A New Chapter for Adeso
Adeso is entering a new chapter, informed by decades of innovation and advocacy, by our ambition to transform international aid, and by the challenges, scrutiny, and institutional learning that accompany meaningful change.
Adeso’s vision is one in which African institutions are financially autonomous and globally influential; communities affected by crises can exercise their power and have the resources and decision-making authority to do so; and development is driven less by dependency on external aid, and more by ownership, accountability, and local enterprise.
To pursue this vision credibly, Adeso has recognized that we, too, must evolve.
Since its founding in 1991, Adeso has consistently challenged conventional aid models, pioneering approaches such as unconditional cash transfers, advocating for direct funding to local organizations, and founding and incubating global initiatives like NEAR (Network for Empowered Aid Response), now a leading force for locally led humanitarian action. Building on more than three decades of experience working alongside communities across Somalia and East Africa, Adeso believes that achieving long-term systems change now requires a different kind of institution: one designed for autonomy, innovation, and sustainable impact. Over the past several years, Adeso has therefore begun transitioning from a grant-dependent NGO into a diversified African social enterprise. This shift has required difficult decisions, including ending bilateral public funding, restructuring the organization for its next phase, and greater transparency about the changes and their impact on staff and partners.
Today, Adeso is continuing this evolution and building the institutional architecture needed to support a new model for development. We have four priorities for the next five years:
First, Adeso is formalizing its role as an incubator of social enterprises and community-driven initiatives, which requires restructuring the organization to deliver on this ambition and build long-term financial autonomy. Current social enterprises include Kuja, a platform connecting local organizations to funding and operational support; and Durdur Water Enterprise, which provides affordable piped water through a locally managed utility model in Somalia, reducing water costs by 86% and serving more than 12,000 people. Community-driven initiatives include Saxansaxo, which revitalizes mutual aid and community-driven development; and the Proximate Fund, which channels resources directly to African civil society and grassroots leaders. Through this portfolio, Adeso is developing diversified, mission-aligned revenue streams that reduce dependence on traditional aid and contribute to long-term sustainability. Adeso aims to generate all core operating costs through earned income by 2030, while building toward a $50 million endowment by 2035. To support this evolution and ensure effective governance as the organization grows in complexity, Adeso has engaged an external advisory firm to conduct a systematic, independent review of its organizational structure and the jurisdictions of each entity. The review is assessing trade-offs and recommending a model that enables the organization to scale its impact while remaining accountable to the communities it serves. The new model is expected to include a foundation structure overseeing a portfolio of nonprofit and for-profit subsidiaries, reflecting Adeso’s recognition that different initiatives require distinct governance, operational, and financing models while remaining aligned to a shared mission.
Second, Adeso is transforming its internal systems and organizational culture to operate effectively as a hybrid nonprofit and social enterprise institution that combines community- driven values with agility, experimentation, accountability, and commercial discipline. This work builds on steps initiated in 2024, including the hiring of a new COO and CFO, to bring dedicated operational and financial leadership, the introduction of organization-wide KPIs, and the establishment of a Project Management Office to strengthen delivery and oversight. Adeso is investing in improvements to its financial and human resources systems and operational infrastructure, including updating policies and procedures and ensuring strong onboarding and performance management systems. The organization is also improving its quality assurance practices, monitoring and evaluation, and community feedback systems. This includes enhancing how Adeso listens to, learns from, and responds to its own staff, including strengthening existing channels for raising concerns within the organization, as well as the communities and people it serves. We recognize that organizational culture change is as important as systems change, and we are deeply committed to living our values internally.
Third, Adeso is strengthening its Board governance and leadership structures to support its next phase of growth. Adeso is currently governed through Boards in Kenya and the United States, providing strategic oversight and fiduciary accountability across a global and local portfolio. In recent years, the Boards have established formal committees, appointed an external Board Secretary, and developed a robust policy framework governing both board operations and organizational management, with a commitment to regularly review and update these policies in line with evolving needs and best practices. Over the next two years, the Adeso Boards will focus on expanding Board membership, Executive Director transition planning and revamped leadership structure, and developing strong governance structures for Adeso’s evolving organizational model. This includes diversifying Board expertise in areas such as Africanphilanthropy, finance, entrepreneurship, governance, and systems transformation; establishing a formal Advisory Council to provide specialized guidance; and overseeing the establishment of new governance structures needed to support Adeso’s revised organizational architecture.
Fourth, Adeso will speak out, challenge longstanding power imbalances, and demonstrate the effectiveness of locally led models and proximate leadership. In a period marked by uncertainty, disruption, and growing pressure on institutions, courageous and constructive advocacy is more important than ever. Adeso will strengthen its advocacy in global forums and engage in a robust and constructive effort to build alliances across the Global South and beyond. Through existing and new initiatives, Adeso will both demonstrate what works in practice and help influence how humanitarian response and development are funded, governed, and delivered.
Adeso’s transformation is ambitious because the challenges facing the aid and development sector demand ambition. At a time when traditional aid systems are under growing strain, Adeso believes there is an opportunity and obligation to build institutions that are financially independent, community-rooted, and capable of reshaping how development is imagined and delivered. This work remains a process of learning, experimentation, course correction, and evolution. We welcome the feedback, insight, and partnership of others. Meaningful change will not come from any one organization acting alone. It will require a broader movement, withinstitutions willing to adapt, collaborate, and support one another in building a more effective, equitable, and durable system.