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EXECUTIVE SUMMARY

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Jambo Africa Child Hope, Inc.
 “Giving Hope to the Hopeless”
1.
a. Key Personnel:

Program Director-Eliserena Kimolo founded the Jambo Africa Child Hope (JACH), a non-profit
organization incorporated in the District of Columbia, USA, in February 2007. Our organization
works with churches and faith-based organizations, private institutions, other nonprofits, individuals,
friends of Africa and Africans in the Diaspora to provide financial support for the education, training,
and care of impoverished and orphaned children in Africa. Ms. Kimolo currently serves as JACHI’s
Executive Director and Board President, volunteering with the Harambee Africa which was developed
to help those affected with AIDS/HIV in Kenya. She has had a long time vision to improve the futures
of helpless and vulnerable children. The impetus for her decision to establish JACH stems from her
own experience of separation as a child from her parents in the impoverished and rural regions.

Mrs. Kimolo was moved by the plight of homeless and vulnerable Tanzanian children who had often
become street urchins. After 21 years as a volunteer cooperating with other agencies, churches and
friends, she felt compelled to provide more assistance to orphans, street children and other vulnerable
youth. Ms. Kimolo has a Bachelor’s degree in Banking and is a licensed practical nurse LPN. She is
pursuing a Master’s Degree in Health Services Administration and an R.N. at Excelsior College. Ms.
Kimolo has been involved in providing care and treatment to children in Tanzania for 35 years since
she was 16 years old.

Deputy Executive Director- Edward Joseph Mneda has a Master of Arts in Education (Hons) from the
University of Dar Es Salaam, Tanzania with Specializations in Education Administration and
Management and a Bachelor of Arts in Secondary Education (Hons) with specialization in teaching
Economics and Geography in High Schools. Mr. Mneda has worked in the office of the Ministry of
Education (Head Office), Tanzania as an Education Officer and as a Training Officer and has been a
classroom teacher before assuming administrative duties.

Director of Personnel- Rev. Eric W. Stetson, an ordained Minister, has a B.A. in Higher Education
and a B.A. in Religious Studies and Philosophy from The University of Virginia, 2001. Rev. Stetson
currently serves as Executive Director of The Christian Universalist Association, and formerly served
as Special Assistant to the Director at Voice of America. He is an Author of Christian Universalism:
God’s Good News For All People.

Administrative/Financial Director-Mosunmola Omotunde “Caroline” Cole initiates and directs
strategic planning, business operations management, and new business development in the mortgage
and banking industries. Ms. Cole received a MSc. in Mass Communications/Human Relations from
the University of Lagos and a B.A. in History from the University of Ife. She pursued additional post
graduate work in Journalism.

Other staff member to be determined include: Administrative Assistant, Bookkeeper, Educational
Supervisor, Intake, Testing and Assessment Specialist, Career Counselors, Case Managers, Data
Services Coordinator/Data Entry Clerk, Training Consultant, Teachers (Certified), Computer
Instructor/Technician, Job Developer/Placement Specialist, Recreational Activity Coordinator, Eight
Outreach Workers, Follow-Up Worker, Security Guards, Custodian, Recreational Activity
Coordinator.

