Our Aim

Our Aims for 2017-2021

 

AIM 1.

We will maximize the potential of our programmes to ensure children and vulnerable adults’ rights to survival, protection, development and participation (CR-SPDP).

 

AIM 2.

We will invest in and develop our greatest strength; our people.

 

AIM 3.

We will expand our support system, working in close collaboration with like-minded organizations and partner with others in the sector locally and internationally to become stronger together than independently.

 

AIM 4.

We will generate unrestricted income to fund our operations, development and growth

 

 

AIM 1: ENSURING CHILD RIGHTS

 

We will maximize the potential of our programmes to ensure children’s rights to survival, protection, development and participation (CR-SPDP) by:

 

Strategy 1.1

Implementing child-centered projects focusing on child rights, through: A. Education for sustainable development (ESD), partners organizing for sustainability (POS), community health services (CHS), food & economic security (FES), and appropriate technical and financial solutions (ATFS) for sustainable scaling of coverage and impact; and B. Establishing a theory of change capturing all our work by end of 2019.

Objectives

 

  1. We will start by scaling our current programmes, including: My School My Voice (MSMV); School Improvement; School Farming; Deaf Education & Development Program (DEDP); Water, Sanitation & Health (WASH); Nutrition; and rolling out Menstrual Hygiene Management Education to Adolescents.

  2. We will grow by designing, building and operationalizing a continuously improving theory of and practice for change for all projects and for the entire organization, capturing all our work.

  3. We will expand our work geographically and maximize our event, project and “inclusive business” portfolio, through new local and international

  4. We will learn and adapt to new innovative ideas and opportunities to improve our work and increase our impact

  5. We will continue and expand our efforts towards reaching and supporting more vulnerable groups of society such as children and youth with disabilities, out of school children and youth and other marginalized groups; taking into account their age and gender specific needs

 

Strategy 1.2

 

Mainstreaming child and community participation throughout all our programmes, ensuring children and community members are meaningfully involved in the design, implementation and evaluation of all UaCP event, project and inclusive business development and management cycles.

 

Objectives

 

1.2.1 We will create a policy and operations manual by year 2 on achieving this for each event, project and inclusive business, including participatory tools, ways of measuring level of and quality of participation, ensuring feedback mechanisms for children and community.

 

1.2.2 Every Project Officer will be trained on the participatory Monitoring, Evaluation & Learning (MEL) framework, to be applied while working with children and communities.

 

1.2.3 We will have annual meeting with all key stakeholders to hear feedback from all events, projects and businesses implemented that year, document lessons learnt and make future plans.

 

1.2.4 We will work towards achieving the two top stages of the Ladder of Participation.

 

Strategy 1.3

 

Improving our monitoring, evaluation and learning processes to build an evidence base, share best practices, track our impact, increase our visibility and improve the effectiveness of our work.

 

Objectives

1.3.1 We will develop an Information & Communication Technology (ICT)-enabled Management Information System (MIS) with all programmes feeding into it by end of 2021.

 

1.3.2 We will carry out internal and external evaluations of our work in key focus areas.

 

1.3.3 We will incorporate in new event, project and business designs and budgets training and development for project staff.

1.3.4 We will design evidence-based events, projects and inclusive businesses.

 

1.3.5 We will set a baseline for all existing projects, and for all new events, projects and inclusive businesses, from the start of the 5year strategy, to be able to measure our impact after 5 years.

 

1.3.6 We will document our work through reports, photos, documentaries and publications to share our successes and increase our visibility, including through more effective use of digital media.

 

1.3.7 We will systematically record our lessons learnt and use them for future decision making.

 

1.3.8 We will acquire data analysis packages and other equipment, and train staff on using Them.

 

Strategy 1.4

Designing rights-based events, projects and inclusive businesses that engage and challenge decision makers to be responsible and accountable, and that advocate for fulfilment of child rights at both local and national levels, to influence change beyond the boundaries of our organization.

 

Objectives

 

1.4.1 We will map key change makers in every event, project and inclusive business we design and draw up an advocacy plan and budget for activities to influence the duty bearers / government officials.

 

1.4.2 We will build the capacity of children, schools, families, communities and like-minded organizations to advocate and lobby for their rights with duty bearers.

 

1.4.3 We will collaborate with like-minded organizations to do joint advocacy activities and events.

 

1.4.4 We will actively use social and formal media for advocacy activities eg. TV documentaries, Radio, Newspapers, Whatsapp & youtube videos, etc.

Strategy 1.5

 

Leveraging our expertise internally and seeking external support and collaborations to increase restricted funding and develop fewer, larger, multiyear events and projects, as well as sustainable, high-impact inclusive businesses.

