EAST AFRICA ASSOCIATION OF GRANTMAKERS STRATEGIC PLAN FOR East

EAST AFRICA ASSOCIATION OF GRANTMAKERS STRATEGIC PLAN FOR 2005-2007 East Africa Association of Grantmakers (EAAG) draft Strategic Plan 2005-2007 Global trends indicate a tremendous growth in the number of community foundations and foundation-like grantmaking institutions in all parts of the world. Community philanthropy and Foundations are spreading like wild fire1 raising the need to professionalise the art of giving and institutionalisation of philanthropy. A sign of the growing maturity for this increasing momentum in global infrastructure in philanthropy is the corresponding increase in the number of support organisations. According to WINGS* support organisations provide their members or constituents with current information on issues of importance; promote the interest of their members to government bodies; create opportunities for networking and peer-to-learning through conferences and other meetings; offer technical assistance programs to increase the effectiveness of organisations; and help promote the community foundation concept through publications and presentations. The East Africa Association of Grantmakers is one of 11 new membership associations that have been established in the past five years in diverse places around the world to act as centres for philanthropy and promote the development of community philanthropy. In East Africa, the spirit of giving is strongly rooted in tradition ( though informal, often lacking systems, and often lacking institutional frameworks for accountability). Wedding contributions in Uganda, Ujamaa practices in Tanzania and Harambees in Kenya are inherent practices that are culturally cherished. EAAG therefore, seeks to nurture and enhance professionalism and institutionalised local philanthropy through advocacy for appropriate policies in order to create a conducive legal and social environment for the growth of philanthropy in the region. 1.1 INTRODUCTION It is estimated that there are as many as 60 local grantmaking trusts and foundations within East Africa, some of which were established as far back as the 1950s and earlier. There has, however been no common ground or meeting point for these organisations over the years. 1.0 BACKGROUND. 1 B. Gaberman in his speech at Georgetown University, Washington DC on 11th April 2003 2 East Africa Association of Grantmakers (EAAG) draft Strategic Plan 2005-2007 From 2001, the Ford Foundation Office for Eastern Africa helped convene a series of meetings of eight regional trusts and foundations in an initiative called the East Africa Foundations Learning Group (EAFLG). A primary goal for these meetings was to explore the key elements of foundation building among philanthropic organizations—asset development, grantmaking and governance—that make them more effective in their work. These meetings facilitated networking, exchange of views and visits and created a peer-to-peer learning for the organisations. The process also, brought together like-minded individuals and advanced the conversation about indigenous philanthropy in the region. At the heart of the conversation was the belief that resources existed in East Africa which could be drawn upon, held in trust (endowments) and used to support sustainable community development, and, over time, reduce the East Africa countries’ dependence on external aid. More importantly, donor fatigue was becoming quite evident as the level of development Aid from developed countries continued to decline. Hence, the need to utilize and institutionalise the African ways of giving was becoming quite obvious2. It is this reality that led to the formation of this East Africa Association of Grantmakers to help harness local resources and to promote development in the region. CONTEXT Further, the formation comes at a time of increased regional activity following the signing of East African Treaty establishing East African Community by the three heads of East African countries on Novembers 30th 1999 and formally launched on January 15th 2001. This strategic plan will therefore, place EAAG among key players as it plays a catalyst role of enabling non-political foundations and trusts in East Africa to work together and harness the resources for sustainable social development. A role that it will carry out through raising credibility of members’ by encouraging best practices and effectiveness, enhancing communication and information sharing, lobbying East African governments for an enabling policy environment for philanthropy. The plan will further provide a common language; a shared vision and a roadmap as member’s strife to achieve the mission and in the process place the association among other leading professional bodies such as………EA Law society, EA Ass. Of Prof. bodies etc. 2 Kabaka Muwenda Mutebi during EAAG launch in Kampala 3 East Africa Association of Grantmakers (EAAG) draft Strategic Plan 2005-2007 2. SITUATIONAL ANALYSIS At this historical period of globalisation and increasing regional integration, stronger civil society and growing democratisation the importance of better coordination and stronger influence on the East African governments, cannot be over-emphasized. Further, this is a time of optimism for East Africans with talk of a political federation as East African governments are harmonising municipal laws, development strategies, customs union to be subsequently followed by common markets, customs union and finally political federation, mentioned earlier. Beyond a few well-established family foundations and International donors, grantmaking is a fairly new activity with major structure management and governance challenges that face the civil society in general. In this