Cbo - Strategic Plan Draft 2020 January 1

“Christianity is the meeting point of Earth and Heaven.
It lays
claim to the whole man, body and soul, intellect and will, inducing
him to raise his mind above the changing conditions of this earthly
existence and reach upwards to the eternal life of heaven, where
one day he will find his unfailing happiness and peace. Hence,
though the Church’s first care must be for the souls, how she can
sanctify them and make them share in the gifts of heaven, she
concerns herself too with the exigencies of man’s daily life,
with his livelihood and education, and his general, temporal
welfare and prosperity”
Encyclical on Christianity and Social Progress -‘Mater et Magistra’

Proclaimed by His Holiness Pope John XXIII
and Promulgated on May 5 1961
FOREWORD
Most Rev. Br. Titus Walela

Superior General, Brothers of St. Joseph
1 Page
ACKNOWLEDGEMENTS
Br. Haron Kamau,

Project Coordinator, St. Joseph CBO
EXECUTIVE SUMMARY
Programme Coordinator
2 Pages Max
Table of Contents
1.0 Chapter 1: Background Information

1.0 Introduction
1.1 Background, rationale and approach to developing a new Strategic Plan
1.2 Profile of Achievements
1.3 Challenges experienced
1.4 Success factors
1.5 Structure of the Strategic Plan (2020-2025)
2.0 Chapter 3: Taking Stock – A Contextual Analysis

2.0 Introduction
2.1 Findings of Literature Review: Regional and National HIV/AIDS Status
2.1.1 HIV prevention in Kenya
2.1.2 HIV burden in Nyeri County
2.2 Findings of PESTELE Analysis
2.2.1 Economic factor
2.2.2 Social factor
2.2.3 Technology factor
2.2.4 Environmental factor
2.2.5 Legal/ethical factor
2.3 Findings of SWOT analysis
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2.3.1 Strengths
St. Joseph CBO – Strategic Plan 2020 - 2025

2.3.1 Weaknesses
2.3.3 Opportunities
2.3.4 Threats
2.3.5 Leveraging strengths
2.3.6 Mitigating weaknesses
2.4 Findings on Stakeholders and Partners Analysis
3.0 Chapter 3: Strategic Direction

3. Introduction
3.1 Mandate
3.2 Vision
3.3 Mission
3.4 Goal
3.5 Core Values
4.0 Chapter 4: Strategic Focus and Priorities

4. Introduction
4.1 KRA: Prevention Care and Support
4.1.1 Operational Objective
4.1.2 Proposed Interventions
4.1.3 Outcomes
4.2 KRA: Livelihoods
4.2.3 Outcomes
4.3 KRA: Community empowerment and social transformation
4.3.3 Outcomes
4.4 KRA: Community and institutional capacity building
4.4.3 Outcomes
4.5 KRA: Mobilization of resources
4.5.1 Operational Objectives
4.5.3 Outcomes
Chapter 5: Cross cutting Issues

5. Introduction
5.1 Child protection
5.2 Women and Gender
5.3 Non-discrimination and Inclusivity
5.4 Environment protection
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Chapter 6: Implementation, Monitoring and Evaluation

6. Introduction
6.1 Implementation Process
6.2 Monitoring and Evaluation
Chapter 7: Organization Capacity

7. Introduction
7.1 Governance: CBO Management Board
7.2 Staff
Chapter 8: Budgeting and Funding Plan

8. Introduction
8.1 Finance and Branding
Appendix I: Implementation matrix
ACRONYMS
ADN Archdiocese of Nyeri
AIDS Acquired Immune Deficiency Syndrome
APHIA 2 Aids Population and Health Initiative Assistance
ART Anti-Retroviral Treatment
ARVs Anti-Retroviral drugs
BSJ Brothers of St. Joseph
CACC Constituency AIDS Control Committee
CBO Community Based Organization
CCC Comprehensive Care Centre
CHWs Community Health Workers
DMOH District Medical Officer of Health
FBO Faith Based Organization
GOK Government of Kenya
HBC Home Based Care
HIV Human Immune-deficiency Virus
HIV/AIDS Human Immune-deficiency Virus/Acquired Immune Deficiency Syndrome
KEMSA Kenya Medical Supplies Agency
KNASP Kenya National HIV/AIDS Strategic Plan
M&E Monitoring and Evaluation
MARPs Most at risk persons
MOH Ministry of Health
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NACC National AIDS Control Council

OI Opportunistic Infections
OVC Orphans and Vulnerable Children
PLHIV People Living with HIV
PMCT Prevention of Mother to Child Infection
SHG Self Help Group
St Saint
SWOT Strengths, Weaknesses, Opportunities and Threats
TB Tuberculosis
TOTs Training of Trainers
USAID United States Aid for International Development
VCT Voluntary Counseling and Testing
Executive Summary
St. Joseph CBO is a project of the Brothers of St. Joseph (BSJ), Catholic Archdiocese of
Nyeri taking care of the vulnerable community ravaged by the scourge of HIV/AIDS
and associated Communicable and Non-communicable illnesses and living under the
shadow of poverty. The CBO (formally registered in 2016) transitioned from St.
Joseph HIV/AIDS Self-Help Group to raise its profile, enhance operational standards,
and allow for greater and more targeted collaborations and partnerships and
capacity strengthening in service delivery. Since inauguration, the CBO has continued
to attract support from different development partners including The USAID on the
APHIA Kamili banner of the HIV/AIDS component; The Global Fund on the TB and
other communicable diseases component; The Aga Khan Foundation on Action for
Orphans - Support in Vocational Training and Education; The World Vision
International on child-sponsorship programme and projects and; other micro-
projects under collaborative arrangements with local CBOs and NGOs.
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CHAPTER 1
INTRODUCTION AND BACKGROUND
1. Introduction
St. Joseph Community Based Organization (St. Joseph CBO) is a project of Brothers of
St. Joseph (BSJ), a Congregation of religious Brothers in the Catholic Archdiocese of
Nyeri, implementing a wide range of community projects related to reducing the
spread and mitigating the negative effects of HIV/AIDS and other Communicable and
Non-communicable illnesses e.g. TB. The CBO contributes towards the achievement
of goals outlined by the National AIDS Control Council (NACC), the national body
responsible for coordinating the response to the HIV epidemic in Kenya.
St. Joseph CBO was formally registered in 2016, Registration No.

K.W/C.B.O/3629/2016. However, it had served and operated since 2001 as St. Joseph
HIV/AIDS Self-Help Group having been registered by the Ministry of Gender and
Children Affairs Registration No. N/NYI/10042 in 2003. The CBO’s primary actions are
geared towards enhanced and targeted awareness creation to promote prevention
of new HIV infection among the most vulnerable people in the community and
general public and to provide Hope, Care and Support to people living with HIV/AIDS
(PLHIV), communicable and non-communicable illnesses, orphans and vulnerable
children (OVCs), and to those that are most exposed and vulnerable to infection. Its
activities are deliberately designed to foster behavior change, minimize risk and
support activities that will mitigate the effects of HIV/AIDS, communicable and non-
communicable illnesses at family level and in the community at large, all geared to
improved health and holistic development.
St Joseph CBO is situated in Mweiga Location, Nyeri County and offers services in the
4 Sub-Counties of Kieni West, Kieni East, Mathira East, Mathira West and part of
Laikipia County in particular Solio Villages to about 877 PLHIVs, 520 Care givers, 3000
orphans and vulnerable children, 50 key populations clients and 18 support and
interest groups. Communities are directly involved in the programme through their
leaders and volunteer teams. Currently, the CBO works with 44 trained community
health Volunteers (CHVs) and 10 trainers of trainers (TOTS) spread across all
communities. All our technical activities are supervised by Kieni West Sub County
Medical Officer of Health, Constituency AIDS Control Committee (CACC), Sub-
counties Tuberculosis and Leprosy coordinators (SCTLC) other relevant government
ministries/departments and different partners.
One of the key pillars in the approach that enhances community involvement and
participation is the way the CBO has organized its operational units within the
community, where community representatives essentially coordinate all outreach
activities in their respective communities in liaison with the programme team at BSJ,
local leadership and the technical teams within the government ranks. This approach
has been developed in the last 10 years with many lessons and challenges being
experienced. However, there has been a marked success towards the CBO’s
contribution to the achievement of the national goals as outlined by the National
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AIDS Control Council (NACC) which is the body responsible for coordinating the
response to the HIV epidemic in Kenya. The national objectives include:1
1. reduce new HIV infections by 75%
2. reduce AIDS-related mortality by 25%
3. reduce HIV-related stigma and discrimination by 50%
4. increase domestic financing of the HIV response to 50%
The above objectives are geared towards achieving the goal of reducing the spread of
HIV, improvement in the quality of life of those infected and affected and in the
mitigation of social-economic impact of the epidemic in Kenya.
1.1 Background, rationale and approach to developing a new Strategic Plan
St. Joseph HIV/AIDS Self Help Group was rebranded and transitioned to a CBO due to
SHG’s potential for growth and expansion. The Board after months of consultation
and preparation finally endorsed the change, affirming that being a CBO shall serve
as the best platform to raise the profile of the organization, enhance its operational
standards, and allow for greater and more targeted collaborations and partnerships
and improvement on its accountability, efficiency and effectiveness abilities and
capacity towards sustainable community development services delivery.
The strategic planning process for the period 2020-2025 was triggered by the expiry
of the previous strategic plan. A consultant was engaged to oversee and lead the
entire process that involved the management board and key staff. This was based on
the understanding that the nexus between the previous SP and the new one was
critical to the long-term success of the organization. Specifically, it provided St.
Joseph CBO the platform to conduct an objective and comprehensive evaluation of
past achievements for lessons; review current programs for gaps; examine the
organization’s strengths and challenges, profile success factors for replication; and
assess its ability to meet future goals in the light of prevailing circumstances,
opportunities presented by the new constitution and devolved system of
government, and the rapidly changing development context in the region. The
strategic analysis tools of SWOT, Stakeholders and PESTELE were used to generate
pertinent information. The process culminated in the development of the strategic
plan that includes all the salient components, the mapping of the project areas, the
implementation process and how these will be monitored and finally evaluated.
Thus, this strategic planning process yielded a roadmap for enhanced capacity
development for the organization, resource mobilization, targeted sectoral
programming, improved support services and general organizational development.
Since this is a key document focusing on longer term objectives, renewing the
purpose and commitment among the team and also communicating St Joseph CBO’s
direction to key stakeholders, the public and donors, the management will closely
monitor the implementation, periodically review the progress and update the plan.
This plan reaffirms St. Joseph CBO’s current and future engagement while making
important decisions about how to improve, enhance, and expand those efforts.
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1
Kenya National Aids Control Council – KASF 2014 - 2019

1.2 Profile of Achievements
In its effort to achieve objectives and overall national goal, the CBO recorded
considerable success in the last 6 years of its operations. Based on the statements
contained in the Strategic Plan, notable achievements are outlined in the section
below. This has been made possible by the CBO’s continuous and consistent
application of its three pronged approach in its policy to design and roll out
interventions. These are:
 Community based participatory approach in all project processes that
include and not limited to assessing the priority needs, development of
suitable and effective interventions and even in the actual implementation,
monitoring and evaluation of the programmes
 Needs-driven approach, ensuring that the programmes and projects do not

consider factors that are discriminatory in fact or perception when profiling
whom to partner with as beneficiaries or in collaboration. In designing
projects, the CBO upheld NEED as the key consideration without profiling
any partners and beneficiaries through any kind of social, ethnic, political,
and religious prism, and
 Collaboration and partnerships, as important and critical pillars to ensure

programmes are implemented with a view to achieve the best results
technically and on time. Funding projects especially may not be possible
without direct and active participation of development partners who also
provide the much needed technical backstopping and support the CBO in
institutional capacity development.
Under the previous strategy, the CBO stated three major Strategic Objectives that
will contribute to the overall goal. Under these objectives, numerous activities were
undertaken through an integrated approach. The following is a summary of the
achievements.
The CBO has implemented projects clustered under different programmes that are
integrated to achieve synergy, efficiency and effectiveness in harnessing the little
resources available for best results in outcomes and impact.
The CBO has proudly hinged projects and activities in the following programmes that
are operational:
a) Support to HIV/AIDS and other Communicable Diseases

