Objective 2.1
| Objective 2.1: To strengthen the ability of FDC to be a grant maker for civil society. | |
| Results: Provision of more and better quality resources for CSOs and communities | |
| Indicators: | Actions: |
| 1. All community development programs implemented through grants |
• Reduce the project implementation component and define and identify the various actors in the implementation chain. • Mobilise and establish management systems for basket funds to promote local initiatives. • Strengthen the grant-making mechanism in order to stimulate local initiatives and the service supply chain efficiently and effectively • Where it does not exist or is weak create specialized capacity in areas of key importance for a successful response to communities, when FDC is not implementing directly (e.g. building the capacity of CSOs at community level, research and documentation of good practices etc.). • Establishment of strategic implementation partnerships to complement the FDC chain of value in areas relevant to community development. • Development of FDC intervention approaches and mechanisms that guide implementing and service provision partners in their community action. |
| 2. At least three CSO training manuals and modules on management, institutional programming and development programming produced and in use | |
Objective 2.2
| Objective 2.2: To strengthen FDC's organizational capacity and develop the competence needed to implement the plan | |
| Result: FDC’s human resources aligned with its Strategic Plan and with more efficient processes and systems. | |
| Indicators: | Actions: |
| 1. Existence of systems that are working effectively; |
• Development and implementation of a policy and plan for the development of central competence to implement the strategic plan. The necessary human competence for the strategic plan needs to be identified and created; • Strengthen systems (approach, Monitoring and Evaluation, quality assurance, documentation, Department of Administration and Finance etc.) policies, practices, norms and procedures and mobilize human resources; • Develop and promote the FDC’s institutional image; • Development of capacity to register, document and disseminate good practices, and the creation of evidence for/on FDC interventions. |
| 2. Number of concept notes or policy briefs produced; | |
| 3. Number of manuals and other documents on good practices produced and disseminated; | |
| 4. An institutional image management policy designed and implemented. | |
