World Vision Mozambique - National Strategy FY16-FY20

1

WORLD VISION-MOZAMBIQUE

NATIONAL STRATEGY FOR EVERY CHILD:

LIFE

2016 AND HOPE 2020

WE WORK WITH CHILDREN,THEIR FAMILIES AND COMMUNITIES TO REACH THEIR FULL POTENTIAL BY TACKLING THE CAUSES OF POVERTY AND INJUSTICE

WORLD VISION-MOzAMBIqUE

NATIONAL STRATEGY

2016 - 2020

index execuTive suMMarY

4

world vision in MozaMbique

6

landscape overview

8

vulnerabiliTY drivers

9

perforMance analisYs

12

vision, Mission, aspiraTion and sTraTegic goal

14

TargeT segMenTs

16

MarkeTing & funding Models

17

TargeT MinisTries

20

operaTing Models

22

organizaTional prioriTies

24

The review, in the course of the 2015 Financial Year (FY), of World Vision-Mozambique’s (WV-Moz) national Office Strategy was aimed at realigning the office, thus enabling it to accomplish its overall intent of making a significant and measurable contribution, in the next five years, to the well being of 3.7 million boys and girls.

EXECUTIVE SUMMARY The current document, therefore, orients WV-Moz on the paths through which it is expected to make such a contribution and follows an exhaustive and inclusive process whereby inputs from staff, partners and stakeholders including WV-Moz’s Advisory Council, World Vision Global Center, World Vision Support Offices and the World Vision’s Southern African Regional Office were actively sought and taken into consideration. The process hinged mostly around the need to strike the most adequate balance between capacity, ability and resources available within the national office. This was done in light of what should be WV-Moz’s contribution to Partnership priorities and the landscape and needs expressed by communities, as captured in the national office’s strategic goals and objectives.

WV-Moz’s National Office Strategy outlines broader commitments whose specifics are included and discussed in sector strategies and reflected in their respective Technical Approaches. WV-Moz Strategy and other supporting documentation are meant to serve as guiding instruments to keep projects and functional units on track and focused on delivering on their targets from a scope, time and budget perspective. Nevertheless, the Strategy is not an isolated document, but rather it should be considered alongside World Vision’s Child Well Being Aspirations, Southern Africa Regional Strategy as well as WV-Moz’s Annual Business Plan and sectorial Technical approaches. WV-Moz is confident that through the Balanced Score Card process, which has undergone an extensive review, the office can and will, working closely with our partners, make specific and measurable progress towards achieving the strategic priorities as outlined. Those targets will be cascaded down to all projects and units, whilst systematic measurements are conducted (on quarterly, semi-annual and annual basis as appropriate) on the progress made.

As a child-focused organisation, child well being is at the heart of our Vision and Mission. WV-Moz is committed to contributing to child well-being outcomes that support child well-being aspirations.These aspirations describe the conditions that World Vision wants to see materialize so life in all its fullness for every child can, one day, be a reality in Mozambique, in a holistic manner.1 WV-Moz operational and programmatic options are determined by the aspirations and results for child well being agreed to by World Vision-International. WV-Moz has set targets and developed indicators to help focus, align and evaluate its efficiency and effectiveness. Over time, those targets will provide evidence of our contribution to child well-being outcomes.

Based on an extensive and inclusive review of the changes in Mozambican context and considering the internal resources and capacities, WV-Moz decided to prioritize development interventions in the sectors of Water, Sanitation and Hygiene, Health and Nutrition, Education and Life Skills, Child Protection and Child Participation, Food Security and Economic Development and Communities Disaster Preparedness. Moreover, the Strategy identifies the organizational priorities WV-Moz needs to cater for in order to ensure the accomplishment of its overall Strategic Goal.

1

Follow this link to find out more about Child Well-Being Aspirations: http://www.wvi.org/child-rights/publication/child-well-being-reference-guide

5 The six high-level changes prioritized for investment & delivery, as the WV-Moz National Office Strategy is rolled out, are as follows: CuSTOMeR PeRSPeCTiVe: 5 ReVieWed STRATeGiC OBjeCTiVeS: Economic Development and Humanitarian and Emergency affairs elevated from Tier 2 objectives to actual Strategic Objectives dRiVe OPeRATiONAl effiCieNCy By STReNGTheNiNG The diSTRiCT Build The deSiRed CulTuRe RequiRed TO GROW & SuSTAiN WV-MOz By iNSTilliNG TRuST, ReSPONSiBiliTy ANd ACCOuNTABiliTy leVeRAGe leARNiNG & iNNOVATiON Build BRANd equiTy & diffeReNTiATe WV-MOz iN A COMPeTiTiVe MARKeT ThROuGh lOCAl fuNdRAiSiNG ANd MARKeTiNG iNiTiATiVeS STReNGTheN AdVOCACy ANd CAPiTAlize ON WV-MOz’S STRONG BRANd ANd KNOW-hOW TO iNflueNCe POLICIES

sTraTegY overview CUSTOMER PERSPECTIVE

WE INSTILL A CULTURE OF TRUST AND VALUING PEOPLE

WE SUPPORT OUR STAFF SPIRITUAL DEVELOPMENT

WE APPLY LEARNING AND FOSTER INNOVATION

WE ATTRACT, DEVELOP AND RETAIN TALENTED STAFF

WTH D GRO G AN RNIN LEA

WE ARE COMMITTED TO IMPLEMENTING AN EFFECTIVE AND EFFICIENT WE ARE CUSTOMER DELIVERY COMMITTED TO MODEL STRENGTHENING AND SUSTAINING OUR GOVERNANCE

WE ARE ACCOUNTABLE FOR OUR RESOURCES AND WE MANAGE RISK

RES O U R CES

WE ARE COMMITTED TO STRENGTHENING ADVOCACY TO INFLUENCE POLICY

SSES E C PRO L NA TER

WE GROW RESOURCES TO ACHIEVE A BALANCED PORTFOLIO

FINANCE A ND

WE ARE COMMITTED TO STREGNGTENING INTEGRATED PROGRAMS EXECUTION, QUALITY, AND EVALUATION

W ENS E CON AND URE TRIB IMP YOUT THAT UTE T ROV H B CHI O LD E E AND D FOO NEFIT REN D F DEV ECON SECU ROM ELO OMI RIT Y PME C NT

