Strategic Pillars
How we promote access to palliative care services
KEHPCA’S strategic plan is anchored on 4 pillars: Member Development, Information, Education and Awareness, and the Advancement of Palliative Care. These pillars shall contribute to Sustainable Solutions, where palliative care is delivered in a coordinated, affordable, effective, and timely manner, and of acceptable quality, throughout the life course of PLWPCN. The pillars are the core tenets of this strategic plan that inform decisions made and initiatives chare chosen
- 1. Member Revitalization and Development
- 2. Information, Education, and Awareness
- 3. Palliative Care Advancement
- 4. KEHPCA Strengthening
Strategic Objective 1: To build and strengthen KEHPCA’s membership and establish a vibrant movement for the advancement of palliative care in Kenya.
Outcome: Diversified, empowered, and well-coordinated membership.
The lifeblood of KEHPCA is its membership. Creating strong and relevant member benefits is vital for the Association’s growth. Member development will focus on the capacity building of our members to foster a sense of ownership and empowerment. KEHPCA recognizes its members as powerful agents of thein change and aims to ensure their active participation to address their challenges. Therefore, defining and developing an inclusive and progressive membership and governance structure will contribute to a ‘win-win’ outcome for all our members. Investing in member development will in addition empower members with the skills, they need to effect change within their communities and prevent a dependency relationship.
Understanding the needs and expectations of our members and consistently delivering value is key to the growth and longevity of the Association and the advancement of Palliative Care in Kenya and beyond. This strategic pillar aims to firmly establish KEHPCA as the leading organization in coordinating all PC development efforts countrywide and supporting diversified and sustained membership growth. KEHPCA shall focus on value addition to its members to ensure that as a unified force, palliative care is advanced, and needs are effectively addressed. Within this pillar, KEHPCA shall focus on the development of a Strategic Membership Plan, that defines the membership and offers a value proposition to members in response to identified challenges, while leveraging on potential opportunities. We will align with our member priorities through:
| Strategic Pillar 1: Member Revitalization and Development | ||
| Strategic Objective 1. To build and strengthen KEHPCA’s membership and establish a vibrant movement for the advancement of palliative care in Kenya. | ||
| 1.1 Revitalize and retain our members | ||
| 1.1.1 Redefine KEHPCA membership structure to align with the strategic direction and future growth plans | ||
| 1. Define membership criteria and structure | · Clearly outlined membership criteria & structure | · Ratified membership criteria & structure |
| 2. Classify members into various categories including Hospices, PC Units, Corporates, networks, and Friends of KEHPCA | · Database with classified membership | · Robust membership model/Robust database, |
| · Regularly updated database | ||
| 3. Define and document member value proposition for the different member categories | · Documented member benefits for different member categories | · Endorsed member benefits |
| 4. communicate the expectations, value, and benefits of KEHPCA membership to both the current and prospective members | · Number of unique recipients reached | · # of members renewing membership |
| · Value proposition shared with current & prospective members | · # of new members enrolled | |
| · Members buy-in of the value proposition | · # of membership requests received | |
| · Involvement of members in KEHPCA work/in members work | ||
| 5. Engage with members to redefine roles, responsibilities, rights, and obligations | · Redefined roles, responsibilities, rights, and obligations for the different categories | · Proportion of the members taking up the roles, responsibilities, rights, and obligations |
| · Number of members engaged | ||
| · Enhanced understanding of roles, responsibilities, rights, and obligations | ||
| 6. Put in place supportive governance and leadership structures | · Number of meetings held | · Quality of resolutions passed |
