Strategic Area 3: Enhance our Institutional Capacity to be more Effective, Strategic and Safe in VAWG Prevention
We aim at a sustainable organisation that is effective, strategic, and safe underpinned by effective governance and internal development. We will ensure an efficient, inclusive, and operational institutional culture with the ability to adapt to emerging discourses and to demonstrate value to our partners and allies.
We have a long history of successful programming for preventing VAW. We will capitalize on this and say no to projects that may result in mission drift. We aim to continue working across the different levels of the social ecological model informed by intersectional feminist theory.
We are thought and practice leaders in the prevention of VAWG and we will institute mechanisms for generating and sharing knowledge and learning including evidence of impact of our work. This will, amongst other things inform fact-based VAWG advocacy and improve the effectiveness of our strategies. As a pacesetter, we aim to document and share our 18-year journey of and wealth of experience piloting approaches, learning and nurturing VAWG prevention. We will improve accountability to our partners and beneficiaries and facilitate communication of results through implementing a monitoring, evaluation and learning framework. We aim to use the learning from programming to develop and publish tools and other resources to strengthen VAWG prevention.
We aim to mitigate the risk and consequences of backlash by anticipating and monitoring backlash throughout our work, working in solidarity with like-minded organisations, supporting communities to understand the issues at their own pace, and practicing self and collective care. We will develop a costed Backlash Mitigation Plan for the purpose.
We will work towards building an organization that espouses strong feminist principles and where our values are imbued in our aims and policies, structure, staff, internal and external relations, organizational culture and in all our operations. We aim to update our policies, under the guidance of our supportive and engaged Board of Directors. We will continue investing in our staff and ensure that they have the required skills, experience, and tools to effectively undertake their work safely. This will include retreats to ground staff in feminist programming, professionalism as well as finance and operations. We will explore ways of using technology to implement our programme of work in a COVID-19 context.
Specific activities will include the following:
- Capacity assessment and building activities focused on growth of internal capacities on programming, governance, finance, and operations etc.
- Collective self-care and healing activities.
- Develop and publish practice-based knowledge products.
- Strengthen documentation and archiving of CEDOVIP’s knowledge products, review and continue publication of knowledge products and support uptake of these knowledge products.
- Review and update organizational policies and regularly disseminate to staff
- Strengthen internal control systems and M&E. o Annual internal and external audits.
- Strengthen fundraising and organizational growth activities including managing transitions.
- Quarterly networking activities between CEDOVIP board members and staff.
Outcomes
- Improved efficiency of CEDOVIP as an institution grounded in feminist principles.
- Skilled management and program staff to deliver CEDOVIP’s objectives.
- Strengthened internal control systems to enhance accountability and transparency.