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TFFT STRATEGIC PLAN2012-2015: An Evaluation
March 15, 2016
Introduction:
The strategic plan 2012/13-2014/15 had 4 strategic objectives/goals:1. Advocating equity for OVC rights to quality
education.2. Commitment to OVC access to quality
education & psychosocial support.3. Strong partnerships and resource
mobilization initiatives through broader engagement
4. Build TFFT's capacity to achieve SO1-3
SO1: Advocating equity for OVC rights to quality education.
0%
53%
55%
0%
27%
0%
100%
120%
0%
55%
0%
125%
400%
0%
50%
0%
0%
85%
90%
90%
0%
0%
500%
150%
182%
0% 100% 200% 300% 400% 500% 600%
Y2012
Y2013
Y2014
Y2015
% Avg
Media engagement Students Trained Scholars Trained Wards Engaged OVC Providers Trained
SO1_Analysis of factors
Assumption Capacity exists for community engagement
Facilitators CPP approach; CCON Network; Systemic
change
Constraints Partner schools and rules; Legal status of
CCON Membership; Expansion strategy absent;
Allowance syndrome; Late implementation
[2013]; Low/Absent Targets
Lessons Schools must be more accountable; Parochial
interests; Community engagement be tied to
disturbing the status quo
Taken
Forward
Strategic engagement with government; ToT
approaches; Innovative pilots with target
Weighted
Average
81%
SO2:
0
50
100
150
200
250
Y2012T Y2012A Y2013T Y2013A Y2014T Y2014A Y2015T Y2015A
Training based indicators for Teachers and OVC providers
Schools Trained Teachers Trained OVC Institutions trained OVC Centers inspected
SO2:
88
7
0 0 0 0 1
94
9
0 0 1
11
0
99
15
41
4
10
2
102
17
2 1 3
12
3
102
17
62
8
32
6
0
20
40
60
80
100
120
Scholars withMedInsure
Partner schools& Colleges
ScholarsMentored &
Coached
GraduatingScholars
Matched toJobs
Scholars grad4m college & A
level
New scholarsjoining
Scholars takenout/dropping
Scholar-based indicators 2012-2015
Y2012 Y2013 Y2014 Y2015 Cummulative
SO2_Analysis of factorsAssumption
Facilitators Constraints Lessons Taken Forward
Capacity for Mentoring and Coaching willbe developed
• TRC cascade of trainings
• Expansion to public schools
• Media engagement through Radio and TV
• Allowance syndrome
• Foster families not targeted
• Inadequate capacity to implement mentoring and coaching
• Partner schools concept changed
• Training Orphanages on counseling plus inspections not done
• Engagement strategies with government must be negotiated
• Allowance syndrome challenges development work
• Better &realistic targets
• MVC identification criteria
• New strategy for selecting schools
• Engage graduating scholars more and link
• Support and mentor Teachers
• Develop revenue generating program components
SO3: Develop strong partnerships and resource mobilization
0
2
4
6
8
10
12
14
16
1
10
0 01
7
0
16
10
13
16
10 0 0
PARTNERSHIP TRENDS, 2012-15
Y2012 Y2013 Y2014 Y2015
0
100000
200000
300000
400000
500000
600000
700000
Y2012 Y2013 Y2014 Y2015
FUNDRAISING AGAINST TARGET IN $ BTN 2012-
15Fund Target Fund Raised
SO3_Analysis of factorsAssumption: Facilitating networks will contribute to strong advocacy on child rights and
open opportunities for increased visibility and donor funding [It is not the network but
values and interests of individuals and their practices that defines the visibility]
Facilit
ato
rs
Partnership:
• TFFT Leadership of CCON buoyed the network
and consortia
• Positive values of some members in regard to
accountability
• ED passion on Fundraising provided opportunity
for training
Fundraising:
• Empowering donors to
fundraise on behalf of TFFT
• Integrating new approaches to
funding
• Expanding donor base and
nurturing relationships
Co
nstr
ain
ts
• SEGAL withdrawal after just one year of funding
• Lack of a shared vision in CCON, and members wanting to benefit from TFFT instead of
being equal partners
• Low exposure of staff to grant based fundraising and engagement
Lesso
ns
learn
ed • Diversifying fundraising mechanisms and spaces
• Building staff capacity in grant fundraisng
• Local fundraising initiatives critical for sustainability
• Coordinated management of grants & donor nurture
Taken
Fo
rwar
d
• Local Fundraising initiated
• Focus on value-adding partnerships
• Strategic partnerships and fundraising
SO4: Build TFFT's organizational capacity
0
5
10
15
20
25
Tgt[2012] Achv[2012] Tgt[2013] Achv[2013] Tgt[2014] Achv[2014] Tgt[2015] Achv[2015]
Some organization capacity indicators
Bi-annual perf revs done Additional staff recruited Annual Prog Reviews done Staff access to Prof Dev
SO4_Analysis of factorsAssumption: Adequate and competent staff are critical in building strong
organizations [It is the way such staff are led, supported and motivated that
matters most]
Fa
cil
ita
t
ors
• Performance management system and staff development
• Systems, policies, innovations & learning institutionalized
• Partners and stakeholder engagement including media
Co
nstr
a
ints
• Apathy towards the actual practice of M&E and learning
• Multiple transitions in 2015
• Communication and compensation policies
Le
sso
ns • External faced program reviews facilitates visibility and partnership
• Appreciative use of M&E is an individual attitude and drive
• Institutionalization of policies and practices provides security and
focus.
Taken
Fo
rward
• Annual Program Reviews and Annual M&E and Program Budgeting
• Institutionalization of progressive systems , policies and practices
• Performance review, Staff development, motivation and recognition
• Integration of research, monitoring, learning and evaluations in new
strategic plan
ASANTENI SANA