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OUR CAUSES

INSTITUTIONAL STRENGTHENING PROJECTS (ISP)

The SDGs, otherwise known as the Global Goals, are a universal call to action to end poverty, protect the planet and ensure that all people enjoy peace and prosperity. This implies that the development partners are focused on putting societies on a sustainable development pathway, managing risk, and enhancing resilience, and advancing prosperity and wellbeing by 2030.

In line with the SDGs, the Foundation looks forward to developing a strong institution with strong internal mechanisms and widen its outreach in developing partnerships (SDG 16/17) so that it meets its obligation to enhance human dignity through social transformation. In the period 2018 to 2022, the Foundation through ISP will develop staff capacity to sharpen skills, monitor, evaluate and share learning experiences. The organization will improve its marketing and public relations to make it attractive to stakeholders and work towards sustainability as a social enterprise. Below is a methodology of how the Foundation will achieve the above milestones:

Goal: Enhance programs continuity and organizational sustainability

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PRIORITY AREAS

Capacity development is the process by which individuals and organizations obtain, improve, and retain the skills and knowledge needed to do their jobs competently. For successful implementation of this 2018-2022 strategic plan, the Foundation will strive to develop the capacity of its staff at all programme levels. This will be achieved directly through in-house training and short courses as well as indirectly by encouraging staff to take upgrade courses relevant to their work.

Objective: Enhance staff capacity over the 5-year period

  • Activities
  • Staff capacity assessment
  • Staff training and retreats
  • Review all policy documents
  • Staff Performance appraisals

Expected Outcomes

  • Skilled and motivated staff
  • Increased efficiency and effectiveness

Monitoring, evaluation, accountability, and learning (MEAL) are part of everyday programme management and are critical to the success of all Faraja’s programmes. Without an effective MEAL system, the Foundation would be unable to track progress, make adjustments, discover unplanned effects of programmes, or judge the impact that it has made on the lives of the less fortunate people

MONITORING is normally the systematic assessment of a programme’s Performance over time. It involves the ongoing collection and review of data to provide programme managers and other stakeholders with indications of progress against programme plans and towards programme objectives.

EVALUATION takes place at a point in time but complements ongoing monitoring activities by providing more in-depth, objective assessments of the relevance, efficiency, effectiveness, impact, and sustainability of programmes. Formative evaluations are carried out during the life of the programme with a focus on improvement; summative evaluations take place towards the end of the programme and are used to judge its overall merit, worth or effectiveness.

A MEAL system, therefore, shall help The Foundation to be accountable to its stakeholders through information sharing and developing a complaints or feedback mechanism which can help to guide programme implementation. For this to be achieved a Logical Framework for each project will be in place.

Objective: Measure Performance and impact as well as disseminate project results each year

Activities

  • Review of MEAL strategy
  • Baseline survey on identified gaps
  • Field visits
  • Facilitate M&E meetings
  • Data analysis and reporting
  • Sharing information

Expected Outcomes

  • Enhanced accountability
  • Improved visibility
  • Efficiency and effectiveness in service delivery

Social entrepreneurship is the use of the techniques by start-up companies and other entrepreneurs to develop, fund and implement solutions to social, cultural, or environmental issues. It is a concept that can be applied to a variety of organizations with different sizes, aims, and beliefs. The Foundation will use the social entrepreneurship approaches to secure own generated and solicited income for sustainability.

Objective 1: Mobilize financial resources for the organization’s sustainability

Activities

  • Joint and individual Proposal writing
  • Event organizing
  • Seeking donations
  • Training and consultancy
  • Technological Innovations

Expected Outcomes

  • Diversified revenue streams

 

Objective 2: Increase visibility of the Foundation brand

  • Activities
  • Development of a marketing, communication and PR strategy
  • Organize events/celebrations
  • Facilitate media features

Expected Outcomes

  • Enhanced visibility
  • Network creation
  • Strengthened partnerships

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