o dierent orums into one coherent document.
Last and not least, we are grateul to the Global Fund or Community Foundations and the Ford
Foundation or unding support to the Learning Assessment and the strategic planning process. This
allowed us to consult widely to ensure that lessons and learning rom our work inormed this Strat-
egy.
t sac Pa c ad cb.
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who we Are
Over a decade since it was established KCDF has ma-
tured into a reputable organisation that is committed to
creating sel-reliant Kenyan communities working together
to advance a air and just society.
Founded in 1997 and registered in Kenya as a publicoundation, KCDF makes grants to a variety o organised
grassroots communities to enable them address their
development priorities. This is achieved by supporting
communities to harness and grow their own resources. To
ensure eectiveness and impact, strengthening community
leadership is at the core o KCDF work. This distinct ocus
on ensuring sustainability in all initiatives necessitates the
concurrent emphasis on mobilising local resources or
investment, strengthening local institutions and building o
sustainability endowment unds. The oundation thus works
to re-orient communities to consider and use local resourc-
es instead o depending on external or oreign resources.
our vision
A Ka c- adk app a
our mission
KCDF paab d-p c- ca, c
ba, d- bd adaak.
AbOUT US
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7
why we exist
KCDF a abd a ac d-p Ka c.
Founders o KCDF had seen many community initiativescollapse when external donor unding was withdrawn or
when unding priorities shited. They noted that despite
years o receiving donor aid or development, livelihoods
in Arica were not improving. Instead the continent was
becoming poorer and dependent on donor aid. One
constant issue has been the spirit o harambeeor com-
munity giving, o pulling together or development and in
times o diculty, which has remained alive. Harambee
dened development throughout almost hal a century o
independent Kenyas history. Harambeeunds continued
to support the development o thousands o community
projects countrywide; these unds have seen hundreds o
thousands o young men and women through institutions o
higher education all over the world and seen communities
through dicult periods o scarcity and amine. Despite
reports o corruption and abuse o public unds, the resil-
ience o communities through hard times have remained
strong.
Inspired by Kenyas harambee spirit and its strength in
communities, the ounders set the vision o KCDF, and
chose to adapt the Community Foundation Model - which
originated rom the west - to local circumstances and
needs. The basis o this model is to engage communities in
working together towards improving their own communi-
ties, so that they are able to take charge and lead their
own development agenda, mobilise and invest the resourc-
es to meet both present and uture development needs.Lessons rom the harambee movement dictated that the na-
scent KCDF was ounded on strong legal and governance
structures as a protection - both or
the internal operations o the institu-
tion as well as to support public
condence in KCDF. The outcome
was a complex governance structure
that allowed KCDF to prove its cred-
ibility and earn the trust o communi-ties as more and more individuals
and groups invested their money
with the Foundation.
With over 50 per cent o the
Kenyan population living below
the poverty line, the need or new
approaches to address poverty and
the challenges o achieving social
justice are urgent and hence the
objectives o KCDF remain relevant
and critical.
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struCture oF KCDFFrom the outset, KCDF was ounded on a strong legal and
governance structure. This primary commitment to account-
ability was designed to saeguard the public interest and
overcome public mistrust o undraising eorts and institu-
tions holding public money.
Founders o KCDF saw immense opportunities in a num-
ber o characteristics exhibited by communities in Kenya.
These included the act that Kenyans are a very resilient
society, struggling and working through challenges o
inequity, drought, amine, scarcity o resources, high cost
o living and poor governance. Kenyans have upheld
the spirit o community giving, the harambeespirit as the
basis on which many people have obtained higher educa-
tion and now Kenyans in diaspora support their amilies
back home. Many community projects based on shared
resources have been built. There is a steady increase in
the population o the young, educated, ambitious and
creative population. This, together with the drive or reorm
o governance institutions are maniestation o a society
keen to choose its destiny. Kenyan communities have thus
remained strong in their hope and desire to improve the
welare and achievement o greater economic growth in
the country.
Over the 12 year learning process, evolving concerns
have impacted the structure o KCDF which continues to
be rened to ensure that the public investment with KCDF
is secured even as the Organisation is streamlined or
eciency and eectiveness. The Foundation is governed
by a Board o Trustees that ensures the work done by the
Foundation remains true to the vision o KCDF. The Board
o Trustees appoints a Board o Directors rom among
people o integrity rom various backgrounds who buy intothe vision o the Foundation and who volunteer to serve.
The Board o Directors oversees implementation o the
KCDF programmes through com-
mittees that make it easy or Board
and Management consultation
along major arms o KCDF work.
The Chie Executive Ocer is a
non-voting member o the Board o
Directors. Day to day managemento the Foundation is led by the Chie
Executive Ocer rom the Founda-
tions Secretariat in Nairobi.
t aa k KCDF b ac ad ca-
cd pa-p c b a aa ad c- .
KCDF endeavours to collaborate
with like minded organisations in its
areas o work and hence identies
regional partners through a com-
petitive process that identies their
strengths and capacity and works
with them to deliver programme
goals and results.
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KCDF aab c--d dp.The Foundation achieves this through the ollowing core
unctions:
Capacity building and grant-making that is, mak-
ing nancial and technical inormation or other
needed support available to communities.
Resource mobilisation and endowment building.
Promoting philanthropy and working to oster a
positive legal and policy environment.
Advocating or sound development policies and
practices.
These key pillars o our work are designed to lay the
ground-work or sel-reliance, accountability and local
grant-making or development within communities. Thecumulative outcome is a nationwide basis or accelerating
development and scaling up poverty eradication eorts by
dierent actors.
1. CAPACITy bUILDING AND GRANTMAKING
Through grant-making, KCDF makes money available to
communities to address their development challenges on
an on-going basis. Qualied grantees are identied rom
among community organisations countrywide through acompetitive process. They are given access to nancial
and technical resources to implement projects o their
choice that impact positively on their development. Nearly
US$ 3 million in grants has been made available to com-
munities to support various community initiatives such as
in education (including early childhood development and
scholarships or needy children), youth development, arts
and culture, ood security and girl child initiatives, asset
development among others. Partner communities report
that the opportunity to work with KCDF enables them to
venture into new areas accompanied by a refection that
ignites new energy to address their
challenges.
