P EN. POVERTY ERADICATION NETWORK Strengthening Citizens Participation STRATEGIC PLAN

Transcription

1 P EN POVERTY ERADICATION NETWORK Strengthening Citizens Participation STRATEGIC PLAN

2 Table of Contents Poverty Eradication Network (PEN) AACC Building, Waiyaki Way, Westlands, P.O. Box City Square, Nairobi Tel: /7 Fax: Mobile (office) , Website: Design, Layout and printing by Noel Creative Media Limited Abbreviations... Page iv Foreword... Page v Introduction... Page vii one... Vision, Mission, Values... Page 1 two... Drivers and Goals... Page 3 three... The Balanced Scorecard... Page 4 four... Strategic Map... Page 5 five... Scorecard... Page 7 six... Implications of the Strategy...Page 8

3 Abbreviations Foreword It is my pleasure to present you with PEN s latest Strategic Plan. This document describes the mission, objectives and results that PEN intends to achieve between 1 st January 2010 and 31 st December It also provides a strategic overview of the major programmes, projects and initiatives we intend to undertake to achieve these results. AKF Aga Khan Development Foundation CBO Community Based Organization CSO Civil Society Organization INGO International Non Governmental Organization M & E Monitoring and Evaluation NGO Non Governmental Organization OD Organizational Development PEN Poverty Eradication Network UN United Nations This three-year period marks a critical time in Kenya s history and a time of great change within the East African Community as a whole. The role of civil society has never been as important as it is today and PEN intends to build upon its accomplishments to date and make significant contributions to further improving civil society effectiveness in both Kenya and the East Africa region. Civil society effectiveness is influenced by a combination of key internal and external factors. Over time PEN intends to design interventions to positively influence all these factors. Key factors, which influence the effectiveness of civil society organisations (CSOs) from within, include: strong leadership, good governance, relevant programming, adequate resource mobilization, competent staff and volunteers, and transparency and accountability to the people they serve, the donors who provide the resources and the public at large. Key external factors that influence the effectiveness of civil society organisations, both individually and collectively, include those factors that contribute to what is frequently referred to as the enabling environment. These factors are primarily related to the roles that government, donors, private sector, media and civil society itself play in creating space for and encouraging the people themselves to play the major role in developing their nation, their communities and the region as a whole. Since PEN s inception in December 2001, we have concentrated on designing, implementing and learning about effective capacity development interventions at the grassroots level. In Lower Eastern Province, PEN established its first Community Learning Centre and used capacity development as its primary intervention; identifying and strengthening existing community institutions to improve the impact of their own sustainable development initiatives. Over the next three years PEN will document this process and adapt it to two more Community Learning Centres in poor communities elsewhere in Kenya. Over the last eight years PEN has provided capacity building interventions to more than 150 CSOs throughout the East Africa region, with significant documented impact on those organisations. Over the next three years PEN intends to triple the number of CSOs we are able to reach with effective organisational and programme development interventions. As our name suggests, the Network is a critical part of the PEN Strategy. In the past all PEN s clients and partners became automatic members of the PEN Network; so too did all who attend the many awareness raising, consultation and training workshops PEN conducted; however, from the launch of the new PEN website in February 2010, all CSO leaders will be invited to sign-up as a Network member and take advantage of the benefits this offers. iv STRATEGICPLAN STRATEGICPLAN v