This programme has been supported by USAID under the APHIA Kamili banner (that
specifically addressed the HIV/AIDS component) and The Global Fund, which
addressed the TB and other communicable diseases component. The activities
include:
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 Outpatient, primary healthcare and comprehensive care services

 Home based psychosocial and spiritual support
 Nutrition advice and support
 Diagnosis and treatment referral
 TB defaulter tracing and treatment
 School and Church based outreach initiatives
 Multi-topic community based awareness campaigns
 Micro-enterprises education and home improvement activities
 Livestock farming and micro-irrigation projects
 Community savings and credit and linkages with micro-financing institutions
b) Action For Orphans - Support in Vocational Training and Education

The project was initiated in 2017 through the support of Aga Khan Foundation – Yetu
initiative with an objective of enhancing the capacity of CBOs to mobilize local
resources to finance their community-based programmes. The project identified the
need for technical training and vocational education of orphans and vulnerable youth
and their eventual equipping with necessary start-up kits for micro-businesses and
seed money upon completion of training. The activities include:
 Identifying and executing local fundraising activities
 Identifying and enrolling needy orphans and vulnerable youth into technical
training and vocational schools
 Issuing the graduating trainees under the project with start-up business kits
 Undertaking mentorship and basic business training to the enlisted
beneficiaries
 Enhancing structured partnerships with local organizations, corporate
entities and individuals
c) Collaborative Support Activities

The CBO implements other micro-projects under collaborative arrangements with
other local CBOs and NGOs. Notable among them is the ongoing child-sponsorship
programme with World Vision International, where the CBO has an agreement as the
grassroots link for all sponsorship and projects funding activities in Kieni West Sub
County. The project is in its seventh year with a possibility of extension every 3
years.
The CBO mainly undertakes supportive roles with World Vision International
designing and implementing specific projects identified by the target communities,
and include:
 Identifying needy families that enroll in the project
 Communications and linkages with sponsoring families
 Identifying community needs and supporting in designing projects and
interventions
 Delivery of direct projects and benefits to families
 Supporting in education, livelihoods, health, water and sanitation and related
projects.
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The impact of the interventions has not been measured as the summative evaluation
of the programme is still on-going. The following results basically show what the

projects have been able to achieve in terms of numbers, and an addendum to this
Strategic Plan shall be developed and annexed.
Summary of results:
i. Health and Nutrition
 5,500 OVCs received HIV testing and counseling services

 Supported formation and training of 48 support groups working with 1500
PLHIV
 17 groups are legally registered as Self Help Groups
ii. Education and Child Support
 600 OVCs completed secondary education

 120 OVCs have completed tertiary and vocational training through our
sponsorship programs.
 42 OVCs are now engaged in various income generating activities or are in
gainful occupation around the country
iii. Household Economic Support
 310 households benefitted economically through the creation of various

farming and enterprises activities.
 Community Savings and Loaning Groups initiated through our interventions
enlisting 522 OVCs caregivers through membership
iv. Shelter
 47 homes of OVCs were renovated and over 1000 other households were
furnished with assorted beddings.
 Supplied 4000 OVCs with school and occasionally shoes
v. Psychosocial and Legal Support
 24 formal psychosocial support groups for OVCs have been formed

 1020 caregivers trained on basic legal issues. Mentorship process are
continuously provided on family legal issues to 215 maturing OVCs
vi. Tuberculosis Care
 160 households with TB patients (across Nyeri County) are now part of our
Defaulter Tracing Contacts network.
 Through this network, 38 TB treatment defaulters have successfully resumed
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treatment.

1.3 Challenges experienced
Although a lot of effort went to minimizing and mitigating challenges experienced in

the immediate past plan period, a number continue to undermine the progress and
the time that is taken to achieve the objectives. The following issues need to be
continually addressed to fast-track the successful implementation of the programmes
at the community level.
 Persistent ignorance among those who are not aware of their HIV status, re-
emergence of risky and pre-disposing behavior among youth and married
couples, stigma and denial and modern day myths about HIV/AIDS. These are
compounded by a myriad of consequences and perceived (often misconceived)
difficulties envisioned in persons, families and communities when one member
or members test positive
 Insecurity and uncertainty in livelihoods and particularly in household food has
greatly affected community’s resilience and slowed down expected coverage and
generally low results. Therefore, it will be a priority for the CBO to enhance
integration of programme with activities that directly impact positively with
community’s livelihoods security especially agriculture and livestock keeping to
enhance better results in the prevention of further HIV/AIDS infections and the
care of the infected and affected in the years to come
 High turn-over for caregivers and other volunteers. This is especially a major
challenge considering the huge numbers of HIV/AIDS patients, some bedridden in
homes without medical care, and the rising number of orphans as a result of
death of parents due to HIV/AIDS related illnesses
 Shortage of drugs – the programme dispensary has never had any allocation for
the necessary drugs (kits) from Kenya Medical Supplies Agency (KEMSA) as a
Level 1 facility that is also recognized as a CCC. Anti-retroviral drugs (ARVs)
distributed to the centre are usually obtained from the Nyeri Provincial General
Hospital from their allocation. Other drugs necessary for opportunistic infections
are directly purchased by the programme at market prices which is a major
challenge
 Poverty – the project area is largely of low agricultural potential that experiences
low and erratic rainfall which results in frequent seasonal crop failure. This
translates to a debilitating and progressive poverty among target communities
which has continued to impede the success of the programme. Lack of sufficient
food and clean water in many villages has been a major problem to those
affected and infected with HIV/AIDS, communicable and non-communicable
diseases.
 Field monitoring and evaluation is another big challenge because the CBO has
not had reliable facilitation support and the focus area is so huge and far-flung.
Most roads are impassible especially during rainy season, and covering more
than 3,000 people we serve in our CBO is a big challenge.
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 Programmes are dependent fully on donor funds. The programme has been
thinly spread, experienced inadequate resources and insufficient capacity to

meet the growing needs of the people. No funding is available for critical but
incidental projects and the important preparatory phase of new interventions.
 Purchasing and distribution of dairy goats has been hampered by lack of goats to
be purchased from breeder farmers in the district. Though the CBO works
directly with Dairy Goats Association in Kenya, the demand for such goats has
increased and this has made the prices rise in the last 3 years. The CBO has
sometimes been forced to wait for a long period before the goats are ready for
sale.
 Due to lack of resources, the CBO is unable to support as many youthful orphans
who have graduated from the vocational and apprenticeship programme with
startup capital and tools of their specific trade. This has posed a major challenge
as the programme would wish to see them setting up their own micro-businesses
for sustenance.
1.4 Success factors
To step up operations to meet the growing number of clients and communities in

need, and with the blessing of the management at BSJ and the Office of the
Archbishop, the CBO has proactively sought the mutual and valuable collaboration
from other governmental and non-governmental entities to enhance the quality of
services and to seek systematic resource mobilization that is always a challenge.
Another reason for seeking such partnerships is to enhance coordination and tap
available technical and management opportunities to facilitate reaching out more
clients and putting in place appropriate interventions in the attainment of the
objectives. In this regard, the CBO has had a commitment to consistently conform
work within common action framework outlined in the Kenya National HIV/AIDS
Strategic Plan that articulates a set of common targets and results as agreed upon by
stakeholders. This has enabled the CBO to make best use of our own and other
resources placed for our use by partners in support and contribution to an effective
and efficient regional and ultimately national response.
In summary, the success factors recorded by the CBO in the last planning period are::
 Strong organizational capacity within the CBO. The hosts (BSJ) and direct
technical and material support from partners
 Systematic volunteerism that has cultivated a strong sense of ownership and
stewardship among members of the community
 Strong emphasis on community mobilization, training, and capacity building,
more often on targeted projects and mainly focusing on social sustainability
 A lot has been achieved in disseminating information for awareness through
community trainings, outreach programmes, systematic campaigns, and
facilitation in the sharing of information among peers and support CBOs
 Goodwill within the community, making projects sustainable and replicable at
the community level even among non-target families
 Innovative interventions with strong bias towards community involvement,
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sustainability and transparency, which enhance local and international resource

mobilization

1.5 Structure of the Strategic Plan (2020-2025)
The strategic plan is divided into seven chapters. Chapter one looks at the
introduction and background and the context within which the plan is developed
including CBO history, achievements, rationale and approach. Chapter two profiles
the findings and strategic issues arising from the contextual SWOT analysis on the
internal operating environment, Stakeholders analysis and PESTELE analysis on the
external macro-economic environment. Chapter three presents the strategic
direction including the CBO’s vision, mission, strategic objectives and core values.
Chapter four contains the exposition on the CBO’s strategic focus and priorities.
Chapter five profiles cross cutting issues. Chapter six provides the framework for plan
implementation, monitoring and evaluation. Chapter seven contains the institutional
capacity to implement the plan. Chapter eight contains the budgeting and funding
framework. Appendix 1 contains the action for achieving target projections.
Appendix 2 is planning committee
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CHAPTER 2
CONTEXTUAL ANALYSIS
2. Introduction
The St. Joseph CBO’s Strategic Plan 2020-2025 was developed with broad
involvement, guidance and substantial input from the board, management and staff.
The process involved a review by the planning team of the previous strategic plan,
progress reports, various publications and annual reports among the institutional
documents; discussions with key staff and; interviews of stakeholders including
representatives of various community beneficiaries across Kieni West Sub County
and in Nyeri County in general, Board Members and some of the institution’s
strategic partners. The formal and informal interviews provided critical insight into
the past performance of the organization, lessons learnt, as well as invaluable
suggestions for the future strategic orientation of the organization.
2.1 Findings of Literature Review: Regional and National HIV/AIDS Status
There are 42 million people living with HIV and AIDS worldwide, 24.5 million being in
sub-Saharan Africa (Source: UNAIDS/UNICEF). There are currently 4.1 million people
in sub-Saharan Africa with AIDS who are in immediate need of life-saving anti-
retroviral drugs (Source: WTO). Currently, more than 11 million children in Africa
have lost at least one parent to HIV/AIDS, and that number was expected to reach 20
million by 2010. It is a global emergency claiming approximately 8,000 lives every day
in some of the poorest countries (Source: Oxfam). Further studies have shown that 1
in every 100 people worldwide is HIV positive, one third of them are aged 15-24
Source: Action aid UK).
HIV/AIDS in Kenya is generalized and mostly centralized in the key populations.

Estimates in prevalence based on counties show that is varies geographically across
the country ranging from 0.2% to 25.1 % with nine (9) counties contributing 65% of
the country’s new HIV infections. HIV prevalence in the general population reached a
peak of 10.5% among adults in 1995-1996. However, it declined by about 40% to
reach approximately 6.7% in 2003. Studies show that the epidemic has remained
relatively stable with HIV prevalence among adults being 6% in 2006. The decline has
been attributed to the scale up of HIV care and treatment as well as aggressive HIV
advocacy and behavior change communication. Reduction in the new infections has
been low. The KAIS survey of 2012, reported that 44% of the new HIV infections were
in married heterosexual couples while 21% were among the female sex workers
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(FSW).

