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Recap preso

  1. 1. 25:40 Retreat Recap December 14-15, 2012 25:40 Retreat | Jonathan Lewis | 1
  2. 2. PurposeThis is a photo of men dressed as pandas carrying a big wooden box. Without an explanationof purpose, this picture makes absolutely no sense.
  3. 3. Conversation snippets... “Sometimes [some board members] tell me they don’t know what’s going on in my head.” “Sometimes I don’t entirely know all of the things 25:40 is doing.” “I feel once I go to South Africa and see for myself, then I will be able to better understand what we are doing.” 25:40 Retreat | Jonathan Lewis | 3
  4. 4. 25:40 needs to answer these questions...Through conversations with board members, we felt it would be beneficial for25:40 to explore the following questions.What is 25:40 doing?Why is 25:40 doing it?How does 25:40 tell their story to eachother and the rest of the world? 25:40 Retreat | Jonathan Lewis | 4
  5. 5. What does this deck contain?This deck contains a summary and synthesis of conversations held during theweekend retreat addressing the questions: what is 25:40 doing, why is 25:40doing it, and how does 25:40 tell their story. Content in this document is notmeant to be a record of “final decisions” but rather an artifact to spurinspiration, reflection and action. 25:40 Retreat | Jonathan Lewis | 5
  6. 6. Approach: Table of contentsApproach 7Where have we been? 9Where have we been: Themes 16Where have we been: Focus Refinement 29What problem are we solving? 34How did this become a problem? 38How is 25:40 solving the problem: Aftercare Program 43How is 25:40 solving the problem: Project Grants 50Where are we going? 55What are our individual roles? 64How do we build capacity 75Wrapping up 82 25:40 Retreat | Jonathan Lewis | 6
  7. 7. ApproachDuring the retreat, board members Jack Lewis and Alec Zacaroli went to work diagrammingknowledge and experience to then use for critical reflection and discovery.
  8. 8. ApproachTo gain an understanding about: What are we doing, why are we doing it, and how dowe tell our story; the retreat-group explored two lines of questions: Narrative Objective What problem are we trying Where have we been? to solve? What’s 25:40’s approach and role Where are we going? in solving it? How do we know when we What are our individual roles get there? moving forward? 25:40 Retreat | Jonathan Lewis | 8
  9. 9. Where have we been?This is a historic photo from the Nazareth House, a convent in SouthAfrica.
  10. 10. Where have we been: Timeline 25:40 Retreat | Jonathan Lewis | 10
  11. 11. Where have we been: Cape Town 2003-2005 “Through the Nazareth House’s amazing and touching video, we were introduced to the plight of kids battling AIDS and poverty in South Africa. We were never able to turn away.”During their time in Cape Town, 25:40provided funding for the followingorphanages; Nazareth House, HOKISA(Homes for Kids in South Africa), andBauphumelele Children’s Home. 25:40 Retreat | Jonathan Lewis | 11
  12. 12. Where have we been: Cape Town Hamburg Dr. Carol Baker, Founder of Keiskamma TrustIn 2005, Alec and Amy developed a South African government, Alec and Amyrelationship with Dr. Carol Baker who was decided to support Dr. Carol Baker in herworking in the Eastern Cape (rural East work in Hamburg, South Africa.South Africa). At the time Anti-Retrovirals(ARVs) were not available and people werejust dying off. After seeing the great need inrural areas, and a relative neglect from the 25:40 Retreat | Jonathan Lewis | 12
  13. 13. Where have we been: Hamburg 2005-2009 The Umtha Welanga Health Center started off as an AIDs hospice but after securing funding from 25:40 and PEPFAR was able to provide treatment and ARVs to people in Hamburg and the surrounding areas.While in Hamburg, 25:40 provided financial orphans in the villages of Lover’s Twist andsupport to the Keisakamma Trust (KT). Mgababa. Also, 25:40 helped facilitate theThrough their support and others, KT was Hamburg Social Development project, aable to complete projects including: a volunteer committee of Hamburghealth center, health education program, community members who design andart and music programs. Additionally, 25:40 implement development projects.worked to set up after-school programs for 25:40 Retreat | Jonathan Lewis | 13
  14. 14. Where have we been: Hamburg Canzibe Paul Cromhout, Director of the Small Projects FoundationTowards the end of their tenure in coupled with Keisakamma Trust securingHamburg, Alec and team felt a strong funding from numerous other organizationsdesire to be more involved in the design led them to a different part of the Easternand implementation of projects on the Cape...Canzibe. This move was spurred byground. Additionally, 25:40 wanted to focus relationships with Paul Cromhout, and Aliceon projects that directly served orphaned Clarfelt, development workers in thatand vulnerable children. These desires region. 25:40 Retreat | Jonathan Lewis | 14
  15. 15. Where have we been: Canzibe 2009-present Artist rendering of the proposed Hlalani Kum Learning Center in Canzibe.Upon moving to Canzibe, 25:40 began Small Projects foundation. This action planinvesting in a number of initiatives to help included projects such as helping OVCsthe Canzibe community and greater acquire their birth certificate. AdditionallyNgqeleni district care for orphaned and 25:40 has begun to pilot an OVC after-vulnerable children (OVCs). One of the school program focusing on: education,ongoing initiatives was the OVC Action health, nutrition, advocacy and skills.plan, facilitated by a local non-profit, the 25:40 Retreat | Jonathan Lewis | 15
  16. 16. ThemesThis is a portion of the whiteboard used to map out the history of the organization.
