tfft strategic plan evaluation
TRANSCRIPT
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TFFT STRATEGIC PLAN2012-2015: An Evaluation
March 15, 2016
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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
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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
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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%
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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
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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
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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
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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
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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
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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
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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
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ASANTENI SANA