KCF STRATEGY 2008- 2012
KCF ORGANISATION, MANAGEMENT AND LEADERSHIP STRATEGIES
KCF is fully registered according to local regulations. The National Non-Government Organization Board registered KCF. This board operates under the NGO statute of 1989. KCF registration is S5904-4031. The Mubende District Community Services department also registered KCF. Reg No. CD223/0037/031.
KCF has a documented organisational structure with clearly defined roles and responsibilities.
All Projects and programs are developed in line with the organisational Vision, Mission, values, goals and objectives.All projects are implemented in line with documented work plans and budgets.
KCF has an independent Executive governed by a documented and approved constitution.
There is a clear separation of duties between KCF management and the Executive who are mainly policy makers. The Executive, staff and volunteers share the organisational Vision, Mission, and values of the organisation.
The 8 UN Millennium Development Goals- which range from halving extreme poverty to halting the spread of HIV/AIDS and provide universal primary education, all by the target date of 2015- form a blueprint agreed to by all the world’s countries and all the world’s leading development institutions. These have galvanised unprecedented efforts to meet the needs of the world’s poorest. These, together with international ethical standards and national policies; shall continue to influence KCF’s thematic drives.
HUMAN RESOURCE FACTORS
KCF shall have documented staff/volunteer recruitment policies and procedures. Apart from the recruitment of the Secretary General who will be the Coordinator of the organisation, the executive shall by strategy not be mandated to participate in the staff selection process.
KCF shall have well-qualified and motivated staff with Job description for staff clearly defined, documented and regularly reviewed. Policies on staff remuneration, promotion and grievance handling shall be well documented. There shall be a documented system for reviewing and managing performance of staff and volunteers. Also there shall be at all times documented policies for staff training and development and HIV/AIDS at the workplace.
The organisational leadership shall always create an environment for performance improvement, accomplishment of strategic objectives and innovation. KCF organisational learning shall be encouraged with knowledge capturing tools developed for all staff with particular training competences and all those planning to leave the organisation.
The organisational Leadership shall at defined times motivate, coach and mentor staff
This shall continue to be KCF Institutional Management Structure
To effectively improve its operations, KCF shall at all times adopt a structure with clear cut elements according to The Canadian management theorist Henry Mintzberg who developed the concept of the so-called Basic Parts of the organisation.
KCF shall have 5 identified functions. Each function shall be related to a basic part. These five basic parts are described below.
1. Strategic Apex - The KCF executive. These are people charged with ensuring that the organisation serves its Mission by formulating and controlling relevant strategies and ensuring they are aligned to all departmental objectives and general Assembly aspirations.
2 Middle Line Management – The Secretary General/ Coordinator: This technical executive member is involved in joining the Strategic Apex to the Operating Core Lower Staff, by channelling information and by coordination of activities.
3. Operating Core. These are Staff involved in activities of the primary process (the transformation of inputs into outputs). These can include Project officers and Programme officers. They are employees.
4. Techno structure: - Highly qualified members of KCF often given short technical contracts of the sort that involves the maintenance and development of the efficiency and effectiveness of primary and support processes, including the development, standardisation, monitoring and evaluation of activities. Financial Controllers, Monitoring evaluation units, research; methodology developments can also be employees. They are the biggest knowledge workers of KCF and are employees of many big line ministries and departments. They are also members of KCF and can offer technical input at subsidised rates.
5 Support Structure: Staff not directly involved in the primary process, but providing operational support to this process e.g. Driver, office managers. The case of KCF these are employees.
Note:Because of the universal “drought” in “financial climates”, some people shall carry out activities in more than one basic part in 1-5 above.
In general this picture looks like this:
With that structure, KCF shall easily align its Vision and Strategy to: Financial, Clientele, Internal Organization processes and Learning and Growth. This Balanced Score Card shall shape it into one of the best performing and surviving indigenous NGOs in Mubende district.
FINANCIAL MANAGMENT AND RESOURCE MOBILISATION
All financial transactions shall be recorded with relevant receipts and other supporting documentation. Systems shall be in place Preventive, detective and corrective internal controls to prevent fraud such as:
• Three signatures required for every cheque; Transparent recruitment of staff.
• Regular audits of stock/inventory, bank reconciliation, Proportional analysis
• Prosecute culprits and plug loopholes
• Strict procedures for purchase of goods and services
• There shall be understood procedures for funds requisition and accountability.
• There shall be strict product and services procurement procedures
• There shall be a clear procedure for preparing and managing of: Project budgets,
Overall organisational budget and an external audit shall be conducted at least once a year and recommendations implemented.
KCF shall have the capacity to prepare financial reports for various stakeholders.
Capacity Building in financial management shall always be on-going.
Computerized accounting systems shall be promoted at every opportunity.
There shall be a resource mobilisation strategy and plan is in place. Terms of Reference for this item shall be incorporated in every staffs’ duties and responsibilities. The staff selection process shall prioritize this item.
Executive members shall actively participate in mobilisation of resources for KCF and various resources mobilisation mechanisms/techniques as mentioned in the KCF constitution shall be used to mobilise resources. KCF shall not indulge in Micro-finance business. KCF will always be limited to Seed Money given to special interest groups.
Program staff shall be trained in knowledge and skills in resource mobilisation and KCF shall target the private sector too, for funding.
SUPPORT TO OVC
KCF will offer Psychosocial Support which is Assistance given to OVC and families with OVC to positively and meaningfully affect the psychological and social situation that impacts on their mental function and social behavior in relation to relation to their family and to the society in which live.
KCF shall ensure that Child participation, which is: Making OVC and their families part of the solution by seeking their opinions at every stage during planning, implementation, monitoring, and evaluation of policies and programmes is maintained using appropriate PRA and REFLECT tools. These tools will be incorporated in procedures and guidelines of Child Participation.