  17. 17. Serving the neglected and overlooked.Photo taken by Jack Lewis in Hamburg, South Africa. 25:40 Retreat | Jonathan Lewis | 17
  18. 18. Serving the neglected and overlooked: ObservationsWitnessing great need and explicit suffering is a motivator for action.The neglected and overlooked are often those with the deepest needs.25:40 started after Alec and Amy witnessed the needs of orphans andAIDs victims during the AIDs crisis in South Africa. Once the global focusshifted to orphanages in urban areas, 25:40 shifted it’s focus to the rural,under-developed homelands in the Eastern Cape.25:40 has worked with organizations until they are more self sufficientin their ability to raise support and build capacity.In addition to serving communities who are traditionally neglected oroverlooked, 25:40 also showed a theme of moving towardsorganizations that did not have as strong of a support network or werenot as established in their operations. This was evident in both the movefrom Cape Town to Hamburg and Hamburg to Canzibe. 25:40 Retreat | Jonathan Lewis | 18
  19. 19. Serving the neglected and overlooked: ConsiderationsIt can be challenging for a team to be both a first responder whilealso being responsible for the long term, detail-oriented refinement ofa program.Some people get energized from starting new projects and initiatives,and others get energized by sustaining and refining the operations of anexisting project. I suggest thinking about whether 25:40 has theresources to focus on both starting new projects and refining older ones.If so, what does the allocation of resources look like to explore newavenues while refining old ones without getting spread too thin?Saying no to someone in need is tough.With so many areas and kids who are neglected and overlooked, it canbe difficult to determine which projects to take on, and which projects topolitely decline. Consider coming up with specific criteria that will helpnarrow down projects 25:40 chooses to invest in. 25:40 Retreat | Jonathan Lewis | 19
  20. 20. Child focused.Photo taken by Jack Lewis in Hamburg, South Africa. 25:40 Retreat | Jonathan Lewis | 20
  21. 21. Child focused: ObservationsChildren were the impetus behind the creation of 25:40.The first organization 25:40 supported was an orphan care facility inCape Town. Alec noted that one of the reasons why Amy Zacaroli felt aconnection to helping orphans in South Africa is because she wasadopted.Projects no longer being child focused was one of the reasons formoving from Hamburg to Canzibe.When discussing the transition from Hamburg to Canzibe, one of thefactors that prompted the move included Keiskamma no longer giving25:40 the opportunity to fund projects that were directly focused onchildren. 25:40 Retreat | Jonathan Lewis | 21
  22. 22. Child focused: ConsiderationsWith a problem as complex as orphaned and vulnerable children, itappears most development work in a community could be tracedback to helping kids.Be aware of this and try to develop a framework for the types of projects25:40 will invest in that do not involve interaction with children.Orphaned and vulnerable children is still a very broad focus.Due to the expansiveness of the problem it is important that criteria areused to have a focus more specific than Orphaned and VulnerableChildren. Consider having a more narrow focus that not only describeswho 25:40 serves but specifically how 25:40 plans on serving them.Manage expectations for how money is being allocated.While someone can be the “official sponsor” of a project, it can be toughto specify exactly where money is going if an organization engages inmany different projects with different populations. Consider how thistruth will be acknowledge for both people who invest in 25:40 andprojects as well as organizations 25:40 invests in. 25:40 Retreat | Jonathan Lewis | 22
  23. 23. Partnership.Photo of the Masonwabe Pre-School in Canzibe, a 25:40 funded project. 25:40 Retreat | Jonathan Lewis | 23
  24. 24. Partnership: ObservationsPartnerships develop alongside personal relationships.Partnerships with Keiskamma Trust, Small Projects Foundation, CanzibeMission, Transcape and Living Waters were all developed in conjunctionwith personal relationships with the Founders. Additionally, partnershipsseemed to weaken along with personal relationships (namely with Carol).Part of the joy of operating (and in some cases volunteering) with25:40 is in the relationships developed with operations individuals inSouth Africa.When hearing board members talk about their experiences in SouthAfrica, and reading stories from the mission trips, some of the mostenjoyable relationships are those between 25:40 U.S.A and those on theground full time in South Africa. 25:40 Retreat | Jonathan Lewis | 24
  25. 25. Partnership: ConsiderationsManage expectations for the partnership relationship.Partnerships that are tied to personal relationships can make for eithervery rewarding or trying experiences for an organization or business.Consider having intentional conversations about both partners’expectations from the partnership. Talk through topics such asaccountability, success metrics, sustainability, handling disagreements,and focus.Manage expectations about 25:40 U.S.A’s role as a partnership.As a vision gets realized and on-ground operations get underway, it isimportant to have clearly defined role about who is responsible for theday to day decisions. Also have a clear vision as to what futuredevelopment and refinement looks like when a project has multipleowners. 25:40 Retreat | Jonathan Lewis | 25
  26. 26. Learning and creating.A “proposed mission statement.” While this was written as a joke (Thanks Alec :-), it’s indicativeof how board members view 25:40 as a chance to learn & grow in a new way. Lewis | 26 25:40 Retreat | Jonathan
  27. 27. Learning and creating: Observations25:40 wants board members, and volunteers to do more than justwrite a check.During the weekend retreat there was an explicit desire that people inthe United States be able to help orphans in South Africa, beyondwriting a check.In addition to helping OVCs, 25:40 wants its team to grow in theirability to be agents of social change.One of the reasons 25:40 moved from Hamburg to Canzibe wasbecause of a desire to learn and grow, as board members andvolunteers. They felt being in Canzibe and working alongside the SmallProjects Foundation while piloting an aftercare program would put themin a position to learn. 25:40 Retreat | Jonathan Lewis | 27