regard, EAAG members agreed that; transparency and accountability, credibility, fairness and social justice will be their guiding values. The Association has further, developed a code of ethics, which ensures better management, openness, and accountability by every member. However, the need for institutional capacity building and a Legal and tax framework that empowers promotion of grantmaking institutions in East Africa is well acknowledged. The main objective of EAAG will therefore be to harness local resources and promote institutionalised philanthropy generating permanent funds from which donors can support grantmaking in East Africa. This will be guided by following; vision, mission, objectives and strategies: Vision: An association of grantmakers working together to harness resources for sustainable development Mission To nurture and promote a culture of local philanthropy through increasing the scale, scope, effectiveness and collaboration of Grantmakers to improve lives of the people of East Africa. Values To achieve our mission we seek to strengthen the membership and be guided by following values: • Transparency and accountability 4 East Africa Association of Grantmakers (EAAG) draft Strategic Plan 2005-2007 • • • • Integrity: Commitment to principles of trustworthiness and incorruptibility in order to build the credibility of the Association and its members. Ethical practice (in grantmaking): Members to adhere to the EAAG code of ethics, being guided by honesty and principles of moral conduct Promotion of Social Justice: taking its key notions to include; equality in access to opportunity, fairness, and rights EAAG has adopted; equity, gender, diversity and pluralism as its developmental values. Mutual support & respect: provision of a safe learning environment for continuous learning. 3. EAAG MAIN OBJECTIVES: To demonstrate and promote philanthropy. To promote ethical practices in grantmaking. To support members with learning and capacity building for effective grantmaking. To strengthen identity, coordination, external credibility and give EAAG and its members greater visibility in the region. To engage effectively with Governments, Private sector and Civil society partners to promote social justice in East Africa. § § § § § 4. STRATEGIC PRIORITIES TO ACHIEVE THE OBJECTIVES: (see notes) Driven by the philosophy of statesmen who think of the next generation rather than politicians who think of the next election, policy advocacy and creation of locally generated endowments are the Associations long-term goals through which we hope to promote capital investments. This will enable us reduce dependence as we address both the future as well as our societies’ current needs (grantmaking). This section gives, in greater detail EAAG’s strategic priorities for the period 2005-2007. 5 East Africa Association of Grantmakers (EAAG) draft Strategic Plan 2005-2007 4.1 Objective one: To demonstrate and promote philanthropy. Rationale: The primary aim is to provide structure and formality in order to institutionalise local philanthropy by strengthening member institutions. The main focus will be to equip members with knowledge of resource mobilization (asset-development) and fund management in order to encourage capital investments reduce donor dependence. Strategies: 1. Building strategic alliances with relevant organizations/associations in order to share information and lessons learned internally and externally. 2. Appraising/researching of existing and traditional models of giving in order to promote a culture of caring and giving. 3. Creating a knowledge base on building and managing endowments in order to institutionalise philanthropy 4. Training and capacity development for local staff, management and boards to strengthen their fundraising and funds management skills. 5. Developing EAAG’s institutional capacity in research and communication to match global standards and trends in philanthropy. Expected outcome: Increased understanding of current and traditional ways of giving, better resource mobilisation skills and increased levels of local resources in grantmaking. 6 East Africa Association of Grantmakers (EAAG) draft Strategic Plan 2005-2007 4.2 Objective two: To promote ethical grantmaking practices and the development towards standards for grantmaker certification. Rationale Promote transparency and accountability among members, maintaining professionalism, adherence to EAAG values and ethics and promotion of standards toward the development of grantmaker certification. Strategies will include: 1. Promoting common values and code of ethics in governance and management of grantmaking operations. 2. Developing and maintaining internationally acceptable grantmaking standards (transparency, accountability and communication) of grantmaker standards. 3. Promoting the development towards standards for Grantmaker certification 4. Instituting and sustaining a self-regulating mechanism for members to maintain credibility locally and internationally. Expected outcome: Adherence to internationally accepted codes and standards of grantmaking by all EAAG members leading to “grantmaker certification” and self-regulation. 4.3 Objective three: To support members with learning and capacity building for efficiency (delivery of grants) and effectiveness (type and impact) in grantmaking. Rationale. This objective is aimed at enhancing effectiveness (choice of grants members may wish to make and expected impact) and efficiency in terms of (institutional ability to deliver grants) and in meeting member organisations’ grantmaking objectives. 7 East Africa Association of Grantmakers (EAAG) draft Strategic Plan 2005-2007 Priority strategies: 1. Training (and research on members’ needs) to ensure adequate grantmaking skills and systems for efficient and effective grantmaking. 