JACH dedicates time and resources to communication. Eliserena Kimolo, Founder, Board
President/Executive Director, emphasizes the importance of having a communications plan and the
willingness to spend the time necessary to implement it when working with many cooperating
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Jambo Africa Child Hope, Inc.
 “Giving Hope to the Hopeless”
organizations. Edward Joseph Mneda serves as Deputy Executive Director for the organization and is
primarily responsible for training and curriculum development. It is important to dedicate time and
attention to communications and talking through all the issues with everyone involved to make sure
no one is estranged from the process. JACH creates and follows a detailed Case Statement/Business
Plan for each program or initiative. A meticulously documented case statement/business and
operating plan, including a detailed budget agreed to by the board of directors and management is the
reference point for all decisions with respect to implementing JACH’s component programs. The
plans are intended to be followed closely, but with a reasonable degree of flexibility to meet changing
circumstances.
JACH builds transparent financial-management systems. Sound financial-management skills help
assures efficient disbursement and appropriate use of funds to assure demonstrable results. As an
example, Eliserena Kimolo as Executive Director is responsible for a variety of activities, and key
among them is deciding on appropriate staffing needs and whether to use independent contractors or
hire employees to fill these needs. The Personnel/Human-Services Coordinator, Rev. Eric W. Stetson
Edward Joseph Mneda, is directly responsible for recruiting and training the best employees, ensuring
they are high performers by monitoring and rectifying performance issues, and ensuring that
personnel and management practices conform to government and contractual regulations. The
objective is to manage people and the organization so they are performing at maximum capability in a
highly fulfilling manner. JACH’s experienced Fiscal Manager; Mosunmola Omotunde “Caroline”
Cole supervises a team of accountants and bookkeepers. Jointly, they are responsible for managing
accounts receivable, accounts payable, cash disbursements, cash flow and balance-sheet management
for all JACH programs. The fiscal team utilizes state-of-the art computerized accounting software
and technology to monitor organizational finances and prepare accounting statements.

JACH’s Board of Directors: Their Role.
        The JACH Board of Directors provides continuity for the organization, representing the
organization’s point of view through interpretation of its services and through advocacy. The Board
offers administrative guidance and governs the organization by broad policies and objectives,
formulated and agreed upon with the chief executive and key management employees, including
assigning priorities and ensuring JACH’s capacity to carry out programs. The Board also works to
acquire sufficient resources for JACH’s operations and provides fund-raising support to maintain
services. In summary, the Board of Directors helps determine the organization’s mission and purpose,
ensures effective organizational planning and sees that JACH acquires and maintains adequate
resources and manages them effectively. The Board provides for fiscal accountability, approves the
budget, and formulates policies related to contracts from public or private sources. The Board accepts
responsibility for all conditions and policies attached to new, innovative or experimental programs.
Collaborative Partnerships: JACH works collaboratively with organizations located in Tanzania such
as human-services providers and community-based organizations, and business organizations.
Feedback from cooperating agencies and organizations assists JACH in evaluating program
effectiveness.
 The list of the Board of Directors including affiliations, their Ties to the Community Served along
with résumés or biographical summaries of Board members are also attached as an Exhibit.


2. Technical Understanding and Approach

EXECUTIVE SUMMARY/PROJECT PURPOSE

The problem of assisting Most Vulnerable Children (MVC) and Orphans and/or Vulnerable Children (OVC)
has long existed in many regions of Africa and other developing countries. This problem has been
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 “Giving Hope to the Hopeless”
exacerbated by the HIV/AIDS epidemic which has taken the lives of parents and close relatives of
many children, leaving them destitute, without caregivers and without role models. Experts remain
divided on how to define these children, especially since characteristics of their lifestyles vary
considerably. What does seem clear, however, is that these children are the extreme manifestation of a
breakdown in the structure of the societies where they proliferate. While the immediate factors
responsible for their condition are unique for each child, in Africa, they generally represent some
combination of epidemics, natural disasters, family neglect and abuse and poverty.

Jambo Africa Child Hope, Inc. (JACH) has developed programs to help orphans achieve their full
potential through providing career and technical education and training as a core requirement for
children and their guardians or caregivers. The goal is for MVCs, OVCs and/or caregivers to
complete four years of secondary school and thereafter to secure technical skills that help them to
survive and even thrive economically.

The goal of the proposed project—Comprehensive Education and Technical Training for
MVCs/OVCs Network (CETOVCN)— would be to serve as a demonstration and model program to
improve risk-prevention strategies, education and technical training, health care, and human-
development prospects for the children, especially the orphans and street children, of Tanzania. This
would be accomplished by identifying and then addressing barriers that limit coordination of risk
prevention, health care and treatment, housing, nutrition, education and other requisite services that
would reduce the likelihood of a destiny of failure for MVCs and OVCs in the region.