 

Objectives

 

1.5.1 We will strategically identify calls for large and multiyear event, project and inclusive business proposals on a continuous basis.

 

1.5.2 We will establish strategic partnerships for joint grant applications, as well as innovative event and inclusive business planning for growing, sustainable coverage and impact, eg. Academic institutions, research organisations, Private sector development agencies, and other like-minded organisations.

 

1.5.3 We will continuously network in our current networks and expand into new networks to maximise collaboration and information sharing as well as learn new opportunities for grant funds and strategic / impact investment financing.

 

1.5.4 We will design a robust full cost recovery policy and ensure it is effectively applied in all grant applications and strategic / impact investment plans.

 

1.5.5 We will take advantage of external expertise for writing grant applications and strategic / impact investment plans for specific focus areas.

1.5.6 We will strategically select and build relationship with potential grant makers and strategic / impact investors.

 

1.5.7 We will build the capacity of project staff in grant writing, as well as in program and business planning for strategic / impact investing in “inclusive businesses”.

 

Strategy 1.6

 

Ensuring that Childreach keeps children safe throughout all our event, project and inclusive business operations, by strengthening and mobilising internal and external child protection systems to be responsive to child rights.

 

Objectives

 

1.6.1 Year 1 - we will strengthen the capacity of Child Protection Officers, who will be trainers for other staff.

 

1.6.2 Year 1 - we will review and update our Child Protection (CP) policy and continue to do so every two years.

 

1.6.3 We will meet the criteria for being a 'child safe oragnisation' set by the Keeping Children Safe (KCS) international coalition.

 

1.6.4 We will ensure that 1% of all projects' budgets contributes to the organization’s child protection efforts.

1.6.5 We will ensure that our staff, visitors and other CP stakeholders are adhering to our CP policy and procedures in keeping children safe (especially those with disabilities).

 

1.6.6 We will improve duty bearers' (teachers, parents, community members, private sector actors, govt officials, etc.) knowledge and understanding of child rights and their responsibilities to children.

 

1.6.7 We will build the capacity of local actors (social welfare officers, Police Gender & Children Desk, Local govt leaders, private sector and community leaders, etc) to implement and strengthen government child protection systems

 

AIM 2: INVESTING IN AND DEVELOPING OUR PEOPLE

 

We will invest in and develop our greatest strength; our people, by:

 

Strategy 2.1

Developing our people to fulfil their potential through local and global/international integration, learning and development.

 

Objectives

2.1.1 Apply for grants and fellowships that provide international exchange visits eg. Mandela-Washington Fellowship Young African Leaders Initiative (YALI), Commonwealth Foundation, etc

 

2.1.2 Establish effective platforms for periodic development partner teams’ interactions with Childreach.

 

2.1.3 Seek opportunities for local and international learning visits with various like-minded organizations, donors and supporters.

 

Strategy 2.2

 

Creating clear Human Resource Development (HRD) policies, processes and practices in line with the country’s legal requirements to continuously improve the organisation values.

 

Objectives

2.2.1 Orientation of staff and signing of employees' handbook / HR procedures upon joining the oragnisation, and refresher courses as necessary.

 

2.2.2 Job descriptions to take into consideration staff strengths, interests and abilities.

 

2.2.3 Develop platforms for staff to share innovative ideas or other skills.

 

2.2.4 Create HR platforms for staff to discuss staff roles, staff welfare and HR procedures.

 

Strategy 2.3

 

Promoting best practices through reflective approaches in line with country standards fostering equal opportunities, talent management & staff retention.

 

Objectives

2.3.1 Rewards and recognition: Annual salary reviews / bonuses / loans.

2.3.2 Facilitate structured staff recognition - certificates/rewards/presents.

2.3.3 Internal and external trainings and short courses.

2.3.4 Structured meetings between staff and line managers.

2.3.5 Team building: Retreats / family days / get togethers / games & plays.

Strategy 2.5

Developing high quality communications processes and materials to share and celebrate our work with our supporters and increase engagement with our brand.

Objectives

2.5.1 Create yearly communications plans to integrate our digital content with social media and unify messaging, ensuring strong brand messaging and engagement with our supporters.

2.5.2 Develop our website to match current digital developments in our field and effectively communicate our work.

2.5.3 Develop a press plan to ensure our work is shared in local, national and international press across print, online, television and radio.

2.5.4 Produce Information, Education & Communication (IEC) materials about out work - Flyers, t-shirts, brochures, calendars, diaries, pens, key rings, mugs, quarterly and annual reports.

Organization Partiners

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