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Karura Centre Strategic Plan 2017 - 2019

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Karura Centre Strategic Plan 2017 - 2019

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  1. STRATEGIC PLAN 2017-2019 Karura Community Centre Board 10/6/2016

  2. Strategic Plan 2017-2019 TABLE OF CONTENTS CHAPTER 1 1 2 2 2 2 2 1.0 Introduction 1.1 Background of Karura Community Centre 1.2 Role of Karura Community Chapel 1.3 Karura Community Centre Mandate 1.4 Tumaini Program CHAPTER 2 3 4 4 4 6 7 2.0 Contextual Analysis 2.1 KCC’s Internal Environment 2.1.1 Stakeholder Analysis 2.1.2 SWOT Analysis 2.2 KCC’s External Environment CHAPTER 3 9 10 10 10 10 10 3.0 Strategic Direction of Karura Community Centre 3.1 Vision 3.2 Mission 3.3 Overall Goal 3.4 Core Values CHAPTER 4 11 12 12 4.0 Strategic Priority Areas & Objectives 4.1 Tumaini implementation plan CHAPTER 5 15 16 16 5.0 Monitoring and Evaluation Notes: 3

  3. Strategic Plan 2017-2019 4

  4. Strategic Plan 2017-2019 CHAPTER 1 1

  5. Strategic Plan 2017-2019 1.0 Introduction 1. Improved access to formal education with the defined geographical area. 2. Reduced disease prevalence in the target community. 3. Improved household income through better business skills 4. Nurturing talent through art and sports for holistic child development. K2C shall implement its four thematic areas through the existing Tumaini Program which currently is focusing on scholarships and mentorship. Karura Community Centre (K2C) is the brainchild of Karura Community Chapel. Unprecedented influx of Internally Displaced People (IDPs) in the church and its environs in 2008 triggered the church leadership to think of establishing a nonprofit to manage and coordinate humanitarian and development activities among needy residents in the communities around the church. 1.1 Background of Karura Community Centre 1.4 Tumaini Program Karura Community Center is a faith-based, non-profit and non- governmental community development Organization formed in 2008. Its primary aim is to trigger and/participate in advocating and working for holistic transformation in local communities in Kenya through practical application of the Word of God in every area of life in the community. This it will seek to do by working with and through the local churches and partners. Tumaini (‘Tumaini’ is Swahili for Hope) program’s main focus is for now providing Scholarships and Christian mentorship for needy and bright students from low-income communities within a 10-mile radius of Karura Community Chapel. As Karura Centre grows, the Tumaini program will be expanded to include the following: 1. Tumaini Health Project. 2. Tumaini Sports Project. 3. Tumaini MED Project. 1.2 Role of Karura Community Chapel The target groups are needy students in and Secondary schools, teachers and parents from the program area. Karura Community Chapel (our founder church) remains to be one of our key partners. The role of the church is mainly advisory, to ensure the organization remains rooted in the Word of God. The members of the church also play a vital role, as they form the largest pool of members and volunteers for the organization. 1.3 Karura Community Centre Mandate Our mandate is to work with churches and other partners to bring about or secure the following core services in urban, peri-urban and rural areas: 2

  6. Strategic Plan 2017-2019 CHAPTER 2 3

  7. Strategic Plan 2017-2019 2.0 Contextual Analysis 2.1.1 Stakeholder Analysis This analysis is a process of identifying the individuals or groups that are likely to affect or be affected by a proposed action by Karura Centre, and sorting them according to the impact their actions will have on us and us on them. 2.1 KCC’s Internal Environment The organization is under the leadership of board members, who are in charge of making all critical decisions pertaining the operations of the organization. The Director reports directly to this board and the rest of the staff team reports to the Director. All the staff members bring certain unique skills to the team, and each person has a clearly defined job description matching their skill set and area of gifting. Financially, the organization has in the past relied on the church, as well as individual donors to fund the different initiatives. However, K2C has now ventured into reaching out to other organizations for partnership. We have also come up with different income generating activities for sustainability. 4