  28. 28. Learning and creating: ConsiderationsBe mindful of the time investment it takes for people to becomeexperts and thought leaders.Many people would say this takes at least 10,000 hours (roughly 10years of a 40 hour a week job). Think about what it looks like to developan expertise through explicitly learning from experts in a field.Develop a rigorous practice of learning from people who are doingthings well in the OVC care space.Aftercare, skill development, gardening, education, and advocacy arebeing done across the globe. Find organizations, academic institutions,and individuals who know how to do them well, and learn from them.Have a plan for the role individuals will play in the creative process.Collaboration is a great thing, however having “too many cooks in thekitchen” can slow down the creation and implementation process. Beintentional about the role individuals have in creating an initiative.Develop a practice of documenting what is learned.Whether it’s journaling, writing blog posts, creating case studies, orpresentations for talks and speaking engagements; wisdom is bestgained when you force yourself to reflect on what you’re doing. 25:40 Retreat | Jonathan Lewis | 28
  29. 29. Cape Town Hamburg Canzibe Focus Refinement
  30. 30. Focus Refinement Cape Town Hamburg CanzibeFinancially supporting Providing grants to Providing grants to thoseorphan care facilities in those helping orphans helping orphans in ruralSouth Africa. in rural South Africa. South Africa. And piloting a community implemented after-school program. 25:40 Retreat | Jonathan Lewis | 30
  31. 31. Focus Refinement: Mission StatementCape Town 25:40 financially supports orphan care facilities in South Africa. 25:40 partners with organizations working to address issuesHamburg affecting and creating orphaned and vulnerable children through providing grants, and project specific feedback. 25:40 partners with rural communities in South Africa to help themCanzibe meet the needs of orphaned and vulnerable children. We do this through advocacy and after-school programs. 25:40 Retreat | Jonathan Lewis | 31
  32. 32. Focus Refinement: ConsiderationsOur goal for the mission statement was to have something that wasclear and succinct, that also encompassed all of the projects 25:40was involved with. After reflecting on the discussion and readingsome more about the purpose behind mission statements I wouldlike to suggest the following as one potential direction to take themission statement. 25:40 helps communities in rural South Africa meet the needs of orphaned and vulnerable children. We do this by providing grants to organizations addressing issues leading to communities not caring for orphans and through overseeing the design and implementation of after school programs. 25:40 Retreat | Jonathan Lewis | 32
  33. 33. Focus Refinement: ResourcesIf interested, I found the articles below to contain helpful suggestionsfor writing a mission statement. 25:40 Retreat | Jonathan Lewis | 33
  34. 34. Focus Refinement: Next steps 1. Collect your top 3 mission statements. a. Give yourself a timeline for coming up with the top three (1-2 weeks). 2. Send them to your friends and family, and ask some or all of the following questions. a. Given the mission statement, how confident are you that you would be able to guess some of the specific projects 25:40 is involved in (e.g. digging wells)? i. Not Very Confident ii. Somewhat Confident iii. Confident iv. Very Confident b. Which of the following statements best describes how compelling the mission statement is? i. I’m indifferent to it. ii. Seems like they’re doing something good iii. Intriguing and I want to know more iv. Super provocative, I’m ready to see how I can help them c. Based on the mission statement which projects would 25:40 be involved in. i. Pre-schools ii. Adult skills centers iii. Women’s health iv. Square meter gardens cultivated by Orphaned and vulnerable children. v. Water wells vi. HIV/AIDs awareness and education vii. After-school programs viii. Adult Sports leagues. 25:40 Retreat | Jonathan Lewis | 34
  35. 35. Where have we been: Next Steps
  36. 36. Where have we been: Next Steps1. Create a PowerPoint deck or video that briefly explains 25:40’sjourney over the past 10 years, and update it once a quarter (ifnecessary). This can be used for future board members, employes,volunteers, investors and donors.2. Test your mission statement with friends, family and strangers.3. Have board members come up with a personal education growthplan. In this plan, they identify the skills they would like to develop,experience they would like to gain, and a process and strategy fordoing so.4. Create an ideal partnership description where as specifically aspossible, you outline what 25:40 expects from a partnership. Thisshould be structured so that advisors and board members can findconsensus on justifying phasing out certain partners (and keepingothers on). 25:40 Retreat | Jonathan Lewis | 36
  37. 37. What problem are we solving?Poverty, abuse, violence, education are often referred to as wicked problems. They areproblems with no definite solution and connected to other wicked problems.
  38. 38. What problem are we solving. Orphaned & Vulnerable Children Communities not caring for Children becoming orphaned and vulnerable children. orphaned and vulnerable.Over the retreat, we explored the problem space of Orphaned andVulnerable Children. Upon further reflection, I feel there may be twoproblems 25:40 is currently addressing: communities not caring forOVCs and children becoming OVCs. This distinction is importantbecause the solutions for helping communities care for OVCs couldbe vastly different than addressing some of direct causes of childrenbecoming OVCs. When it comes to allocating time, resources, andbrain power, this type of clarity and detail around defining theproblem is critical. 25:40 Retreat | Jonathan Lewis | 38
  39. 39. Communities not caring for Children becomingorphaned and vulnerable children. orphaned and vulnerable.How did this become a problem?