TO F IBUTE ONTR BER O WE C THE NUM UTH YO ASE INCRE REN AND DS CHILD OUSEHOL TERS IN H DISAS O T IENT LIMATE RESIL C AND GES CHAN

WE IMPRO CONTRIBUT VED ET WASH HEALTH, IN O AND N CLUDIN MOTHE UTRITION, O G F THEIR RS AND CHILDR EN

TO UTE CTION B I E TR CON PROT AND F E W OVED TION RE O U R PA H IMP ARTICI NURT YOUT P UAL AND IT SPIR ILDREN CH

WE CONTRIBUTE TO COMMUNITIES’ EFFORTS TO ENSURE CHILDREN AND YOUTH ARE EDUCATED FOR LIFE

IN

world vision inTernaTional is a chrisTian organizaTion founded in 1950,whose efforTs To reduce poverTY and iTs causes have been widelY recognized in More Than 90 counTries where iT presenTlY operaTes.

world vision

World Vision starts operations at the height of the Civil War by providing emergency aid for three million refugees and displaced people in central Mozambique

1998

When the Civil War ended, World VisionMozambique participated in the resettlement of 1.5 million refugees and displaced Mozambicans

jornal noTÍcias de 93 a 95

jornal noTÍcias 07.07.89

1992 - 1994

1983

World Vision-Mozambique contributes with post-war reconstruction programs

1994 - 1997

in MozaMbique

World Vision-Mozambique shifts its activities to development programs, starting its first Area Development Program in namacurra, in zambézia province. Child sponsorship program became one of the first successes in development, providing assistance to more than 100,000 children in less than a decade.

7 World Vision International seeks to respond to the needs expressed by the communities through sustainable, integrated and long-term development projects, while assisting the victims of conflicts or disasters through emergency assistance programmes providing access to shelter, health care and food. World Vision-Mozambique is operating in Mozambique since 1983 and provided aid to thousands of displaced people during the civil war. in 1992, finally in the context of peace, World Vision-Mozambique participated in the resettlement of 1.5 million refugees and maintained its commitment with the communities, especially with Mozambican children, to build a better future. Thus, World Vision-Mozambique has been adapting itself to the context of the country by participating in shaping the country’s progress and overcoming its challenges, while constantly seeking new strategies to meet the needs of the poorest in an effective and integrated way, and maintaining its active role in improving the living conditions of about 3.5 million Mozambicans who directly or indirectly participate in and benefit from programmes and projects in the following areas:

World Vision-Mozambique helps save the lives of people affected by floods, described as the worst in most recent history of Mozambique. in gaza province, approximately 30,000 people benefited from assistance kits. World Vision Mozambique participated in the resettlement of 22,000 flood survivors

Provides assistance to approximately 60,000 flood victims in the c e n t e r o f c o u n t r y.

Creates the Advisory Council chaired by Bishop Dinis sengulane solomão

World Vision-Mozambique works with and for 3.5 million Mozambicans, of which the majority are orphaned and vulnerable children

2014

2013

JORNAL NOTÍCIAS DE 05 A 10

2001

2000

eduCATiON heAlTh NuTRiTiON AdVOCACy ANd Child PROTeCTiON eMeRGeNCy ReSPONSe

With mixed sadness and pride, World Vision-Mozambique bids farewell to Bishop Dinis solomão sengulane who retired in 2014, leaving, therefore, leadership of the Advisory Council of the organization

JORNAL NOTÍCIAS DE 11 A 14

From the dark days of the 16 year long war that ended in 1992, Mozambique has steadily emerged as a rare success story in the African continent.

Landscape

overview

HEAL T H

Shortages of infrastructure, personnel, equipment and drugs affect access to quality services. Only 65% of the population has access to health facilities within 45 minutes walking distance. More than a third (37%) of primary health facilities do not provide maternity services. Serious gaps persist in the availability of health personnel, with major provincial disparities and between urban and rural areas. Treatment protocols are not always respected, often because of regular drug stock-outs.

These factors all affect access and quality.

WATER AND SANITATION

The major investments made in water supply systems highlight the challenge of ensuring their sustainability, especially in rural areas. UNICEF’s 2014 report on the Situation of Children in Mozambique says that 18% of rural water sources were inoperable (26% in the North). The urgent need for rehabilitation of these sources could compromise the commitment of resources to the construction of more water sources.

EDUCATION

The shortage of teachers and classrooms requires most schools to operate in two or even three shifts. The fast-track teacher hiring introduced in 2007 to train teachers in a single year and increase access to education, succeeded in increasing the teaching cadre, but at a high cost in terms of teaching quality. Although physical access to primary education is now possible everywhere in the country, the shortage of schools and teachers is still a barrier to enrolment in grades 6-7 and especially secondary education. Pre-school education remains poorly developed especially in rural parts of Mozambique where WV-Moz has operations. All these aspects contribute to the poor quality of education and poor learning outcomes, which remains a serious concern.

NATURAL DISASTERS

Within Africa, Mozambique is the third most at risk country for natural disasters. Floods and cyclones are the most frequent, but droughts affect the greatest number of people.The frequency and impact of these are exacerbated by long-term climate change, which poses a threat to the livelihoods of millions of Mozambicans, infrastructure and disrupts education and other social services.This is particularly true for families who are already vulnerable, and who have limited ability to prepare against, respond to and recover from environmental shocks. In addition, the low productivity of rain-fed agriculture, practiced by 95% of rural households, annually exposes a considerable part of the rural population to seasonal food insecurity, bringing in its wake an increase in acute malnutrition during the lean period before the harvest.

Political CONTEXT

Between 1996 and 2009 the country was rated the fastest growing non-oil economy in sub-Saharan Africa, showing an average annual growth of almost 8% per year, according to the World Bank. Despite these gains, poverty levels remain very high in Mozambique. 70% of the country’s population is living in multidimensional poverty and Mozambique is still among the world’s poorest countries with an HDI of 0.393 and a rank of 178 out of 187 countries (UNDP, 2014). More than half of the country’s population (54 %) still live below the poverty line (UNICEF, 2014). These are key underlying factors behind the deprivations that children suffer in Mozambique, since poverty negatively influences access to services essential to their well being. In education, for example, costs become major barriers particularly at the secondary level, due to high tuition fees, long distance to schools and competition for employment, which become increasingly important in adolescence. Many social indicators, such as those for water and sanitation, show large disparities (according to the level of household wealth), although deprivation is often high even in better off households. Child vulnerability is also a result of other unfavourable factors such as family environment (reflected, for example, in the high percentage of children — 18% — who do not live with their biological parents) and the presence of disabilities (which affect between 2% and 6% of the population).