| · A well-constituted leadership structure | · Level of implementation of resolutions passed | |
| · A formally established leadership structure | ||
| 1.1.2 Develop membership retention strategy | ||
| 1. Research into and understand the met and unmet needs and expectations of our members | · A detailed report outlining the met and unmet needs and expectations of our members | · % of members with met needs and expectations |
| · Increased understanding of the met and unmet needs and expectations of our members | · % of members with unmet needs and expectations | |
| 2. Conduct surveys to determine the drivers behind member satisfaction and increase membership campaign utilizing positive outcomes in those areas of satisfied members | · Number of surveys conducted | · # Membership campaigns utilizing positive outcomes in those areas of satisfied members |
| · Improved knowledge on membership satisfaction | ||
| 3. Design and develop solutions that deliver value in ways that meet needs and expectations. | · Manual/ curriculum on member satisfaction | · Proportion of met and unmet needs and expectations of our members |
| 4. Prepare and release periodic palliative care newsletters and magazines | · Number of palliative care newsletters and magazines developed and disseminated | · Proportion of members utilising knowledge on PC |
| · Increased knowledge of PC | ||
| 1.1.3 Increase member diversity and engagement to galvanize members towards collective programming on palliative care and advocacy on related issues | ||
| 1. Develop strategic partnerships with national, county and community agencies involved in palliative care to further our outreach and membership efforts. Hospices to engage in county government. Use policy dialogues as a vehicle. | · Strategic partnerships established | · # of new strategic partnerships established |
| · County governments involving hospices in their actions plans | · Partnerships agreement documents signed | |
| · # of counties engaging hospices in their action plans | ||
| 2. Seek membership in different strategic organizations | · Expanded network and synergy | · # of organizations signed into |
| · Benefits received from the membership | ||
| 3. Co-opt a PLWPCN as the voice of beneficiaries in the KEHPCA Board | · Inclusion of a PLWPCN in the board | · A PLWPCN in the board |
| 1.2 Membership Growth and Sustainability | ||
| 1.2.1 Empower our members to grow, develop and achieve their objectives | ||
| 1. Undertake organizational capacity development needs assessment of our members (organization and workforce) | · Needs assessment Undertaken | · A consolidated needs assessment Report |
| · # of organizations assessed | ||
| 2. Identify and develop leaders to champion the advancement of palliative care in Kenya | · Lead and advocate for palliative care | · #leaders trained |
| · Empowered palliative care advocates | · # advocates championing palliative care | |
| 3. Strengthen governance, leadership, accountability for resource mobilization for member organizations | · Resilient and sustainable member organizations | · # of trained member organizations |
| · Organizations with operational strategies, systems, and processes in place. | · # of organizations with documented strategies and governance policies | |
| · # of Organizations utilizing strategic plans and governance policies | ||
| 4. Identify and make available relevant training and education opportunities for our members. | · Capacity improvement of palliative care providers | · #of and nature of training programs provided |
| · #qualified trainees | ||
| · % of trainees utilizing knowledge acquired | ||
| 5. Explore and create opportunities for peer exchange and learning | · Integration of lessons learned and best practices | · # of exchange visits conducted |
| · # of best practices integrated | ||
| 6. Empower members to have better engagement with the beneficiaries of PC services for collaborative advocacy | · Relevant and inclusive programing for PLWPCNs | · # of collaborative for a with PC providers and PLWPCNs |
| 1.3 Consistent Member Communications and Contact | ||
| 1.3.1 To better communicate with the membership, about whom we are and what we do. | ||
| 1. Implement an engagement plan to inform regular communication between KEHPCA and members | · Member engagement plan | · Updated List of KEHPCA members and friends |