  40. 40. How did this become a problem: Influencing factorsModern Cities & Culture Extreme Poverty Rich Tradition Abundant Resources AIDS History of Conflict & Segregation 25:40 Retreat | Jonathan Lewis | 40
  41. 41. How did this become a problem: Influencing factorsA government with many resources that are not always allocated tothose that need it.A history that has left lingering hurt fear, anger, andfrustration.Areas of the country, “The Homelands,” that have been undevelopedand neglected for 75+ years.Epidemic of AIDs killing a large portion of the adult population.The collision of modern and traditional cultures with the youngergeneration not feeling a strong connection to either and choosing themore hedonistic elements of both. 25:40 Retreat | Jonathan Lewis | 41
  42. 42. How did this become a problem: Influencing factorsDiseaseViolenceLack of educationAbandonmentNo moral framework. 25:40 Retreat | Jonathan Lewis | 42
  43. 43. How is 25:40 solving this problem?Aftercare program in Canzibe, South Africa.
  44. 44. 44
  45. 45. How are we solving the problem: Aftercare Program 45
  46. 46. Aftercare Program: Components 25:40 aftercare program will help students excel academically through tutoring and supplemental materials and lessons. This will be implemented by 2-3 “educarers” who will also be in charge of skills development. 25:40 aftercare program will make sure their students are healthy through regular health checkups and periodic doctor’s visits. This will be implemented by a “health advocate” who will also assist with counseling. The development of skills is crucial for children who do not make it to university to thrive in this culture. In addition to providing academic tutoring, the “educarers” will train students in skills that can either be monetized, provide sustenance, or be an outlet for creative expression. 25:40 Retreat | Jonathan Lewis | 46
  47. 47. Aftercare Program: Components Nutrition is a vital part of students learning and being productive. 25:40’s aftercare program will provide one meal to every student, each day. This portion will be implemented by a cook. Under South African law, every orphaned and vulnerable child has a right, and is eligible to receive money and other benefits from the government. Our advocates make sure our kids have a voice, and are cared for appropriately both by the government and by their appointed caregivers. This will be implemented by a child rights advocate. 25:40 will also have a counselor onsite at every school. This person will be in charge of providing emotional counseling, conducting home visits (with the child advocate), and working with the children on developing life skills. 25:40 Retreat | Jonathan Lewis | 47
  48. 48. Aftercare Program: Success Indicators 25:40 education initiatives will be a success based on level and improvement of test scores administered in schools. Additionally 25:40 will find an external diagnostic test or task to identify academic progress. This module will prove successful when 25:40 can show a decrease prevalence and re-occurrence of health problems in their population of students when compared to the normal population. Additionally, success will be indicated by successfully reported cases to doctors and hospitals (which otherwise would have gone untreated. The success of the skill development portion of the aftercare program will be determined on a skill-by-skill basis. For example: for the gardening/farming skill set, success will be determined by the quality of the gardens (do they yield a crop) and autonomy of students who have been through the program to raise their own garden. 25:40 Retreat | Jonathan Lewis | 48
  49. 49. Aftercare Program: Success Indicators The nutrition program will be evaluated based on the number of meals served per day. The success of the advocacy program will be judged based on the quality of relationship developed with local schools. If the schools are willing to send the student’s lessons the week before, the advocacy module will be successful. Additionally, qualitative stories of children’s home experiences will be used to judge the success, and whether caregivers are willing to set up and attend PTA meetings. The counseling module will be successful based on qualitative analysis of the experiences of students and families in the program. 25:40 Retreat | Jonathan Lewis | 49
  50. 50. How are we solving the problem: Success Indicators Ability to resourcefully train community members.One of the main components of 25:40’s aftercare program is theability to train and replicate across the region. So after the individualmodules prove to be successful, 25:40 will need to ensure they areable to train and replicate with the same degree of success. 25:40 Retreat | Jonathan Lewis | 50
  51. 51. How are we solving the problem: Next Steps1. Find 5-10 organizations who are implementing successfulaftercare programs in developing countries. Talk to them aboutmethods, materials, curriculum, staff, leadership, success metrics,budget and financial structure.2. Research assessment methods (tests or tasks) to determine thesuccess of the academic portion of the program.3. Determine the optimal number of doctor visits per child/per year.4. Establish a process for documenting what is done for each part ofthe model, reflecting on what works and what doesn’t, and creatingmaterials for sharing best practices. Also create a practice and rubricfor collecting stories from the rights advocate and counselor.5. For everything that 25:40 does, be able to specifically state how itrelates to the mission, why you’re confident it will solve the problem,how you’re going to measure and be accountable for its success. 25:40 Retreat | Jonathan Lewis | 51
  52. 52. How are we solving the problem: Next Steps cont.6. Gain an understanding of pedagogical theory.7. Research and create rubrics for case reports for the counselor,health coordinator, and advocacy coordinator.8. Create detailed job descriptions for every staff member and keyvolunteer position. 25:40 Retreat | Jonathan Lewis | 52
  53. 53. Project GrantsArtist rendering of Hlalani Kum skills center.
