Sarakasi Trust, a vibrant performing arts organization based in Nairobi, Kenya, has long been a cornerstone of cultural expression, creativity, and youth empowerment. When it came time to craft a new three-year strategic plan, the team at Sarakasi knew that a traditional, top-down approach wouldn't capture the spirit of their work—or the voices of the people who live it daily. They wanted a strategy that reflected the heartbeat of their community—a participatory, bottom-up process where artists, staff, technicians, and management could co-create a shared vision. That’s where MDF Eastern and Southern Africa (MDF ESA) came in, with a promise to facilitate a dynamic, inclusive strategy process rooted in listening, creativity, and collaboration.

Starting with people: listening to all voices

The foundation of this strategy was laid through deep listening. Before jumping into workshops or planning sessions, MDF ESA engaged in meaningful conversations with a broad range of stakeholders: Sarakasi’s internal staff, external partners, management, and board members.

Sarakasi team engaged in a web activity facilitated by Nierika from MDF.

We asked honest, open-ended questions about challenges, ambitions, and ideas for the future. These conversations revealed insights often left out of traditional planning processes—challenges around funding, desires for international exposure, and the importance of community-driven impact. This groundwork ensured the final strategy reflected the needs and dreams of everyone involved.

Strategy through creativity: a different kind of approach

In typical strategic planning, regular SWOT analyses and goal-setting sessions dominate the agenda. But at Sarakasi, we did things differently. Imagine artists performing their SWOT analysis through theatre—dramatizing strengths, weaknesses, opportunities, and threats in short skits. Technicians brainstorming innovative funding models in lively group discussions. From crowdfunding proposals to mixed-style shows, the room was electric with ideas. These workshops proved that strategic thinking isn’t limited to boardrooms—it thrives in spaces where creativity is unleashed.

MDF Facilitator Nierika Hamaekers

By using creative methodologies for strategic planning, we enabled Sarakasi’s teams to explore bold, unconventional solutions rooted in their lived experience.

Teams take the lead: from ideas to ownership

After our creative workshops, participants self-organized into thematic groups—marketing, technical, artistic, and more. Each team took ownership of a key strategic area, translating ideas into tangible goals and initiatives.

Sarakasi team engagened in discussions.

The marketing team, for example, committed to launching a series of social media campaigns to showcase “The Dome,” Sarakasi’s iconic performance space. Artists advocated for cross-border exchange programs to grow their international presence and skills. These were no longer just “ideas” in a document; they became real commitments, aligned with daily activities and long-term aspirations. This collaborative strategic planning approach empowered each team to lead, take initiative, and feel a sense of ownership over the process.

A strategy that belongs to everyone

The final result? A three-year strategic roadmap co-created by the very people who will bring it to life. It’s more than a document—it’s a reflection of Sarakasi’s values, voice, and vision. The board and leadership team integrated all contributions into a cohesive action plan, balancing ambition with practical steps.

Sarakasi team members pose for a photo.

This strategy is not just about the next three years. It’s about building a future where Kenyan performing arts continue to thrive, led by the very artists, staff, and partners who shape Sarakasi every day. At MDF ESA, we believe that the best strategies are those built on trust, participation, and creativity. Working with Sarakasi Trust reaffirmed that when people are truly heard, they don’t just support a strategy—they own it.