| · Feedback received from the members | · # of members accessing information provided | |
| · Frequency of member interactions | ||
| 2. Organize periodic convening for the general members | · Cohesion among members | · Annual convening for KEHPCA members |
| · Peer learning networking among palliative care providers | · # of members participating | |
| 3. Monitor the discussions on the KEHPCA Signal group and consequently develop agendas for continued engagement. | · Increased member participation on posted matters | · # of posted topics |
| · # of members participating in the conversations | ||
| 1.3.2 Develop marketing and communications strategies and enhance the effectiveness of the KEHPCA brand | ||
| 1. Clearly define and communicate our history, programs, advocacy, and community activity to all members and the public – communication strategy, KEHPCA Brand. | ||
| 2. Develop and review branding guidelines and communication strategy | ||
| 1.4 Strategic Partnership and Engagement | ||
| 1.4.1 Strengthen partnership at all levels | ||
| 1. Review the partnership criteria and charter to guide KEHPCA’s partnerships | · Updated dated partnership criteria and charter | · Approved partnership criteria and charter |
| 2. Identify and engage multi-sectoral stakeholders to support palliative care communication | · Accurate palliative care information by partners | · # of partner platforms pushing out PC information |
| · Partners platforms pushing out accurate PC information | · # of partner plans integrating PC | |
| · Partner plans integrating PC | ||
| 3. Collaborate with and participate in partner outreach programs by having KEHPCA staff handle PC-related aspects | · Increased involvement of the KEHPCA team in partner activities | · # of partners involving KEHPCA in PC activities |
| · Recognition and inclusion of palliative care in partner activities | · # of partner activities that have included PC | |
| 4. Periodically review and update KEHPCA’s partners and stakeholders | · Partner Database developed | · Updated partner database |
| 5. Conduct annual evaluation of partnership outcomes to determine the value and guide the strategic direction | · Partnership evaluation report | · Partnership evaluation report |
| · Benefits accrued from the partners | · # of functional/ beneficial partnerships | |
| · # of halted partnerships | ||
Strategic Objective: To promote learning and mobilize the attitude of people and communities to participate in the collective demand for better palliative services and standards in Kenya.
Outcome: Collective community awareness and confidence to demand quality palliative care services in Kenya.
Education provides people with the knowledge to understand the end-of-life experience, pain and, symptom management, goals of care, and advanced care planning. It is therefore important to educate people and to encourage public discussion about palliative care. Knowledge alone may be insufficient to change practice, but education and discussion could be the first steps toward better palliative care provision for all in need.
Cultural influence, personal values, and beliefs can impact a person’s ability to understand end-of-life issues. Raising awareness has the potential to enable people to ask for palliative care and to act in their own families and communities to improve the quality of palliative care provided. Public awareness is therefore important to increase enthusiasm and support, stimulates self-mobilisation and action, and mobilise local knowledge and resources.
This strategic pillar seeks to empower individuals to make informed decisions about their health and co-participate meaningfully in the production and access to palliative care that responds to their needs. Similarly, the engagement and empowerment of diverse players (health care professionals, Families, Care Givers, Policy Makers, Influencers, Health Systems, Health facilities) who are key to the successful delivery of Palliative Care creates a society that values and upholds palliative care, advocates for the inclusion of palliative care in the health system, promotes palliative care as a discipline, contributes to policies and standards to guide the delivery of PC, thereby contributing to positive health outcomes for PLWPCN.