  54. 54. Project Grants: DescriptionWith additional resources, 25:40 supports specific projects andinitiatives, that directly address communities not caring for orphaned andvulnerable children. These grants allow 25:40 to have greater traction inaddressing an issue on multiple fronts while leaving the day-to-daymanagement of projects to outside organizations and individuals. 25:40 Retreat | Jonathan Lewis | 54
  55. 55. Project Grants: Proposed Criteria1. Does this directly help us accomplish our mission?2. Can we financially afford to do it, while still having an excellentaftercare program?3. How long is the initiative? Is it’s success contingent upon 25:40funding it for multiple years?4. What are the proposed indicators of success? Is this an indicator thatcan be measured or explicitly witnessed? Is this successful stateradically different than the current state? If it’s a more long term initiative,can we put in place checkpoints to make sure it is on track for beingsuccessful?5. Are we prepared to say no to this if it’s unsuccessful or not directlyrelated to our mission?6. Has anyone else done this anywhere? Were they successful? Howare we like them? How are we different than them? 25:40 Retreat | Jonathan Lewis | 55
  56. 56. Project Grants: Next Steps1. Identify the questionnaire and/or observation techniques SPF uses toidentify orphaned and vulnerable children.2. Create a grant form/application to fill out for every initiative outside ofthe aftercare program.3. Identify the success indicators of the square meter garden program.4. Make grant project review and accountability part of 25:40 quarterlymeetings. 25:40 Retreat | Jonathan Lewis | 56
  57. 57. Project Grants: ConsiderationsCreate a grant application that outside organizations and contractors fillout before 25:40 will give them funding.Have formal presentations with the board members before each grantdiscussing the criteria.Facilitate conversations with organizations who receive grants aboutboundaries between personal relationships and organizationalrelationships.Don’t be afraid to stop funding projects.Put check ins and end-reviews on the calendar ahead of time.Try to limit time spent on outside projects to just the review of initialproposal, reviews during check-ins, and final review. 25:40 Retreat | Jonathan Lewis | 57
  58. 58. Christ Centered 58
  59. 59. Christ Centered: Observations“We are off the fence, we are a Christian organization.”During the retreat, the group talked briefly about how 25:40 initiallydecided that it was going to be a Christ-centered organization. However,there were many points in their history where the groups or projects theywere financing were not always explicitly Christian. The team expressedan interest in exploring what it looks like to have Christ at the center ofall they do.Christ is the “palm of the hand” or the center of everything we do.In the description of the after-care program, the 5 components of theprogram are referred to as the “fingers” (referencing the hand logo) andChrist is the palm from which everything operates. 25:40 Retreat | Jonathan Lewis | 59
  60. 60. Christ Centered: ConsiderationsTo be Christian does an organization need to do more than just goodworks?If the answer is “yes,” what is our rationale for this?What are the implications for staff volunteers and board members?In the description of the after-care program, the 5 components of theprogram are referred to as the “fingers” (referencing the hand logo) andChrist is the palm from which everything operates.What are the implications of project grants?Based on the answers to the above two questions, how does 25:40being a Christ-centered organization affect the criteria for outsideprojects?How does one determine the effectiveness of a ministry?When doing research, most pastors and ministries said it was incrediblydifficult to measure the effectiveness of something that is about personaltransformation. However, they also all stressed that measurement isimportant because it helps churches and ministries be good stewards ofresources. On the next page I’ve included some links/resources thatmay be helpful. 25:40 Retreat | Jonathan Lewis | 60
  61. 61. Christ Centered: Resources,2! 25:40 Retreat | Jonathan Lewis | 61
  62. 62. Where are we going?
  63. 63. Where are we going: Vision Refine Replicate ScaleRefine curriculum until Scale to one additional Scale to entire Ngquelanisuccess indicators have location with the constraint district.been achieved. of using only half of the operating cost. Fully build out trainingEstablish core staff, board materials and push to othermembers, and volunteer Train another set of organizations & locationsprograms. teachers, instructors, & for feedback and advocates. replication.Document lessons learned,success stories, and Explore securing fundingtraining materials. from South African gov. 25:40 Retreat | Jonathan Lewis | 63
  64. 64. Where are we going: Time Refine Replicate Scale 1-2 years 1-2 years 2-3 years 25:40 Retreat | Jonathan Lewis | 64
  65. 65. Where are we going: Personnel & Clients Refine Replicate Scale Six full-time staff Six full-time staff. Six full-time staff. 40 OVCs Six part-time (or 300 part-time (or subsidized staff). subsidized staff). 80 OVCs 2,000 OVCs 25:40 Retreat | Jonathan Lewis | 65
  66. 66. Where are we going: Financial Investment Refine Replicate Scale 25,000 USD/year < 38,000 USD/year <182,000 USD/year 25:40 Retreat | Jonathan Lewis | 66
  67. 67. Where are we going: Hypothesis that will be proven Refine Replicate Scale25:40’s methods and 25:40’s staff is able to train 25:40 is able to replicatecurriculum are able to meet new staff through the use the program to the samethe pre-determined of appropriate training degree of success for lesssuccess criteria. materials. than 3,000 USD per program (40 OVCs per The original and new program). aftercare programs can be sustained with less than 38,000 USD. 25:40 Retreat | Jonathan Lewis | 67
  68. 68. Where are we going: Summary In 5-7 years, 25:40 will have cultivated a network of aftercare program that provides exceptional care to all 2,000 OVCs in the Ngqeleni district of South Africa. Each program will be run by community members, and receive less than 3,000 USD from the private sector. 25:40 Retreat | Jonathan Lewis | 68
  69. 69. Where are we going: Next Steps1. Document all methods used, once something proves to besuccessful, turn the documentation into training materials.2. Turn major success (and failure) stories into case studies.3. Continue to build advisor network. This network will providefeedback on progress and serve as amplifiers for future success. 25:40 Retreat | Jonathan Lewis | 69
  70. 70. Where are we going: ConsiderationsTry not to dwell on next steps, until you’ve proven all of you’rehypothesis for the step you’re currently on.Refining a curriculum so that it not only is effective but can bepassed on easily can be difficult. Make sure the step/hypothesis arevalidated before thinking about replicating, scaling etc.If you had to choose between the aftercare program and outsideprojects, which would you choose?If the aftercare program becomes wildly successful, there may not beenough resources to devote to both scaling, replicating, andamplifying the program and simultaneously reviewing and trackinggrant projects. If 25:40 had to make this decision today, which onewould they choose? 25:40 Retreat | Jonathan Lewis | 70
  71. 71. What are our individual roles?