4 Introduction During our last strategic plan period, PEN worked with other regionally-based CSO capacity building organisations and networks to conduct sector-wide research, improve inter-sector collaboration and promote greater CSO accountability. In the next three years PEN intends to support more CSO networks and link their work into global best practice. As this SP becomes a reality, PEN and the PEN network will almost triple in size: more programmes managed, people served, CSOs strengthened, policies influenced, staff and volunteers employed, income generated, and partnerships and new friends generated. This SP is recognised as stretching but, for those who produced it, we are confident and committed to achieving all its aspirations. We cannot do this without the continuing support of our existing partners and the growing support of many more people, organisations and institutions we have yet to meet and share our ambitions with. This strategic plan is produced for all our friends, supporters, partners, clients, network members, and other interested parties; in order to provide a common understanding of PEN aspirations for the next three years and clarity on why and how we intend to accomplish our mission. All of us at PEN invite you to join us on this journey and thank you sincerely for your interest and support for our work. John R. Batten, PhD, MBE Executive Director Poverty Eradication Network January 2010 Poverty Eradication Network (PEN) has been an operational NGO in Kenya since In seven years PEN has made a significant contribution to civil society and the communities it works with. PEN was founded for the specific purpose of strengthening not-for-profit groups and organisations across the complete spectrum of civil society throughout East Africa. PEN believes that civil society organizations are the key to strengthening citizen s participation and ensuring that communities take responsibility for the eradication of the poverty they experience. This strategy will build upon PEN's success in strengthening CBOs and NGOs across East Africa. This strategy recognises the need for PEN to replicate this work and demonstrate its impact, knowledge and learning to support civil society create social change. PEN has recognised that in order to support communities to be responsible for their own development, civil society organisations must deliver impact and ensure their own long term viability. During this strategic period PEN will develop its advocacy for good governance and collaboration and networking activities to support the creation of productive and supportive environments for CSOs whether regionally, nationally or at the community level. This strategy will lead to the growth of PEN s staff, activities and impact. The Board, staff and supporters have embraced the need to transform PEN to achieve a higher level of performance in supporting CSOs if they in turn are to fulfil their role in the transformation of communities and society. This strategy document has three aims: To focus on what are the most important things to achieve our goals To communicate our strategic decisions in a visual style to help engagement To understand how the priorities will be achieved and how we will know we have been successful to support organisational leadership and management The key strategic steps are presented below: 1. Vision, Mission and Values 2. Drivers and Goals 3. Balanced Scorecard 4. Strategy Map 5. Scorecard 6. Implications vi STRATEGICPLAN STRATEGICPLAN vii

5 one... Vision, Mission, Values Our Mission is: To strengthen the capacity of CSOs and public institutions in Africa to eradicate absolute poverty; through development, demonstration and dissemination of effective strategies and good practice at all levels. Our Values are: Respect for human rights, equity and justice for all. PEN works with respect for the rights of all people to determine their own destiny and development, irrespective of ethnicity, religion, age or gender. Respect for the innate potential, dignity and ability of all people to remake their own lives. PEN works with respect for the beliefs and wisdom of all our partners and applies participatory approaches that build upon existing knowledge and skills, and ensure ownership and control of outputs remains with them. Transparency and Accountability. PEN ensures that its assets and resources are used exclusively for the achievement of its mission and consistent with its values. We are open in all our transactions and accountable for our expenditures and impact. Concern for a healthy and clean environment. PEN promotes technologies that build upon indigenous knowledge and resources, while regenerating and protecting the environment, ensuring people s health and safety. PEN has established the three fundamental elements for a strategy: a vision, a mission, and values. These three elements define the strategic space PEN works within. Our vision is the positive long-term strategic outcome the organisation seeks. To achieve this vision PEN has a mission or core purpose- that is the way it achieves this vision. Our vision and mission must be achieved according to our values or core principles or beliefs. Our Vision is: A just society where all people have access to a life of dignity devoid of absolute poverty. 1 STRATEGICPLAN STRATEGICPLAN