KCDF oers three types o services
under grantmaking:
Partnership grants: KCDF
sources unds rom diverseunding partners who buy into
the vision and mission o the
Foundation and uses these unds
to support communities. Funding
partners range rom bilateral do-
nors including the World Bank to
private oundations like Bernard
Vandleer Foundation, the Ford
Foundation to corporate donors
such as Saaricom.
Disursement o endow-
ment income: These are
grants made annually or at other
agreed intervals rom a portion
o the income (yields) o com-
munity unds that are managed
by KCDF on behal o its und-
builders and rom KCDFs ownendowment.
Capacit uilding grants
or asset deelopment or
institution strengthening:
These are grants given to com-
munities to support processes or
mobilising resources or assets
towards building permanentsource o community unds or
endowments, with KCDF or the
WHAT WE DO
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sustainability o their prioritised projects. KCDF also
provides capacity development support with its pro-
grammes grants to ensure organisations implement pro-
grammes and gain support in areas like governance,
their nancial management systems as well as needed
programming.
2. RESOURCE MObILISATION AND ENDOWMENT
bUILDING
Access and control o resources is a prerequisite or sel-
reliance at national and community level. Control o the
resources or their own development allows communities
to address those issues that most concern them - ree rom
external conditionalities o unding.
To answer this need, KCDF is growing an endowment
und. The intention is to build signicant capital whose
returns will enable KCDF to make grants to credible institu-
tions working with partner communities, in perpetuity.
Contributions to the KCDF endowment und to date have
come rom institutional donors, individuals and through
organised events.
In addition, KCDF works with communities and other
CSOs who share in its vision, to mobilize, accumulate
and invest local resources or the uture. The KCDF invest-ment ramework is made available or such non-prots
wishing to create long term unding or their work. KCDF
invests these unds alongside its own with the long term
goal o creating an endowment und that will be available
in perpetuity and applied in set areas o work.
3. PROMOTING PHILANTHROPy
KCDF works to encourage the growth and promotion o or-
ganised giving in Kenya. The goal is to move communitiesand the wider Kenyan public rom the mindset o depend-
ing on external resources and to begin to und their own
development. Creating structures
which acilitate such giving is essen-
tial or continuity and consistency.
Concurrent to promoting local
philanthropy, KCDF is also working
with government and like-minded
organisations in the area o philan-thropy to establish an appropriate
policy and legal ramework or local
philanthropy.
4. ADvOCATING FOR SOUND
DEvELOPMENT POLICIES AND
PRACTICES
Over the last 12 years, KCDF has
accumulated a lot o knowledge
and best practices rom supporting
grassroots development eorts that
positively impact poor communities.
Documenting such learning and
sharing it with other development
actors has been ound to be a great
way o ensuring diverse groups
scale up eective approaches across
Kenya.
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KCDF a a aa ada. TheFoundation makes conscious and deliberate eort to reach
all areas o the country in scaling up development eorts,
especially or the underserved. Both grant-making and
asset development work are present in all regions o the
country wherever there are credible grassroots organisa-
tions that can be used to organize communities aroundissues that matter to them.
WHERE WE WORK
BROWN
GRANTS MADE
2006 TO 2008
KSHS. 63,408,228
YELLOW
GRANTS MADE
NAIROBI ALONE
20012006
KSHS. 20,415,120
GREEN
GRANTS MADE
2003 TO 2004
KSHS. 29,351,637
DARK GRAY
GRANTS MADE
1998 TO 2000
KSHS. 38,002,964
BLUE
GRANTS MADE
2001 TO 2002
KSHS. 25,472,509
NATIONAL DISTRIBUTION OF KCDF GRANTS FROM 1998 TO 2008
TOTAL GRANTS = KSHS 209, 025,870
REDGRANTS MADE
2001 TO 2008
KSHS. 32,375,412
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our APProACh
All KCDF initiatives are developed and implemented
based on KCDFs theory o change:
Rapid and enduring change is possible when com-
munities are able to initiate their own solutions to
development issues aecting them and harness andgrow resources.
KCDF invests in enhancing organized community-
led initiatives to create a rm basis or the develop-
ment o each communitys choice. The Foundation
believes that strong leadership at grassroots level
provides a rm basis or initiating developmental
processes o all types and at all levels and provides
the mechanism or scaling up good practice and
accelerating development.
o appac c capac dp ca c. KCDF encourages localownership and leadership o development initiatives and
partners with organized community groups to strengthen
their capacity and ensure they have appropriate gover-
nance structures that are accountable to beneciaries and
stakeholders.
our vAlues
Our theory o change is inormed
by six core values:
Respect or the rights and
dignit o eer human
eing: We attach great valueto the dignity and rights o every
human being regardless o
ethnicity, race, religion, gender,
age, physical or mental ability.
Integrit: We value and pro-
mote transparency, accountabili-
ty and eciency internally and in
our dealings with others irrespec-
tive o their social standing.
Social justice: We commit our-
selves to the principles o social
justice, integrity and respect or
others in order to uphold the
public trust and secure the rights
o the poor and other vulnerable
people.
Equit: We strive to uphold and
promote airness and to secure
the rights o the poor and other
underserved groups in all our en-
deavours as we pursue the goals
and objectives o the Foundation.
Working with others: We
value and are committed to
HOW WE WORK
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quality and broad participation and collaboration with
other like-minded individuals and organisations.