  72. 72. What are our individual roles: ConsiderationsCreate an org chart.If you have not yet, create an org chart that includes board, advisoryboard, jobs (even if they are not staffed), and 25:40 South Africastaff. This can be adjusted as necessary, but it’s important to getsomething on paper. Example org chart on next slide.Fill gaps through pro-bono and volunteer programsTo fill gaps especially in the marketing/communications/fundraisingefforts consider networking with advertising professionals in the DCarea or creating internships through Virginia colleges and universities.Some resources: • TapRoot Foundation: • D.C Ad Club: • VCU Brand Center: default.aspx 25:40 Retreat | Jonathan Lewis | 72
  73. 73. Example org chart
  74. 74. Role descriptions
  75. 75. How do we build capacity?
  76. 76. How do we build capacity?During the retreat there was an expressed need for building capacityof the organization. Specifically around these areas. • Fundraising • Grant writing • Building Program Foundation • Administration • Blogging, Communication, & Advertising 25:40 Retreat | Jonathan Lewis | 76
  77. 77. How do we build capacity: ConsiderationsFundraisingConsider raising money on a per-project basis, for the duration ofthe project. For example we know that it’s going to take at least$102,000 dollars over 3 years for you to prove the after-carereplication model is successful. Package this as a partnership forchurches and schools where members and students can bewitnesses to the success of the program/model after signing on tosupport a certain amount per year.Specific ideas for fundraising include: • School partnerships: Find schools to support you over three years. Give them photos, posters, etc. And start a some cross border education programs (pen pal, collaborative learning etc). • Church partnerships: Similar to school, but either with Sunday school classes or to go on their mission wall. • Get college students to design or create a fundraising campaign that can either be implemented on a yearly basis or raise all necessary funds at once. 25:40 Retreat | Jonathan Lewis | 77
  78. 78. How do we build capacity: ConsiderationsGrant writingWrite a job description that includes specific responsibilities forgrant writing. Then find a board member and make it their job orresponsibility to learn about grants, and write them. 25:40 Retreat | Jonathan Lewis | 78
  79. 79. How do we build capacity: ConsiderationsBuilding Program FoundationThis will become more of a reality once you specifically create jobdescriptions based on program goals/needs. Then you’ll be able todivvy up among existing board members and see where there aregaps. From there you can decide if you need to find volunteers orhire staff. 25:40 Retreat | Jonathan Lewis | 79
  80. 80. How do we build capacity: ConsiderationsAdministrationThis will shake itself out once job descriptions are created and wecan see a list of administrative duties, and which ones are notgetting done or are stretching people pretty thin. 25:40 Retreat | Jonathan Lewis | 80
  81. 81. How do we build capacity: ConsiderationsBlogging, Communication, AdvertisingConsider writing a plan that includes: • Who are you trying to communicate with? • What is the main message for each of these audiences? • What do you want them to do (how should they act after receiving your communication?From there identify the best means for communicating andreinforcing this message. 25:40 Retreat | Jonathan Lewis | 81
  82. 82. Wrapping up.
  83. 83. The questions we started with.What is 25:40 doing? We help communities in rural South Africa meet the needs of orphaned and vulnerable children. We do this by providing grants to organizations addressing issues leading to communities not caring for orphans and through overseeing the design and implementation of after school programs.Why is 25:40 doing it? After 10 years of funding projects and organizations in the orphan care space, we feel there is an opportunity for rural communities to care for OVC’s using less financial resources from outside of their community. We’re trying to pilot a program to prove that it is possible. 25:40 Retreat | Jonathan Lewis | 83
  84. 84. The questions we started with.How does 25:40 tell their story to each other and the rest of the world? Narrative Objective What problem are we trying Where have we been? to solve? What’s 25:40’s approach and role Where are we going? in solving it? How do we know when we What are our individual roles get there? moving forward? 25:40 Retreat | Jonathan Lewis | 84
  85. 85. Suggested action items.How does 25:40 tell their story to each other and the rest of the world? 25:40 Retreat | Jonathan Lewis | 85
  86. 86. Appendix
  87. 87. Initiative Descriptor Sheets.During the retreat, we completed one of these sheets for all initiatives 25:40 was responsiblefor designing and refining.