6 two... Drivers and Goals three... The Balanced Scorecard The vision, mission, values and strategic goals are the foundations of the PEN strategy. These present the impact on society PEN aspires to achieve. We have identified how it will deliver the strategy by developing a balance scorecard. The Balanced Scorecard is a methodology that translates strategy into a framework to change behaviour and improve performance The four main components of the Balanced Scorecard are: What do you need to achieve? PEN s macro and micro environments have been reviewed and the issues prioritised in terms of the impact and risk to PEN. Through this process we identified the key drivers our strategy must address. Drivers are the key factors and forces affecting our work. These Drivers produce specific Goals to counter the implications and consequences for PEN. Our Goals articulate what we want to achieve over the next three years. They are broad and general to allow us flexibility in determining how we will achieve them. Strategic Drivers Community access to devolved funds and decision makers. Too frequently communities do not have the knowledge, capacity or experience to demand what is rightfully theirs or to access decision makers and devolved funding mechanisms. These are all fundamental to effective development. CSO's performance, reputation and space. At a time when the divisions between the State, markets and civil society are being blurred, CSO's credibility is undermined when they cannot demonstrate they are effective in their work and accountable to their stakeholders. This is particularly important at this time of constitutional change and its ramifications. Current legislation, regulatory frameworks, standards and codes for civil society do not adequately support the development of effective CSOs nor do they ensure the credibility of civil society as an effective agent of social change. Strategic Goals Empowered communities responsible for their development agenda PEN will play a key role in advocating for good governance at all levels of society. Credible CSOs support communities deliver their development agendas - PEN will play a key role through its community based programmes, networks and organizational development work to strengthen the capacity of CSOs to deliver social change. An enabling environment for CSOs PEN will play a key role in legal reform and the development of a new framework for high performing CSOs by strengthening collaboration and engagement with civil society. Indicators How will we measure success? Targets How much do we need to improve? Initiatives What do we need to do to get there? The objectives were identified using four perspectives. They are both internal and external to ensure the balance is maintained throughout the strategy and its implementation. To identify the objectives, each perspective asks a specific question: 1. Beneficiaries: What must we achieve for our beneficiaries? 2. Internal Processes: What must we excel at in order to achieve for our beneficiaries? 3. Learning and Growth: Where do we need to invest in order to excel? 4. Resources: How will we ensure we are adequately resourced? 3 STRATEGICPLAN STRATEGICPLAN

7 four... Strategy Map The objectives are presented in the form of a strategy map below. PEN'S STRATEGY MAP A JUST SOCIETY WHERE ALL PEOPLE HAVE ACCESS TO A LIFE OF DIGNITY DEVOID OF ABSOLUTE POVERTY Vision Empowered communities responsible for their development agenda Strategic Goals An enabling environment for CSOs to operate Credible CSOs support communities to deliver their development agendas Strong governance at all levels of society Effective collaboration within Civil Society Improved capacity of CSOs Partner Organisations Effective advocates for change Building effective networks for Civil Societies Expertise in organizational development Internal Processes Improve external communications Strengthen action research Develop organisational competencies Improve learning and knowledge management Learning and growth Ensure efficient use of resources Increase unrestricted income Resources Increase long term funding Strategy Map Narrative Strategy Objective Improved Capacity of CSOs Effective collaboration within Civil Society Strong governance at all levels of society Expertise in organizational development Building effective networks for civil society Effective advocates for change Improve learning & knowledge management Develop organisational competencies Strengthen action research Improve external communications Increase long term funding Increase unrestricted income Ensure efficient use of resources Description PEN s capacity building work is its core business and incorporates INGOs, networks, NGOs and CBOs. However, the priority is to use community learning centres to demonstrate models of best practice and the impact of innovative and effective interventions on CSOs and their communities. PEN s strength lies in its extensive informal network of partners, peers and donors. PEN will systematically develop initiatives and opportunities to unite civil society for collective action. A key element will include encouraging Civil Society engagement with Government and the corporate sector. PEN will pursue the strengthening of governance mechanisms at the national, regional and local levels. This encompasses its current work on the NGO Act, supporting the NGO Council and Board, CSO access to devolved funds, school boards, and CSO board governance. PEN s capacity building reputation is built upon its excellence in organizational development. It must continue to develop this offer and promote its expertise to ensure its place in the market is expanded whether for grant funded work or consultancy. PEN will develop its own network as a forum for learning, discussion, information sharing as well as a platform for collaboration and engagement with civil society with PEN as a leading agent for strengthening the sector. PEN is an advocate for positive change within Civil Society in East Africa, within CSOs and their relationships with other sectors. Recognising this capacity and developing it is critical to the success in collaboration, governance and capacity building. PEN s wealth of expertise, knowledge and experience must be harnessed and shared. This is critical to ensuring PEN continues to provide added value, prove its impact to secure future funding and customers and support succession planning. PEN s strategy requires the organization to maintain its current capacity and competencies but also to develop new ones. It will require developing the team's skills and ensuring the organization accesses the expertise and capacity it needs. PEN will be able to provide added value to the sector, partners and donors through offering new knowledge and verified experience. PEN s sustainability depends upon its reputation as leading agent for change in civil society. It is critical to promote its impact and the benefits it can provide to the CSOs and others interested in civil society. Its work must be recognized and respected nationally, regionally and internationally. PEN s sustainability depends on its ability to secure long term partnership funding that includes a reasonable overhead rate. PEN must increase its own income from services or donations to alleviate overhead costs not covered by grant income. PEN will continue to ensure all resources are maximized through their efficient allocation and control. 5 STRATEGICPLAN STRATEGICPLAN