| STRATEGIC PILLAR 2: INFORMATION, EDUCATION, AND AWARENESS | ||
| Strategic Objective 2: To promote learning and mobilize the attitude of people and communities to participate in the collective demand for better palliative services and standards in Kenya. | ||
| 2.1 Information, Outreach, and Awareness | ||
| 1.1.1 Community and Cultural Transformation | ||
| 1. Conduct sensitization at the community level to reframe and advance the understanding of palliative care as lifelong care for PLWPCN | · Informed communities | · # of people sensitized |
| · Increased support for PC | · # of sensitization forums held | |
| 2. Develop innovative methods to package and deliver palliative care messaging | · Innovative communication methods developed | · # of people reached |
| · Recipient feedback on methods used | ||
| 3. Deliver up-to-date, accurate, user friendly, and fit for purpose information and services | · Accurate information disseminated | · # of people reached |
| 2.2 Media and Public Advocacy | ||
| 2.2.1 Amplify media presence for KEHPCA and Members | ||
| 1. Regularly update the KEHPCA media database | · Updated media database | · # of media channels engaged |
| · # of media programs involved | ||
| · # of media personalities involved | ||
| 2. Strengthen the media relations team | · An active/vibrant media relations team | · Evidence of more new items of PC in the media |
| · Expansion of team members | ||
| · Demand for more PC related information | ||
| 3. Facilitate PC providers and PLWPCN and other stakeholders to undertake media advocacy targeting local media channels. | · PC providers, PLWPCN & other stakeholders facilitated in media advocacy | · # of members & other stakeholders facilitated in media advocacy |
| · # of local media involved in PC media advocacy | ||
| 4. Organize, radio talk shows, TV spots when involved in KEHPCA and member events | · Radio & tv shows held | · # of radio talk shows aired |
| · Member events covered & aired in various media | · # of tv talk shows aired | |
| · # of member events covered | ||
| 5. Map and identify platforms available to disseminate palliative care information for various audiences | · Information sharing platforms identified | · # of platforms identified |
| · PC information disseminated | · # of identified platforms used in PC information dissemination | |
| · # of people reached | ||
| 6. Disseminate all positive accomplishments in palliative care to the public through the utilisation of our publication resources. | · Accomplishments published for public use | · Published accomplishments |
| · Change in the public perception of PC | · # of periodic publications | |
| · Level of support for PC initiatives by community sections | ||
| 7. Regularly update the webpage and encourage members to contribute to the webpage with events and posts of their work | · Updated webpage | · Current webpage |
| · Member events posted on the KEHPCA webpage | · # of members sharing their events calendar | |
| · # of member events posted on the webpage | ||
| 8. Identify and on-board university and college communications interns to support social media engagement | · Communication interns recruited for media engagement | · # of communication interns recruited |
| 9. Run a calendar of major member and partner activities for planning and collaboration. | · Increased synergy amongst our members | · % of members giving positive feedback |
| · Improved efficiency in service delivery | · Clients’ satisfaction | |
| · % of members reporting on savings or Proper utilisation of resources | ||
| 2.3 Training and Education | ||
| 1. Establish partnerships and linkages with training institutions to develop and deliver PC curricula e.g., Masinde Muliro, Chuka | · Partnership established with training institutions | · # of training institutions involved |
| · # of formalized partnerships | ||
| 2. Hold consultative meetings and workshops with clinical officers to explore specialist courses and accreditation- Palliative care as a specialist service | · Consultative meeting held | · # of consultative meetings held |
| · Specialist PC courses explored | · # of PC specialist courses identified | |
| · # of clinicians taking pc specialist courses | ||
| 3. Lead in development & review of Palliative care training programmes | · PC training programs developed/ reviewed | · # of PC training programs developed |
| · Training institutions offering courses in PC | · # of training institution offering PC courses | |
Strategic Objective: To increase the availability of quality palliative care for PLWPCN and their families by advocating for accessible and affordable services.
Outcome: Available, accessible, and affordable palliative care in Kenya.
In Africa, health systems remain overburdened with an increasing disease burden, great geographical distances, late presentation of disease, limited financial resources, a lack of trained health care professionals, inadequate access to essential medicines, and palliative care services at home and in the hospital.
Just like other medical and social care professionals, palliative care practitioners need evidence to make effective and correct diagnostic and prognostic decisions for their patients. Rigorous research evidence is needed to convince policymakers of the need and benefit of palliative care, and how it can best be introduced or scaled up, on a continent where the unmet need for it is huge.