On the political front Mozambique has been hailed by the international community for having regularly held multi-party presidential, parliamentary, provincial and municipal elections. Recent events, however, have highlighted how fragile democracy and the transition to peace still are. Indeed, over the past couple of years, disagreements between the Government and the country’s main opposition party, Renamo, have spiralled into open armed confrontation between security forces and former combatants, amid fears of a return to war.

9

children Make up 53.6% of MozaMbique’s populaTion of 26.5 Million inhabiTanTs. of Those, 45% are beTween 0 and 14 Years (The world bank).

There are an esTiMaTed 2 Million orphaned children in MozaMbique. a focus on equiTY is required To ensure ThaT The MosT vulnerable children receive inTenTional, focused supporT To realise Their righTs and well-being.

VulnerABilitY DriVers: waY forward during WV-Moz’s National Office Strategy development process, participants in the discussions held agreed, based on their first hand knowledge of the country context, that up to 80% of Mozambique’s children may be described as ‘vulnerable’. This is in accordance with World Vision-International’s description of ‘vulnerable’ as a child who has been/is being negatively impacted in at least one of the following dimensions: • extreMe DePriVAtion • Violent/ABusiVe relAtionshiPs • serious DisCriMinAtion • CAtAstroPhe or DisAster During the Strategy review process, WV-Moz affirmed the following as the main drivers of vulnerability amongst children in Mozambique: hiV&AidS: 740, 000 orphaned children; 180, 000 children aged 0–14 are living with HIV (UNICEF, 2012); MAlARiA: leading cause of deaths of children under age five; NATuRAl diSASTeRS ANd iMPACTS Of CliMATe ChANGe: Mozambique is one of the top five countries in Africa significantly exposed to the impacts and influence of extreme events, particularly cyclones, floods, droughts, epidemics and earthquakes, with children often bearing the brunt of those natural disasters; ViOleNCe AGAiNST ChildReN, NAMely ABuSe ANd eARly MARRiAGe ANd lOW BiRTh ReGiSTRATiON COVeRAGe: 14% of girls marry by the age of 15 and 48% do so before they celebrate their 18th birthday (UNICEF); around 52% of children are not registered in Mozambique; MAlNuTRiTiON: 45% of children under 5 suffer from chronic malnutrition (UNICEF); iNAdequATe ACCeSS TO CleAN WATeR: 43% of households have access to clean water source and 9% of households have access to improved santitation according to latest WOZWash information; lOW iNCOMe hOuSehOldS: 70% of the country’s population is living in multidimensional poverty and 54% lives bellow the poverty line;

WV-Moz is committed to promoting an enabling environment in which vulnerable children, their families and communities feel and are empowered and valued as active agents of change for their well being.This entails contributing to address the above mentioned factors, which WV-Moz will do through the current Strategy:

Vulnerability driver HIV & AIDS

Malaria

Strategic Objective

Expected Outcomes

Strategic Objective 1 Contribute to improved health, including WASH, Mothers and women of child bearing age improve their and nutritional status of mothers and children Protection from Contracting HIV/AIDS by end of 2020

Strategic Objective 1

Households improve their protection against Malaria by Contribute to improved health, including WASH, end of 2020 and nutritional status of mothers and children

Natural disasters and impacts of climate change

Strategic Objective 5

Violence against children

Strategic Objective 2

Communities have improved awareness and capacity to manage local Disasters and Climate Change Impacts by end of 2020

Contribute to increased number of children and youth living in households resilient to disasters and Schools in WV-Moz Operational areas have improved actions climate change that promote child focused Disasters and Cilmate Impacts Risk Reduction Communities (including children) improve their ability to identify, understand and respond adequately to violations Contribute to improved protection, participation of child rights, in coordination/partnership with local justice mechanisms by end of 2020 and spiritual nurture of children and youth

Strategic Objective 1 Contribute to improved health, including WASH, Children under 5 improve their nutritional status by end of 2020 and nutritional status of mothers and children

Malnutrition Strategic Objective 4 Contribute to ensure that children and youth Household with youth and children improve their ability to benefit from improved food security and economic have sufficient diet diversity by end of 2020 development

Access to clean Water

Strategic Objective 1

Households improve their access to improved sanitation facilities and appropriate hygiene solutions by end of 2020

Contribute to improved health, including WASH, and nutritional status of mothers and children Households improve their access to sufficient drinking water from an improved source by end of 2020

Low household income

Strategic Objective 4

Household with youth and children improve their ability to Contribute to ensure that children and youth provide well for their children by end of 2020 benefit from improved food security and economic development

11

INITIATIVES SUMMARY Based on the organizational assessment, WV-Moz outlined 5 high-level strategic initiates that will impact the above mentioned vulnerability factors and influence how programs will be designed, managed and implemented.These strategic initiatives are cross-organizational key actions identified as crucial to an effective and efficient implementation of the strategy and, ultimately, to accomplish the overall intent of making a significant and measurable contribution to the well being of 3.7 million boys and girls, by 2020: LEAP 3 Roll-out LEAP stands for Learning through Evaluation with Accountability and Planning and is World Vision’s approach to planning, monitoring and evaluation for all programmes, now in it’s 3rd edition. With the rolling out of LEAP 3, WV-Moz expects to improve integration scale and quality of all programmes: •

Programmes will have a stronger focus as they are based on the national strategic objectives;

•

The use of evidence-based good practices will lead to improved designs and enhanced effectiveness and impact;

• The quality and relevance of baseline and evaluation information will be enhanced by having fewer and better resourced evaluations; • There will be a greater harmonization of planning, monitoring and evaluation approaches for all programmes, including advocacy, disaster management and food programmes, as well as long-term development and all funding types, including non-sponsorship and sponsorship funded programmes.

