ADS-CR’s theory of change is directed by its new strategic plan 2019-2023. The strategic plan explains how activities shall be undertaken (programs and policies) to attribute to a chain of results that lead to the intended or observed impacts.  The new strategic plan is secured on four strategic goals that align to its pillars aimed at improving the quality of programs, institutional transformation, financial management and sustainability.

Pillar Goal Outcome
Program and resource mobilization Communities living holistic lives Communities living wholesome dignified lives
Institutional transformation To reposition ADS-CR for effective and efficient delivery of services. A respected corporate brand with the provision of social services.
Financial Management A strong internal control and improved accountability. to have sound financial management systems for decision making
Sustainability A sustainable and functional organization Ensure the organization exist with sufficient resources.


ADS-CR has identified a number of risks and opportunities its most likely to encounter during the implementation of its new strategic plan.


  • Effects of climate change
  • Over-reliance on donor funding to run organization operations.
  • Political interference e.g. political unrest
  • Corruption


  • Capacity building to deal with the effects of climate change.
  • The organisation shall align itself to the reality of reduced donor funding
  • The ability of the organisation to take the chance to gain advantage of the Anglican church e.g. ADS Sundays.
  • Political good will-Adherence to the law in regards to corruption through the Anti-fraud policy.


ADS-CR launched its new Strategic Plan 2019-2023 on July 2019 during its Annual General Meeting, to assist the organization achieve its set objectives. The Strategic Plan 2019-2023 is the ADS Central Rift RoadMap for this Central Rift where holistic ministry will be practiced and refuge to all in need. The review of the previous strategic plan offered useful lessons and revealed areas that need attention and improvement. It is against this background that this strategic Plan is developed. The Director states clearly that, “The new plan purposes to consolidate the achievements of the previous plans and ADS programs.” The Plan has been aligned to the Diocesans strategic documents, Counties Integrated Development Priorities, ADS Kenya Strategic Plan and ACK Decade Theme and seventeen SDGs and Kenya Vision 2030 strategy.

Rt. Rev. Joseph Muchai the Bishop Nakuru states that “This new strategic plan represents ADS Central Rift aspirations of ensuring that it delivers on its mandate by being more focused. The world and our Anglican Development Services are changing every day. We operate in an environment with stiff competition, secularism is the order of the day and communities that are more sophisticated. The stakeholder expectations and demands for quality services and interventions cannot be over emphasized.

To effectively play its role in the GREAT Commission and community sector, the Region has to continually review its strategy to ensure that it responds to the emerging challenges and opportunities. This strategic plan articulates the ADS Central Rift’s aspirations and outlines measures that will be implemented to achieve the set objectives. The proposed measures and activities are expected to augment the Church’s mission of reaching out to the least of the brethren of Jesus Christ. Mathew 25:40 and responding the ADS mandate as in John 10: 10 that have come so that you can have life in abundance.”

The Plan is anchored on four strategic goals that focus on improving quality, Programmes, Institutional Transformation, Financial Management and Sustainability. These goals are in turn supported by strategic objectives and the concomitant strategies for implementation. We believe having the Four Pillars investment approach should enable the ADS Central Rift deliver quality worship and build a respected ADS Central Rift that is able to sustain her operations.

Below is a table indicating set objectives and initiatives to achieve the overall goal.





DRR and Climate Change

  • To enhance the resilience to hazards to communities through CBDRR, Conflict management and preparedness actions.
  • To address the impact of climate change
  • Number of communities who are resilient to impacts of climate change
  • Number of communities who have developed CBDRMs
  • Number of communities with functioning early warning systems
  • Number of communities with PCs and functioning peace structures.
  • Number of communities trained on climate change mitigation and adaptation.
  • Develop and train CBDRR communities.
  • Development of CVDRR to plans and actions.
  • Facilitate CBDRR to train communities
  • Establish and train peace communities.
  • Development of ERP for ADS-CR
  • Promote the use of renewable energy.


  • To enhance sustainable livelihoods through diversified value chains, food production systems and increase access credit.
  • Number of HHs with increased food production.
  • Number of functional value chains established.
  • Number of HHs accessing credit facilities.
  • Number of farming systems adopted.
  • Number of market linkages established for farmers.
  • Number of HHs adapting water harvesting techniques.
  • Capacity building for community members on various methods of food production market linkage/research.
  • Trainings on value chains
  • On farm water harvesting techniques
  • VSLA trained and supported on financial literacy.
  • Training on modern farming technologies, conservation agriculture, Evergreen agriculture and FMNR.