The wide geographic variation in HIV burden requires stakeholders to double efforts
and commitment to further reduce the burden of HIV and AIDS. The end term review
of KNASP III identified new achievements, strengths and weaknesses of the existing
HIV response and the gaps relevant to HIV response.
It gives guidance on the coordination and implementation of the HIV response in line
with the Vision 2030, which underscores the importance of health as a key building
block in transforming Kenya into a middle income country. Being a key reference
policy, the Nyeri County Health Policy “prioritizes the elimination of communicable
diseases while combating HIV and AIDS effectively”.
This calls for the collaborators in the civil society and within government to develop
and implement strategies towards scaling up high impact interventions towards the
reduction of new HIV infections, HIV related mortality, HIV associated stigma,
discrimination and a corresponding increase in domestic financing of the HIV
response Kenya has the fourth-largest HIV epidemic in the world in terms of the
number of people living with HIV, which were 1.5 million people in 2015.
Approximately 36,000 people died from AIDS-related illnesses in the same year,
although this figure is steadily declining from its total of 51,000 in 2010. 660,000
children are orphaned.2
Since the first case of HIV in Kenya was detected in 1984, it has remained one of the
major causes of mortality in the country, putting huge demands on the healthcare
system as well as the economy. HIV prevalence peaked at 10.5% in 1996, and had
fallen to 5.9% by 2015. This is mainly due to the rapid scaling up of HIV treatment
and care.3 Kenya’s HIV epidemic is often referred to as generalized, affecting all
sections of the population including children, young people, adults, women and men.
30% of new HIV infections in Kenya are among people from key populations.
In recent years, a number of studies have identified concentrated epidemics among

certain groups who are particularly vulnerable to HIV transmission. The government’s
current HIV/AIDS strategy, the Kenya AIDS Strategic Framework 2014/2015 –
2018/2019 (KASF) acknowledges this, describing the epidemic as “deeply rooted
among the general population” alongside “concentration of very high prevalence
among key populations”.
Geographic location is also a factor, with 65% of all new infections occurring in nine
out of the country’s 47 counties – mainly on the western region of the country. 4
Although HIV prevalence among the general population has fallen in Kenya, women
continue to be disproportionately affected by the epidemic. In 2014, 7.6% of women
were living with HIV compared with 5.6% of men. 5 Young women (aged 15-24)
2
UNAIDS ‘HIV and AIDS Estimates’ 2016
3
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Kenya AIDS Strategic Framework 2015-2019

4
Kenya HIV Prevention Revolution Road Map – MOH 2014
5
Kenya National AIDS Control Council – Kenya AIDS strategic Framework 2015 - 2019

account for up to 21% of all new HIV infections with a prevalence of between 4 and 6
times higher than males of the same age. This is found across all groups and across all
geographic areas, from young female sex workers and young women who inject
drugs to young women in discordant couples and young women in and out of school.
As in many parts of sub-Saharan Africa, women and girls in Kenya face discrimination
in terms of access to education, employment and healthcare. As a result, men often
dominate sexual relationships, with women not always able to practice safer sex
even when they know the risks.
More than half (53%) of the 1.6 million people living with HIV in Kenya are unaware
of their HIV status6. There are an estimated 260,000 couples in HIV zero-discordant
couples (when one partner is HIV negative and one is positive). These couples
significantly contribute to new infections.
As a result, HIV testing and counseling (HTC) has become a major feature of Kenya’s
HIV response. The country has adopted a number of innovative approaches to HIV
testing in recent years, including targeted community-based HIV testing and door-to-
door testing campaigns.
2.1.1 HIV Prevention in Kenya
Kenya is widely regarded as one of sub-Saharan Africa’s HIV prevention success

stories. Annual new HIV infections are less than a third of what they were at the peak
of the country's epidemic in 1993. In 2015, there were an estimated 78,000 new HIV
infections in Kenya, compared to 100,000 in 2013 - UNAIDS (2016)
HIV education and awareness is an important component of HIV prevention in Kenya.

The most recent policy on HIV education, published in 2013, aims to develop
programmes to enhance HIV prevention, care and support for school pupils as well as
education personnel (e.g. teachers). It emphasizes that strategies must be gender-
sensitive because women and girls are disproportionately affected by the epidemic.
In 2015, around 826,000 adults and 71,500 children were accessing antiretroviral
treatment (ART). This equates to 58% of adults who are in need of treatment
receiving it, and 73% of children. In 2015, Kenya began to adopt 2015 World Health
Organization recommendations to immediately offer treatment to people diagnosed
with HIV. This should increase ART access further.7
Approximately 68% of Kenya’s national HIV response is externally funded. The

remaining 30% is funded by the Kenyan government (17%) and private individuals
(13%).8 Although government spending has more than doubled between 2006 and
2012 (from $US 57.49 million to $US 153 million), dwindling funds from international
donors pose a challenge for the sustainability of Kenya’s HIV response. Kenya’s
6
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7
UNAIDS 2016 – Prevention Gap Report
8

reclassification to middle-income status, in July 2015, may see it miss out on vital
funding as donors focus on low-income countries.
2.1.2 HIV Burden in Nyeri County
HIV and AIDS has been identified as a leading cause of morbidity and mortality in
Nyeri County with 20,797 people living with HIV and an estimated 1,307 new HIV
infections reported annually.9 Although HIV testing services (HTS) is a key
intervention in prevention and treatment, approximately 30% of the population in
the county does not know their HIV status. Nyeri County has 126 facilities offering
PMTCT services out of which 35 provide care and treatment services. The County’s
ART coverage is estimated at 99% and 68% for adults and children respectively while
the total number of households with orphans is 19,94810.
From the aforementioned, Nyeri County’s burden of HIV and AIDS continues to
impact negatively on the economic performance of the individual, family and
community in the medium term.
Sources of New Infections11 % National Incidence

1. Heterosexual sex within union/regular partnerships 44.1
2. Casual heterosexual sex 20.3
3. Men having sex with men/Prisons 15.2
4. Sex work 14.1
5. Injecting drug abuse 3.8
6. Health facility related 2.5
It is important to note that the effects of HIV/AIDS are being felt at all levels of
community development both at household and at the community spheres, and this
has greatly suppressed social-economic advancement of the affected households.
The Catholic Church – In Context.
The programme activities and interventions are designed to contribute to the

Catholic Church’s strategy as highlighted by the Kenya Episcopal Conference –
Catholic Health Commission: ‘To promote and improve the health status of all
Kenyans…..and to promote the education of the population to take responsibility for
their health and to engage health seeking behavior as a way of life, and in particular,
contribute toward mitigation of the HIV/AIDS epidemic’ and that of the United
Nations Sustainable Development Goals that sets to ‘end the epidemics of AIDS,
tuberculosis, malaria and neglected tropical diseases and combat hepatitis, water-
9
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Kenya HIV County profiles 2014

10
Nyeri County AIDS Strategic Plan – CASP 2017
11
Kenya National HIV/AIDS Strategic Plan 2005/6 – 2009/10 (source Spectrum Model, MOT 2008)

borne diseases and other communicable diseases by 2030 and substantially reduce
the proportion of youth not in employment, education or training by 2020’.
Reference is also made to the importance the Archdiocese of Nyeri is placing in the
fight against HIV/AIDS, particularly in the support of those infected and their affected
families and communities.
The Catholic Church in Nyeri and all its pastoral and development institutions has
always regarded the impacts of HIV/AIDS in the community and in the country with
great concern. The development of this strategic plan recognized, and is in line with
the Archdiocese of Nyeri’s strategy of ‘supporting community-based health initiatives
in areas of HIV/AIDS, in activities that will promote community attitudinal changes to
reduce the spread of HIV/AIDS, enhance active participation of communities in the
care and support to those infected and affected, promote rehabilitation process of
those going through the support systems, provide technical and material assistance
in support of the insecure livelihoods of the affected families and lobbying for the
strengthening of existing medical referral services12. ‘
2.2 Findings of PESTELE Analysis
2.2.1 Economic Factor

St. Joseph CBO primarily works in Nyeri County, between the Aberdare Ranges and
the leeward side of Mt. Kenya. This expansive area has been settled by communities
largely from the greater Nyeri County who migrated from the more productive
regions due to the high rising population that has exerted huge pressure on
resources especially land. The area experiences frequent droughts due to low and
erratic rainfall. As a result, food insecurity is a major household challenge in many
parts except those areas that border the Aberdares. Kieni West has an estimated
population of 79312, 43.5% being male, and 50.5% female 13. The greater Kieni
Constituency has a population of 163446.
Small scale farming is the main livelihood for the majority of the community, with
most tilling between 4 and 10 acres. Farmers in the lower drier areas of Mweiga,
Kiawara and Chaka cultivate maize, beans and potatoes mainly for household
consumption. Fresh vegetables that include cabbages, carrots, onions and tomatoes
are cultivated by communities close to the few seasonal rivers that flow from the
Aberdares and Mt. Kenya, and by farmers who have land close to the more humid
and favorable areas of Endarasha and Gatarakwa on the slopes of the Aberdares.
There are a few whose land holding is much less than 2 acres. Small scale dairying is
practiced also, with a good chunk of the local economy derived from the sale of raw
milk. Considering the poor weather, this is not a year round occupation as the herds
may not produce milk throughout the year.
Most youth are not fortunate enough to secure employment as there are very few
opportunities in the region. A small percentage is absorbed on casual basis by a few
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12
Strategies of Caritas Nyeri - Archdiocese of Nyeri Strategic Plan 2017 -2022
13
Kenya Demographic and Housing Census, 2010

large-scale horticultural farmers who irrigate to grow export market vegetables and
cut flowers. These farms do not provide jobs all year round and thus can only take in
a few casuals for a week or two, at a paltry KES 200 per day as payment.
Unemployment among the youth is a major social and economic problem.
Communities exploring farming of subsistence food crops in these marginal areas

face challenges due to the very nature of the few opportunities available, coupled
with poor yields from the farms as a result of infertile soils, erratic and poorly
distributed seasonal rainfall, and obvious lack of skills in appropriate farming
practices. Poverty has over the years escalated making the communities quite
vulnerable.
2.2.2 Social Factor

Kieni West District has a rich social cultural value base. Over the years however, this
has unfortunately been eroded and progressively replaced with an unstable societal
characteristics. This vast region was not settled at the same time, with many areas
having been occupied in the last 25 years. The whole process of families moving in
from an “ancestral background” created a freedom to most communities who were
earlier traditionally bound by strong family ties, opening up space for people to live
without strict communal values. This has evolved a new community that has over the
years created a new set of values that are not appropriate in fostering unity and a
common purpose for a stable and progressive community.
Instead, many people live as single unit families and not as a homogeneous
community that share common values and natural assets, and confronting problems
as one. Only 30% of the region’s community is estimated to live within a fairly stable
social environment, and the rest of the majority are vulnerable to many social ills and
pervert habits and vices unfavorable for real social economic development, and that
predisposes them to the dangers of HIV/AIDS and other illnesses.
New settlements springing up in low and medium agricultural potential areas pose
new developmental challenges where primary health services, water and sanitation
facilities, schools, and even food are major challenges. Settled areas present
extremely difficult livelihood scenarios that require immense infrastructural
development and basic amenities necessary for a stable community.
2.2.3 Technology Factor

The technology factor continues to drive growth in Kenya, with over 70% of the
country’s population having access to financial services. ICT will remain attractive to
investors due to (i) government’s support for innovation, (ii) increased exposure of
Kenya’s tech products to the global market and foreign investors, and (iii) relative
ease of entry into the sector. The CBO will leverage mobile telephony and digital
revolution to improve visibility, fast-track information processing and turnaround in
decisions, and expedite communication and information sharing with stakeholder for
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improved customer satisfaction.

2.2.4 Environment Factor
The environment factor establishes the extent to which environmental
legislation/regulations or restrictions affect the strategic direction and sustainability
of CBO activities. Notable drivers of environmental degradation are high rates of
population growth, inappropriate technology, unsustainable consumption and
production patterns, and increased incidences of poverty and climate change. Others
are lack of appropriate waste management and sanitation systems, industry and
transport related pollution which adversely impact on air, water, soil quality and
human health and well-being.
Aware of the stipulations of the National Environment Policy, 2013, it behooves the
CBO to conduct work/office environment and safety audits to identify operational
risks and take appropriate action including disposal of waste generated at work sites
such as waste paper and sanitary waste.
2.2.5 Legal-Ethical Factor