Local Fundraising Initiative WV-Moz will be introducing public initiatives through which a culture of giving and reaching out to one another will be nurtured and practiced. This will entail engaging with both individuals and businesses (national and multinational) operating in Mozambique on opportunities that allow them to effectively and measurably contribute to the well being of children. In particular, WV-Moz will be launching locally contextualized models of child sponsorship and carrying out local fund raising campaigns/events. Moreover, the office will be developing and entering into agreements with businesses’ that promote the latter’s social responsibility and the implementation of related programs for the benefit of children, their families and communities. The Local Fund Raising Initiative is also expected to contribute to the diversification of WV-Moz funding portfolio.

National level campaign WV-Moz will be working towards addressing issues that constitute ‘violence against children’, as per the Sustainable Development Goals, most particularly, though not restricted to child marriage and birth registration.This will be done in the form of national level campaigns aimed at influencing policy (formulation, reform and implementation) and enacting changes in systems, attitudes and practices in identified advocacy focus areas. The campaigns in allusion will consist of advocacy activities (policy analysis, lobbying, mass media drive) informed by local level evidence as well as citizen empowerment whereby communities engage with decision makers on issues of concern to child well being. WV-Moz will, in the process, be adopting a representative, accompanying and/or transformational advocacy approach as appropriate. Identified stakeholders include civil society organizations and coalitions, the Parliament and key Government Ministries.

Learning in Action Initiative WV-Moz will be promoting ‘learning’ as a way of instilling an organizational culture that encourages the production, gathering and sharing of information and knowledge for child well being. Over the past thirty years, WV-Moz has accumulated a wealth of relevant tacit and explicit knowledge, directly related to the organization’s practices and targets.

Through this initiative the office will be aiming: • To explore and reuse the experience acquired in past projects in order to avoid the repetition of previous mistakes and to reduce the time needed to create new proposals and other programme related documents; • To integrate the know-how from different sources in the organization as well as valuable external information such as reports and research; • To include internal information such as policies, guidelines for greater coherence at all levels; • To compare experiences and draw out common issues and challenges and highlight good practice to be replicated elsewhere.

The Learning in Action Initiative will focus on four main areas: 1. Systems for Information Management 2. Tools for Knowledge generation, enrichment and application 3. People: Enabling learning environment 4. Partnerships and collaborations for leveraging knowledge creation

Child fOCuSed diSASTeR RiSK ReduCTiON iNiTiATiVe As one of the key society stakeholders and agents of change, WV-Moz will prioritize disaster risk reduction actions on children and youth, given the space and modalities to contribute to disaster risk reduction, in accordance with legislation, national practice and educational curricula so that future generations can be better prepared and able to respond to hazards and disasters.

• Thinking on the poorest and most vulnerable (including women, children and marginal communities), WV-Moz will use CBdRM/ GeRANdO project model to strengthen capacity of education stockholders (teachers and students) to positive community coping mechanisms that can be used to reduce the impact of disasters on the lives of children and their peers as well as protecting health gains; • Will assure existence of child and youth places (e.g. clubs, school etc.) as a space to listen and identify specific issues/needs with regard to disaster risk reduction before, during and after a disaster strikes, improving knowledge of risks and actions and facilitate community led child protection processes.

• The initiative will facilitate reflections between child and youth and CBdRM community committees (under government responsibility) so that they can be more equipped to make good judgments, protect themselves, manage information and communicate ideas (particularly in the active role in the community’s plan to identify, manage and respond to risks and disasters in their local area).

• Through school teachers, WV-Moz will assure adequate linkages to existing adolescent and youth programming/life skills work, learning and contributing to the modular disaster risk reduction contents that can be ‘plugged’ onto existing local curricula or schools activities.

perforMance analisYs world vision-MozaMbique is The largesT and one of The longesT serving inTernaTional non-governMenTal organizaTions in MozaMbique where iT has been acTive since 1983.

The office has TransiTioned froM posT-conflicT eMergencY prograMs,where iT assisTed wiTh reseTTleMenT of 1.5 Million refugees To full iMpleMenTaTion of TransforMaTional developMenT prograMs. Currently, the office is reaching over 3.5 million people with sustainable development programming through its 31 Area development Programs (ADPs) and grant funded programs such as the United States Agency for International Development funded SCIP project, Global Fund Malaria, the USDA-funded Food for Education project, and grants from other donors including World Food Programme and Australian Agency for International Development

strAtegY sCoreCArD FinAnCiAl YeAr 2015 (FY15):

13

FY15 PCPr DiMensions AnD oVerAll rAtings For MozAMBiQue: DIMENSION

diMeNSiON RATiNG

AdVOCACy

BASE

CHILD WELL-BEING

MATuRiNG

diSASTeR MANAGeMeNT

ESTABLISHED

FINANCIAL MANAGEMENT

CONSOLIDATING

fuNdiNG diVeRSifiCATiON

ESTABLISHED

PROGRAMMe quAliTy

MATuRiNG

SPONSORShiP

MATuRiNG

WORld ViSiON MOzAMBique

BASE

OVeRAll RATiNG

CONSOLIDATING

OUTSTANDING

MATuRiNG CONSOLIDATING

ESTABLISHED

swor analisYs Project management capacity Integration not fully defined and operationalized Knowledge management not robust Non implementation of prioritized initiatives (accountability) Appropriate budget portfolio plus a good balance between Sponsorship and grant cash resources High donor priority (Good donor recognition) Strong brand in Mozambique ( well positioned)

DME capacity Overall governance NO profiling / communication with external partners not strong External stakeholders unaware of the WV child focus

Strong technical sector Committed field staff

Low staff morale

Established record of Resource acquisition

Internal Bureaucracy Budget decline

Corporate engagement

Natural disasters

Enabled environment to advocate on behalf of Child Well Being

Environmental concerns Donor fatigue / impact of financial crisis

Political environment enabling WV to engage and connect with relevant government departments Supporting Government Policies that allow the implementation of Activities Spill-over development gains in communities that would accelerate the pace of attaining child well being aspirations Opportunity to leverage resources National economic growth Opportunities for local fund-raising Peaceful environment

Changing donor priorities Loss of skilled staff to higher paying sectors of economy Increased inequalities or social conflict as a result of mining activities Political Instability

vision, Mission aspiraTion and sTraTegic goal throughout the strategy development process WV-Moz has been working hard to align to the WVinternational vision and mission statement and the southern African region (sAr) Vision and strategic goals. As a national office we are committed to the WVi Vision.

