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