A Reminder Working directly with communities Promoting long-term change Reaching the most vulnerable Helping people to help themselves Making a practical difference In Kenya and Uganda, 6 partners, 20 projects 4 staff in UK; supporting 20 workers in E. Africa Turnover £200 - £300k Light Stove Jembe Water container 2

Deprivation Trap

Simon

Strategic Plan Lillian with baby Carolyn Susan

2015 - 2018 Lillian with baby Carolyn Susan Increased impact and reach Largely achieved - many successful projects New partnerships emerging at end of plan Growing advocacy and influence Increased partners’ capacity Successful support, training and workshop Room for improvement on financial systems Greater sustainability Income generation embedded within all partners Fundraising skills and confidence still low Financial growth not acheived

Time to Graduate? Briefly explain life cycle Birth – the early informal stages of an NGO, when structures and systems aren’t in place and the driving energies of the organisation come from the founder. Youth – the next stage, the organisation grows and becomes more sophisticated, but still retains a lot of the influence of the original founder(s). Adulthood – the established professional stage of development when systems, planning and specialization take over from the energetic drive of the early days of the NGO. Maturity – when the NGO has become well established and confident that it can deliver a quality service, the values of experience take over from the energetic enthusiasm of the younger NGO. Decline- the confidence of maturity has been replaced by complacency and a lack of innovation. Income starts to decline and the NGO is in danger of being overtaken by competitors. Organisations face periods of crisis at times of transition between phases. We are now in the transition between birth and youth. We need funding to pay core costs especially salaries, premises and investment in furndraising, to go forward.

Strengths Weaknesses Opportunities Threats Professionalism Good knowledge base / experience Track record of delivery & good practice Focus on sustainability Small responsive organisation Efficient use of resources Grass roots relationships Weaknesses PR / lack of strategic connections Organisational sustainability Capacity issues: ‘Current way of working unsustainable’? Core funding Balance of restricted / unrestricted funds Opportunities Strong existing base of partners Exciting new potential partnerships Jon Snow/UN connections ‘We need to graduate while holding on to essence of who we are’ Threats Brexit Public attitudes to intl. development Competition for resources Trying to do too much Perfectionism?

Theory of Change Balanced approach 75% at community level Lillian with baby Carolyn Balanced approach 75% at community level 25% advocacy / dissemination

We’ve also discussed … Lillian with baby Carolyn Where we are working In at least two countries Open to a merger Who to work with Existing partnerships will be reviewed critically Examine potential new partners Which partners fit with twin approach? Expand/ reduce? New partners - require intensive support Some existing partners - quite intensive support Exiting partners – less intensive support eg fundraising Bashir

What type of activities Focus on beneficiary type not sector Remain holistic … so might include water, livelihoods, health … among vulnerable people Beneficiaries Disabled people, including albinism People affected by HIV? Women and girls? Street children? Leaving no one behind Lillian with baby Carolyn Bashir

Capacity and funding. What we aim to achieve for: Community development Advocacy and dissemination Improving our health and sustainability eg fundraising – fewer, bigger grants? IT and finance systems, staff roles etc To grow – or just be more sustainable? Lillian with baby Carolyn Bashir

Monitoring Manageable - we can’t measure everything Timescale Draft by next meeting Approve at meeting after that Lillian with baby Carolyn Bashir