Vision: our vision for everY child, life in all iTs fullness. our praYer for everY hearT,The will To Make iT so.

sAr Vision: fosTer a MoveMenT of coMMiTTed coMMuniTies and donors who - wiTh TransforMed hearTs and Minds - idenTifY so deeplY wiTh children ThaT TogeTher TheY susTain acTions iMproving each child’s life WV-Moz AsPirAtion:wv-Moz aspires To a MozaMbique,where children enjoY Their righTs and experience love.we are called To walk wiTh, lisTen To and echo The voice of children so TheY can have a beTTer fuTure

sTraTegic 15

goal

WV-Moz has defined the following Strategic Goal that in turn contributes to the achievement of the SAR strategic Goal. The achievement of this goal will be guided by approaches that reflect our integrated focus and principle level choices.

BY 2020, WV-MOZAMBIQUE WILL MAKE A SIGNIFICANT AND MEASURABLE CONTRIBUTION TO THE WELL BEING OF 3.7 MILLION GIRLS AND BOYS FROM 0 TO 18 YEARS OLD

Target

Segments Target communities Direct impact: With its eight districts WV-Moz will directly reach, through development and HEA programming, over 7 million people, of which 3.7 million are children (0-12 years old) and youth (13-18 years old):

Indirect impact: WV-Moz estimates to indirectly reach, through partners and sub-grantees, 5.5 million children (13-18 years old)

1.2 MILLION BOYS FROM 0 TO 12 1.4 MILLION GIRLS FROM 0 TO12 540 000 GIRLS FROM 13 TO 18 560 000 BOY FROM 13 TO 18

MULTISSECTORIAL INTERVENTION

104 700 REGISTERED CHILDREN

615 300 CHILDREN IN THE DISTRICT

SINGLE SECTOR INTERVENTION

3 MILLION CHILDREN NATIONWIDE

BY 2020, WORLD VISION-MOZAMBIQUE WILL MAKE A SIGNIFICANT AND MEASURABLE CONTRIBUTION TO WELL BEING OF 3.7 MILLION GIRLS AND BOYS (0-18 YEARS OLD)

5.5 MILLION CHILDREN REACHED TROUGH PARTNERS TROUGH PARTNERS AND SUB-GRANTEES, WORLD VISION-MOZAMBIQUE ESTIMATES TO INDIRECTLY REACH 5.5 MILLION GIRLS AND BOYS (0-18 YEARS OLD)

Sector specific direct target groups Health: children/youth, pregnant women, parents/caregivers, Primary Health Centre staff, Health Committees, Churches and Faith Based Organisations Education: pre-school children, school children, youth, teachers, School management committees and communities Economic development: most vulnerable community members, economically active poor, adolescent girls and boys Child protection: children/youth, parents/caregivers, teachers, Child Protection Units, Local Police Units, Community members HEA: Community members, local disaster risk management committee, schools Advocacy: Community members, local and national government, local and national networks and coalitions

17

Target Districts WV-Moz will transition from an ADP approach to a District level approach, beginning 2016, in four provinces – Gaza, Zambézia, Tete, Nampula (corresponding to 8 districts): With the scheduled close out of some of WV-Moz oldest programs in some of the above-mentioned districts, new districts will be introduced in some provinces. Morevoer, through grants implemented in multiple areas of the country, WV-Moz adresses specific needs of comunities and expands it’s geographic intervention to other districts and provinces.

In addition, WV-Moz has developed closer working relationships with governmental and non-governmental partners at national level and increased project implementation through partners.These collaborative relationships play an important and strategic role by enabling WV-Moz to indirectly address the needs of other communities by capitalizing on strategic partnerships, especially in provinces where WV-Moz is not presently operating. Through partners and sub-grantees, the organization will also expand the geographic spread impacted by the present strategy.

Nacaroa Muecate Region Tete South Angonia

nampula

TETE

Mocuba Morrumbala

Chibuto Mandjacaze

zambezia

gaza

Marketing &

Funding Models Desired Funding Mix: Government: 20% Multilaterals: 18% PNSF: 15% Sponsorship: 46% Local Fundraising: 1%

Desired growth: 1.

Registered Children To help turnaround the downward spiral of Child Sponsorship, the National Office is implementing the Sponsorship Transformation Programme. This initiative aims to revitalize Child Sponsorship by making it more engaging, effective and efficient for children, staff, volunteers and sponsors: • More engagement with the introduction of Sponsorship 2.0 products.These are a combination of videos and photos to make the communities more real and engaging to sponsors • More effective with Sponsorship in Programming which encourages more community participation and sponsorship requirements and thus ensuring that Sponsorship may be viewed as an asset for the children • More efficient with the reduction in Sponsorship business process with the introduction of a more efficient information systems platform called Single STEP. 2. Diversity Funding Mix During the previous strategy implementation, WV-Moz attained a healthy combination of grant resources to achieve a balanced funding portfolio, including: Sponsorship, private non-sponsorship, government grants, government social contracts, Gifts in Kind, Bi-lateral: United States Agency for International Development, United States Department of Agriculture, US State, Millennium Challenge Corporation, European Union, Department for International Development (through UK), Japan International Cooperation Agency, other Governments.

During the next 5 years, WV-Moz will continue to seek a balanced mix of funding sources. Considering the challenges ahead regarding the worldwide reduction in sponsors and the decrease in funds made available by the main donors, WV-Moz will also continue to seek new partnerships with particular emphasis on local resource mobilization opportunities.

3. Develop strategic alliances and implement new initiatives to access local funding WV-Moz will enhance its resource mobilization and marketing capacity so local funding opportunities in the business sector are identified and explored together with local models of child sponsorship and special fund raising events, for the benefit of the communities it serves.

4.

Other resources GIK: Mozambique also recognizes the value of Non-food-items including Gifts in Kind (GIK), in achieving CWBA. However, the challenges involving managing GIK – including integrated planning of GIK linked to strategic objectives, managing customs formalities and GIK distribution- have revealed the need for a focal point. The focal point will explore opportunities and engage the government, CBOs and Support Offices to review plausible mechanisms to facilitate GIK acquisition and ensure GIK resources are integrated and programmed.