  88. 88. Aftercare Program: Academics ModuleDescriptionTutoring OVCs to ensure success in schools.Who else is doing this? Are they successful?Vision trust international.How does this initiative help us accomplish our mission?It gives children an opportunity to receive more school and training. By having basic literacy and numeracyskills and by passing matric, children are more likely to have a job where they can earn a living wage.What truth’s or empirically validate research is this based on?Children that pass matric have a higher likelihood of getting a job.What hypothesis is this based on?Our program improves academic performance and passing rates.What are indicators of success?Passing matric, improved test scores, passing each grade, gaining academic competency.How long will it take to determine if this is successful?1-2 years depending on assessment.How much will it cost?$25,000 (for the entire school)How long will this be sustained?As long as 25:40 is in the Eastern Cape.What other people and/or organizations does this involve?OVC Coordinator, Advocacy Coordinator, Health Coordinator, Counselor, Cook, 4-educarers.Is this dependent or connected to other initiatives?Other 5 modules.OtherThings that we need: Academic curriculum, study habits curriculum, understanding of pedagogical theory,know what assessment tests to use, finding out what it would take to replicate, job descriptions for everyone,educarers review process. 25:40 Retreat | Jonathan Lewis | 88
  89. 89. Aftercare Program: Health ModuleDescriptionThe health coordinator is the person responsible for measuring and advocating for children’s health tohospitals and caregivers.Who else is doing this? Are they successful?KeisakammaHow does this initiative help us accomplish our mission?Caring for Orphans involves making sure they are healthy.What truth’s or empirically validate research is this based on?What hypothesis is this based on?A nurse is needed to make sure kids are healthy. We are taking the right metrics.What are indicators of success?How long will it take to determine if this is successful?How much will it cost?How long will this be sustained?What other people and/or organizations does this involve?Is this dependent or connected to other initiatives?OtherThings that we need: Baseline health assessment rubric, process for home visits, method for teachingteachers what to look for in students, job description, ways to make this more efficient (do we need a healthperson). 25:40 Retreat | Jonathan Lewis | 89
  90. 90. Aftercare Program: Nutrition moduleDescription1 meal a day for each child in the program.Who else is doing this? Are they successful?How does this initiative help us accomplish our mission?What truth’s or empirically validate research is this based on?What hypothesis is this based on?What are indicators of success?How long will it take to determine if this is successful?How much will it cost?How long will this be sustained?What other people and/or organizations does this involve?Is this dependent or connected to other initiatives?Other 25:40 Retreat | Jonathan Lewis | 90
  91. 91. Aftercare Program: Skills moduleDescriptionTeaching skill such as gardening, arts, crafts, etc...that could later lead to sustenance, monetization, orcreative expression.Who else is doing this? Are they successful?How does this initiative help us accomplish our mission?In caring for children it is important to teach them skills that will help them to both sustain and expressthemselves.What truth’s or empirically validate research is this based on?What hypothesis is this based on?The process 25:40 uses to teach these skills leads to proficiency and autonomy post graduation.What are indicators of success?How long will it take to determine if this is successful?How much will it cost?How long will this be sustained?What other people and/or organizations does this involve?Is this dependent or connected to other initiatives?OtherWe need to make sure we can replicate the skills training, and find a way to capture the curriculum. Right nowit’s based on having edcarerers skilled in certain areas. 25:40 Retreat | Jonathan Lewis | 91
  92. 92. Aftercare Program: Advocacy ModuleDescriptionThe counselor is employed as part of the after-care program. He or she will provide emotional counseling,conduct home visits, and provide support to care-givers.Who else is doing this? Are they successful?How does this initiative help us accomplish our mission?What truth’s or empirically validate research is this based on?What hypothesis is this based on?What are indicators of success?The frequency with which they visit children at their homes.How long will it take to determine if this is successful?How much will it cost?How long will this be sustained?What other people and/or organizations does this involve?Is this dependent or connected to other initiatives?OtherWe need to: develop training materials to train other counselors, and complete case reports. 25:40 Retreat | Jonathan Lewis | 92
  93. 93. Skills CenterDescriptionThe skills center will be a brick and mortar establishment featuring a skills center, 2 sets of classrooms (foraftercare and pre-schools), a kitchen, sexual abuse center, toilets, volunteer accommodations and computers.It will be used to teach community members various skills such as farming, tire repair, sewing, and brickmaking.Who else is doing this? Are they successful?How does this initiative help us accomplish our mission?What truth’s or empirically validate research is this based on?What hypothesis is this based on?A building is necessary to replicate the school after-care program. If we build the skills center, communitymembers will use it.What are indicators of success?The frequency with which they visit children at their homes.How long will it take to determine if this is successful?How much will it cost?How long will this be sustained?What other people and/or organizations does this involve?Living waters.Is this dependent or connected to other initiatives?Other 25:40 Retreat | Jonathan Lewis | 93
  94. 94. Gardening ProgramDescriptionEvery child is trained and given equipment to grow vegetables. Gardens are grown where the kids live. This isvolunteer led.Who else is doing this? Are they successful?Gardening God’s Way.How does this initiative help us accomplish our mission?It gives children healthy food. It reduces the cost of providing meals. It gives children a skill to use later in life. Itgives children confidence and self value.What truth’s or empirically validate research is this based on?What hypothesis is this based on?Gardens produce food that kids will actually eat. The gardens are reducing the cost of food. Children tendingto square meter gardens lead to adults growing food for families. Square meter gardens increase confidence.What are indicators of success?Gardens yielding crops. Children planting crops 2 seasons in a row. Crops being consumed. Children havinghigher self esteem.How long will it take to determine if this is successful?1 yearHow much will it cost?120 children = 12,0002,000 children = $192,000How long will this be sustained?What other people and/or organizations does this involve?Small projects foundation.Is this dependent or connected to other initiatives?Other 25:40 Retreat | Jonathan Lewis | 94
  95. 95. OVC Identification StudyDescriptionIdentifying who are classified as an OVC, noting where they are located, where they are going to school, andwho is their caregiver.Who else is doing this? Are they successful?Gardening God’s Way.How does this initiative help us accomplish our mission?It identifies the client population.What truth’s or empirically validate research is this based on?You can’t help someone until you know who they are and the extent of the problems you are trying to solve.What hypothesis is this based on?What are indicators of success?How long will it take to determine if this is successful?How much will it cost?$25,000 - initial study$3,000 - Follow up studyHow long will this be sustained?What other people and/or organizations does this involve?SPF foundation, employees and volunteers.Is this dependent or connected to other initiatives?OtherWe need to: determine how often we re-evaluate, or repeat the study; determine if 25:40 wants to get to aplace where they have the capacity and internal knowledge to implement this elsewhere. 25:40 Retreat | Jonathan Lewis | 95
  96. 96. Role of 25:40 within outside initiativesDuring the retreat there were discussions surrounding what role25:40 should play with outside initiatives (e.g. OVC identificationstudy). The following slide outlines some of the responsibilities 25:40is hoping to have with outside initiatives.