The CBO shall engage in business transactions and other mutual relations with
customers and collaborators and as such require investment in legal resources and
counsel when entering into contractual agreements or redressing commercial
disputes.
Ethical factors are cross cutting issues that dictate societal norms and behaviors such
as integrity, honesty, choice, morals and values. Being a church institution, these
virtues are enshrined in the core values. To embed these values as wells as comply
with requirements of Chapter 6 of the Constitutions of Kenya 2010, the CBO staff
ought to be sensitized and trained to uphold integrity as a key pillar in operations and
transactions.
2.3 Findings of SWOT Analysis
The internal analysis involving key staff produced findings on Strengths, Weaknesses,
Opportunities and Threats of the CBO.
2.3.1 CBO Strengths

a) The CBO is well positioned to address its core business due to the goodwill it
enjoys within the ranks of Brothers of St. Joseph and the office of the Archbishop.
Further, the CBO enjoys unparalleled confidence, cooperation, and support
within the communities, the Government, and major stakeholders that include
Development Partners
b) The CBO is recognized by the Constituency Aids Control Committee due to its
commitment to work within the laid down policy
c) The CBO has consistently developed adequate infrastructure that include VCT, a
dispensary and multi-purpose Hall that do facilitate its operations in the fight
against HIV/AIDS
d) The CBO has a well-established framework under which it operates, maintaining
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and sometimes exceeding minimum standards in counseling and testing,

treatments for opportunistic diseases, referral systems, reporting systems and
other management aspects
e) The CBO has appropriate linkages with grassroots that has facilitated very
systematic community mobilization, projects implementation, and follow-up.
f) Through the support of partners, the CBO has secured office amenities and
transport for the operations. These include computers, email services, office
furniture, and other peripherals that are vital for the work ahead.
g) The CBO has information sharing network through the established resource
centre within Brothers of St. Joseph
h) Targeting – The CBO has made a brand for working with and proactively reaching
the most deserving and the poorest in the society. Though it does not
discriminate in whichever way, it has earned considerable respect for ensuring
that those who need the services most are attended to especially in the home-
based care facet of the programme
i) The CBO has existing community structures and volunteers who are well trained
and experienced in the programme
j) CBO has improved capacity to engage in local resources and funds mobilization
k) CBO has excellent relationships with partners at local, national and international
platforms, and an acceptable accountability and integrity threshold
l) CBO has retained trained personnel that include a Nursing officer, a Clinical
Officer, a Laboratory Technician and VCT Counselors
m) CBO has a good management structure at both community and organizational
level
2.3.2 CBO Weaknesses
a) Low coverage –the project has concentrated on very few sub-counties against a
huge demand for services in the entire county. This is partly due to the limited
resources and funding
b) Short-term planning as a result of short term funding (Donor driven plan)
c) Not fully integrated with the grassroots structures and other on-going
interventions in the areas of livelihoods, particularly agriculture which is the main
economic activity in the region
d) Inadequate staff capacity and motivation programme due to insufficient staff
development
e) Activities follow ups not consistent. This is due to inadequate staffing level
f) Clients under treatment often default instructions and stop taking drugs as
required, making the process even more dangerous and de-motivating.
g) Insufficient interventions for OVC needs
2.3.3 CBO Opportunities

a) General social-political environment is conducive for continued programme
implementation - the Government’s enhanced commitment to support
grassroots organizations in the fight against HIV/AIDS, communicable and non-
communicable diseases.
b) Cordial donor relationship and opportunity for enhanced donor partnership
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c) Emerging opportunity in local resources mobilization and existing goodwill with

local organizations, corporate entities and individual philanthropists

d) The CBO is well received and represented in key decision making forums both at
National and County level
e) Active involvement and support of the Congregation of Brothers of St. Joseph
and the authorities within the church in the CBO’s activities
f) Enhanced and revitalized community commitment to the projects activities
through local fundraising
g) Renewed collaborative framework with the Government and other international
agencies
2.3.4 CBO Threats

a) Unpredictable climatic changes and poor weather, resulting to food insecurity,
that continues to limit rapid progress in economic advancement leading to
sustained poverty in the rural areas
b) The new infections among married couples and the youth threatening the gains
already made.
c) Donor fatigue - continuous funding is not guaranteed
d) Inconsistency in approaches among players resulting to unhealthy competition
2.3.5 Leveraging Strengths

 Enhance relationship with communities, closer encounter with community and
county structures for improved participation and ownership
 Develop very innovative and sustainable local fundraising programs
 Improve on services provided at the outreach programme and in the Dispensary
to attract more clients on their own volition and facilitate consistent follow-ups
 Improve working relations and partnership with current donors, and especially
the County Governments, and look for ways that will increase and diversify the
partnership base
 Enhance an effective and efficient financial and operational framework for
improved accountability and transparency
 Continue to enhance the management standards at all levels in order to
maintain efficiency and effectiveness in the programme
2.3.6 Mitigating Weaknesses:
 Identified organizational strengths that are largely factored on systems, policies

and strategies, and St. Joseph CBO undertake to enhance and strengthen them.
 Review focus areas and consider the needs of the community, improved
community-based development structure in the county.
 Capacity building and empowerment for the community structures. More
dialogue with other stakeholder programmes and communities.
 Enhance follow-up regimes for the HIV/AIDS clients, their families and
communities to ensure that standards are followed in the process
 Develop a strong and systematic monitoring and evaluation systems
 Enhance discussion with the county’s Department of Health to ensure that the
Page21
dispensary is considered for enlisting to receive the necessary and regular

supplies from KEMSA.

 Develop specific projects that will address livelihoods issues particularly food
security among the clients and their communities.
2.4 Findings on Stakeholders and Partners Analysis
The CBO shall continue to proactively seek and build partnerships to ensure
continuous financial and technical collaboration with other like-minded players with
a view to expand, intensify its programmes and improve on quality of services. The
national and county governments departments especially NACC and the Ministry of
Health and Sanitation shall remain our major partners. NGOs and CBOs specializing in
specific concerns of mutual importance to the success of this Strategic Plan shall be
brought on board. The programme appreciates the fact that there are some key
programme objectives and activities where the CBO lacks expertise in, and the gap
shall be filled through such collaboration and partnerships.
St. Joseph CBO shall continue to network and work with all relevant and critical
stakeholders towards the achievement of objectives and the overall goal and shall
strive to reach out to relevant departments’ networks and structures to improve on
information sharing, roles sharing and ensure that tasks are implemented effectively
and with increased efficiency as part of evangelization. Notable stakeholders and
partners currently working with St. Joseph CBO are as follows:
Organization Involvement/Function/Role Project Notes

1 USAID Funding OVC care and Support Aids Population and
Technical Support Clients Support Health Initiative
Capacity Building VCT Assistance (APHIA Plus)
Office Equipment
2 AMREF-KENYA Funding Office equipment Staff and Community
Technical support volunteer facilitation
Capacity building
3 World Vision Kenya Financial and Logistical Support Sponsorship Funds staff and support
Programme budget on child
sponsorship in bursaries
and household
improvement
4 The Aga Khan Foundation/ Capacity Building in local resources Local Resources Funding activities,
Yetu Initiative mobilization Mobilization Campaign training/capacity
development
5 Ministry of Public Health Technical Support, All projects Seconded Staff at the
and Sanitation Monitoring and Evaluation dispensary, providing
technical backstopping
in all projects
6 National AIDS Control Technical Support, Policy All projects Support through CACC,
Council Kieni
7 Ministry of Livestock and Technical Support Livelihoods Support Dairy Goats, dairy Cattle
Fisheries
8 County Department of Technical Support All projects, Monitoring Support through reports
Culture and Social Services and evaluation and policy
9 County Department of Funding Bursaries On-going
Education
.
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CHAPTER 3
STRATEGIC DIRECTION
3. Introduction
The St Joseph CBO is substantively an organic bridge between international, national,

and regional actors and the local beneficiary partners in its core service. Being part of
the church in Nyeri and, further considering that the primary role of the operations
of the CBO is evangelization through acts of charity, the CBO was indeed inspired by
the vision of the Catholic Archdiocese of Nyeri ie “being a leading Catholic Christian
Community in the evangelization at the service of the Kingdom of God” to draw its
statements of intent and purpose to “provide a focused, functional and truly
community based link to facilitate evangelization and integrated interventions
contributing to the overall reduction of the spread of HIV/AIDS, communicable and
non-communicable diseases, improvement of the quality of life to those infected and
affected and mitigation of the social-economic impact of the epidemic”.
The CBO’s strategic direction, as expressed in the vision statement, shall resonate
with its rebranded status and potential for growth and expanded scope to reach out
and witness to a bigger community. Hence, the reviewed vision shall illumine the
CBO’s purpose and mission to bring change and transformation to a people faced
with the ravages of HIV/AIDS within the Nyeri County and beyond. St. Joseph CBO
core mission is the expression of the mission of the church, facilitating people and in
particular those affected and infected with HIV/AIDS, communicable and non-
communicable diseases together with the community they live with. In working
towards ensuring that they are accorded CARE, HOPE and SUPPORT, St. Joseph CBO,
its management and the entire BSJ fraternity will focus in enhanced Self-Reliance to
ensure that the goals are not only consistently met, but also sustainably.
3.1 Mandate
“To evangelize the people of God in all situations and circumstances, through the
apostolate, activities, and projects which witness the Love of Christ in all their
undertakings and to all”
3.2 Vision:
“A community freed from the social ills of HIV/AIDS and living a dignified life
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3.3 Mission:

“A CBO committed to healing, care, support and socio-economic empowerment of
vulnerable persons living with HIV/AIDS, their families and the community at large
within the Nyeri County and immediate neighborhood
3.4 Goal
In pursuit of the vision, guided by the mission, and driven by the core values, St.
Joseph CBO will aim to reduce the spread of HIV/AIDS, communicable and non-
communicable diseases; improve the of quality of life; and mitigate effects of
HIV/AIDS for those infected and affected by providing preventive services, treatment,
care, hope and support.
This goal shall be realized through the following specific three broad approaches.
 Prevention of new HIV infections through community-based initiatives
 Improvement of quality of life for those infected and affected
 Community Empowerment to alleviate social-economic situation towards
fighting the challenges of HIV/AIDS, communicable and non-communicable
illnesses.
3.5 Core Values:

Core values are outlined primarily to provide social parameters and beliefs that
identify and differentiate organizations, and form the main process of the
organizational culture. St. Joseph CBO takes pride in its three main foundations that
have extremely relevant values in their commitment to offer services to the
community especially the very needy, poor, and vulnerable. The CBO has developed
its core values from within after a lengthy consultation with stakeholders and from a
deliberate reflection on those values that identify its foundation, that include the
Archdiocese of Nyeri, Brothers of St. Joseph and the government’s National AIDS
Control Council. The core values that will guide the CBO in the implementation of its
strategic plan for the next five years are:
 Faith and Christian Witness

Enhancing evangelization and ensuring Christian values are always manifest in
all actions
 Charity and Love for Service
Service to all with a deliberate and preferential option for the poor
 Social Justice
Commitment to uphold and advocate for individual rights and responsibilities
without compromise
 Respect
Partaking high regard for each individual and entity for mutual development
of people
 Stewardship
A devotion to service that radiates and reflects integrity, truthfulness,
prudence, and accountability
Page24
 Subsidiarity

Recognizing and supporting each stakeholders’ individual and collective role
and function
 Solidarity
United in a common purpose with all and recognizing the special needs of
women, children, and youth and united in the common purpose.
 Involvement and Participation
Observe maximum engagement with people living with HIV/AIDS, their
families and the community at large
CHAPTER 4
STRATEGIC FOCUS AND PRIORITIES
4. Introduction
Assistance programs that deal with the provision of Care, Hope, and Support to
PLHIVs and the overall development of vulnerable people are only sustainable if and
when the communities themselves are empowered and motivated to take charge of
their own lives. St. Joseph CBO proactively embraces this commitment at both
institutional and programme level, involving the people in identifying their desired
interventions and integrates such interventions with regional and national policy on
HIV/AIDS, communicable and non-communicable illness. The program also supports
the communities to evaluate their own strengths and abilities including resources
and mobilizing them into taking up critical positions to capture the existing
opportunities.
Currently, the CBO is associated with the following general interventions:
 Prevention programmes that reach thousands of community members.