Learning and innoation: We value refection,
learning and innovation and strive to evolve, promote
and share best practices with others.
our PArtners
KCDF k a pa d pa adk ac .Key partners include:
The Goernment o Kena through its line minis-
tries is a principal partner. Through this partnership,
KCDF works to ensure consistence with various govern-
ment policies. KCDF recognizes government as the
lead development actor or the Kenyan people. This
reality oers great opportunities to scale up appropri-
ate development processes or wider impact. Working
with others to infuence the national legal and policy
ramework to encourage local philanthropy is another
area where KCDF seeks to infuence the government,
so that there can be more credible and reliable struc-
tures through which people can give, thus entrenchingthe culture o giving.
Non-profts like NGOs, community based organisa-
tions, associations and others who work directly with
communities to help them overcome poverty challenges
are other key groups with whom KCDF works with.
These are our partners on the ground. KCDF works
with them to enhance their capacity to acilitate people-
driven development. We also work with these partnersto identiy and build local assets and invest such unds
in community endowments, increase social capital
and widen opportunities or a
variety o social investments that
help communities create wealth.
KCDF recognizes that eective
and credible non prots are well
placed to scale up poverty eradi-
cation work among underservedcommunities.
Faith ased organisations,
FBOs hold immense responsibili-
ties and roles at community level;
they are trusted by communities
and as such are important to the
achievement o KCDFs goals
and to development in Kenya in
general. FBOs work with local
communities to mobilise local
resources and energy around
spiritual and social value-based
initiatives which in turn set the
local community energy towards
common interests such as local,
social and economic develop-
ment.
Other oundations have also
been close partners o KCDF.
From its inception KCDF has
related closely with oundations
around the world to learn rom
their best practices and adapt
them to the Kenya context. KCDF
receives the support o other
oundations towards the en-trenchment o local philanthropy
and to support the establishment
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14
and strengthening o KCDF as a Kenyan endowed
oundation. The Ford Foundation has been an outstand-
ing partner o KCDF since its inception and has pro-
vided great learning opportunities or sta and board.
Other partners include the Aga Khan Foundation and
the Bernard Van Leer Foundation.
The corporate sector partners with KCDF and other
stakeholders in the philanthropy sector to encourage
them to make their contribution to local communities
and to get corporate givers to think o the long term
development o communities and o Kenya.
Consortia and networks such as EAAG, WINGS,
COF, EFC, AGAG, IISP, AGN among others are rm
partners o KCDF. These regional and international or-
ganisations in the philanthropy sector continue to share
lessons and experiences in philanthropy with KCDF,
thus enabling it to promote local giving.
Institutional donors who share the vision and mis-
sion o KCDF collaborate with the Foundation to make
Partnership Grants to communities to support dierent
sectors o development.
Indiiduals: KCDF engages individuals to createawareness o the possibilities made available by
philanthropy and to encourage them to engage in the
development o their country and community by contrib-
uting resources through structured mechanisms. KCDF
recognizes the immense potential that lies in harnessing
individual gits and contributions o whatever size to
enhance development eorts.
Media are instrumental partners in inorming thepublic and play a broad role in disseminating the
messages or development, rom awareness building,
to communicating about best
practice, mobilizing support or
various local undraising eorts
and highlighting the transorma-
tion o communities that have
changed their conditions by
working together. KCDF thusrecognises the media as a key
partner in creating awareness on
philanthropy and the develop-
ment agenda into which it ts in
addition to making the work o
the Foundation known and build-
ing a public prole.
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KCDF a abd a aaa a d apa Ka c-. The pioneering work o KCDF as the rst commu-nity oundation in the country and the Region has taken
place in the rapidly changing context o expanding strate-gic importance o Kenya in the Eastern Arica region. The
past decade also witnessed Kenyan leadership in interna-
tional diplomacy and peace-keeping and regional inte-
gration. Kenya hosted peace-processes or Somalia and
Sudan and played primary roles in the peace processes o
other countries in the Great Lakes region and has shown
strong support or the strategies or regional integration.
The competitive geographical location o the country hascontinued to encourage Kenyas growth as a major transit
centre and nancial and communication hub. At the na-
tional level the Kenyan economy recorded modest growth
ollowing a long period o stagnation. Ater 2006/07, the
growth rate hit 6% p.a ater which it ell to below 3%. This
growth has also paralleled the democratic transition and
the reorm o the public sector to secure responsiveness
and accountability in public institutions and to rebuild pub-
lic condence. The character o the population has also
changed dramatically as better educated youthul genera-
tion emerges as orceul players in the national agenda,
which should infuence KCDFs work in the uture.
THE CONTExT
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Dening the current context are newly suracing issues.
The violence that ollowed the general election o 2007
disrupted many communities creating thousands o inter-
nally displaced persons, dislocating the progress o whole
communities and leaving residual tensions along political
and ethnic lines. This has heightened recognition o the
importance o the socio-cultural underpinnings on whichthe social abric o Kenya is dependent. Refections by the
KCDF team ater the post election violence convinced us
that it is not enough to build nancial assets or even good
social inrastructure or communities, such as schools or
health acilities. It is critical that we invest in building the
social abric in communities as a rm basis o ensuring
communities can look ater all their assets and value and
appreciate each other, accept diversity and work to be
more cohesive as a people. These are undamental to the
survival o communities. KCDF will explore new opportuni-
ties under this new strategic plan to support this broader
denition o community assets in its work and promote
peaceul coexistence o communities. Building cohesive-
ness will be part and parcel o this work.
On the other hand, many Kenyans responded in a big
way through what has now come to be known as crisis
philanthropy, oering to donate materials in kind, money
and even land. This demonstrated that thousands o Ke-nyans are willing to help where structures and mechanisms
or accountability are in place. A recent study by Ua-
dhili, a local organisation that promotes corporate social
responsibility (CSR), showed that a total o US $ 1 billion
was raised locally in one year to help communities who
were displaced or negatively aected by the post election
violence.