In this strategic plan period, KEHPCA will continue to partner with the MoH to integrate palliative care into the public health system with a focus on integrating palliative care into the health care system at all levels of care, improving national policies, ensuring access to essential medicines, improving education, and training, and advocating for the legal aspects of palliative care. Advocacy and awareness of health care professionals and the public is aware key. There is also a huge need for palliative care awareness among the population, including within the various ministries, politicians, and judiciaries among others to enhance continued understanding and support to the palliative care agenda.
| STRATEGIC PILLAR 3: PALLIATIVE CARE ADVANCEMENT | ||
| Strategic Objective 3: To increase the availability of quality palliative care for PLWPCN and their families by advocating for accessible and affordable services | ||
| 3.1 Data-Driven Evidence, Decisions, and Advocacy | ||
| 3.1.1 Identify key domains and develop indicators for the evaluation and monitoring of palliative care outcomes | ||
| 1. Conduct an annual review of existing national palliative care data collection tool | · Capture of meaningful data to drive strategic and programmatic palliative care changes | · Updated data collection tool |
| 3.1.2 Enhance data collection with standardization of data capture and alignment of measurement tools | ||
| 1. Ensure availability of MOH palliative care data register in health facilities | · Documented palliative care data to inform policy and practices | · Availability of data register at all PC facilities |
| 2. Train health records & information officers on the use of the PC data tool | · Accurate PC data captured | · # of HRIO trained |
| · Proportion of trained HRIOs submitting PC data periodically | ||
| 3. Engage palliative care providers, hospital administrators, and county leadership on PC data collection | · County palliative care data available to inform prioritization of PC needs and programing | · # of Counties submitting PC data |
| · # of counties utilizing PC data for decision making | ||
| 4. Monitoring and support supervision in collaboration with MOH on data collection | · Analyse, organize, and utilize data to influence and inform decisions that promote palliative care | · # of support supervision visits conducted |
| · Annual PC reports | ||
| 5. Obtain PC reports from KHIS2 to inform KEHPCA’s programming | · Availability of evidence-driven data to inform organizational planning | · # of interventions and decisions informed by data collection |
| 3.2 Integration and Interprofessional Collaboration | ||
| 3.2.1 Inclusion of Palliative Care in County Health Work Plans | ||
| 1. Analyse availability of PC in county work plans | · To establish a baseline of palliative care in the counties | · Baseline Report |
| 2. Provide training and technical support for county PC champions to advocate for inclusion in annual work plans (AWP) | · Champions advocating for palliative care inclusion the county annual work plans | · # of champions trained |
| · Proportion of trained champions actively advocating for PC integration in AWP | ||
| 3. Engage county leadership through CHMT to include PC in their AWP starting with counties | · County health leaders embrace PC and include it in AWPs | · # of counties with PC included in their AWP |
| 4. Conduct monitoring and evaluation to track the progress of the inclusion of PC in the targeted county annual work plans (AWPs) | · Palliative care prioritised counties | · # of counties that have included PC in AWPs |
| 3.2.2 Strengthen the integration of PC across health care disciplines | ||
| 1. Conduct dialogues with regulatory and coordinating agencies on the need for PC | · Palliative care by- in and support | · # of regulatory and coordinating agencies supporting PC initiatives |
| 3.2.3 Collaborate with MOH to implement the Kenya Palliative Care Policy 2021-2030 | ||
| 1. Develop and implement a policy dissemination plan | · To guide strategic policy dissemination | · Policy Dissemination action plan |
| 2. Develop/review palliative care policy briefs targeting different stakeholders | · Buy-in and support for the policy implementation | · # of stakeholders reached |
| 3. Develop an implementation framework for the PC policy | · To guide the implementation of the policy pillars | · Implementation framework for action |
| 4. Review and update the national palliative care guidelines in line with the national PC policy | · Standardization of PC services in Kenya | · Updated PC guidelines |
| · PC centre/ facility establishment guidelines | ||