  97. 97. Role of 25:40 within outside initiatives• Review proposals for projects• Financially support projects• Review results of projects• Keep vendors accountable for reporting an justifying why they are doing what they are doing.• Make sure that materials are created so that there can be culturally specific implementations of similar programs elsewhere.• Make sure programs are rolled out in an orderly fashion in conjunction with other 25:40 sponsored programs• If a 25:40 funded initiative is not successful, identify key breakdowns and pain points that are barriers to success. Make vendors articulate clearly the proposed solutions to pain points, and work with vendors revise the timeline-to-success. 25:40 Retreat | Jonathan Lewis | 97
  98. 98. Questions that we would like to answer.During the retreat, we kept a running list of all the questions wewould like to answer at some point. Questions in bold are ones thatJack or Alec identified as more important.
  99. 99. Questions that we would like to answer. • Why would someone choose 25:40 over other organizations? • What makes 25:40 unique? • How can we be consistent in understanding what’s going on across the organization? • Who needs to be aligned on our key messages? • How do we ensure stakeholder involvement? • How do we vet and get collective buy in on ideas? • What is the optimal interaction between 25:40 U.S.A. and 25:40 South Africa? • If our budget was unlimited what would we do differently? • How can we effectively use social media? • How do we define or measure success? • Do we need a business plan and if so what should that look like? • Is there anything we can do that will help us be self sustaining so we do not have to rely on donor dollars? • What can we do to improve overall communication? • How do stakeholders envision God’s role? • How big or broad is the scope of our vision (geography, etc)? • What should be done to ensure the long term sustainability of 25:40 beyond Alec and Amy? • What is our current mission/vision? • If someone did this full time, what should the focus on? • What do we do when kids are too old for aftercare? • What roles should our board members play? • What roles do our board members want to play? • How doe we go about building capacity? • What skills or knowledge does Alec need? What does that look like and to what end? • What is our framework for deciding what to implement? • How do we get volunteers involved? • What questions does SPF ask in their survey to identify kids? • Where did SPF get the OVC definition? • How much time does it take Amy to complete administrative tasks?
  100. 100. Questions that we would like to answer, continued • What level of input can we/should we have based on what’s going on the ground in South Africa. • What is our focus? • What does ownership look like? • What does being a thought leader look like? • How do we know when it’s time to scale? • How do we know we are implementing the best practices? • What does being a thought leader look like? • What is the ideal health coordinator to student ration within each aftercare program? • How often should doctors perform checkups on students in the aftercare program? • How do we show that square meter gardens help students develop necessary skills? • What percentage of square meter gardens do we want to be successful in order to show that the program is worth investing in? • What are the baseline health metrics of OVCs in the community not involved in our aftercare program? • What are other non profits in SA and other countries addressing similar issues doing? • Who is doing advocacy well? • Who is doing education well? • Who is doing health well? • Who is doing nutrition well? • Who is doing skills well?
  101. 101. OVC DefinitionsThe following slide contains the definitions for orphaned andvulnerable children, as well as specific reasons children becomevulnerable after they lose their parents and go to a caregiver.
  102. 102. OVC DefinitionsOrphaned Child: A child who has no surviving parent caring for him or her.Vulnerable Child: A child whose survival, care, protection or development may becompromised due to a particular condition, situation or circumstance and which prevents thefulfillment of his or her rights.A child becomes orphaned and either • The community or extended relatives cares for and nurtures the child • The child is not cared for because of one of the following reasons • Relatives or neighbors have their own kids to feed and are unable to provide for the new child. • New caregivers have no money. • Other people in the household are abusive.
  103. 103. Mission statement ideasThe following slide contains mission statements that were quicklywritten and ranked.
  104. 104. Mission statement ideas • 25:40 gives lawyers a second chance. • 25:40 serves orphaned and vulnerable children (OVCs) in South Africa through community implemented after-care programs. • 25:40 provides hope to orphaned and vulnerable children in southern Africa. • 25:40 develops aftercare programs to support OVCs. • 25:40 develops Christ-centered empirically validated programs to care for OVCs. • 25:40 helps South Africa’s OVCs through Christ-centered programs focused on Advocacy, Nutrition, Health, Skills, and Education. • Promoting education, health, safety, and skills for orphaned and vulnerable children in Southern Africa. • Fostering informed, community-based, care for OVCs in Southern Africa. • Developing programs and partnerships to serve OVCs in southern Africa. • Providing a path for meaningful and sustainable involvement in the lives of OVCs through Christ-centered community-based programs. • Empowering communities to care for OVCs in South Africa. • Implementing best practices for serving OVCs. • Committed to serving OVCs in Southern Africa. • 25:40 provides hope to OVCs in Southern Africa.