Beyond the crisis created by post election violence, thechallenges o improving livelihoods remain. Many com-
munities continue to struggle to access education, drugs
and healthcare acilities. Uncertain
rainall and other impacts o climate
change, ragmentation o agricul-
tural land and growing demand or
production places great pressures
on communities
KCDF recognised rom the outset
that communities everywhere in
Kenya including the most vulnerable
and under-served populations have
resources available to them. Ac-
knowledging the existence o these
resources together with the enduring
resilience o populations every-
where, KCDF programmes have
made a mark in dozens o commu-
nities across the country, working
through their organised groups and
organisations to identiy, add value,
grow and manage those resources
or their own socio-economic devel-
opment.
In this new strategic plan, KCDF
will seek to harness the growing
numbers o youth, their energy and
intellectual capacity to galvanise
community-based action or develop-
ment priorities that not only attract
them back to the community but also
provide them with an opportunity to
drive their own agenda. This is seen
as a succession plan in key sec-
tors o agriculture and agribusinesswhere older generations remain key
players.
EMERGING ISSUES
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17
KCDF a a -d pa d c- pp a a acc a a pdc,caba cad p d.Strategically this will be done by creatively harnessing
resources, mobilizing energy around those resources, cre-
ating positive competition between initiatives and regions,
building networks between supply and demand sides in
each sector and acilitating capacity building with catalyst
unds. KCDF will seek to harness the ollowing specic
opportunities.
1. GROWING UNDERSTANDING AND APPRE-
CIATION OF ENDOWMENT bUILDING AND
LONG-TERM INvESTMENT
Among Kenyans, a growing understanding o endow-
ments, investments or the uture and sel-reliance is
opening up space to reshape approaches or community
development and local resource mobilisation. New com-
munication technologies are making it easier than ever to
allow Kenyans to contribute to development in their home
areas and the country at large even those in Diaspora.
The same readiness to contribute to the long term develop-
ment o Kenya is evident in the private sector where there
is growing interest in structured corporate social respon-
sibility and philanthropy. There is
increasing interest rom orward-
looking companies seeking to nd
eective ways o working with
communities.
2. GOvERNMENT OF KENyASTRATEGIES OF DEvOLvED
FUNDING FOR DEvELOP-
MENT
Decentralised approaches to und-
ing development by the Government
o Kenya present an arena or KCDF
work that was not previously avail-
able. The Government o Kenya has
expanded the number o devolved
unds, thus giving communities a
chance to be involved in managing
unds at local level. Among these
are HIV/AIDS unds, constituency
bursary unds, local authority trans-
er unds, roads maintenance unds
and Constituency Development
Funds. This has increased demand
or better grassroots organising
mechanisms to avoid devolved undsbeing misappropriated or returned
to the central government when the
nancial year is over. The work o
KCDF with grassroots associations,
CBOs and local NGOs among oth-
ers, has provided useul experience
which beneciary partners have
been able to bring to the devolved
unds processes. There is a strongcase or KCDF to proactively seek
out opportunities to share the learn-
ing gained over time with larger
NEW OPPORTUNITIES
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18
audiences so that, ultimately, communities can use the
unds being made available to them constructively or their
development.
3. ADvANCES TOWARDS REGIONAL
INTEGRATION
The increasing pace o regional integration requiresthat KCDF begin to take advantage o opportunities that
regionalization oers. The regional integration o East A-
rican countries has begun to harmonise economic policies
including trade and tax regimes and to relax and even re-
move travel restrictions on citizens. This presents an open-
ing or regional philanthropy that KCDF will increasingly
sieze in to ensure that it remains relevant in the transition.
4. THE GLObAL FINANCIAL CRISIS AND
POLITICAL TRANSITION
While these trends will all have a direct bearing on
KCDFs work, the environment in which KCDF will imple-
ment the Strategic Plan 2009-2013 will be predominantly
infuenced by the nancial crisis in global markets and
the political transition in Kenya. Gloomy orecasts or the
global economy are expected to colour most o 2009 and
uncertainty in investment markets is predicted beyond.
The eect o the global nancial meltdown are alreadybeing elt by all Kenyans through rising infation, reduc-
ing demand or Kenyan exports, unemployment and a
general slowing o growth o the economy. This presents
unprecedented pressures on the nances o individuals,
communities and corporates. Kenya remains characterised
by unequal economic development creating economic
disparities rom region to region and wide disparities in
income even within specic geographies. This is paral-
leled by dramatic climatic changes that have heavily andnegatively impacted on agricultural productivity - the main-
stay o the Kenyan economy.
The evolving structure o Kenyas
rst coalition government also has
implications or KCDF eorts to infu-
ence legislation and policy aecting
the philanthropy sector. The politicaltransition directly impacts interna-
tional relations, relationships with
donors and the private sector all
o whom are key partners o KCDF
alongside the general population.
KCDF must also conront the en-
during culture o mistrust o public
giving resulting rom a history o cor-
ruption and abuse o public unds
and create resh opportunities or
trusting one another anew.
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19
These political, economic, socio-cultural, technological and
natural environment actors are just some o the infuences
on our work as we look to the uture. This Strategic Plan
sought to consolidate and build on the achievements, les-
sons learned and the challenges o the past.
Recognition o the changes taking place in the environ-ment prompted KCDF Trustees, Board and sta to refect
on the enduring values o the Foundation in the present
context while planning ahead. As a rst step towards the
planning process an Organisational Learning Assessment,
1997 to 2008 was undertaken to capture KCDFs experi-
ences over the previous decade as a basis or inorming
the next strategic phase. The Assessment conrmed the
value o capacity building as an essential step in grant-
making and enhancing the eectiveness and sustainabil-
ity o community organisations. t kcda A- :
Releance o the KCDF ision and mission: The
Assessment re-conrmed the relevance o the vision o
KCDF. It however pointed at the need to re-word it to
make it consistent with the work o KCDF on the ground
and to inspire condence.