Prominent is the targeting of most-at-risk population approach adopted in
the programme and behavioral change programmes targeting youth and
women
 Treatment access to clients with general ailments, systematic referral system
and after treatment follow up
 Home based care programmes with trained community volunteers at the
village level
 VCT facilities that include other specialized counseling services such as peer
counseling, alcohol and drug abuse counseling etc
 Spiritual support and accompaniment through prayer sessions for those
infected, affected and those who take care of them
 Support PLHIVs start income generating activities
 Care of orphans, vulnerable children and other vulnerable community
members
 Enhanced nutritional support, particularly through home-grown
interventions
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 Support to community empowerment and capacity building

 Networking and collaborative initiatives with other institutions and
organizations, sharing information and resources including human resources
 Lobbying and advocacy – especially in the development and implementation
 of policy
In developing the strategic focus and priorities, St. Joseph CBO is informed and
guided by the national strategy which has been developed, disseminated, and
coordinated by the National AIDS Control Council (NACC) and TB and leprosy
department. Locally CACC coordinates the implementation of the national council
among all local actors, and the committee forms a critical player in the activities of
the CBO. In its desire to fully implement programmes and projects in line with the
national and county strategy, St. Joseph CBO has domesticated the strategies
outlined by NACC to enhance relevance and result based management at the local
level. To this extent, St. Joseph CBO shall consistently implement projects that will,
inter alia:
 Avail HIV testing, treatment and counseling, TB screening, defaulter tracing

and treatment and general medical services
 Become active advocates for economic empowerment, HIV risk awareness
and stigma desensitization
 Create Household economic opportunities that strengthen beneficiaries
livelihoods, including direct support to orphans and most vulnerable youth
Chapter four on strategic focus and priorities is structured to reflect Key Result Areas,
aligned operational Objectives and planned interventions below.
KEY RESULT AREAS, OPERATIONAL OBJECTIVES, INTERVENTIONS AND OUTCOMES
4.1 Key Result Area 1: PREVENTION CARE AND SUPPORT
Provision of cost-effective prevention, treatment, care, and support services,

informed by an engendered rights-based approach, to realize Universal Access
4.1.1 Operational Objectives:

1. Increase the coverage of PLHIV clients who receive comprehensive care
services under the programme from the current 150 to 300 within five
years
2. Increase the coverage of OVCs clientele who receive care and assistance
under the programme from the current 3000 to 5000 within five years
3. Provide access to services to an increased number of voluntary Key
populations from the current 50 to 100 within 5 years
4.1.2 Proposed Interventions:
a) Preventive measures
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 HIV Testing Services/Voluntary Counseling and Testing Services (HTS/VCT)

These will be accessed through the existing approaches that include static
centre at the St. Joseph Dispensary Mweiga, scheduled mobile HTS
conducted in selected sites within the community.
 The moonlighting HTS that will be organized and conducted consistently on
specific days and sites especially in urban environments and any other area
that may be identified.
 The programme intends to intensify door to door HTS/VCT campaigns in
specific villages that have been found lagging behind in attending the
conventional approaches, or is found unable to attend due to any other
reasons. Such campaigns will indeed pose great challenges but the
programme intends to design a system that will deliver acceptable results.
 Community education and mobilization will form an integral part of the
intervention, to educate and create awareness within the community on the
importance of knowing one’s HIV status. Vulnerable particularly youth and
women will be accorded special attention during the mobilization phase. The
community awareness meetings and awareness creation through campaigns
shall precede all HTS approaches to engage with the communities thereby
enhancing the success of the intervention.
b) Treatment and Referral
 Provision of Anti-retroviral treatment (ARVs) to 300 PLHIV in the next 5 years

 Lobby and continue requesting for the appropriate kits for the dispensary
from KEMSA
 Provide essential drugs for the treatment of TB to both HIV and non HIV
patients with TB
 Provision of laboratory services at the dispensary
 Ensure that there is a systematic referral services between the community
to, the dispensary, local health centers, sub-county and County Hospital. This
process shall be done through consultations with the relevant health
facilities. This shall be done for complex services that are not offered within
the programme, and include complicated OI and PMCT
 Medical examination and treatment (OIs)
c) Home Based Care Programme(HBC)
 Enhance and improve the on-going home based care programme through
proper and continuous training and follow-up of the CHVs
 Continue offering psycho-social support to the infected and affected
 Management of primary health care – provision of necessary kits
 Adherence counseling
 Nutritional counseling and support
 Patients follow-ups and referrals
 PSSG therapy through Support meetings
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 Health and Sanitation supplies

d) Assistance to Orphans and Vulnerable Children (OVCs)
Assistance in the six main themes to enhance the quality of life for the identified
OVCs
 Shelter – to include improvement of shelter to habitable standards, lighting,
kitchen amenities
 Nutrition support – provide supplementary nutritive food commodities
 Education - support in bursaries for the early childhood development
education and tertiary and vocational training, provide basic support in terms
of uniforms, books, hygiene pack, star-up kits for graduates of vocational
training
 Health – support given to orphans to enhance primary health that include
mosquito nets, water purifiers, soaps, detergents , assistance towards
hospital fees, medication and other related costs
 Psychosocial support – continuous counseling and ensure integration with
relatives and community members for the orphans
 Child protection – provide legal services and paralegal accompaniment when
necessary
 Economic empowerment – for those OVCs who have completed the
vocational training, integrate them in the existing livelihoods support
activities within the programme.
e) Nutritional Support
 Nutrition and food security assessments to be done seasonally to inform the

communities ability to access essential food commodities
 Provision of relief food and occasional high-nutritive food supplies especially
during prolonged droughts that are common within the target groups.
 Advisory on dietary requirements
4.1.3 Outcomes
1. Reduced risky behavior among the general, infected, Key populations and
vulnerable members of the target community
2. Proportion of eligible clients on care and treatment increased and sustained
3. CBO’s health systems deliver comprehensive services and referrals
4. Care and support enhanced for all enrolled clients and their families
4.2 Key Result Area 2: LIVELIHOODS SUPPORT
St. Joseph CBO will continue to develop and implement appropriate livelihoods
security support programmes mainstreamed in key result areas through long-term
programming, addressing both the root causes and effects of the epidemic

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1. Improve the livelihoods of up to 1000 persons infected and affected
through proven and appropriate micro-economic activities in the next five
years
2. Progressively reduce dependency on materials and short-term

interventions for up to 600 persons infected and affected through
community micro-enterprise activities development in the next 5 years.
a) Social and project management training and formation workshops shall be

organized and conducted to 30 support SHGs for livelihoods security
assistance
b) Technical training to enhance specific and basic agricultural skills and
knowledge to prepare the communities for the interventions
c) Distribution of 1000 mature and good breed dairy goats, preferably the
tested Kenyan Alpine, German Alpine or Toggenburg, to 1000 families to
help the families produce own goat milk for household consumption and for
sale to increase household income
d) Distribute 50 dairy cow’s among the support SHGs to ensure ownership and
involvement to families, increasing access to milk for dietary requirements
and for sale
e) Distribution of assorted vegetable seeds, with more emphasis to traditional
vegetables to 20 support SHGs and families per year towards establishing
kitchen gardens
f) Distribution of simple bucket drip-kits for micro-irrigation at home level to
100 families. These will be utilized in supplanting rain-fed systems in Kitchen
gardening to ensure that the families have vegetables throughout the year
for their household use and for sale to the neighbors, earning them extra
cash to sustain the project and to provide for other household cash needs
g) Provide training, technical, and material support to crafts and other cottage
industry activities identified and formed among the caregivers, support SHGs
and families. These micro-industries shall engage in the production of art and
craft items that are in demand locally, nationally and internationally. 30 new
groups will be trained.
h) Reorganize and strengthen the existing 10 micro-finance saving and credit
groups and set up a revolving fund for SGHs to access soft loans to facilitate
starting-up or expanding individual and SGHs based micro enterprises.
4.2.3 Outcome:
1. Livelihoods security integrated in the HIV/AIDS programmes and sector core
strategies
2. Improved household food security
3. Improved household incomes
Page29

4.3 Key Result Area 3: COMMUNITY EMPOWERMENT AND SOCIAL
TRANSFORMATION
Targeted, community-based programmes towards community empowerment and

social transformation
1. Reduce inherent community ignorance and apathy in the understanding

and proactive participation in the health issues.
2. Improve and increase community participation and involvement in the

design, implementation and monitoring of all health issues.
3. Enhance community’s technical and social inputs in the establishment and

management of all integrated projects undertaken
a) Design, prepare, and conduct a series of community trainings, seminars, and

workshops geared towards rapid and sustained empowerment and
transformation. These processes shall target different community SHGs that
include men, women, community and civic leaders, peer SHGs, youth and the
opinion leaders from the selected 20 communities. 20 trainings/seminars will
be conducted per year.
b) Mobilize schools and churches towards formation of clubs and associations

that will be placed as second level platforms for social change among school
going youth, the church community and the general populace. In schools,
focus shall be on secondary schools. All churches irrespective of faith shall be
enlisted in the process. 20 schools and 20 church communities shall be
engaged per year.
c) Collect, review and disseminate information posters, brochures and other

ECD materials with relevant information, facts and figures and important
steps that communities should take to improve on their participation and
empowerment towards becoming a competent society.
d) Awareness campaigns through road shows and billboards undertaken in

strategic places, markets, schools, churches, etc for information sharing and
discussion triggers among the community members
4.3.3 Outcome:
1. The target communities and local networks that include community

Page30
representatives, support CBOs, leaders and volunteer workers respond to

health issues within the local context, facilitating appropriate remedial
measures and intervention
4.4 Key Result Area 4: COMMUNITY AND INSTITUTIONAL CAPACITY BUILDING
The CBO as mentioned earlier has pooled both management and technical staff
seconded from the Brothers of St. Joseph and government, with a number of
positions being run by lay employees. However the need to enhance the overall
performance borders on continuous training and career development strategy for
the CBO to sustain its increasing and often challenging tasks as outlined in this
Strategic Plan. The CBO shall develop systems that will improve institutional, staff
and community players’ capacity and competence to implement the programme
1. Develop and implement an in-house staff development programme,

strengthening the overall staff capacity through continuous staff appraisal
and trainings. This will attract, ensure development and motivation of the
right teams at all levels.
2. Improve on the overall management of the programme at office and field

level through proper and accountable management of non-human
resources
3. Improve the efficiency, quality, and magnitude of services rendered to the

community
a) Competitive hiring of additional staff especially in areas of data management,

field officers and social workers to support the roll-out of the programmes
and projects. Seconding of such staff from the government is also being
proposed
b) Staff capacity audit – This is a continues activity that include suitability
assessment and training needs
c) Training of Staff – 2 staff members will be trained on specific areas per year
for the next five years. This will be informed by the training needs
assessment in relation to the demands of the programme and the available
resources
d) Institutional Needs assessment has already been made in view of the current
resources at the programmes disposal and the capacity required for the next
five years.
e) The programme notes that it will procure and manage the following
resources in the next five years, that are not currently available:
o One new double cab 4WD vehicle for field activities
o 2 motorcycles for the field staff
Page31

o 2 laptop computers, a video camera and an LCD Projector, all
necessary for training and reports and documentation
o 1 Generator sets for use during moonlighting VCT for remote villages
that are without power
o Expand the existing office space to accommodate additional staff
o Improve on Internet connectivity at the Offices
f) Renovation of the St. Martin Hall to include a modern and well equipped
community resource and training centre. It is planned that the existing Hall
shall have a library with demonstration materials, training aids and an
appropriate internet connection will be established to provide an
Information Centre where references will be available to clients and
community members visiting the dispensary, the VCT or undergoing training
or seminar in the existing multi-purpose hall.
4.4.3 Outcome:
1. The CBO’s management, programme and staff continuously capacitated to
implement and facilitate professional services and uphold best practices at
all levels
2. All services are rendered to the community efficiently and effectively

contributing to the achievement of the goal
4.5 Key Result Area 5: MOBILIZATION OF RESOURCES
The achievement of more effective design and implementation of programs under

this Strategic Plan necessitate immense financial and personnel investment. The
organizational structure shall be reviewed from time to time to include additional
personnel either on voluntary basis or hired on short term contracts, individuals with
technical expertise in thematic areas in the programme. During the past fifteen years
St. Joseph has been very successful in developing capacity in the design and
implementation of HIV/AIDS and related programs funded by USAID among others,
and the plan shall borrow heavily from this capacity. The organization is slowly
shifting to finding sustainability methods of local resource mobilization, and has
started with the Action for Orphans project that is wholly supported through local
fund-raising. However, the bulk of the funds for most of the projects shall still be
sourced through the traditional methods.
The ultimate objective of this strategy is the eventual development of local resources
mobilization activities to support donor-placed programme budget and increase
programme sustainability
1. Improve on profitability from the multi-purpose hall that will support 60%
Page32
of all CBOs recurrent budget in the next 5 years

2. Improve on the CBOs local fundraising and resource mobilization capacity
3. To ensure that the CBO’s activities at the community level are gradually
self-supporting and self-sustaining
4.5.2 Proposed Interventions:

a) Improve on the institutional capacity to design and implement local
fundraising and resource mobilization campaigns. This will include engaging
key staff and continuous training and capacity building for existing staff
b) Identify and seek partnership with organizations specializing with local
resources mobilization
c) Undertake 2 fundraising activities per year for the next five years.
d) Improve management and marketing of the existing multi-purpose Hall to
increase income coming from its usage
e) Put in all place mechanisms to ensure local contribution for all projects in the
community, especially the livelihood support interventions
f) Continuous mobilization of communities to improve support for the
operations of community volunteers workers in the programme.
g) Ensure that all income-earning ventures of the CBO are economically
profitable.
4.5.3 Outcome:
1. Improved and sustained local fundraising and resource mobilization activities
towards programme sustainability
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CHAPTER 5
CROSS CUTTING ISSUES
5. CROSS CUTTING ISSUES
St. Joseph CBO considers the many issues that are interwoven with the planned
interventions at all stages of planning and implementation, and issues that are not
only integrated but also impact on the desired results either negatively or positively.
The organization places great importance to those that affect the community
immediately and also with far reaching implications in the future, either socially or
economically. Such issues need clear programmatic policies that must be adhered to
maximize on the desired effect directly or indirectly and also minimizes on the overall
undesired impact.
5.1 Child Protection
Children rights are human rights. Children form the most vulnerable group of any
society whose rights are often ignored and violated by the society including families,
caregivers and custodians largely due to the fact that the children rarely speak up
when such rights are not observed. It is thus important that all interventions at all
levels put extra efforts to ensure that the children are protected from all forms of
rights violation and that all processes and programmes are implemented to the
children’s best interests at the point in time and in to the future. Care shall be taken
Page34
by the planning teams to adhere to the Policy on Child Protection developed by St.

