KCDF Strategic Plan 2009-2013

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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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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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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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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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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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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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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16

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


20/44

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


21/44

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.


22/44

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


23/44

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


24/44

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


25/44

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


26/44

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


27/44

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


28/44

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


29/44

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


30/44

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


31/44

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


32/44

1StrategicgoalS

StrategicinterventionS

KeyoutputS/reSultS

outputindicatorS

outcomeindicatorS

Toenhancethe

sustainable

development

ofcommunities

throughgrant

makingand

organisational

development.

1.1

BhKcdFs

ss

ssb

sh

hs

js.

1.1.1

ehs-

s,

s-

bhs.

1.1.2

mssb

bs.

1.1.3

mbs&s-

hwss-

s

nbs

casssss

dsbs

nbb

s

assss

sb

nbkswh

s

p

s

js

nb

ws

bs

s

cdbzs

sss

&ssb

s

lks

s

1.2

tb,

sbs

1.2.1

czswk

whKcdFsjs

1.2.2

csswkwh

ss-

sss

1.2.3

gshss

sswh

bs

s

pss-

sw

nbswkwh

bs

Ss

csss-

ss

i

s

issb-

ss

css

sbsbh

sss

i

bs

es

sbs

()

1.3

Bsss

sk

h

ssh

1.3.1

asssk-

s

1.3.2

ass

(s5)

1.3.3

as100-1

50s.

nbsssb

nbs

nbs

s

nbs

h

KcdFwkws

whw

s

KcdFsh

is

KcdFgsxs

s

w

anneXiSTRATEGICGOALS,INTERVENT

IONS,OUTPUTSANDOUTCOMEINDICATORSFO

RTHEPERIOD2009-2013


33/44

StrategicgoalS


KeyoutputS/reSultS

outputindicatorS

outcomeindicatorS

Contd.

Toenhancethe

sustainable

development

ofcommunities

throughgrant

makingand

organisational

development.

1.4

Fssb

sss

1.4.1

css

shswh

ss

1.4.2

csshs

ssbb-

sss

nbkss

hbwscd

ss

nbks

swhs-

s

nbsbw

cBosss

is

cBos

cBoss

hwk

h

cBosss

cBosss


34/44

2StrategicgoalS


KeyoutputS/reSultS

outputindicatorS

outcomeindicatorS

Tostrengthen

andenhancethe

cultureandpol-

icyframework

forphilanthropy

andorganised

givinginKenya.

2.1

Wkwhhs

fh

x

sbh

2.1

Wkwhhsfh

xsbh

2.1.1

nwxs

2.1.2

txs

dtxs

s

nbs-

bKcdFs

KcdFsshwheaag,

uh,

ab

ws-

ls

sb

s

s

2.2

Wkwhhs

fh

-

w.

2.2.1

eKw

nbs

cshFsa

Fs

ww

nww

bb-

xs-

wsK

2.3

cbwhhk-

shb

sscSosbb

hhhs-

2.3.1

cSossss

KcSoSsbsh

cshncSo

ss

icSos

sshab

Ss

icSo

sK

issbK

cSos

2.4

Shsbsh

s

hbs-

hh

2.4.1

as8swk

whshs

hhsbsh

sx-

nbws

sbsh

nbsb

s

lsb

h

r

swkwh

s

hs

hh

l

ws

ss


35/44

StrategicgoalS


KeyoutputS/reSultS

outputindicatorS

outcomeindicatorS

Toestablishan

endowment

fundofatleast

US$15M

(Kshs

900M)byendof

2013

3.1

tshb

K-

sswshs

3.1.1

as1,5

00s,

300ws

rsKshs.3,0

00

s

rssKshs.22.5

s5s

pwhb

s

ps

nbsss-

s

nbhh

sbs-

z

Ks

ws-

ss

s

wss

Ks

hhs

s

hs

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


36/44

StrategicgoalS


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


37/44


38/44

StrategicgoalS


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


39/44

StrategicgoalS


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


40/44

StrategicgoalS


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


41/44

StrategicgoalS


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


42/44

StrategicgoalS


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


43/44

StrategicgoalS


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


44/44

Documents

KCDF Strategic Plan 2009-2013