  8. Strategic Plan 2017-2019 Stakeholders Stakeholder expectations Stakeholder roles (K2c expectations) Karura Community Chapel Handle the humanitarian cases being presented to the church. Mobilize members/congregants to volun- teer in the different initiatives. - - Grow our reach to the 10-mile radius and beyond in setting up interventions to help the needy. Support the organization (Both financially and in-kind) - - Reports to show the progress in different initiatives/ projects and for accountability. Put up interventions to help resolve some of the long-term issues they face. Host the organization until a point where it’s able to operate off-campus. Full cooperation, ownership and personal initiative and participation in all interven- tion programs. - - Beneficiaries - - National Government Partner in different areas to improve the living condi- tions of the citizens in our neighborhood. Financial and in-kind support - - Help establish linkages with different de- velopment partners Financial and in-kind support - County Government Partner in different areas to improve the living condi- tions of the citizens in our neighborhood. - - Help establish linkages with different de- velopment partners - Reports to show the progress in different initiatives/ projects and for accountability. - Full support in implementation of proj- ects/initiatives. Financial and in kind support - Individual Sponsors Proper utilization of funds/resources donated to- wards K2C’s initiatives. - - Reports to show the progress in different initiatives/ projects and for accountability. Work together to better the communities around us. - Development Partners Financial and in kind support - - Reports to show the progress in different initiatives/ projects and for accountability. Work together to better the communities around us. - Other NGOs Work together to better the communities around us. - - 5

  9. Strategic Plan 2017-2019 2.1.2 SWOT Analysis Strengths Weaknesses Opportunities Threats Being a Christian organization can limit us in terms of partnerships Existing potential partners e.g. football ambassadors. Other similar initiatives within K2C’s catchment area. Already existing programs. The backing/ goodwill of the church leaders and the congregation. Under-resourced communities around K2C. Possibility of losing K2C’s vision and values over time. Limited financial sustainability initiatives. Existing networks in the congregation. Maximize the local networks within Karura Chapel Limited cooperation by other churches in community outreach. Over-reliance on one source of funding. Strong Karura Chapel influence in the neighborhood. Strong/passionate human resource capacity. Government policy (Change)/ Increased negative competition by some churches. High number of sound churches within K2C’s 10-mile radius. Low human development in target area. Encroachment of church organizational culture into K2C. Existing push (and alignment) by donors for SDGs. Strong identity with Karura Chapel. Existing goodwill from development partners. Need for livelihoods programming within K2C’s 10-mile radius. Inadequate equipment and technology. Change in donor priorities. Strong management structures. Available seed financial and human resources from Karura Chapel. Strong volunteer base from Karura Chapel and well- wishers. Readily available/free physical infrastructure. Organized compensation package for staff and volunteers Dominance of Karura Chapel in community intervention Partnering with national and county government. Latent synergies with the local private institutions and community groups. Unpredictable political environment Sustainability of partner projects in the target area i.e., Partner turn- over Inability to meet all community needs. Biasness of target beneficiaries and partners (need for harmonizing policy). Availability of a diverse workforce within K2C Staff and volunteer turn-over Communication and transport systems available in target area Lack of a strategic plan. Securing additional donor agencies Mismatch between industry and organizational remuneration. Larger pool of interns and volunteers Low volunteer retention Dependency created by our current programming. Potential for expansion to other development sectors Income generation from IGAs e.g. KYSA academies, sports camps, etc. Focus and on low cost interventions only 6

  10. Strategic Plan 2017-2019 2.2 KCC’s External Environment Risk Factor Political How they affect K2C Lack of political stability and the high corruption levels could affect the operations of K2C in terms of relationships with external donors. K2C interventions As an organization, we will strive to remain as politically neutral as possible. - - Bureaucracy - We will work towards building strong relationships with different government entities to ensure smooth flowing of processes. - Corruption level - The bureaucracies involved when dealing with government entities can be a hindrance when rolling out K2C projects. - Environmental Law - We will strive to always stay updated on any government policies’ changes and align our activities to abide by the policies. - Health and safety law - Different laws passed by the government, touching on different areas could affect the operations of the organization. - Tax policy (tax rates and incentives) - We will also look into buying political risk insurance as a way of managing political risk. - Government stability and related changes) - Economical High inflation rate in the country is bound to affect the beneficiaries of K2C, reduce their purchasing power, and directly affect their businesses and lower the quality of their lives. K2C shall develop and implement a robust financial management mechanism to mitigate against local and international economic/currency fluctuations. - - The inflation rate - Hold seminars/workshops/training/ networking events for our partners to help them grow in their businesses and careers. - Disposable income of K2C partners - If K2C individual donors lack adequate disposable income, this could affect our fundraising initiatives. - Unemployment rates - Work towards training people to set up their businesses and where possible nurture such businesses to a point where they are able to run by themselves. - High unemployment rates in our catchment areas are definitely bound to frustrate our efforts of bettering the living conditions of those in the neighboring communities. - The foreign exchange rate - Have a USD account. - Foreign exchange rate fluctuations are definitely bound to affect our K2C’s operations. - 7