Joseph CBO, and any other existing policies and guidelines in place to primarily
safeguard the development of children socially and emotionally with a strong bias in
protecting their rights, security and safety.
5.2 Women and Gender
Typically, women form the bulk of the gender that provides over 50% of the work
force in agricultural activities in rural Kenya. Nyeri and Kieni in particular is no
exception, with women and girls naturally undertaking the most menial and
challenging tasks in the farms and at home, that include most farm operations
throughout the season and also 100% of household chores. However, it is ironic that
men on the other hand are actively involved in over 90% of all decisions made
regarding household expenditure, what to invest in and how to manage the
household finances. This tradition has often marginalized women and girls
economically, spiraling in further domesticating women and girls regardless of their
contribution in generating such income. The programme is designed to proactively
reverse this trend, putting in place deliberate policies that ensure that women and
girls are fully involved in decisions that affect their lives.
The programme has elaborate guidelines that will improve on women’s active
participation at all decision making platforms to instill equity and ownership of
project activities and benefits at both family and community levels. This does not in
any way exclude men folk, and the resultant synergy will not only liberate women
but will also enhance values that are crucial for the rapid development of the family
and the community at large.
St. Joseph CBO has in place a policy on Women and Gender, and has a commitment
to adhere to it during all interventions, and further continually review it regularly in
response to emerging women and gender issues.
5.3 Non-Discrimination and Inclusivity
St. Joseph CBO is a programme of Brothers of St. Joseph that is a catholic

congregation of religious men. It is under this landscape that the organization is often
perceived to be a religion-biased outfit with possible discriminatory tendency in
targeting beneficiaries and excluding those needy communities who do not prescribe
to the tenets of the Catholic Church. Though it is true that the primary objective of
the congregation is to evangelize, the activities and interventions are designed to
benefit all based purely on need and without undue bias in terms of religion, political
inclination, tribe, ethnicity, gender and age.
The programme has a strong and uncompromised commitment to implement

projects that will enhance inclusivity and participation by all members of the
community, with preferential target to the poor and vulnerable, with a strong
Page35
objective of improving their standard of living, health, income and social status.

5.4 Environment Protection
The organization has a duty to ensure that all programmes, projects and activities are
sensitive to the preservation of nature for posterity. All care is undertaken to ensure
that all activities meet the basic environment preservation and protection criteria to
ensure continued and enhanced environment protection and improvement at all
times. Where need be, an environment impact assessment shall be undertaken to
inform on any concerns and further provide for mitigation measures to be put in
place before, during and after the implementation of affected project.
The organization will always align all projects towards environmentally friendly
designs, and will include environment protection and preservation issues in all
community meetings and gatherings to further extend the campaign to all
collaborators, beneficiaries and stakeholders. St. Joseph CBO shall always contribute
towards improvement of the environment by planting more trees in areas it has full
control over and in schools and public places where projects are initiated.
CHAPTER 6
IMPLEMENTATION, MONITORING AND EVALUATION
6 Introduction
St. Joseph CBO Strategic Plan 2020 - 2025 will be implemented through the existing
tested and proven institutional framework consisting of:
 Built-in Monitoring and Evaluation framework and policy within the CBO that will
facilitate continuous assessment on the progress towards achievement of goals
and objectives. The system to be put in place will ensure that staff and
community actors are aware of the tasks and expected results and outcome, and
will be able to measure and report these objectively.
 A versatile organization structure that clearly illustrates functionalities and roles
of each of the player in the CBO and their operational relationship. The staffing
levels in terms of numbers (quantity) and types (quality) shall be redefined
accordingly to enhance the smooth implementation of the Strategic Plan.
 Operational and administrative support systems and procedures which include
but not limited to non-human resource capacity (physical infrastructure,
equipment, accounting procedures, procurement, disposals and issuance,
management of supplies) shall be upgraded to standardized or efficient and
effective strategic plan implementation.
St. Joseph CBO Strategic Plan, 2020-2025 will serve as a management tool for
Page36
 Resources mobilization (locally, nationally and internationally)

 Implementation of St. Joseph CBO programmes and projects
 Efficient utilization of resources and effective delivery of services
 Improved and objective feedback reporting, in quality and quantity for both
programme and financial reports
 Good governance, leadership, accountability and transparency
 Management and coordination of Strategic Plan Implementation
 Monitoring and evaluation, sharing and learning from experiences and improving
on planning
6.1 Implementation Process:
 The implementation process will focus mainly in strengthening the abilities and
the effectiveness and integrating community committees and volunteers with the
multi-facetted approach of this strategic plan
 The plan considers that growth of the CBO shall be within the County, but in
exceptional cases, where an elaborate programme covers areas outside the
County, such expansion shall be accommodated.
 All programmes and projects to be implemented shall focus sharply towards the
thematic areas, ensuring that the strategy is fully responsive to the challenges of
the process, the core goals of providing HOPE, CARE and SUPPORT to overall
national strategy, and shall commence with the recruitment, induction and
deployment of Social Workers to work at the community level, besides re-
orientating the existing staff.
 Further, implementation will demand that key staff is fully deployed at the
community level most of their working time and that the community workers
(CHVs, TOTs, Peer educators and Support CBO leaders) are actively and
continually formed through trainings and capacity building interventions.
 In each community, the existing committee members shall be re-evaluated and
re-trained to strengthen the overall implementation of all projects and to
enhance community participation and project management at the grass root
level. The trainings will refocus on a result based process other than the usual
input based approach.
 Their main roles shall include supervising and monitoring the CHVs, the TOTs, the
care givers and the integrated projects committees and leaders and to enhance
community participation. Membership of these committees shall be elected by
the targeted community. Emphasis shall be laid on empowerment and
commitment to serve, and training needs shall be explored before further
formation and trainings are designed. Their main role shall be to oversee the
implementation of all projects and enhance community participation,
contributions and involvement at all levels
 At the Management and technical levels, staff deployed for different but
complimentary roles and responsibilities will form a Projects Management
Committee that will be active in designing, approving and supervising projects.
This committee will perform all technical monitoring, continuous evaluation, and
Page37
reporting, and will be reporting the office of the Project Coordinator who is the

substantive head of all operations, charged overall co-ordination, accounting,
and administration.
6.2 Monitoring and Evaluation:
Monitoring and Evaluation is indeed critical for the successful implementation of this
Strategic Plan. Monitoring is a systematic and continuous collection and analyzing of
data and information, relating to targets, process and results outlined in the Strategic
Plan, and forms the foundation of the broader and more intensive interrogation of
success or gap to be captured in the periodic evaluation exercises.
St. Joseph CBO monitoring process shall be enhanced primarily to help the
programme establish methods and types of formulating and clarifying indicators of
efficiency, effectiveness and impact, support the programme review process, help in
the identification of problems, challenges and their causes, to help in further
planning, inform any adjustments and programme reviews to enhance achieving of
the stated objectives and further inform on the validity of stated risks and
assumptions, and ways to mitigate them.
A participatory approach of monitoring and evaluation will be preferred throughout

the life of the plan due to its advantages over the conventional methods. However,
to establish and measure some key indicators and parameters, conventional
methods shall also be enhanced. The advantages of using participatory methods
include:
 It provides an opportunity for the programme teams to undertake open and
simple discussions on issues that are often difficult in a structured method
 It affords the teams an opportunity and better understanding of the
programme, through comparisons of process and outputs in various
communities
 It is possible and easier to collate and compare first-hand field impressions,
data, and information during participatory data analysis as well as enhancing
accuracy from a community point of view.
 Feedback and corrective measures are discussed and put in place instantly, and
the process is cheaper, more interactive and forms an invaluable learning
process
 Ownership of the process is guaranteed, and the utilization of generated data
and information is equally accepted with commitment.
The M&E regime will involve the following activities and tasks:
1. Monitoring will be informed by various planning documents that shall be
placed at the onset of the implementation. Such documents will include this
Strategic Plan, Project Proposal documents, general programme planning
schedules, annual and monthly work plans. The documents will be related to
ensure that they address the logical framework under each project and as
Page38
provided in the Strategic Plan.

2. The programme will introduce clear , simple and effective reporting
schedules, tools, channels and feedback mechanisms
3. The programme will design and implement standard data and information
collection, reporting and analysis formats that will ease the process of
measuring progress
4. Reporting will be a key part of the progress monitoring process. All teams
shall be expected to capture information and data on all activities, inputs,
and outputs in relation to the planned. The reports, which will be posted and
discussed on monthly basis, will form the basis of forming cumulative results
trends that will be shared twice per year by the programme’s team.
5. In-house reports will also consider reporting requirements by different
partners working with the projects, and these shall be shared with such
partners accordingly.
6. Critical data shall be captured through a designed system that will inform of
all changes as planned
The CBO shall commission two major Evaluation events, a Mid-Term Evaluation
process that shall be done at the middle of the implementation of the Strategic Plan
by an external team but involving the local programme team, and the Final
Evaluation Process that shall be done at the end of the 5 years, also to be done by an
external evaluator. Reports of these two processes shall be used to inform the
planning process.
CHAPTER 7
ORGANIZATION CAPACITY
7. Introduction
As a result of the frequent changes in organizational management in the ended

strategic plan period, and the upgrading of the organization to a fully registered CBO
principle operational priorities have been noted that include: i) Programme
Financing and Branding; and ii) Human Resource Management Plan.
Chapter 7 deals with the institutional structure to run the CBO and chapter eight
delves finance and budgets.
7.1 Governance: CBO Management Board
St. Joseph CBO is characterized by broad-based activities that link up the programme
with many actors at different times and levels. These include the CACC, MOH, BSJ,
ADN, Community and various donor partners. It is thus exposed to face many
challenges and demands from all these actors, and is equally subject to natural
changes and dynamism. The very fact that it is premised within the Church and
accounts primarily to the Church requires that its operations are monitored and
Page39
informed by a professional board. It is also vital to note that the activities are
primarily donor funded, and programmes are essentially community-based. The later

intricacies translate into an even broader accountability audience, or the more
justifying the need for an active management board.
To enhance professionalism, transparency, and accountability, and to provide an

oversight that will monitor the efficiency and effectiveness of all interventions put in
place, it’s the policy of the Brothers of St. Joseph that all programmes are supported
by such an independent management board. St. Joseph CBO has an obligation to
ensure this is followed, and it’s thus a requirement that its operations are monitored
and informed by such an independent board, operating outside the day-to-day
operations.
To propel St. Joseph CBO into the Strategic Plan duration of five years, a
Management Board appointed through consultations with key members of the
council at the BSJ and community CBOs’ leaders is in place and has undergone
capacity building to enhance its advisory and oversight roles.
The board primarily gives policy direction to St. Joseph CBO and advice the
Programme Coordinator on any pertinent issues regarding the CBO and its
partnerships. The 7-13 member board comprise of respected and renowned
members of the community, representing various relevant disciplines that include
programming, community dynamics, technical issues, legal issues and of course
management and financial issues. The programme coordinator is the secretary to the
board while the Chairman is the Superior General of the BSJ.
7.2 Staffing
St. Joseph CBO considers its human resource and other infrastructure capacity as its
core strength. The current capacity is considered fairly insufficient though the
commitment of the team and the values they operate under compensate for this
inadequacy. The CBO relies heavily on the hosting BSJ for their human resource
needs. The BSJ has a commitment to continue working with the CBO and has shown
this through the deployment of appropriate members to work as full time staff of the
CBO in their activities.
The government has seconded to the CBO qualified staff to render professional
medical services to the CBO, especially at the dispensary and the VCT. They indeed
provide the required backstopping for the CCC. The community on the other hand
has elected volunteers to be trained and deployed as Community Health Workers in
all villages. TOTs are also part of the team that provides the necessary supervision
and continuous assessment that include structured trainings for all other community
members involved in the project. Current staffing level is as follows
 Project Coordinator
 Fundraising Coordinator
 Project officers
 Program Accountant
Page40
 VCT Counselors
 Data Clerk