2. Mentoring and exchange of ideas and partnerships to enhance learning and facilitate informed choices on type and delivery of grants (ie grants for capacity building or sectoral projects/to NGOs or CBOs) and good practices. 3. Learning among member organisations through active development of multi-media resources (Website, Newsletters, News briefs,) 4. Appraising members on emerging global trends in philanthropy such as growth of community foundations, code of ethics for grantmaker associations and social justice grantmaking Expected outcome: Well-informed, more competent, effective and specialized grantmakers in the region; meeting their objectives, and capable of staying abreast on global trends 4.4 Obje4ctive Four: To strengthen identity, coordination, external credibility and positioning of EAAG and its members. Rationale. EAAG seeks to enable members build “social capital”, benefit from a broad spectrum of mutual collaboration and build a strong Membership association without compromising their individual identity. Strategic Priorities include: 1. Preparing a common communication strategy for policy advocacy and formation of country working groups. 2. Developing and supporting mechanism for better collaboration and exchange among members. 3. Building links with multi-lateral organizations and other regional (and global) bodies in and outside Africa 4. Becoming a reputable institution whose members the corporate sector could collaborate in channeling their corporate social responsibility support. 8 East Africa Association of Grantmakers (EAAG) draft Strategic Plan 2005-2007 Expected outcome: Association will be a gateway to civil society for government and Corporates and a voice of philanthropy in the region 4.5 Objective Five: To engage effectively with Governments, private sector, and civil society partners to promote Social Justice in East Africa. Rationale Exploiting the increasing regional climate while utilising its “social capital” in its engagement with the E.A governments the Association will promote the interest of their members to government bodies and help promote /bring the Social justice agenda through…….. (publications/presentation), socilal justice grantmaking Strategic priorities: 1. Researching continuously on changes and required amendments on tax laws and regulations for policy reform. 2. Sourcing ideas and collaboration from other Grantmakers organizations Associations carrying out similar initiatives globally. 3. Organizing seminars, symposiums to engage stakeholders (grantmakers, corporates and government) in dialogue on social justice philanthropy and social justice grantmaking. 4. Become an Association that creates opportunity for interaction and linkages between Grantmakers and Corporates. 5. Creating lobbing mechanism for tax incentives and regulatory reforms for philanthropy and social development in East Africa. Expected outcome: A better coordinated action on tax incentives (leading to tax policy reform), greater collaboration with government and civil society and clearer understanding and increased shift toward practice of social justice by all members. 9 East Africa Association of Grantmakers (EAAG) draft Strategic Plan 2005-2007 5.0 PRIORITY ACTIVITIES FOR YEARS ONE & TWO. o To create dedicated opportunities (workshops and exchange visits) for Peer Learning (one in 2005) o Organise or identify specialized training events for EAAG or its members. • To gather and disseminate knowledge and resources on effective resource mobilization, funds management and grantmaking. (2005 priority is further development of website) • Promoting EAAG code of ethics through sensitisation and training at management and governance levels- attend WINGS peer learning meeting on Standards and Ethics in 2005 and disseminate materials. • Create appropriate committees and working groups to help engage members in the implementation of strategic plan • Establish functional national working groups (Country teams) on specific country level engagement as a priority for 2005. This first Strategic plan provides both a framework and a mechanism for the association (and its members) to advance it’s mission and hold itself (and its members) accountable to the stakeholders. The Board, Standing committees, Members and Staff will; • • • • • Ensure that the resources needed to implement the plan are available. Review the work of the association as presented in this plan annually in order to monitor the progress. Report on progress highlighting key result areas, lessons learnt and obstacles encountered during implementation. Regularly seek input from the implementing committees and stakeholders about both internal and external. Assess the future of the Association’s Board and Committees to meet obligations and priorities under the plan. 10 East Africa Association of Grantmakers (EAAG) draft Strategic Plan 2005-2007 The Board The Board will provide a general oversight and leadership to the Secretariat and more specifically support in resource mobilization, communication and relationship building with partners. Monitoring and Evaluation. The secretariat in collaboration with the standing committees (Finance, Programme and Resource Mobilisation & Communication) will prepare work plans (annual/bi-annual or quarterly) to help guide the Associations activities and facilitate regular monitoring and Board review. The Board will undertake a mid-term review of the strategies and progress made by end of year 2006. A final assessment/evaluation will be will be undertaken by end of 2007 on the general performance of the plan and will be linked to preparations for EAAG’s next Strategic plan. 11