Goernance: The study reconrmed the need to
retain a structure that assures the public o KCDFs cred-
ibility as an organisation. This must go in tandem with
harmonisation o the roles o the Board o Trustees and
the Board o Directors to ensure greater eciency and
smooth oversight, with the top decision making organ
being the Trust. Harmonisation is expected to reduce
operating costs in the long run, and reduce duplication,hence increasing eciency.
KCDFs core usiness: The
Assessment pointed to an urgent
need to restructure the organisa-
tion and realign its operations
to prioritise not just grantmaking
and capacity building, but also
to strengthen internal capacityor local resource mobilisation as
a major arm o the operations o
the Foundation. Raising resourc-
es locally is central to KCDFs
mandate o promoting sustain-
ability and positioning itsel or
long term work with undeserved
communities.
Profling and communica-
tion: The Assessment recon-
rmed the need to invest in prol-
ing the work o the Foundation
through appropriate communica-
tion channels as a key support
or resource mobilisation.
Knowledge management:
There is an opportunity to insti-tutionalise learning approaches
in KCDFs work, to capture and
disseminate the invaluable les-
sons and experience o KCDF as
a unique organisation in this part
o the world. This could provide
opportunities to scale up good
practice among more actors
including the government.
LEARNING FROM THE PAST
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20
Great strides have been made by KCDF over the past
decade. Notwithstanding the unique constraints presented
by the environment in which KCDF continues to operate,
a number o important achievements have been realised
and represent important landmarks in the attainment o the
KCDF vision.
o paca fcac ac a aa ada KCDF c pd a-ak ad adp k c a pc Ka an achieve-ment that ew can claim. Additionally, there is evidence
coming out o supported work o eective community
organising to address issues like education, agriculture,
water, health as well as local resource mobilisation. In
this regard, over US $ 3 million in grants has been made
available to communities to support projects in diverse
sectors including early childhood development, arts and
culture, education, the girl child, youth development, HIV/
AIDS, ood security and access to clean water. Some o
these communities are now among the 19 communities
that KCDF has managed to get on board with estab-
lished community designated unds set up to address their
preerred issues such as girl child, bursaries or needy
children, ood security among others hence beginning the
road to sustainability.
Institutionally, KCDF has developed solid grant-making
policies and procedures and established itsel as a cred-
ible actor in the development arena. It has maintained 11
years o unqualied audits by reputable rms. The KCDFEndowment Fund is well established and growing, putting
the Foundation well on its way to the goal o building a
US $12 million (Kshs. 900 million)
endowment und by 2013 both
rom local community und build-
ers and rom its own institutional
sustainability initiatives designated
and undesignated unds. This key
achievement was recognised byFord Foundation in 2006 when it o-
ered KCDF US $ 3 million on condi-
tion that it raises US $1 million. The
campaign to ull this commitment is
at an advanced stage. The Endow-
ment Fund will provide resources
with which KCDF will identiy and
support high impact and innovative
community programmes that are
geared towards improving welare
and strengthening community devel-
opment structures.
HIGHLIGHT ON KCDF
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21
The ndings o the Organisational Learning Assessment,
1997 to 2008 shows KCDF aces persistent challenges
that remain unanswered as well as newer issues emerg-
ing rom the growth o the Foundation. Enduring concerns
include:
The need to expand the public prole o KCDF without
tampering with the credible reputation KCDF alreadyenjoys within communities at large. This will support
and enhance resource mobilisation eorts.
Recognising that organised philanthropy is still a rela-
tively new concept in Kenya and KCDF must work to
create and infuence a policy environment that serves
eorts to entrench philanthropy in development.
KCDF must continue its eorts to build condence in
philanthropy and encourage people to give and volun-
teer their time.
The challenge o sharing the tremendous experience
gained by KCDF over the past 12 years is both a chal-
lenge and also provides an opportunity o scaling up
this successul model or development within the wider
Kenyan community.
emerging issues
The KCDF Endowment Fund has
been built on unds mobilized rom
the public, corporate and interna-
tional oundations. Growth o the
Endowment Fund has highlighted
the need to indemniy Trustees asthey carry responsibility or this
public Trust.
KCDF has grown as an institution
and with it is the cost o running the
Foundation along international stan-
dards. Rationalisation o roles at all
levels, rom the Board o Directors
and Trustees, to sta, is necessary
as an on-going concern. The role o
the Board will increasingly and o
necessity, move more to oversight
and resource mobilisation, as the
pressure to reach wider public audi-
ences and institutions increases.
As a pioneer in the area o philan-
thropy, there is need or KCDF to
implement strong knowledge man-
agement systems as a means o con-
sciously and continuously building
and improving on KCDF practice.
This knowledge can also serve as a
resource or others entering the eld
locally, regionally and globally.
CHALLENGES
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22
iDentiFying strengths, ChAllenges, oPPortunities & threAts (sCot)
The Organisational Learning Assessment, 1997 to 2007provided a strong platorm or launch-
ing the strategic planning process. Beginning with a SCOT analysis, clear themes emerged
rom which a strategic approach was then developed.
SCOT
STRENGTHSKCDF is non-partisan as seen in the diversity o granteesThere is credibility, recognition and appreciation oKCDF Board, sta & work.The public prole o KCDF is growingStrong grant-making processes/ proceduresGood targeting o granteesOn-going connectivity with und builders already inplaceHigh standards o accountability.Improved synergy between asset development and
grant-makingStrong ocus on community involvement and rooted-nessStrong ocus on sustainability in all strategiesGood and high standard publications
CHALLENGESPoor spread in ASAL regions or grant-making andendowment building.Limited fexibility in grant making due to absence osignicant fexible unding or large endowment undLimitations on grant-making areas due to type o undingrom donorsResource mobilisation can be organised in a betterway/be systemisedInadequate internal capacity or undraisingConsolidated database or service providers needed
Board and Trustees need to be more strongly engagedin undraisingWeak communication and dissemination strategyLearning and documentation systems need to be
strengthened.Media prole and relations needs revampingInstitutional donor base needs to be urgently expanded
THREATS
Weak legal status o many grantees or communityendowments.Lack o oundations law - thereore weak legal rame-workPolitical, social uncertainty; slow policy developmentand implementation.Political intererence is a threat or community und-builders.Currency fuctuation aects unded grants and programsVolatile investment markets.Climatic eects, environmental challenges erode com-munity ability to invest in asset building and endow-ments.Global commodity prices aecting incomes o KCDFpartner communities.Diverse donor interests and short periods or ocusingon a specic issue.