19

TargeT MinisTries

whaT we do STRATeGiC GOAl: bY 2020,wv-MozaMbique will Make a significanT and Measurable conTribuTion To The well being of 3.7 Million vulnerable girls and boYs.

STRATeGiC OBjeCTiVeS Contribute to improved health, including WASH, and nutritional status of mothers and children Contribute to improved protection, participation and spiritual nurture of children and youth Contribute to the community efforts to ensure that children and youth are educated for life Contribute to ensure that children and youth benefit from improved food security and economic development Contribute to increased number of children and youth living in households resilient to disasters and climate change

ExPECTED

CONTRiBuTe TO iMPROVed heAlTh, iNCludiNG WASh, ANd NuTRiTiONAl STATuS Of MOTheRS ANd ChildReN

STRATeGiC OBjeCTiVe:

Children under 5 improve their nutritional status by end of 2020

OuTCOMeS By

households improve their access to sufficient drinking water from an improved source by end of 2020 Households improve their access to improved sanitation facilities and appropriate hygiene solutions by end of 2020 Households improve their protection against Malaria by end of 2020 Mothers and women of child bearing age improve their protection from infections and diseases before, during and after pregnancy by end of 2020 Children aged 12-23 months increase their protection from infection and diseases by end of 2020 Mothers and women of child bearing age improve their protection from contracting HIV/AIDS by end of 2020

CONTRiBuTe TO iMPROVed PROTeCTiON, PARTiCiPATiON ANd SPiRiTuAl NuRTuRe Of ChildReN ANd yOuTh Communities (including children) improve their ability to identify, understand and respond adequately to violations of child rights, in coordination/partnership with local justice mechanisms by end of 2020 Children and youth increase their participation in decisions that affect their lives and that of the community they live in by end of 2020 Children and youth improve their spiritual influence among family, peers and Community by end of 2020

21

CONTRiBuTe TO The COMMuNiTy effORTS TO eNSuRe ThAT ChildReN ANd yOuTh ARe eduCATed fOR life Schools in WV operation areas reduce dropout rate by end of 2020 Children improve their ability to read and write with comprehension Children and youth increase their ability to contribute to their own development and gain opportunities that leads to a productive life by end of 2020

CONTRiBuTe TO iNCReASed NuMBeR Of ChildReN ANd yOuTh liViNG iN hOuSehOldS ReSilieNT TO diSASTeRS ANd CliMATe ChANGe Communities have improved awareness and capacity to manage local Disasters and Climate Change Impacts by end of 2020 Schools in WV Operational areas have improved actions that promote child focused disasters and Climate impacts Risk Reduction

CONTRiBuTe TO eNSuRe ThAT ChildReN ANd yOuTh BeNefiT fROM iMPROVed fOOd SeCuRiTy AND ECONOMIC DEVELOPMENT Household with youth and children improve their ability to have sufficient diet diversity by end of 2020 Household with youth and children improve their ability to provide well for their children by end of 2020

To facilitate the achievement of the Strategic Goal WV-Moz will apply an approach that integrates our three Ministry lines: Advocacy, Development and HEA into all our programs to leverage impact across all Strategic Objectives.

The prioritized outputs and specific initiatives that will be undertaken to achieve these objectives are explained in detailed documents such as Strategy Scorecard and Technical Approaches for each sector. The scorecard outlines measureable targets for each year as well as highlighting responsibility and accountability levels for the proposed metrics.

WV–Moz will align annual business planning and performance targets to the scorecard to bring specific focus in achieving the proposed targets.The scorecard will be cascaded down to all levels for the applicable targets to ensure alignment of ministry work to proposed goals including the analysis of the required capacity and resources for achievement of the set targets.

New programs (and redesigned programs/ projects) will be expected to be aligned to the outlined priorities while those with approved plans will be expected to align reporting systems to contribute to the specific performance targets.

Operating

Models During this strategy period WV-Moz intends to continue its shift from an ADP based programmes to a District Programmes model.

A District Programme is, in essence, a larger version of an ADP, covering a population of 120 000 to 200 000 people, and with a minimum budget of $2.4 million.The move to District Programmes will promote greater efficiency, while also giving WV-Moz a clearer and more consistent voice with district government. At the same time, this will simplify Monitoring and Evaluation requirements, as there will be 7-8 District Programmes rather than 31 ADPs. As the WV Partnership moves towards LEAP 3, WV-Moz will also move in this direction, working to develop Technical Approaches and Technical Programmes, which will then be operationalized in the District Programmes. As Technical Programmes are developed, integration between these will be an important focus, ensuring they are complementary to each other.

At the District Programme level, WV’s Development Programme Approach (DPA) will be more effectively contextualised and implemented, and will then be the basis for selection and introduction of Technical Programmes. Key aspects of DPA which will be a focus are:

Child Participation – seeking to more effectively include

children in community engagement processes, and subsequently in the implementation of projects

Partnering with Civil Society – seeking to

more effectively identify emerging civil society organisations and partnering with them in a capacity building approach

Partnering with churches and Faith Based Organisations (FBOs) – seeking to identify

the roles that churches and other FBOs can play in promoting child well-being, and supporting them to more effectively do this

Partnering with Government

– seeking to build a relationship with government such that they work with WV in jointly-designed projects, rather than seeing WV as a donor

Effective Community Engagement – Local Level Advocacy – seeking to bring together seeking ways to reach out to the poorest and most vulnerable in the community, rather than relying on WV-formed committees for community input

various civil society and government groups in order to bring changes to policy and practice in a way that will contribute to improved child well being.

23

Gender as a cross cutting theme: Mozambique is ranked 144 out of 149 countries in the 2013 Gender Inequality index. This is a reflection of the high discrepancies between men and women in education, employment, education, access to health services and legal rights. Women’s literacy rates and access to economic opportunities lag far behind those enjoyed by men, and issues such as domestic violence, sexual abuse of girls in schools and in the home, and early marriage of girls continue to be significant issues in the areas where WV-Moz works.

