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Institutional Building

Why Institutional Strengthening?

We will need institutional capacity to achieve our vision, mission and objectives. Institutional strengthening will also help us become a partner of choice for the multiple state and non-state actors we work with, further helping us deliver on strategic childcare ecosystem building and facilitation.

Objectives

By strengthening organizational capacity, we will achieve the dual objective of organizational growth and deliver on other strategic priorities

Strategic Priorities

  • Fostering organizational sustainability
  • Improving internal systems and governance structures
  • Risk Management

Fostering Organizational Sustainability

Why Corporate Sustainability?

To ensure we have a sufficient funding base and capacity to deliver on our strategic objectives.

We have adopted a holistic approach to corporate sustainability. We have developed strategic priorities under five dimensions of corporate sustainability.

Strategic Priorities

 

Systems and Structures
  • Strengthen governance and leadership policies, including investing in capacity building
  • Enhance financial and operational management processes.
  • Review human resources management policies particularly in relation to our culture.
  • Enhance monitoring results measurement guidelines.
Partnerships
  • Support capacity enhancement of our counterparts and other partners to enable them deliver on their roles to make sectors/markets competitive, impactful and sustainable.
  • Use system change approaches together with partners to develop interventions to address critical constraints. We catalyze sector transformation without crowding out core actors from the sectors/markets.
  • Strategic partnerships with public and private actors to scale up and expand the impact of our interventions.
Consultancy and Advisory Services
  • Develop training products based on the strengths of the organization and offer them at a fee to CSOs, funders and Governments at a fee
  • Develop consultancy expertise based on identified strengths and build a consultancy data base aligned to the childcare ecosystem
  • Measure, monitor and report on programme sustainability indicators. Develop sub-granting and incubation capacity for the organization
Financial
  • Build a business case for funders to allocate a % of funding to be used to build an endowment fund as a funding exit strategy.
  • Use any unrestricted capacity building funds as seed capital for the endowment fund.
  • Develop and market fee-for-service assets in our area of expertise. Package the body of knowledge in our priority sectors/subsectors and sell to other agencies.
  • Leverage our value proposition (expertise, experience and thought leadership) to partner with state and non-state actors to provide technical assistance at policy formulation and implementation.
  • Individually and/or jointly pursue opportunities for funding our work with multiple agencies.
  • Continue to demonstrate value proposition to traditional donors through accountability, demonstrating value for money, demonstrating impact, visibility and sustainability.
Programmes
  • Jointly design programmatic interventions to ensure relevance, buy-in, ownership and ensure co-investment.
  • Ensure all interventions have a phase-out/exit strategy with clearly defined timelines.
  • Measure, monitor and report on programme sustainability indicators.

Improving Business Systems and Structures

Financial, operational management and internal control systems (ICS)

Human Resource Management

Monitoring and Evaluation, Information and Management

Governance, Leadership and Corporate Communications

Strategic Priorities

Financial and Operational Management
  • Full automation of the financial and operational systems to enhance effectiveness and efficiency hence operational excellence.
  • Continuous improvement of internal control systems
  • Create value for partners through adoption of Value for Money (VfM) concept
M&E, Information Management
  • Automation of M&E processes data collection, analysis, presentation (software and platforms for data visualization) and reporting applications.
  • Knowledge management. Harness our thought leadership in market systems approaches in sectors/subsectors we have a footprint. Development of a data warehousing and information management system that can aggregate, and integrate both historic, current and future data.
  • Data-driven decision making through quarterly intervention reviews to ensure adaptative programming.
  • Enhance Monitoring, Reporting and Evaluation focusing on critical areas such as baseline data collection, quarterly reviews, midline/midterm assessment, impact measurement/assessments (where applicable).
  • Data quality assurance. Develop SOPs to ensure credibility, completeness and integrity of data used to measure and report on results of supported interventions.
Human Resources Management
  • Benchmark staff compensation and benefits with peer organizations in the sector. Review HR policies focusing on staff retention incentives.
  • Competitively and diversity in filling vacant positions.
  • Budget for internal management and staff capacity development, learning and reflection.
  • Automation of HR processes as part of a wider strategy of business process integration.
Governance and Leadership
  • Ensure Board independence.
  • Review board membership selection criteria to attract people with diverse skillsets, expertise, new voices and new thinking.
  • Invest in Board development.
  • Ensure active Board engagement in policy development and implementation.
    Retention of senior management to ensure continuity in leadership to carry the vision forward and inspire confidence in partners.
  • Develop/review and implement a corporate communication strategy and protocols.