KCF shall support Child Protection, which is: Immediate response to circumstances and conditions that create gross violation of the rights of children, subjecting them to the serious risks and hazards.
KCF shall offer Socio-economic security, which is: the ability and capacity of OVC and households with OVC to sustain their livelihood over the medium and long-term with or without short-term emergency assistance.
KCF shall support Child growth and development initiatives. Child growth and development initiatives e.g. meeting the physical, Cognitive, intellectual and psychological needs of OVC.
OVC and their households shall be provided with knowledge, skills and resources to improve food security and nutrition.
There shall be specific health activities and services targeting OVC and their households e.g. immunisation, Curative, health care, health education, palliative care, and rehabilitation.
KCF shall plan for and implement Mitigation of the impact of conflict (individuals, Households and communities in collaboration with society, Government, and private sector actors work to secure an environment in which services can reach vulnerable populations affected by conflict).
Policy frameworks at district, national and international level, shall always guide KCF OVC activities e.g. UNHCR, Child Act and District OVC strategic Plan.
MONITORING AND EVALUATION OF KCF ACTIVITIES
KCF shall strive to maintain a clearly documented and functioning M&E system:
• Accurate monitoring data shall be collected and submitted regularly and on time;
• Collected data shall be summarised, analysed and produced in reports at specific times;
• There is a system for data storage and management;
• There shall be Gender segregated data;
• Monitoring data shall be utilised by project staff and managers to review and update work-plans.
• There shall be M&E frameworks e.g. project Monitoring Plans, logical frameworks in place for all projects and programs.
• Baseline data/information shall be generated at the beginning of each project
• KCF shall conduct evaluations at the end of every project.
• All Program/Project shall follow the Project Cycle of:
A) Needs assessment;
B) Project design & indicator development;
C) Project Planning & Budgeting;
D) Project implementation;
E) Regular monitoring and evaluation;
F) Re-planning of projects based on evaluation outcomes
EVALUATIONS
KCF shall maintain the evaluation status qua of using the “looking back and forward approach”.
In looking back, the evaluation teams shall always focus on the following: Community mobilization and participation in KCF project activities, effectiveness of programme activities, effective management and monitoring of the project activities and the project impact to the beneficiary community. Achievements in the above areas shall always be compared with the project objectively verifiable indicators (OVIs) as presented in the original program/Project document as a basis for the review.
In looking forward, the evaluation teams shall assess what needs to be delivered in the remaining part of the Programme or Project and the degree to which the initiatives facilitated by KCF and its financial partners are sustainable and durable beyond the project life.
The qualitative data obtained shall processed, transcribed and analyzed using the thematic and content approaches to enhance the capturing of perceptions, experiences and challenges as cited by the different stakeholders. The qualitative data shall be backed up by relevant examples, voices and illustrations of what different stakeholders emphasize during the interviews transect walks, Graphics evaluation matrices, Timeline/Major Significant Changes, Demonstrations, Witness testimonies (in General Assemblies too), observations and all other methods used in data collection.
The quantitative empirical data obtained shall be put in suitable models and appropriate analyses made.
KCF and GENDER ANALYSIS AND PLANNING
KCF shall by strategy remain committed to Gender issues. Gender shall always be mainstreamed into the organization’s operational frameworks. KCF shall always acquire, improve and employ clear procedures for handling gender based stigma and discrimination in all its thematic areas.
KCF shall have resource materials and tools on gender and all staff shall be facilitated to acquire knowledge and skills on gender analysis and planning. A gender perspective Analysis Matrix shall be developed for KCF.
NETWORKING LINKAGES AND COLLABORATION
“The overall outcome of KCF partnerships to date has been a strong contribution to organizational learning for KCF, complementing their previous projects and a unique comprehension of Mubende culture and tradition expatriates from Partners find rather intriguing.
KCF brings that understanding of the socio-cultural context,” (KCF Annual Report, 2006).
On that note, KCF shall continue to have working relationships with International NGOs, National NGOs, Government, Community Based Organisations and private sector.
KCF shall collaborate on joint projects with other Organisations and Project staff shall participate in exchange visits with other Organisations.
KCF shall engage regularly with other Organisations in a forum for sharing lessons and experiences.
KCF staff shall have capacity building in knowledge and skills in networking and collaboration.
“That realization is very important for our Future International NGO partners. There have been many failures associated to the Western model or the “modernization” approach to development. This approach believes that there are simple or prepackaged technological solutions to development that can be imposed by external professionals.
Now you cannot start to decipher lives of communities with cultures and traditions you do not comprehend,” (KCF Secretary General report, 2007).
GRANT MAKING TO CSOs/CBOs
KCF shall continue using Community service organisations and community-based organisations to as its strategic partners.
There shall be a Documented sub-grantee selection procedure that is systematically applied all the time. There shall be legally binding contracts or MoU between KCF and the sub grantee, which meets the requirements of the relevant donors.
KCF shall have work plans and budgets that identifies activities of each sub grantee and the corresponding budget. Procedures/modalities and responsibilities for making major procurements, addressing Human Resource issues, registration of sub-grantees, reporting etc shall be clearly defined.
Funds shall always be disbursed to the sub –grantee accurately and on time.
The financial management capacity of the sub-grantee shall always be assessed at the start
KCF shall establish that a grant monitoring system that ensures that reliable financial and programmatic data is quickly available from sub-grantees is maintained. Also, any problems regarding sub grantee accountability and reporting shall be quickly identified and addressed.
The criteria for re-granting shall be documented and shared with sub-grantees.
KCF shall ensure that sub grantees be visited at least once every three-six months
|