OPPORTUNITIES
Language o investments and endowments is betterunderstood.Growing investment know-how available locally.Decentralized unds rom GOK oer opportunities orcommunity und building.Working with INGOs on sustainability or CBOs andNGOs.Support companies in developing CSR strategies; part-ner with large corporates or leverage.Diversiy investment vehicles.Knowledge management - Make use o KCDFs consid-erable intellectual property and knowledgeUse current environment (world ood crisis) to highlightthe work o KCDFBuild prole o KCDF through key media houses.Technical advancement pronounced hence potential touse internet or undraising
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23
strAtegiC AreAs oF worK
The mission o KCDF is to promote sustainable develop-
ment o communities through social investment, resource
mobilisation, endowment building and grantmaking.
In developing this Strategic Plan to align it with the mission
o KCDF, a consultative process was used to arrive at sixstrategic goals that dene the agenda or the Foundation.
Delivery on these goals over the duration o the 2009 to
2013 strategic plan would bring KCDF closer to realizing
its mission.
t ac aab d-p c
a-ak ad aadp.KCDF key role is to access resources and relevant techni-
cal expertise to careully selected relevant organisations
working to enhance development eorts among targeted
communities.
To achieve this goal, KCDF will actively:
Build capacity o KCDF strategic partners to design
and implement sustainable development initiatives thatalleviate poverty and enhance social justice.
Target vulnerable, underprivileged and underserved
community members.
Broaden our sources o unds and increase our grant
making outreach across the country.
Facilitate access to capacity building support or com-
munity organisations and grantees
t adac cad pc a-k pap
ad ad - Ka.In this area, KCDF will work with
others to entrench the culture o
giving and growing strong structures
or local philanthropy. Among these
eorts, KCDF will:
Work with others to infuence
the implementation o tax
incentives by the government
to encourage corporate and
individual giving.
Work with others to infuence
the enactment o an appropriate
oundations law.
Collaborate with like-minded
actors in the development o ac-
countability standards or Civil
Society Organisations (CSOs)and non-prots in general, to
build credibility o the philan-
thropy sector and encourage
local giving
Support the establishment o
regional community oundations
and nurture them to be eective
centres or development and
local philanthropy.
1
2
GOING FORWARD
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24
t ab a d d a a us $12 (K.900 ) b 2013.Based on a revamped process o mobilising local resourc-
es during this strategic period, and the commitment by
Trustees to ensure competitive investment o already raisedunds, KCDF is working towards a target o US $ 12 mil-
lion (Kshs. 900 million) using the ollowing strategies:
Increase the number o Kenyan individual givers as
well as the amounts given.
Promote organized giving by Kenyans in Diaspora by
providing a vehicle and mechanisms through which
they can contribute to development o the country.
Make wealthy individuals aware o KCDF as an or-
ganised channel or giving.
Promote partnerships between KCDF and the cor-
porate sector and infuence the strategic use o CSR
resources or sustainable community initiatives.
Facilitate systematic and strategic growth o commu-
nity unds, ensuring balanced national representation
across Kenya.
Partner with competent investment providers and cre-
ate diversied investment portolios that will ensure
maximum returns.Target the youth through innovative approaches to
mobilise them to give and participate in community
development.
Target legacies amongst wealthy individuals who are
passionate about community development.
3
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25
t pp c bd- a ca d-p, p ad aca.In view o the lack o access and knowledge or investment
options especially among rural communities, KCDF willcontinue to use its investment ramework to benet other
selected CSOs in need o such expertise, as a mechanism
to enhance the sustainability o the work they support.
Towards this goal, KCDF will:
Facilitate the establishment o community driven sus-
tainable social and economic development models in
Kenya, including community endowments.
Strengthen local institutions (current and prospective
und builders) through which communities engage in
identiying priority areas and implementing develop-
ment initiatives.
Infuence the policy ramework to improve use o de-
volved unds, to ensure responsiveness to community
needs and active participation o community members
in decision making about issues aecting their uture.
t a a ad adca d dp pcad pacc.
Since inception, KCDF has acquired a wealth o knowl-
edge rom working with communities at dierent levels
and enabling them to address the unique poverty chal-
lenges they experience. There is a need or KCDF toproactively share its learning and knowledge or wider
dissemination and to infuence the institutionalization o
4eective development policies and
practice by both government and
other actors - including new ounda-
tions. Among the opportunities that
KCDF will harness are:
Sharing knowledge o working
with communities to infuence
better utilisation o devolved
unds or sustainable develop-
ment.
Sharing KCDF experiences in
responsible grant making with
actors responsible or govern-
ment development unds target-
ing youth, women, HIV/AIDS
and others. Such actors include
government, donors and other
KCDF existing and potential
partners.
Dissemination o KCDF experi-
ences in the development o
governance structures or ac-
countability at dierent levels.
Infuencing emerging regional
community oundations andsupporting them with the wealth
o experience that KCDF has ac-
cumulated over the years.5
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26
t KCDF a a p-ab ad cdb pbc c- da.
With a complex governance structure and expanding
core areas o work, it is imperative that KCDF continuesto invest in appropriate organisation development and to
manage growth and accompanying change management
or maximum eectiveness and eciency.
ON INvESTMENT
KCDF will
Work to ensure eective, ecient, ethical investment
and management o a diversied und or optimal
returns.
Explore opportunities or portolio diversication.
ON GOvERNANCE AND MANAGEMENT
Strengthen and align the governance structures (i.e.
the Trust and the Foundation) or maximum usage o
the skills among the members and better time manage-
ment.