WV-Moz recognizes that integrating gender into programming can be the key to catalysing transformation in a community allowing boys and girls to enjoy life in all its fullness. Thus, WV-Moz integrates a concern for gender equality into all programmatic areas. While maintaining this approach and ensuring that gender goals and objectives are cohesive at all levels of the organization, during the FY16FY20 WV-Moz also intends to focus on responding to key issues that perpetuate gender inequality in Mozambique: Child marriage and premature pregnancy Girls economic empowerment through savings groups Violence against girls in school context

To target these issues, specific activities will be identified and detailed in each sector’s Technical Approaches and included in program design.

Linkage with government priorities WV-Moz places an emphasis on partnering with government who are the main duty bearers in communities. This partnering needs to go beyond co-ordination to joint planning, joint cost sharing and joint management. Thus, the strategy will contribute to Mozambique government priorities outlined in its Five Years Government Programme (2015-2019)2: I.

The consolidation of the State of Democratic Law

II.

To Develop the Human and Social Capital

III.

Promote job Productivity and Competition

IV.

To develop Social and Economic Infrastructures

V.

To ensure the sustainable and transparent management of natural resources and environment

2

Available at: http://www.portaldogoverno.gov.mz/docs_gov/programa/PQG_2015_2019VersaoEnviadaAR.pdf

WV-Moz WV

LEARNING LEARNING in 2016, WV-Moz

Technical approaches define

Technical approaches howdefine WV-MOZ will seek to how WV-MOZ will seek to each of its achieve achieve each of its strategic objectives strategic objectives

Technical Approaches

Technical Approaches

in 2016, WV-Moz celebrates 33 years celebrates 33 years of supporting in co of supporting mozambican children exper mozambican children

EACH TECHNICAL APPROACH WILL ALSO OUTLINE OTHER OPERATIONAL ELEMENTS NEEDED TO MAXIMISE THE NATIONAL OFFICE’S CONTRIBUTION EACH TECHNICAL APPROACH ALSO OUTLINE OPERATIONAL TOWARDS WILL THE PRIORITY. THESE OTHER ELEMENTS INCLUDE NATIONAL LEVEL ELEMENTS NEEDED PARTNERSHIPS, TO MAXIMISE THE NATIONAL ADVOCACY AND OFFICE’S LEARNINGCONTRIBUTION NETWORKS AT THE NATIONAL TOWARDS THE PRIORITY. THESE INCLUDE STAFF NATIONAL LEVEL INTERMEDIATE, LEVEL, AND THEELEMENTS ROLES OF TECHNICAL AT NATIONAL, PARTNERSHIPS, ADVOCACY AND LEARNING NETWORKSTOATOPERATIONALISE THE NATIONAL THE TECHNICAL AND LOCAL LEVELS REQUIRED LEVEL, AND THE ROLES OF TECHNICAL STAFF AT NATIONAL, INTERMEDIATE, APPROACH IN PROGRAMMES.

Tow met

AND LOCAL LEVELS REQUIRED TO OPERATIONALISE THE TECHNICAL APPROACH IN PROGRAMMES.

Technical programmes Bring quality, Technical programmes consistency and scale Bring quality, to programming

consistency and scale

to programming Technical Programmes

TECHNICAL PROGRAMMES DESCRIBE Technical Programmes HOW THE TECHNICAL APPROACHES WILL BE IMPLEMENTED. THEY ARE

TECHNICAL PROGRAMMES DESCRIBE DESIGNED TO BE IMPLEMENTED HOW THE TECHNICALJOINTLY APPROACHES WITH PARTNERS AND WILL BE WILL BE IMPLEMENTED. THEY ARE REVIEWED AGAINST THE PROGRAMME DESIGNED TO BE EFFECTIVENESS IMPLEMENTEDSTANDARDS. TECHNICAL JOINTLY WITH PARTNERSPROGRAMMES AND WILL BEARE STRUCTURED TO ENABLE WV-MOZ TO USE ITS REVIEWED AGAINST THE PROGRAMME RELATIONSHIPS EFFECTIVENESS STANDARDS. TECHNICAL WITH COMMUNITIES AND PARTNERS PROGRAMMES ARE STRUCTURED TO FOR MAXIMUM INFLUENCE ENABLE WV-MOZ TO USE ATITSTHE NATIONAL LEVEL. PROGRAMME TEAMS SELECT, RELATIONSHIPS WITHAREA COMMUNITIES ADAPT MAXIMUM AND IMPLEMENT RELEVANT AND PARTNERS FOR ASPECTS LEVEL. OF THE TECHNICAL INFLUENCE AT THE NATIONAL PROGRAMMES, AREA PROGRAMME TEAMS SELECT, BASED ON CHILD WELL-BEING PRIORITIES THAT EMERGE ADAPT AND IMPLEMENT RELEVANT ENGAGEMENT WITH ASPECTS OF THEFROMCOMMUNITIES TECHNICAL PROGRAMMES, BASED ON CHILD AND PARTNERS. WELL-BEING PRIORITIES THAT EMERGE FROM ENGAGEMENT WITH COMMUNITIES AND PARTNERS.

TA TP

AP

S

TA

Strate

TP

1) 2) P

5 6) STR 7) STRATE

AP

Area programme

AREA PROGRAMMES ARE THE GEOGRAPHIC LOCATIONS WHERE LOCAL PROGRAMMING IS MANAGED. THE AREA PROGRAMME INCLUDES SEVERAL SMALLER PRIMARY FOCUS AREAS, WHERE PROGRAMMING IS IMPLEMENTED Where local TOGETHER WITH COMMUNITIES AND PARTNER. AREA PROGRAMME ENSURES programming EFFECTIVE COMMUNITY ENGAGEMENT AND PARTNERING, MONITORS THE OF THESE LOCATIONS PROCESSES, WHERE AND ENSURES AREA PROGRAMMES AREEFFECTIVENESS THE GEOGRAPHIC LOCALGOOD COMMUNICATION is managed WITH COMMUNITIES, PARTNERS, ANDINCLUDES WITH FUNDING PROGRAMMING IS MANAGED. THE AREA PROGRAMME SEVERALOFFICES AND FUNDERS.