| 5. Define and review the scope of practice for palliative care practitioners in collaborating with their regulatory bodies | · To guide specialty recognition and deployment | · PC accredited across health cadres |
| 3.3 Advocate for palliative care support at national, county, and community levels | ||
| 1. Monitor legislative and regulatory environment that promote or hinder palliative care advancement | · Influence policy change that favours advancement of palliative care | · # PC advocacy agenda prioritized |
| 2. Dialogue and engage policymakers and relevant stakeholders to influence the creation of favourable policy that promotes palliative care. | · Support for palliative care policy change by relevant stakeholders | · # PC advocacy agenda prioritized |
| · Presence of a Palliative care ambassador | ||
| 3. Continue advocacy on change of legislature of morphine prescription by nurses in Kenya | · Increased pool of trained PC nurses prescribing morphine safely | · Legal framework permitting nurses to prescribe morphine |
| 3.3.4 Advocate for budgetary allocation towards palliative care at county and national levels | ||
| 1. Frame palliative care within universal health coverage in advocating for resource allocation | · Increased resource allocation towards palliative care | · Proportion of resources allocated for palliative care |
| 2 | ||
| 3. Strengthen KEHPCA members’ capacity to advocate for palliative care resource allocation at county levels | · Increased resource allocation towards palliative care at the county level | · # champions advocating for resource allocation |
| 4. Identify and engage opinion leaders and champions in one workshop for palliative care in the political and governance spaces | · Increased resource allocation towards palliative care | · Proportion of resources allocated for palliative care |
| 3.3.5 Advocate for Establishment of a palliative care department at MOH | · A palliative care department established at the MOH | Department established |
Strategic Objective: To enable to KEHPCA achieve its mission by responding and adapting to the dynamic changes in the palliative care service delivery through strengthening its systems and structures.
Outcome: A strengthened, well-coordinated Association of Hospices and PCUs in Kenya.
Good governance and management structures are crucial in providing credibility and accountability including the efficient use of funds to provide care and potentially increased access to donor funding. KEHPCA believes that addressing financial challenges and identifying real opportunities for change will strengthen its organisational development, especially its financial sustainability. Strengthen accountability and effectiveness by promoting the implementation of key KEHPCA policy guidelines and ensuring compliance.
This pillar will primarily focus on the strategic realignment of KEHPCA’s structure and programmatic approaches for effective policy, decision making and innovations in strategy implementation. The intention is to have a KEHPCA that is a strong, effective, resilient, and sustainable association. This will be achieved through:
| STRATEGIC PILLAR 4: KEHPCA STRENGTHENING | ||
| Strategic Objective 4: To enable KEHPCA to achieve its mission by responding and adapting to the dynamic changes in the palliative care service delivery through strengthening its systems and structures. | ||
| 4.1 Financing and resources | ||
| Diversify our funding options Strengthen and scale up existing resourcing partnerships | ||
| 1. Map and forge new partnerships for investment in sustainable infrastructure | · A list/ database of relevant partners and ways we can work with them | · # of key partners to our work |
| · Increased knowledge of key partners | · # or proportion of partners that we are successfully working with us | |
| · meaningful engagement with resource providers | ||
| 2. Develop joint proposals with partners | · Targeted partnerships/ consortia formed | · # of proposals submitted |
| · Increased synergy and collaboration with partners | · # successfully funded proposals | |
| · Amount of funds raised or accessed through the partnerships | ||
| · # of targeted consortia formed | ||
| 3. Intensify efforts on domestic funding (CSR, corporate, Philanthropy) | · Increased local funding for palliative care | · # of local funders funding PC |
| · Increased participation of local funders in PC | · Amount of local funding raised | |
| · # of local funders participating in PC activities | ||
| 4. Employ technological innovations in fundraising ( e.g. crowdfunding, online payments , matching ) | · Increased funding base | · # of technological innovations used to access funds |
| · Increased skills in employing technology in fundraising | · # of staff able to employ acquired skills in fundraising | |