Re-organise and restructure core activities so as to
deliver eciently on the new strategic areas o the
oundation, in line with KCDFs vision and mission.Undertake a comprehensive job evaluation or all
key positions to ensure KCDF remains a competitive
employer.
Explore appropriate sotware to ensure KCDF manag-
es its widening grants portolio and increasing number
o individual supporters in an ecient way.
Identiy additional institutional donors to allow KCDF
to ocus on its core business even with challenging
nancial times globally.
Give attention to monitoring and evaluation to ensure
KCDF demonstrates not only the ecacy and eective-
ness o its work, but also the
impact on the ground.
Implement a strong communica-
tion strategy to build the brand
and prole o KCDF.
On management, ensure that all
legal issues relating to gover-nance are nalised with the
necessary consultation
Document and disseminate les-
sons o change and impact as a
means o highlighting the work
o KCDF.
6
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27
strengthening monitoring & evAluAtion (m&e)
As A Cross Cutting theme
The area o monitoring and evaluation has been identi-
ed as a cross cutting area requiring strengthening.
The degree o success o this Strategic Plan can only be
measured by putting in place mechanisms to capture the
dierence that is being made by KCDF programmes in itswork.
In addition to the six strategic goals, the area o monitor-
ing and evaluation is identied as critical to the mission
o KCDF. There is a need to go beyond the current prac-
tice o undertaking separate evaluations at the end o a
programme lie. It is the intention o KCDF to strengthen
the M&E unction, to make it an integral part o all KCDFs
programming and operations.
Recognising that data rom this process will provide a ba-
sis or sharing and publicising the eectiveness o the work
that KCDF does, both qualitative and quantitative mea-
sures will be used to assess the both external and internal
programmes and processes. This inormation will in turn
be captured in creative communication about KCDF and
used to demonstrate the impact o KCDFs interventions.
Channels or communication will include the KCDF web-
site, short videos and video clips, annual reports, creativeblogs and various publicity materials. Towards this end,
KCDF will create opportunities or communities themselves
to bring out their voices o change through making use
o technology; Such as developing a community voices
wwebsite and encouraging community blogging. The
processes will ully involve grantees to motivate them to
embrace M&E and show the dierence o their interven-
tions in tackling development challenges. In this way KCDF
will build local relevance and make a clear case or localpeople to support the work o the Foundation.
MONITORING AND EvALUATION
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28
ipa sacPa a a cca ac-. This includes the need or KCDF to continue atpresent levels o institutional unding as a minimum to
be able to retain the critical in-house capacity to carry
orward all the six strategic areas.
It is also assumed that the social and political context both
locally and globally will allow or stability in the nancial
markets and growth o the economy i KCDF is to ull on
its projected goals. KCDF goals are directly aected by
currency fuctuations, changes in the investment markets
both within and outside Kenya and infation which directly
aects the earnings o members o partner community
groups donor and the KCDF endowment und.
CRITICAL ASSUMPTIONS
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1StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Toenhancethe
sustainable
development
ofcommunities
throughgrant
makingand
organisational
development.
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RTHEPERIOD2009-2013
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StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Contd.
Toenhancethe
sustainable
development
ofcommunities
throughgrant
makingand
organisational
development.
1.4
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2StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Tostrengthen
andenhancethe
cultureandpol-
icyframework
forphilanthropy
andorganised
givinginKenya.
2.1
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StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Toestablishan
endowment
fundofatleast
US$15M
(Kshs
900M)byendof
2013
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mK
sss
h
h
tsshh
s
h
3.2
mkwhsw
KcdFssh-
(hhs)
3.2.1
rssKsh.6
m
b16s
3.2.2
awhbswh-
s
wk
nbs-
s
whss
Ks
nbs
bwhs
ass
nbwhs
kshh
bsss
KcdFsbs
s
b
isb
s
sb
KcdFss-
hh
hh
3
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StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Contd.
Toestablishan
endowment
fundofatleast
US$15M
(Kshs
900M)byendof
2013
3.3
psds
b
hh
hwhhh
bh
K
3.3.1
as500Ksbs,
uS$100
3.3.2
as3jss-
bds
3.3.3
isbs
whdsss
3.3.4
Sjsh
ds
dbsKsh
ssbsh
rshsds-
hs
uSbssKcdF
cs-
wss
ds
nbb
shuSKcdF
ch
nbdss
Ksks
nbhs
bds
nbsss
bkds-
s
Wbbs-
ihuS
KcdFch
dssK
s
sbshks
dsh
s
s
mK
shds-
hFsKcdF
K
sssbs-
ds
Ks
b
js
is
s
wssK-
s
hdshwk
s
3.4
pshsbwKcdF
sfs
scSrss
ssb
s
3.4.1
as5swh
swhKcdF
3.4.2
Hhss/ssshs
s
3.4.3
mKcdFcSrs-
ss
3.4.4
asKshs3s-
wss
cSr&sbss-
as25sh.
nbcSrws
wsb
nbsb
s
asbb-
swsssshs
Fsrb
s
KcdF
s
s
Kws
b
sw
b
SwhKcdFew-
Fs
is
KcdF
h
s
ss
k
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StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Contd.