8 five... Scorecard six... Implications of the Strategy The Scorecard defines how each objective will be measured. Each objective has at least one indicator of success. PEN s scorecard is below. Improved Capacity of CSOs Effective collaboration within Civil Society Strong governance at all levels of Society Indicators % of PEN CSOs partners improving performance by 25% according to their strategy % of PEN CSOs partners scoring 25% higher in PEN OD assessment tool Number of CSO collaborative ventures PEN actively engages with that achieve their goals Number of networks/initiatives PEN engaged with Number of governance changes made as a result of PEN s initiative Number of governance projects PEN is involved in Expertise in organizational development Building an effective network for civil society Effective advocates for change Improve our learning and knowledge management Strengthen action research Developing organizational competencies Improved external communications Increase in long term funding Increase in unrestricted income Efficient use of resources Indicators % increase for funding for PEN OD work Number of organizations requesting PEN OD interventions Number of requests for assistance, support and information through the PENetwork Number of CSOs registered for the PENetwork Number of changes (to policies) as a result of PEN work Number of advocacy initiatives PEN is involved in Indicators Number of changes made to our OD work and programme as a result of the M & E Number of programme reviews undertaken Number of research publications informing internal process objectives Number of research projects undertaken % of new organizational competencies achieved % of staff enabled to deliver organizational competencies % increase in PEN brand awareness amongst civil society stakeholders Number of external enquiries, this on website, recipients of publications, media mentions Indicators Number of grants over 2 years in duration with full cost recovery Number of donors recognizing PEN as a strategic partner % of overall budget from unrestricted funding Number of new initiatives to raise income % of expenditure on overhead costs % of resources aligned to the strategy The key implications of the strategy for PEN have been identified in key areas: Staff and Culture PEN will expand its current staff team for programme management and core functions such as communications. PEN's structure will be aligned to the strategy s three core business areas during the strategic period. See appendix 1 The adoption of the strategy is expected to challenge existing norms and behaviours in the organization. All staff will be required to adapt and identify changes they can make to improve performance. Governance Board development is an integral part of the organization s evolution and continued success. The Board will provide oversight to the strategic management of the organization and develop their role in achieving organizational and financial sustainability. 7 STRATEGICPLAN STRATEGICPLAN