Because of its history and purpose, JACH, is in a prime position to develop a working infrastructure
to meet these objectives. The proposed CETOVCN would be constituted of U.S. and Tanzania
representatives of the many sectors and organizations—including corporations, foundations, and faith-
based, MVCCs and community-based groups—which contribute or may contribute to the care,
treatment, education, counseling, and scholarship support for the vulnerable children of Tanzania.
CETOVCN would work to articulate a vision and mission and develop and initiate planning
procedures to identify priorities, and implement an action plan to coordinate activities that would
improve life outcomes for poor, high-risk children, as identified in reports on their plight by the
government of Tanzania and other concerned organizations.
The purpose of the proposed CETOVCN program is to collaboratively develop strategies for
stakeholder groups that would be implemented by member organizations to increase access to services
for these at-risk youth and guardians in geographic areas of Tanzania that show the poorest childhood
outcomes. Broadly stated, the CETOVCN will develop specialized workgroups among its network of
member organizations to accomplish the following:

Recruit trained professionals. Secure the input of experts from a range of sectors and provide training and
retraining of program volunteers, household members, collaborating NGOs and MVCs/OVCs.
Focus on integration into the family, school and labor market. Promote work-development-
entrepreneurship-oriented activities that enable children and their caregivers to express their potential and
to function effectively in both the family and society by acquiring education and skills.
Reach children where they are. Establish programs that have a positive impact by beginning with a
phased-in transition to allow children and adults to gradually change their lifestyles through education and
training.
Provide individualized attention and tailor-made services. Time and multidisciplinary expertise needs to
be invested in assessing the situation of each participant and in designing tailor-made services that have a
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long-term impact, such as training members of the household, or participants in NGO’s, religious
institutions and for-profit groups.
Encourage children’s participation. It is important to design program activities with children, not just for
them. Children can be involved as peer counselors and facilitators. Their special life experience makes
them potential leaders and advocates of development in their communities. Children can serve as role
models after they have completed training.

Physical and mental-health care. Programs must also pay close attention to physical and mental-health
needs. Public-health staff needs to be sensitized to the specific needs of MVC children. Guardians and
care-givers should also be trained due to the shortage of professional and volunteers who might be more
readily available.
Involve family and community. The situation of vulnerable and orphan children reflects the vulnerability
of their social environment. It is therefore important to strengthen the capacity of the family and the
community, including the secondary and technical schools, to prepare for and train MVC.
Increase and improve quality of lobbying and advocacy efforts. Work with nongovernmental
organizations (NGOs) to help them become involved in lobbying and advocacy to instigate changes in the
legal and political environment that affect children and to increase services. Develop an ad hoc formal
network structure to promote cooperation and learning among stakeholders.
Initiate and improve integration of services. The health, educational, survival, and emotional needs of
these children should be addressed as part of an integrated system of services with the child’s well-being
at the center. An ad hoc formal network structure should be developed to promote cooperation and
learning among stakeholders.
Promote networking and institutional cooperation. NGO programs alone are not enough to significantly
reduce the number of vulnerable and orphan children in the street, nor are they expected to do so. It is far
more effective for NGOs to network and cooperate among themselves and with local governments and
private industry in order to increase the long-term impact and sustainability of interventions for these
children.
Work to secure donor funding to support preceding initiatives and programs. Work in a coordinated
fashion to secure funding to sustain and expand existing services and to assist NGOs in monitoring and
evaluating their interventions, in training staff, and in continuously increasing their professionalism.
Encourage donors to promote institutional cooperation by supporting municipal multiagency development
programs with MVC components.

The proposed CETOVCN would help cooperating sectors, organizations, for profits, existing MVCCs
and related agencies and community members to recognize that sustainable change requires increasing
the capacity of partners to support childhood and human-development-promotion activities and to
develop new ways of working together to deliver services, share information, cooperate with private
and government partners and allocate resources.