Toestablishan
endowment
fundofatleast
US$15M
(Kshs
900M)byendof
2013
3.8
tbs
swh
sssb-
3.8.1
as3bs
h
3.8.2
asKshs.5ms-
s
3.8.3
as2jss-
hhss
nbbs-
asshh
s
nbs
hhs
ss
nbjswh
ss
gwhbs
sk
shs
whKcdFsss
wss
gwhs
sss
s
gwhKcdFws
b
ss
s
Fbss,
s-
s
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StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Tosupport
communitiesin
buildingassets
forsocialdevel-
opment,employ-
mentandwealth
creation
4.1
Fhsbsh
-
ssbs
-
sK,
ws
4.1.1
as44s-
ss8s
sh
shKcdFewF.
nbss-
hswh
KcdF
nbh
s
nbs-
s
nb
sssssi
m&,
escds
whs
gwhKcdFc
ew
Fs
css
Kc
dFwsss
bzhbs-
b
ww
m
bb
wsswb-
KcdF-
ssbss
x
4.2
tfhwk-
ss,s
ssss
s
bssk
4.2.1
m
swhhsw
s
4.2.2
isbs
sshss
s.
lbbsh
nbwsss
bwks
ps
s
ss
nbsss
s
nb
sw
b
csss
z
ss
hs
cs
bsss
bs
is
b
hs
ss
s
dsshb-
sw
sw-
sscd
4.3
Shs
s(
sbs)hh
whhs-
s
s
4.3.1
issssb-
ssK
4.3.2
is-
ss
4.3.3
is-
s
nbb-
s
assbsb
shs
nbsh
bs
ss
S,w-
sss
s
h
l
sb
hsw
s
4
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StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Tosharelearn-
ingandadvo-
cateforsound
development
policiesand
practice
5,1
Shkwwkwh
sf
bs-
sssb
.
5.1.1
2,0
00sbss
5.1.2
Qsssbsh
KcdFwbsbss
nbqKcdFws-
s
nbsss-
sb
nb-
skhs-
shhs
xs
iwsssk-
hsKcdFswk
is-
KcdFshs,
ssssxs
5.2.1
rsgK
s
wss
sKcdF(s,ss,
wss)
5.2.2
6h&s
hskhsssb
k
nbs
gKss
nbxsh
skskhs
nsh-
swks
kgKsks
s
is
-
skbs
s
iks
s
s
Skhss-
s
ssssb
k
g
bs
5.3
dssKcdFxsh
ss
b
s.
5.3.1
10,0
00bsbks
sb-
ss
nbbsbks
bshsb
nbskhsh
bhbks
Wbbsss-
bskhs
l
icSo
skhsss,k
ssKcdF
sbss
5.4
if
sshwh
hwhx
hKcdFhs
hs.
5.4.1
as5ws
shs
nbs
sh
mbshs-
ksss
nbs
bKcdF
S
s
s
sh
sK
KcdF
f
kssssK
swh
5
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StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Tostrengthen
KCDFasapublic
communityfoun-
dation.
6.1
iss
6.1.1
Wks,,
hs
ss.
6.1.1.1
ass
iss
Bm
s
KcdFxswh
s
ssw
s
6.1.2
exs
s.
6.1.2.1
nwss
6.1.2.2
as10%gwhKcdFs-
iss
rssb
bss
cswhws
s
is
KcdF
hh
ssss
w
s
issbKcdF
&
k
6.1.3
exwkwh
s
s
x-hs
s.
6.1.3.1
nwsshs
6.1.3.2
issx
sssssk
xs
pss
sss
Sshs
whhws
i
skKcdF
s
s
6.2
gm
6.2.1
Shh
ss(..htshF-
)xs
hsks
hbs
b
.
6.2.1.1
thtsFg
Ssb2009
6.2.1.2
nwsbss
6.2.1.3
rstsm
asass
Skbhw
s
uhss
hngobwh-
s
rs/shhKcdF
B
Bs
Skbhw
s
uhss
h
ngobwh-
s
rs/shhKcdF
B
6.2.2
r-ss
-
sss
h
wssh,
whKcdFss
ss.
6.2.2.1
is
6.2.2.2
ishs
sh
KcdFS
nwKcdFSo-
KcdFss
JbHrp
ws
psw
s
is-
hssbs
KcdF
B,S
m
khswhhw
s
6
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StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Contd.
Tostrengthen
KCDFasapublic
communityfoun-
dation.
6.2.3
ukhsjb-
ksss
KcdFs.
6.2.3.1
i
qhhs
6.2.3.2
rs
aKcdFhks
s
rwss
ss
KcdF
bwh
hsss
r
s
6.2.4
exsws
KcdFssw
s
ss-
sw
hks
hs
.
6.2.4.1
i
6.2.4.2
nwmiSs
6.2.4.3
i
s
gs-
,
ss
nwss-
sss
KcdFhs
k,
k
e
hhq
s
6.2.5
iss-
shwwKcdF
ssbsss
6.2.5.1
2ws-
shss
6.2.5.2
1muSdssh
ws
nbb
peaags-
kss
nwss
Fss
gwhKcdFs
s
i,ssb
hKcdF-
s
6.2.6
g
-
sKcdFs
h
ss
swk,
bshh
.
6.2.6.1
am&ep
b2009
6.2.6.2
am&ewk
KcdFs
b2009
6.2.6.3
iq
KcdFm&ep
m&ewk
m&essbKcdF-
s
abm&es
isss
bKcdF
iq
s
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StrategicgoalS
StrategicinterventionS
KeyoutputS/reSultS
outputindicatorS
outcomeindicatorS
Contd.
Tostrengthen
KCDFasapublic
communityfoun-
dation.
6.2.7
is
sbhb
KcdF.
6.2.7.1
awKcdFbb
Sb2009
6.2.7.2
nwKcdF
sb
Sb2009
6.2.7.3
ab
J2009
6.2.7.4
nwKcdFs
sbdb
2009
6.2.7.5
iKcdFvsb,,
b
c
nwb-
css,
b
uKcdFwbs
nws
phwKcdFb
isbKcdF
issKcdF
nwbs-
KcdF
6.2.8
dss
sss
hs
s
hhhhwkKcdF.
6.2.8.1
4KcdFpbs
6.2.8.2
1KcdFarbsh
sbs
bs
6.2.8.3
Qe-s-
sKcdFwks
6.2.8.4
Qsss
KcdFsbs
nbbs
ps
nbe-wssbsh
h
dsssKcdF
s
iKcdFs
wkb
skhss
ib-
s
skhs
is
-
skhss
hh
KcdFwbs
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