2. 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

3. Deprivation Trap

4. Simon

5. Strategic Plan
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baby Carolyn
Susan

6.
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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

7. 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Decline- the confidence of maturity has been replaced by complacency and a lack of innovation.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.

8. 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?

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

10. We’ve also discussed …
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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

11. 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
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baby Carolyn
Bashir

12. 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?
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baby Carolyn
Bashir

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