 Community Volunteers.
 Nursing Officer – seconded by the Ministry of Public Health and Sanitation
 Clinical Officer – Seconded by the Ministry of Public Health and Sanitation
 Laboratory Technician
 Peer educator
 Office Assistant
Human resource capacity shall be enhanced in line with the challenges of this 5-year
plan. This plan envisages further capacity building for staff to prepare them to
respond to emerging issues and the huge responsibility that is expected in the next 5
years. Specific trainings shall be planned to equip the staff across board with new
standards and approaches in communicable and non-communicable diseases.
Further the CBO shall strive to ensure that the staff is always provided with
appropriate and relevant working tools, resources, skills, and knowledge to facilitate
them to do the right work efficiently and effectively. Some of the trainings for
capacity building already identified include:
 Community Project Management
 Fundraising and resources mobilization
 Management information systems and data management
 Monitoring and evaluation.
 Human Resource management.
Key staff has had a reasonable capacity enhancement but shall still be subjected to a
systematic and objective appraisal on periodic basis to bring forth their strengths and
their training capacity needs to enable the management design and plan for their
further on-job training. Growth in terms of staffing is envisaged and shall be stressed
at the community level to ensure that the programme is in touch with the
communities at all times.
CHART 1: ST JOSEPH CBO ORGANIZATION STRUCTURE
Management Board
Executive Committee
Programme Accounts
Coordinator
Human Resource
Monitoring and Evaluation Project Officers

Page41
Resource Mobilization
Social Workers
CHAPTER 8
BUDGETING AND FUNDING PLAN
8. Introduction
Critical to the overall financial success of St, Joseph CBO is an overarching, private
philanthropy development and marketing plan that will increase unrestricted project
funding for specific programmes in the first 2 years and to all projects in the other
five years and beyond, and continue supporting projects through restricted project
specific funding by those donors seeking a more fundamental partnership
relationship building a true, donor defined interventions.
St. Joseph CBO shall proactively seek to broadly market its value propositions in all
programmes to not only attract donor funds but to enhance its local presence in
development activities among local governments and communities. St. Joseph CBO
seeks to be the preeminent catholic development organization focused solely on
HIV/AIDS and related thematic areas in Nyeri County, and attaining our stated goals
requires raising the profile through known and new audiences. This requires
aggressive new media and traditional media outlets, and marketing campaigns. New
branding will provide a single look, consistency in material and message, and a
connection to the field through website personalization and related activities to build
success.
Page42

8.1 Finance and Branding.
Building on clear branding, a well-targeted communications strategy, and careful
donor cultivation, St. Joseph CBO will embark on a major campaign in 2020 by fully
operationalizing the existing annex office facility on lease in Nyeri town that currently
serves Action for Orphans project alone.
Priority areas identified shall among others:

a) Increase the Organization’s unrestricted resource base which will potentially
include:
 Increasing the gross and decreasing expenses for the local funds
generated through Action for Orphans Campaign, thereby yielding a
higher direct benefits to the community
 Planning and executing additional fundraising events across the diocese
and in all areas where Brothers of St. Joseph has established
communities
 Initiating faith-based outreach appeals especially during Christmas and
Lent seasons
 Revitalize management and marketing of the St. Martin Multi-Purpose
Hall at the Mother House to become fully operational and profit-making
b) Increase often restricted and activity-specific grants by aggressively building
relationships with:
 National and international donor community and organizations
 Foundations whose target interventions are aligned to St. Jospeh CBO’s
thematic areas
 The corporate sector
c) Increase participation of field-based entities that local staff and key

participants including parishes and other diocesan entities can facilitate. This
may require intensive capacity development that shall involve training and
providing developed fundraising toolkits. Emphasis shall be laid to generate
enhanced board activity around marketing and development, such as:
 Board members introductions to foundation and corporate executives
and other individuals;
 Hosting of small gatherings and parlor parties;
 Establishment of a board giving program;
d) Increased participation by Board and Parishes especially in targeted
interventions like Action for Orphans Campaign
Page43

Page44

Appendix I
IMPLEMENTATION MATRIX
Table 1: Summary of Keya Result Areas, Strategic Objectives, Outcomes, and Interventions
Proposed
Key Result Area Strategic Objectives Outcomes Proposed Interventions
2: PREVENTION I. Increase the 1. Reduced risky a) HIV Testing

TREATMENT CARE AND coverage of PLWHV behavior among the Services/Voluntary
SUPPORT clients who receive general, infected, Counseling and Testing
Provision of cost-effective comprehensive care most-at-risk and Services (HTS/VCT)
prevention, treatment, services under the vulnerable b) Treatment and Referral
care and support program from the members of the c) Home Based Care
services, informed by an current 150 to 300 target community Program (HBC)
engendered rights-based within five years 2. Proportion of d) Assistance to Orphans
approach, to realize eligible PLHIV on and Vulnerable Children
Universal Access II. Increase the care and treatment (OVCs)
coverage of OVCs increased and e) Nutritional Support to
who receive care and sustained HIV/AIDs and TB
support from the 3. CBO’s health infected and affected
current 3000 to 5000 systems deliver families
within five years comprehensive HIV
services and
III. Provide access to referrals
services to an 4. Care and support
increased number of enhanced for all
Key populations from enrolled PLHIV&TB
the current 50 to 100 patients and their
within 5 years families
2: LIVELIHOODS I. Improve livelihoods 1. Livelihoods security a) Social and project

SUPPORT up to 1000 by integrated in the management training
Livelihoods security assisting in a micro- program and sector and formation
support program economic activities core strategies workshops to 20
mainstreamed in key support SHGs
result areas in HIV/AIDS II. Reduce dependency 2. Improved
thematic area through on material household food b) Technical training to
long-term programming, handouts for up to security enhance specific and
addressing both the root 600 beneficiaries basic agricultural skills
causes and effects of the through micro- 3. Improved and knowledge
epidemic enterprises household incomes
c) Distribution of 1000
mature and good breed
dairy goats to 1000
families
d) Distribution of suitable
and mature 50 dairy
cows (heifers)
e) Kitchen gardening:
Distribution of assorted
vegetable seeds, with
more emphasis to
traditional vegetables)
to 20 SHGs
f) Distribution of 100
bucket drip-kits for
micro-irrigation
g) Establish a micro-
finance saving and credit
system and set up a
revolving fund for 10
new SHG in five years
3: EMPOWERMENT AND I. Reduce inherent 1. The target a) Conduct a 20

SOCIAL TRANSFORMATION community communities and community trainings,
Targeted, community-based ignorance and apathy local networks that seminars and
programmes towards in the understanding include community workshops per year,
community empowerment and proactive representatives, geared towards rapid
and social transformation participation in SHGs, leaders and and sustained
into an competent society health issues. volunteer workers empowerment and
respond to health transformation.
II. Improve and increase issues within the
community local context, b) Mobilize 20 schools
participation and facilitating and churches per
involvement in the appropriate year, towards
design, remedial measures formation of clubs
implementation and and interventions and associations that
monitoring. will be placed as
second level
I. Enhance community’s platforms for social
technical and social change among
inputs in the school going youth,
establishment and the church
management of all community and the
integrated projects general populace.
undertaken e) Collect, review and
disseminate
information posters,
brochures and other
ECD materials
f) 2 Awareness
campaigns through
road shows per year,
undertaken in
strategic towns and
markets
4: COMMUNITY AND I. Develop and 1. The CBO’s a) Hiring of additional

INSTITUTIONAL CAPACITY implement an in- management, staff especially in
BUILDING house staff program and staff areas of data
Enhance the overall development continuously management, field
performance borders of program, capacitated to officers and social
continuous training and strengthening the implement and workers or seconding
career development strategy overall staff capacity facilitate of such staff from the
for the CBO to sustain its through continuous professional government
increasing and often staff appraisal and services and uphold
challenging tasks as outlined trainings. best practices at all b) Staff capacity audit –
in this Strategic Plan. levels as a continuous
Develop systems that will II. Improve on the activity that include
improve institutional, staff overall management 2. All services are suitability assessment
and community players’ of the program at rendered to the and training needs
Page1
capacity and competence to office and field level community

implement the program through proper and efficiently and c) Training of Staff – 2

accountable effectively staff members will be
management of non- contributing to the trained on specific
human resources achievement of the areas per year
goal
III. Improve the d) Institutional Capacity
efficiency, quality, building, Procure and
and magnitude of manage the following
services rendered to resources in the next
the community five years, that are
not currently
available
e) Renovation and
stocking of a
community resource
and training centre.
5: MOBILIZATION OF LOCAL I. Improve on 1. Improved and a) Improve on the

AND INTERNATIONAL profitability from the sustained local institutional capacity
RESOURCES new multi-purpose fundraising and to design and
Development of local hall that will support resource implement local
resources mobilization 50% of all CBOs mobilization fundraising and
activities to support donor- recurrent budget in activities towards resource mobilization
placed program budget and the next 5 years program campaigns. This will
increase program sustainability include engaging key
sustainability II. To ensure that the staff and continuous
CBO’s activities at the 2. A child sponsorship training and capacity
community level are programme is building for existing
gradually self- initiated that staff
supporting and self- integrates
sustaining knowledge and b) Identify and seek
information sharing partnership with
III. Continually improve on fund raising. organizations
on local partnerships specializing with local
through targeted resources
campaigns that result mobilization
to sustained
sponsorship and c) Undertake 2
financial support fundraising activities
per year for the next
IV. Initiate a sponsorship five years.
programme for
dedicated direct d) Improve
benefits projects management and
marketing of the
existing multi-
purpose Hall to
increase income
coming from its
usage
e) Put in all place

mechanisms to
ensure local
contribution for all
projects in the
community,
especially the Action
for Orphans and
livelihood support
Page2
interventions

f) Continuous
mobilization of
communities to
improve support for
the operations of
community
volunteers workers in
the programme.
g) Ensure that all

income-earning
ventures of the CBO
are economically
profitable
Table 2: Logical Framework
Verifiable Indicators Means of Risks and Assumptions