  • To increase access to essential health services though minimizing risk factors and strengthening collaboration with health-related sectors.
  • Number of PLHIV and CLHIV linked and followed up.
  • Number of Households reached with nutrition education.
  • Number of children assessed.
  • Number of children receiving vitamin A and deworming tablets.
  • Number of children immunized.
  • % of children living with disability monitored and linked for support.
  • Number of PLHIV and CLHIV monitored for adherence.
  • Number of community members reached with health education on WASH.
  • Number of adolescents assessed for HIV risk and reached with life skills.
  • Strengthened linkage to care and treatment through referrals among children living with HIV and people living with HIV in the community.
  • Promote nutrition education for households and nutrition assessment for children below five years.
  • Promote vitamin A, deworming uptake and immunization among children living with disability to social support networks.
  • Monitoring adherence among children living with HIV and people living with HIV.
  • Promote health education on water sanitation and hygiene at the community level.
  • Assess adolescent girls and boys for HIV risk and provide life skills education.


  • Promote accountable governance
  • -Improved resources allocation.
  • Sensitize communities on county budgeting process.
  • Conduct social audit 


  • Deliberate engagement in design and implementation of programmes for youths.
  • Active youth participation
  • Mobilise youth
  • Design joint programmes that target youths

Monitoring and evaluation

  • To enhance a results-based culture by improving the quality of planning, implementation, monitoring, evaluation and decision making of programmes
  • Improved monitoring and evaluation
  • Number of DQAS conducted
  • Number of project review sessions held.
  • Number of support supervision conducted by board of management
  • Number of baselines, midterm and end line surveys conducted
  • To have organizational monitoring and evaluation plan
  • Number of orientation meeting held on data management and use.
  • Most significant changes documented
  • Number of monitoring tools developed
  • Facilitate quarterly DQAs
  • Facilitate annual BOM support supervisions
  • Facilitate baseline, midterm and end line surveys of new and existing projects
  • Facilitate development of organization monitoring and evaluation plan
  • Facilitate joint project planning review and sessions with stakeholders
  • Trainings /orientation meeting facilitated on data management and use.
  • Develop and approve annual work plans
  • Document success stories of programmes implemented
  • Develop and harmonize reporting tools.

HRM Department

  • Enhance ADS-CR HR capacity
  • Knowledge management and training
  • Policies documented and reviewed
  • Professional competence
  • Effective workforce
  • Improved documentation and accountability
  • Standardized and harmonized policies and structure
  • Remuneration of staff/benefits centre
  • Create a conducive working environment
  • Recruitment, induction and retraining of staff in a professional way
  • Do performance monitoring
  • Review HRM policy
  • Work place policy
  • Vehicle policy
  • Retainer policy
  • Volunteer policy


  • Improve of ICT systems
  • Improved visibility
  • Branding
  • Documentation
  • Review and update the website
  • Recruit, induct and train staff on ICT.


  • Strengthen corporate governance
  • Improved image of ADS-CR
  • Promoted accountability and transparency
  • Enhanced ownership
  • Capacity building for board and staff
  • Have quarterly meetings for board members
  • Have skills mixed and gender mainstreaming in bard recruitment
  • Initiate projects in all dioceses that the region covers

Financial management

  • To improve on financial reporting in accordance with internationally accepted standards IAs
  • To strengthen internal financial controls
  • Improved financial reporting and compliance
  • Strong internal controls
  • Improve accountability
  • Prepare regular management and financial reports
  • Employ qualified accounts staff
  • Continually training staff
  • Develop financial manuals
  • Review/update financial policies and procedures
  • Prepare financial and management reports.
  • Undertake internal and external audits
  • Computerized finance information system
  • Ensure compliance with financial policies.


●      Develop sustainability strategy

●      Identify available resources

  • A sustainable organization meeting stakeholder needs
  • Financial stability
  • Develop sustainability strategies
  • Exposure visits by the board and management
  • Start activities that is, buying shares, savings.
  • Make use of locally available resources
  • Local fundraising.
Scroll to Top