9 Funding Currently, PEN s focus is grant funding from bilateral agencies and foundations with consultancy income to cover indirect costs. During this strategic plan period all funding streams will be developed and greater balance established between them. PEN is committed to developing partnerships and long term relationships with selected donors and development partners, to diversifying its donor base and to placing emphasis upon increasing its unrestricted income. A resource mobilization strategy will be developed and implemented to establish new income streams. Developing institutional, corporate and individual support for PEN as an organization requires a shift in approach to funding which will involve all staff members and departments Individuals & corporate givings 15% Management Services 15% Government Agencies 25% 2009 Management Services 16% Individuals & corporate givings 1% Government Agencies 38% Trust & Foundations 20% INGOs & UN 25% Target income: Kshs. 145 Million showing proposed income distribution Trust & Foundations 40% INGOs & UN 5% 2012 Target income: Kshs. 89 Million showing proposed income distribution Management Services 15% Government Agencies 20% 2010 Management Services 20% Government Agencies 40% Individuals & corporate givings 10% Individuals & corporate givings 20% INGOs & UN 20% Trust & Foundations 15% INGOs & UN 15% Trust & Foundations 25% Target income: Kshs. 123 Million showing proposed income distribution PEN s income distribution STRATEGICPLAN STRATEGICPLAN

10 Finance PEN is committed to adopting a full cost recovery model to ensure sustainability of the organization and its programmes. It will also establish a reserve fund of three months operating costs to ensure continuity of programming in an uncertain donor environment. Over this strategic period PEN will increase its expenditure on its three core areas of business: CBO strengthening in community learning centres, civil society strengthening and good governance; and balance our investments in the different areas of our work. Expenditure Projection They require PEN to promote its expertise in capacity building with CSOs, share its knowledge and experience within the sector and to undertake a leadership role within civil society as it has done through the NGO Act review, the creation of VIWANGO, collaborating with CSOs and working with Government and the corporate sector. Offerings and Services Development The strategy highlights the need for PEN to invest in its services and offerings as well as innovate new offers for specific stakeholder groups. The priorities for development and promotion are: 40% 30% 20% 10% 0% Core Business M 105M Year PEN will have three core pillars of work to achieve its vision and goals: i. Capacity building and organizational development ii. Collaboration through networks iii. Advocacy for good governance These core areas are a continuation of PEN's current work but during this strategic period PEN will ensure they form an interconnected strategic programme M CBO Project CSO Project Advocacy Network Project PEN Overhead cost Core Business Area Capacity Building 1. Community based organizations focus 2. Civil society organizations focus Advocacy for good governance 1. National level 2. Community level Collaboration and Networks 1. PEN network 2. Other networks and collaborative initiatives New Commitments Create up to three community learning centres in different regions by replicating the success in Lower Eastern in Western Kenya and Rift Valley Develop programmes to support the partners and grantees of INGO / NGO / Grant makers to replicate success of similar initiatives with Ford Foundation, AKF, and Oxfam. Prepare and promote PEN s expertise through its organizational development model Develop research and practice-based learning publications Promote programme success and impact PEN will build upon its advocacy success through working collaboratively with CSOs. Current projects include the adoption of CSO standards through establishing VIWANGO and the review of the NGO act. PEN will identify other initiatives to support and promote good governance within Civil Society PEN will promote its expertise in advocacy and governance by promoting its models and best practice. PEN will develop and promote its own Network as a cornerstone of Kenyan Civil Society for information, collaboration and excellent practice. PEN is committed to support and develop other Civil Society networks PEN is committed to improve engagement between Civil Society and other sectors i.e. Corporate and Government 11 STRATEGICPLAN STRATEGICPLAN

11 PEN's Strategic Structure Board Committees Fund-raising & Communications Director M&E/Research Programme Director Support Services Director Community Based Capacity Building CSO Capacity Building Manager CSO Collaboration Manager Good Governance Manager Support Team Community Based Capacity Building CSO Capacity Building Team Civil Society Collaboration Team Good Governance Team Finance Administration Lower Eastern Programme Ford Foundation PENetwork NGO Act Human Resources Western Kenya Programme Other Projects Projects Standard/ VIWANGO IT South Rift Programme Projects 13 STRATEGICPLAN