Verification
Goal:
 Reduced new  Periodic 1. Resources and funds
Improve general health and quality infections Program. Reports will be available
of life of those infected and  Reduced  Monthly Data Collaboration with
affected morbidity and  Program Reviews specialized partners
mortality  Facilities’ Records will be maintained
 Reduced number  Mid Term, Final 2. Supply of vital ARVs
of orphans, Evaluation will be enhanced
widows and Surveys 3. Communities
widowers commitments to the
 Reduced number program will be
of referrals sustained
 Reduced OI, TB 4. No major calamities
 Improved and emergencies
resilience that will disrupt the
operations of the
program
Main Objective:
 Increased  Periodic Program 1. Resources and funds
Reduce the spread of HIV/AIDS number of reports will be available
&TB, improve the quality of life, persons  Monthly Data Collaboration with
and mitigate effects of HIV/AIDS attending VCT  Program Reviews specialized partners
&TB for those infected and  Reduced new  Facilities’ Records will be maintained
affected by providing preventive infections  Mid Term, Final 2. Supply of vital ARVs
services, treatment, care, hope and  Reduced IO Evaluation and anti-TB drugs
support.  Reduced Surveys will be enhanced
mortalities 3. Communities
 Reduced stigma commitments to the
and denial programme will be
 Increased sustained
patients under
ART Reduced
dependency
 Increased TB
screening
Page3
 Increase number
of orphans
undertaking

skills training and
gainful
occupation.
Strategic Objectives:
I. Increase the coverage of  Number of PLHIV  Specific Project 1. Resources and funds
PLHIV clients who receive receiving Reports will be available
comprehensive care comprehensive  Periodic Collaboration with
services under the care services Programme specialized partners
programme from the  Number of OVCs Reports will be maintained
current 150 to 300 within clientele  Monthly Data 2. Supply of vital ARVs
five years receiving care  Programme will be enhanced
II. Increase the coverage of and assistance Reviews 3. Communities
OVCs clientele who  Number of new  Facilities’ Records commitments to the
receive care and MARPs accessing  Mid Term, Final programme will be
assistance under the services Evaluation sustained
programme from the  Number of PLHIV Surveys 4. Campaigns and
current 3000 to 5000 and families  Snapshot Surveys outreach
within five years affected engaged  Financial Records programme will
III. Provide access to in gainful IGAs for the Hall translate into more
services to an increased  Number of new people coming out
number of voluntary Key communities and for VCT
Population clients from number of new 5. The government will
the current 50 to 100 clients working continue
within 5 years with the collaborating with
IV. Improve the livelihoods programme the programme
and reduce dependency  Number of SGHs 6. That the multi-
of up to 600 persons with active purpose Hall will be
infected and affected by leadership and well marketed and
HIV/AIDS by assisting improved that it will be
them engage in a micro- participation reasonably booked
economic activities  Number of initially in the 1st year
V. Reduce inherent orphans and progressing to full
community ignorance vulnerable youth booking in the third
and apathy in the enrolled in and year
understanding and completing TVET 7. That the
proactive participation in courses, and are communities will
the HIV/AIDS prevention, in gainful gradually reduce on
cure and support occupation. the current
activities  Number of staff dependency and
VI. Improve and increase trained and undertake own
community participation courses/trainings initiatives for their
and involvement in the conducted activities
design, implementation  Number of sustainability
and monitoring of all seminars,
HIV/AIDS prevention, number of
cure and support visitors,
activities customers,
VII. Increase number of amount of
orphans and vulnerable money
children enrolling and  Number of
completing TVET training communities
and establishing micro- who are engaged
businesses/securing in self-supporting
gainful occupation. activities
VIII. Develop and implement  Number of fund-
an in-house staff raising activities
development
programme,
strengthening the overall
Page4
staff capacity through

continuous staff appraisal

and trainings.
IX. Improve on profitability
from the new multi-
purpose hall that will
support 50% of all CBOs
recurrent budget in the
next 5 years
X. To ensure that the CBO’s
activities at all levelsl are
gradually self-supporting
and self-sustaining,
through improved and
sustainable resources
mobilization activities.
Strategic Outcomes:
1. Reduced risky behavior  Number of new  Periodic 1. Resources and

among the general, infections Programme funds will be
infected, most-at-risk and recorded at Reports available
vulnerable members of HTS/VCT among  Specific Project Collaboration with
the target community MARPs Reports specialized partners
3. Proportion of eligible  Number of PLHIV  Monthly Data will be maintained
PLHIV on care and under  Programme 2. Supply of vital ARVs
treatment increased and programmes care Reviews will be enhanced
sustained  Number of  Facilities’ Records 3. The government
4. CBO’s health systems attending clients  Mid Term, Final will continue
deliver comprehensive HIV and referrals Evaluation collaborating with
services and referrals  Number of PLHIV Surveys the program
5. Care and support under program  Snapshot Surveys especially in
enhanced for all enrolled care  Monitoring supporting the CCC
PLHIV and their families  Number and Reports 4. Communities
6. Livelihoods security types of  Financial Reports commitments to
integrated in the HIV/AIDS livelihoods the program will be
program and sector core interventions sustained
strategies  Increased 5. Campaigns and
7. Improved household food incomes among outreach
security PLHIV programme will
8. Improved household  Increased translate into more
incomes networks people coming out
9. The target communities registered and for VCT
and PLHIV local networks operational, 6. That the
that include community  Number of new communities will
representatives, support interventions due adopt to the new
CBOs, leaders and to networks technologies in
volunteer workers respond  Number of farming
to HIV within the local interventions 7. That the
context, facilitating that are timely communities will
appropriate remedial  Amount of funds gradually reduce on
measures and raised, resources the current
interventions obtained dependency and
10. The CBO’s management, undertake own
program and staff initiatives for their
continuously capacitated activities
to implement and sustainability
facilitate professional
services and uphold best
practices at all levels
11. All services are rendered
to the community
efficiently and effectively
contributing to the
Page5
achievement of the goal

12. Improved and sustained

local fundraising and
resource mobilization
activities towards program
sustainability
Activities:
 Conduct 20 community  Number of  Program 1. The government will

trainings, seminars and community Monitoring support the program
workshops per year geared trainings, Reports at all times,
towards rapid and sustained seminars and  Training Reports especially in
empowerment and workshops  Photographs providing technical
transformation.  Number of  Lists of backstopping, some
 Mobilize 20 schools and schools, Participants staff and some
churches per year towards churches, clubs  Financial supplies.
formation of clubs and formed Records 2. The school
associations that will be placed  Number of (Invoices and administration will
as second level platforms for posters and ECD Receipts) support the projects
social change among school materials  Field monitoring targeting schools
going youth, the church developed and visits 3. The local parishes
community and the general disseminated  Physical will support the
populace.  Number of verification and projects targeting
 Collect, review and disseminate awareness audit the local churches
information posters, brochures campaigns and  CBO minutes 4. Breeding stocks for
and other ECD materials road shows and records the planned
 Undertake 2 Awareness  Number of  Invitation livestock types will
campaigns through road shows support CBOs letters and staff be available and
per year in strategic towns and trained, number training affordable, in
markets of participants enrollment numbers and types,
 Social and project management  Number of records and that no major
training and formation agricultural  Staff animal disease
workshops to 30 support SHGs technical (personnel) outbreak will take
 Technical training to enhance trainings, number records, place to affect the
specific and basic agricultural of participants interview roll-out of the
skills and knowledge  Number of dairy records project.
 Distribution of 1000 mature goats distributed, 5. No major famine to
and good breed dairy goats to number of cows affect the
850 families distributed, implementation of
 Distribution of suitable and number of the farming projects
mature 50 dairy cows (heifers) families 6. Seeds for the
 Establishment of other small benefitted planned traditional
stock farming, include, poultry  Number of small vegetables will be
farming, rabbit keeping and stock distributed, available
small scale fish farming  Number of 7. Seed money for the
 Kitchen gardening: Distribution Kitchen gardens planned revolving
of assorted vegetable seeds, established, fund shall be
with more emphasis to number of available.
traditional vegetables to 20 support CBOs
support CBOs benefitting
 Distribution of 20 simple  Number of drip
bucket drip-kits per year for kits installed,
micro-irrigation at home level. number of
 Establish a micro-finance families
saving and credit system and benefitting
set up a revolving fund for 10  Number of MF
new SHGs savings and
 Hiring of additional staff Credit CBOs,
especially in areas of data number of
Page6
management, field officers and beneficiaries

social workers or seconding of  Number and

such staff from the government cadre of
 Staff capacity audit – as a additional staff
continuous activity that include hired or
suitability assessment and seconded
training needs  Number, type,
 Training of Staff – 2 staff duration and
members will be trained on number of staff
specific areas per year trainings and
beneficiary staff
 Improve on the institutional  Number of
capacity to design and fundraising
implement local fundraising events and
and resource mobilization magnitude of
campaigns. This will include partners
engaging key staff and engagement
continuous training and  Physical response
capacity building for existing for the
staff fundraisers
 Amount of
 Identify and seek partnership Money raised
with organizations specializing 
with local resources
mobilization
 Undertake 3 fundraising
activities per year for the next
five years.
 Improve management and

marketing of the existing multi-
purpose Hall to increase
income coming from its usage
 Put in all place mechanisms to

ensure local contribution for all
projects in the community,
especially Action for Orphans
and the livelihood support
interventions
 Continuous mobilization of
communities to improve
support for the operations of
community volunteers workers
in the programme.
 Ensure that all income-earning

ventures of the CBO are
economically profitable
Page7

Appendix 2
STRATEGIC PLANNING REVIEW TEAM
1. Br. Titus Walela - Superior General

2. Br. Haron Kamau - Deputy Superoir General and Project Coordinator
3. Br. Benjamin Saitalo - Project Manager - Child Sponsorship
4. Br. Stephen Gichure - Project Officer – TB Project
5. Mr. Paul Gatitu - Communications Officer Action for Orphans
6. Ms. Mary Ann Wambui - Projects Administrator
7. Ms. Elizabeth Wanjau - Projects Support Member – Action for Orphans
8. Steven Waweru - Board Member
9. Br. Dominic Maina - Outgoing Project Coordinator
10. Ms. Josephine Mugure - Community Representative
11. Peter Macharia - Community Representative
BACK PAGE
Contacts
Archdiocese of Nyeri
Brothers of St. Joseph
P.O Box 39-10104
Mweiga,Kenya
Telephone.+ 245 (0) 720 881 812 or + 254 (0) 720 747 344
Email stjhvaidshg@yahoo.com Website. www.stjosephshg.com
Page1

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“Christianity is the meeting point of Earth and Heaven.

Encyclical on Christianity and Social Progress -‘Mater et Magistra’

Most Rev. Br. Titus Walela

Br. Haron Kamau,

1.0 Chapter 1: Background Information

2.0 Chapter 3: Taking Stock – A Contextual Analysis

St. Joseph CBO – Strategic Plan 2020 - 2025

3.0 Chapter 3: Strategic Direction

4.0 Chapter 4: Strategic Focus and Priorities

Chapter 5: Cross cutting Issues

Chapter 6: Implementation, Monitoring and Evaluation

St. Joseph CBO – Strategic Plan 2020 - 2025

Chapter 7: Organization Capacity

Chapter 8: Budgeting and Funding Plan

Appendix I: Implementation matrix

NACC National AIDS Control Council

St. Joseph CBO – Strategic Plan 2020 - 2025

St. Joseph CBO – Strategic Plan 2020 - 2025

St. Joseph CBO was formally registered in 2016, Registration No.

St. Joseph CBO – Strategic Plan 2020 - 2025

1.1 Background, rationale and approach to developing a new Strategic Plan

St. Joseph CBO – Strategic Plan 2020 - 2025

 Needs-driven approach, ensuring that the programmes and projects do not

 Collaboration and partnerships, as important and critical pillars to ensure

a) Support to HIV/AIDS and other Communicable Diseases

 Outpatient, primary healthcare and comprehensive care services

St. Joseph CBO – Strategic Plan 2020 - 2025

b) Action For Orphans - Support in Vocational Training and Education

c) Collaborative Support Activities

St. Joseph CBO – Strategic Plan 2020 - 2025

i. Health and Nutrition

 5,500 OVCs received HIV testing and counseling services

ii. Education and Child Support

 600 OVCs completed secondary education

iii. Household Economic Support

 310 households benefitted economically through the creation of various

v. Psychosocial and Legal Support

 24 formal psychosocial support groups for OVCs have been formed

vi. Tuberculosis Care

St. Joseph CBO – Strategic Plan 2020 - 2025

Although a lot of effort went to minimizing and mitigating challenges experienced in

St. Joseph CBO – Strategic Plan 2020 - 2025

1.4 Success factors

To step up operations to meet the growing number of clients and communities in

sustainability and transparency, which enhance local and international resource

St. Joseph CBO – Strategic Plan 2020 - 2025

St. Joseph CBO – Strategic Plan 2020 - 2025

2.1 Findings of Literature Review: Regional and National HIV/AIDS Status

HIV/AIDS in Kenya is generalized and mostly centralized in the key populations.

St. Joseph CBO – Strategic Plan 2020 - 2025

In recent years, a number of studies have identified concentrated epidemics among

Kenya AIDS Strategic Framework 2015-2019

St. Joseph CBO – Strategic Plan 2020 - 2025

2.1.1 HIV Prevention in Kenya

Kenya is widely regarded as one of sub-Saharan Africa’s HIV prevention success

HIV education and awareness is an important component of HIV prevention in Kenya.

Approximately 68% of Kenya’s national HIV response is externally funded. The

St. Joseph CBO – Strategic Plan 2020 - 2025

2.1.2 HIV Burden in Nyeri County

Sources of New Infections11 % National Incidence

The Catholic Church – In Context.

The programme activities and interventions are designed to contribute to the