The JACH organization would convene workgroups to develop and help carry out the objectives of
the newly formed CETOVCN. Two of the workgroups would focus on infrastructure development
and setting the goals for the three major categories of vulnerable and orphan children at risk: youth at
primary risk, youth at secondary risk and youth in tertiary risk. The CETOVCN Partnership
Development Workgroup would refine an organizational structure as well as reach out to additional
CETOVCN members and determine their relationship to the CETOVCN initiative. The priority-
setting workgroup, Planning for High-Risk Categories, would be charged with determining a process
for identifying gaps in services and failure of service integration for the target groups of children at
risk. The Priority-Setting Workgroup would examine existing data, structure and procedures of
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provider agencies and organizations that already serve, should begin serving, or could improve the
provision of services that produce long-term, sustainable outcomes such as secondary and technical
education for the target groups.

The services and activities to be conducted by the member organizations with the coordination of the
CETOVCN would be embodied in a work plan that would focus on planning activities and program-
implementation strategies. Activities will include, but not be limited to:



     Developing a needs assessment for each high-risk population and each geographic area.
     Identifying key community individuals and institutions as partners.
     Conducting interactive forums for the community and for providers to inform them about
      resources and to share and learn about the need to implement more sustainable service systems
      with more long-term outcomes.
     Building on existing programs that work by enhancing them; co-locate programs; train family
      members; neighborhood leaders; representatives of a variety of existing NGOs, and member of
      academia and private industry.
     Developing innovative programs and procedures to fill gaps that hinder human development and
      therefore economic development.
     Conducting significant advance work, including the production of profiles regarding the needs of
      MVCs with respect to education and training, health care and treatment, nutrition, childhood
      history for the high-risk groups, prior to convening forums, workgroup meetings.
     Creating an information-and-referral database for distribution to all stakeholders in the proposed
      network structure and in the community.
     Developing CETOVCN Web site and “list serve.”
     Developing linkages with existing coalitions targeting high-risk populations.
     Developing resource sites within the community.
     Convening a cross-sector panel for strategic assessment of services, for planning and to improve
      methods of evaluation.
     Establishing linkages to foster hybrid solutions that improve services and promote innovative
      solutions to fill needs and gaps in services.
     Establish technical training schools and other training venues.
The primary site for service operation will be at the offices of Jambo Africa Child Hope, Inc. (JACH),
1810 16th Street Northwest Washington, DC 20009. Decisions about additional sites will take place
after CETOVCN workgroup reports are complete and broader cross-sector and Tanzania
governmental participation is achieved. The CETOVCN would serve target populations throughout,
Tanzania focusing on cities such as Dar es Salaam and surrounding areas, which evidence priority
need for the proposed services.

3. Sustainability

a) Human Capacity Development

Jambo Africa Child Hope Inc. would like to provide MVCs/OVCs of Tanzania with schools in which
to learn skills and technology so that as adults they may become engaged in productive work. JACH
would establish the first such school to be known as the Lake Natron Career and Technical school on
land donated to JCAH by the Republic of Tanzania (Please see letter of support attached). JACH will
give vulnerable youth the proverbial fishing pole and “teach them to fish” instead of giving fish as a
meal. This is essential to the proposed project because if we give youth fish to eat every day, or
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donate funds and in-kind services only, one day the fish basket may be empty and the MVCs could
starve. By training young people to fish, they survive over and over again. In other words, JACH will
not only give people money and support services but through a secondary and technical education, we
make them independent members of society. A very good life lesson is to give others’ a fishing pole
and direct them to a pond not to give them fish.

Jambo Africa Child Hope intends to improve the plight of orphans and vulnerable children in
Tanzania by mobilizing resources, both human and financial, to build hope and support for the
African children by providing education, health, and shelter and to advocate internationally for the
rights of every child in Tanzania. By the time they complete this program they already have all the
necessary skills to enter the workforce to sustain themselves and their families. Once they have these
skills there will be no need to beg any more.

An Individual Service Plan to be developed with respect to the proposed Lake Natron Technical
School for each child and would include 1) educational goals, 2) measurable time-limited goals, 3)
specialized interventions to implement educational and training goals and objectives, 4) estimated
duration of time in the program 5) a clear definition of educational and training responsibilities, and 6)
a system of educational and training management. The ISP will be reviewed on a continuing basis.