  11. Strategic Plan 2017-2019 Most of the people in need in our catchment areas are women. Carry out women empowerment programs. Social - - Train people on how to start and run small businesses. The gender and connected demographics - - Most of the people in K2C’s catchment area are not educated which further plunges them in poverty. - Develop programs that enhance livelihoods and community resilience to shocks. - The social lifestyles - The domestic structures - We live in a country where the rich and poor are worlds apart; this Is still the case in our neighboring communities. - Educational levels - Distribution of Wealth - Technological We risk being backward as an organization in terms of keeping up with technology. Constantly innovate and improve K2C’s existing systems. - - New discoveries - Have a budget allocation for the same. - Rate of technological obsolescence - Be deliberate about staying abreast with new inventions and what our sponsors/beneficiaries are looking out for in terms of communication channels etc. - Rate of technological advances - Innovative technological platforms - The organization is located in Nairobi and its target beneficiaries are in both Kiambu and Nairobi. The climate in both of these counties is favorable. One environmental challenge that has in the past affected the residents has been flooding. K2C will be very deliberate about educating its beneficiaries about the need to take care of the environment. Environmental - - Geographical location - The climate and weather - Seek new partners involved in environmental conservation - Waste disposal laws - Trends have shown that the people in our catchments area are not as concerned much the environment as evidenced by littering and lack of personal initiative when it comes to issues environment. Being sued by an employee due to improper treatment/dismissal Energy consumption regulation - - People’s attitude towards the environment - Engage a lawyer to advice on all legal matters in the organization. Legal - - Product regulations - Being sued by a beneficiary. Stay updated on all legal requirements of organizations such as K2C. - - Employment regulations - Competitive regulations - Patent infringements - Health and safety regulations 8 -

  12. Strategic Plan 2017-2019 CHAPTER 3 9

  13. Strategic Plan 2017-2019 3.0 Strategic Direction of Karura Community Centre 3.4 Core Values The strategic direction of K2C will be guided by the vision, mission and goal and this will inform K2C’s operations in the next 5 years. The strategic direction is discussed here under: Karura Community Center is committed to: 1. Christian in everything we think, say, and do. 2. To have Prayer as an integral part of who we are and in everything that we do. 3.1 Vision 3. To follow Christ’s example of valuing each person that comes to us and is in need. Transformed Lives; Impacting the World. 3.2 Mission 4. To value transformation in the lives of people and communities. 5. To value building Christ-like relationships. To engage, equip and enable the local church to become an agent of spiritual, social, economic and physical transformation in the community God has placed it in. 6. To model excellence. 7. To value continually maturing in our capacity to meet people’s needs. 3.3 Overall Goal To increase the engagement of the Body of Christ in measurably impacting under-resourced individuals and communities in our catchment area. 10

  14. Strategic Plan 2017-2019 CHAPTER 4 11

  15. Strategic Plan 2017-2019 4.0 Strategic Priority Areas & Objectives 1. Tumaini Scholarship and mentorship Project 2. Tumaini Health Project. 3. Tumaini Sports Project 4. Tumaini MED Project 4.1 Tumaini implementation plan PROGRAMS Annual Quantitative/ Qualitative targets Raise funds (KSH 3,780,000) to support 63 students in year 1 (2017); and additional 15 each year. Mentor 80 students in year 1; then an additional 100 in each year. Key Project Objectives/activities Key Indicators (How will we know we are succeeding?) Amount of incoming financial support; Number of active members (CLGs & individuals); Parents attendance to parent meetings; Number of students participating in Mentorship events; Number of mentors involved in regular mentorship; Weekly ministry communication. Number of Specialized Medical Camps held; Number of beneficiaries; number of schools and girls receiving sanitary towel support; number of students and families under the NHIF cover; number of health talks & attendance. Means of verification Person Responsible i. Financially sponsor/Support (it can be financial or in kind) 120 students through high school and provide Christian mentorship to 480 students from 25 schools within 10-mile radius of Karura Community Chapel (KCC). ii. Have/ Carry out 10 Specialty (e.g. Dental, Eye, etc.) Medical Camps; support 3 Local health facilities, give health & hygiene training and sanitary towels to 25 local schools within our/ KCC’s 10-miles radius. Tumaini Report; Sponsors and Mentors feedback on the program. Tumaini Program & Volunteers’ Coordinator 2 Specialty Medical Camps per year; 5 schools receiving sanitary towels & health and Hygiene training per year End of Medical Camp Reports; Ministry of health reports Karura Centre Programs Manager iii. Identify 25 schools within our 10-mile radius & integrate KYSA Model within them. Number of players/teams recruited; Number of matches played; Number of peer counseling sessions; Number of leadership committees & councils formed & members’ commitment; number of environmental stewardship activities done/ conducted 5 KYSA Model Schools each year. KYSA Monthly Report KYSA Sports Coordinator 12