Area programme

SMALLER PRIMARY FOCUS AREAS, WHERE PROGRAMMING IS IMPLEMENTED TOGETHER WITH COMMUNITIES AND PARTNER. AREA PROGRAMME ENSURES EFFECTIVE COMMUNITY ENGAGEMENT AND PARTNERING, MONITORS THE EFFECTIVENESS OF THESE PROCESSES, AND ENSURES GOOD COMMUNICATION WITH COMMUNITIES, PARTNERS, AND WITH FUNDING OFFICES AND FUNDERS.

CEP

CEP Where local programming is managed

C

z RoadRoad Map Map V-Moz

25

in country

experience ountry rience

including

community needs including assessment community needs assessment Townhall

mettings

wnhall ttings

S

strategy sets the direction and confines the strategy setscontribuition the direction World and confines the Vision-Mozambique can make to child well-being contribuition World

Vision-Mozambique can make to child well-being

Strategy Development

SEVEN STEPS: egy Development 1) LANDSCAPE ASSESSMENT

2) PERFORMANCE ASSESSMENT

3) DISCERNEMENT SEVEN STEPS: 4) SWOR ANALISYS LANDSCAPE ASSESSMENT CALL & ASPIRATION PERFORMANCE5)ASSESSMENT 6) STRATEGIC GOAL & OBJECTIVES 3) DISCERNEMENT STRATEGIC PRIORITIES & ALIGNEMENT 4) 7)SWOR ANALISYS 5) CALL & ASPIRATION RATEGIC GOAL & OBJECTIVES EGIC PRIORITIES & ALIGNEMENT

The community priorities for child well-being identified through the The community priorities community engagement

for child well-being identified through the community engagement

Community Engagement Process

STAFF ANDEngagement THE COMMUNITY TO IDENTIFY - BASED ON TECHNICAL Process Community PROGRAMMES - PRIORITY CHILD WELL-BEING ASSETS AND GAPS. THE COMMUNITY ENGAGEMENT PROCESS BRINGS TOGETHER WV-MOZ

TOGETHER, THEY EXAMINE DATA INFORMATION REGARDING EACH

SPECIFIC GEOGRAPHIC AREA BRINGS AND PRIORITIZE/ADAPT THE OUTPUTS THE COMMUNITY ENGAGEMENT PROCESS TOGETHER WV-MOZ STATED ON THE TO TECHNICAL STAFF AND THE COMMUNITY IDENTIFYPROGRAMMES - BASED ONACCORDING TECHNICALTO THEIR NEEDS. CHILD THIS PROCESS ENSURESASSETS THAT COMMUNITY PROGRAMMES SPECIFIC - PRIORITY WELL-BEING AND GAPS. MEMBERS, PARTNERS AND DATA THE INFORMATION MOST VULNERABLE GROUPS, TOGETHER, THEY EXAMINE REGARDING EACH ENGAGE MEANINGFULLY ALL PRIORITIZE/ADAPT PROCESSES, ESPECIALLY THOSE INVOLVING SPECIFIC GEOGRAPHIC AREAINAND THE OUTPUTS IMPLEMENTATION AND ACCORDING MONITORING TOOF THEIR ALL PROJECTS. STATED ON PLANNING, THE TECHNICAL PROGRAMMES COMMUNITY MEMBERS WILL ALSO COLLECT, COLLATE, ANALYSE AND SPECIFIC NEEDS. THIS PROCESS ENSURES THAT COMMUNITY MEMBERS, RESPOND TO FEEDBACK AND COMPLAINTS THAT RELATE TO THE AREA PARTNERS AND THE MOST VULNERABLE GROUPS, ENGAGE PROGRAMME. MEANINGFULLY IN ALL PROCESSES, ESPECIALLY THOSE INVOLVING PLANNING, IMPLEMENTATION AND MONITORING OF ALL PROJECTS. COMMUNITY MEMBERS WILL ALSO COLLECT, COLLATE, ANALYSE AND RESPOND TO FEEDBACK AND COMPLAINTS THAT RELATE TO THE AREA PROGRAMME.

Organizational priorities strategic objectives and outcomes WV-Moz has identified organizational priorities in order to effectively and accountably implement this program strategy. This internal framework is an integral part of WV-Moz business plan and aims to ensure proper organizational capacity for implementation of the Strategic Objectives

Internal Processes: Strengthen integrated program execution, quality and DME DPA contextualized and used for the community engagement processes in all APs Majority of projects implemented within budget and scope.

Strengthened program quality monitoring and evaluation systems at both institutional and community level

Strengthen advocacy to influence policy formulation, implementation and reform Enhanced internal capacity to influence policy formulation, implementation and reform National level advocacy informed by local level evidence Community and stakeholders engagement in decision making processes Increased community capacity and influence to improve provision of basic social services

Implement an effective and efficient customer service delivery model Simplified and streamlined business processes across all NO functional units.

Delegated and empowered decision making at appropriate managerial levels within the organization

Strengthen and sustain effective governance Advisory council provides informed guidance and services to strengthen strategic management & financial management

Finances and Resources: Grow resources to achieve balanced and diversified portfolio Increased resources (including GIK, food commodities and local income) to achieve a diversified funding portfolio.

Strengthened cost control for increased donor support

Promote resource accountability and risk management Improved accountability through established Functional Internal Controls Risk Managed & Mitigated Right technology at the right cost for improved ministry Improved Resource Stewardship

Learning & Growth: Attract, develop and retain talented staff Increased capability and depth of our leaders and employees Workforce committed, engaged, and cared for Aligned culture of accountability Skilled and diverse workforce

Foster applied learning and innovation Improved processes to build knowledge for applying learning

Instill a culture of trust and valuing people Improved attitude and behavior enabling teams to unite behind an integrated approach to make a visible and measurable contribution to the well-being of children

Support staff spiritual development Increased commitment to living out our Christian values and informed participation in spiritual formation activities

By 2020, WV-Mozambique will make a significant and measurable contribution to the well being of 3.7 million girls and boys from 0 to 18 years old

FOLLOW US: www.facebook.com/Worldvisionmozambique

World Vision-Mozambique FOR CHILD WELL-BEING ŠWorld Vision-Moçambique

For further information, please contact: World Vision Mozambique Avenida Agostinho Neto, 620 Maputo Tel: 21350600 - Fax: 21350619 or email: rita_silva@wvi.org www.wvi.org