| Establish a social enterprise arm of KEHPCA | ||
| 1. Provide Technical Assistance in PC at a fee | · Team of PC experts to deliver the TAs | · # of experts engaged |
| · Approved KEHPCA TA value pack Funds raised from TA fees | · # of specialties offered | |
| · Amounts of funds raised | ||
| 4.1.2 Human resource acquisition and development | ||
| Explore ways to reduce our operational costs while maximizing | ||
| 1. Develop a staff development plan | · Identified staff development needs | · # of staff development needs addressed |
| · Staff development action plan | ||
| 2. Organize skill and interest-based staff development | · Increased staff knowledge /skills in the identified areas of need | · Level of competency to undertake assignments |
| · # of staff building activities availed | · # of capacity building activities | |
| 3. Conduct team building activities | · Increased/ enhanced cohesion amongst staff | turnover |
| · Increased interest and participation in KEHPCA activities | ||
| 4. Review of the KEHPCA organogram | · Current organogram | · Approved Organogram/ organisation chart |
| · Clear channel of supervision and communication | · Free and open communication and feedback systems | |
| 5. Digitize organisation processes (e.g.) Human Resource Portal | · Enhance efficiency and effectiveness in organisational processes | · Timely delivery of set assignments |
| · Consistency in organisational processes | · Compliance to set standards | |
| 4.2 Reputation | ||
| 1. Clearly define develop and review branding guidelines and communication strategy– communication strategy, KEHPCA Brand. | · Communication strategy | · Communication strategy ratified |
| · KEHPCA branding guidelines | · KEHPCA branding guidelines document ratified by the KEHPCA Board | |
| 2. Communicate our history, programs, advocacy and community activity to all members and the public | · Strengthen relationships with partners | · No of partners engaged to support our course |
| · Attract people to support the work | · Increased engagement with our partners | |
| 3. Generate human interest stories and share the KEHPCA story advancing palliative care | · Reinforcement of the important role of palliative care | · Recognition of PC providers |
| · Improved understanding of palliative care by the community | · Support of palliative care in the community | |
| · Changing the PC narrative as a service that affirms life | ||
| 4. Create news releases of positive events that KEHPCA is driving or participating in. | · Increased awareness of KEHPCA’s work in PC | · # of reactions to the broadcasted news |
| · Increased awareness on PC | · # of partners featured in news releases | |
| · Strengthened partnerships communication | · Increased engagement with featured partners | |
| · Increased enquiries on points of PC provision | · # of enquiries received from the releases | |
| 4.3 Innovation | ||
| 4.3.1 Pro-actively deliver a pipeline of new products, services, and solutions that deliver value to our members and PLWPCN | ||
| 1. Facilitate modelling regional centres of excellence for PC | · Regional PC centres of excellence (CoC) | · # of operational regional CoCs |
| · Experiential/bench marking visits conducted to CoC | · # of experiential visits in the CoCs | |
| 2. Identify new ways of meaningfully delivering on our programs e-learning, virtual engagements | · Innovative ways of program implementation | · # of innovative approaches used to deliver programs |
| 3. Facilitate members to explore innovative ways of delivering and expanding services | · Broader range of interventions/services relating to PC delivered | · # of interventions/ services offered |
| · Wider reach of services/beneficiaries | ||
| 4.4 Accountability | ||
| 4.4.1 Monitoring and Evaluation | ||
| 1. Develop a monitoring, evaluation, and learning (MEL) framework for tracking results | · A MEL framework developed | · Approved & Operational MEL systems |
| 2. Document lessons learnt and use data to influence decisions and policy within and out of the organization | · Lessons learnt reports shared | · # of interventions informed by the data |
| · Interventions informed by the data & lessons learnt | · Type of interventions informed by the data | |
| 4.4.2 Compliance | ||
| 1. Maintain up to date legal and statutory compliance status | · Compliant organization | · Records of compliance |
| 2. Review organization policies and programs and align them to the current strategic plan and organisational structure | · Organizational policies procedures reviewed | · Current & approved policies & procedures |
| · Programs aligned with the vision | · Practices consistent with the guidelines | |
| · Alignment of programs with the vision | ||