  16. Strategic Plan 2017-2019 iv. Integrate Micro-Enterprise Development (MED) and Workplace Impact Trainings (WITS) for parents & teachers in 25 schools within our 10-mile radius v. Training sessions on the call to the Ministries of Mercy Number of teachers & parents going through MED and WITS; Number of businesses started and increment in productivity & motivation. Uptake of training in 5 schools each year K2C Monthly Report Karura Centre Programs Manager Number of sign-ups for the class; Number of Seed projects from each class; Number of people recruited by participants for the next class; Number of CLGs represented in class that later go through training Number of partner churches, companies, business and organizations; Number of community members attending and participating in the community service events; number of community service activities done Once a Quarter Discipleship Report Ministry Director vi. Organizing 5 Serve In the Name of Christ (Serve INC) community service events Once a year Partnerships Report Ministry Intern ADMINISTRATION 4 Seminars/Forums/ Conferences per year i. Attend and participate in 20 Integral Mission Workshops/ Seminars/Conferences; and/ or NGO capacity development based forums Number of forums/seminars/ workshops/conferences identified; Number of the above stated workshops/conferences, etc. attended; Number of staff/volunteers attending these forums; Number of new partnerships formed. Number of training sessions conducted. Number of workshops, seminars, retreats and symposiums attended by staff and board members. Number of staff and board Members trained. Number of updates communicated per week; Number of feedback on communication; Number of active WhatsApp groups; Number of likes on Facebook; Number of tweets per week. Partnerships Report Karura Centre Programs Manager ii. Identify and conduct capacity development training and exposure workshops for K2C staff and board members 15 trainings/workshops Training reports Ministry Director iii. Maintain Weekly Use of Phone; Email; Social Media & website to update and keep leaders, volunteers and ministry supporters connected. Fresh weekly postings on all our communication channels. Volunteers Management Report Ministry Intern 13

  17. Strategic Plan 2017-2019 iv. Conduct Weekly Prayer meeting for fulltime staff and fulltime interns and volunteers Number of prayer meetings held; Timely attendance and execution of the meeting; Number of K2C ministry staff, interns and volunteers attending weekly prayers; Number of prayer needs submitted and prayed for (have prayer journal?) Number of prayer meetings held; Timely attendance and execution of the meeting; Number of C&SJ ministry staff, interns and volunteers attending weekly prayers; Number of prayer needs submitted and prayed for (have prayer journal?) Number of newsletters published; Number of prayer guides published; number of newsletters disseminated; number of prayer guides disseminated; Number of feedback received. Number of partners/sponsors appreciated; number of volunteers appreciated; number of individuals receiving Serve INC awards; Number of people attending the annual Christmas Cantata once a week Volunteers Management Report Tumaini Program & Volunteers Coordinator v. Conduct Quarterly Prayer Meeting Once every 4 months Volunteers Management Report Tumaini & Volunteers Coordinator vi. Publish monthly newsletters and prayer guide for dissemination to partners and stakeholders. Monthly Partnerships Report Ministry Intern vii. Annual Dinner and Christmas Cantata for Ministry Partners and the public/stakeholders Once a year Partnerships Report Karura Centre Programs Manager 14

  18. Strategic Plan 2017-2019 CHAPTER 5 15

  19. Strategic Plan 2017-2019 5.0 Monitoring and Evaluation To ensure the relevance and sustainability of K2C programs, the secretariat will work towards developing an integrated and comprehensive monitoring and evaluation plan. K2C Projects at all levels, whether they consist of multiple integrated projects or single interventions, shall have an M&E plan for assessing progress in implementation and achievement of the intended program/project goal(s) and objective(s). Such plans should detail what data needs to be collected, how best to collect it, and how to disseminate and use the results of M&E. The Monitoring and Evaluation (M&E) Plan shall describe the approach and system to be developed to assess progress and impact of the overall strategic objectives of K2C Strategic Plan for period 2017-2022. 5.1 Budget Project 2017 Budget (Ksh) 2017 Budget (USD) Tumaini Scholarship and mentorship Project 3,200,000 31,373 Tumaini Health Project (Medical Camp) 882,000 8,647 Tumaini Sports Project (KYSA) 505,000 4,951 Tumaini MED Project 285,000 2,794 Total 4,872,000 47,765 16

  20. Strategic Plan 2017-2019 Notes: 1. A more detailed budget for this strategic plan will be made separately and on an annual basis. 2. A resource mobilization plan together with all the other plans needful to successfully implement this strategic plan will be developed, implemented and updated annually by the respective Board Committees. 3. The organization structure, the offices and roles of the different board members and staff members will be contained and updated from the K2C Handbook. 17

  21. Strategic Plan 2017-2019 Karura Community Center Email: info@karuracommunitycentre.org Website: www.karuracommunitycenter.org Karura Community Centre 18

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