A Comprehensive Educational and Training for Orphans and Most Vulnerable Children Network (the
CETOVCN, or the Network) to be coordinated by JACH, would constitute a broad-based U.S. and
Tanzania group of institutions and individuals that come together to develop a shared vision for
improving comprehensive services for youth at risk and especially street children at the local level,
through:

     Identifying and filling gaps in services.
     Improving coordination of existing services.
     Providing outreach and education to government agencies, parents, the public at large, providers
      and prospective donors.

The proposed CETOVCN currently has the support of three organizations representing current service
providers in the U.S. and Tanzania for vulnerable and orphan children in Tanzania. JACH would
convene the CETOVCN and coordinate its staff and the project activities of the Network’s
membership.

JACH, through focus-group meetings with the current supporters and others interested in
participating, has identified four objectives that would fulfill the statement of intent and self-imposed
program goals to establish a CETOVCN that spans the United States and Tanzania to acquire
pertinent resources. Those objectives are:

1. To establish and sustain a Network that is representative of Tanzania and the U.S. and that
shares and supports a vision of improved services and access for children at risk.
2. To identify Tanzania-wide priorities in service needs and service gaps for the three target
groups of children at risk and their families.
3. To develop a Tanzania-wide children-at-risk service-system improvement plan.
4. To design the implementation phase of the children-at-risk service-improvement plan,
including performance measures.
5. To improve access to secondary and career training and technical education.
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Expansion and Accessibility to Higher- , Career- and Technical-Education

While there is a positive correlation between participation rates in Higher and Technical education
and development, the higher- and technical-education participation rate in Tanzania of 1.3% of the
age cohort is one of the lowest in the sub Saharan region where average participation rate is below 5%
In contrast, the rate in many high income countries is well over 60%. It is also interesting to note that
the current total student population in higher and technical education institutes in Tanzania is 52,831
with the majority of those students being female students constituting 33%. The Government of the
United Republic of Tanzania has been implementing the Primary Education Development Programme
(PEDP, 2002-2007) and the Secondary education Development Programme (SEDP, 2004-2009) both
of which have been successful in increasing students’ enrolments and outputs but more needs to be
done.

b) Sustainable and innovative approaches

PROBLEM TO BE ADDRESSED BY THE PROJECT

The Need

JACH would work to establish and manage a comprehensive educational- , social- and human-
development service system for the vulnerable, orphan, street children and other poor at-risk youth in
Tanzania. Currently there is no reliable system of educational training and/or vocational assistance
service agencies or coordinated social-services network to help poor Tanzanian children at risk. And it
appears from a review of funds provided to these children worldwide that Tanzania needs much more
human capital support to foster long-term economic and country-development growth. The system
envisioned by JACH would address these children’s spectrum of social ills as interrelated pieces of a
single mosaic.
The case for a comprehensive and collaborative approach to service delivery is based on the following
tenets:
▪ Problems seldom occur one at a time. More often than not, a single economic or social problem is
an indicator of overlapping and interrelated problems.
▪ Emphasis would be placed on sustained change for all three categories of at-risk youth rather
than on temporary solutions for one group alone.
▪ The proposed programs would provide a comprehensive array of prevention, treatment and
support services beyond the capacity of a single program or agency.
The programs to be developed through the Comprehensive Education and Technical Training for
MVCs/OVCs Network (CETOVCN) would represent a new way of working with the at-risk,
vulnerable, orphans and street children of Tanzania. Network programs would also seek to provide
services to family units—empowering and strengthening adults in their roles as parents, guardians,
grandparents, nurturers and providers. We believe that providing broad-based support will enhance
family stability, develop parental/adult competencies and promote the healthy development of
children.
The following set of operating principles would characterize CETOVCN and JACH programs:
▪ Focus on prevention — intervention before problems appear.
▪ Practical approach to service delivery — to facilitate both formal and
      informal networks among all members of the Tanzania population.
▪ Developmental view of parents or guardians — belief in parental capacity for growth.
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▪ Universal value of support — developing support systems and resources to
     assist families and individual street children with responsibilities for health, education and
     economic growth.

Underlying and Immediate Causes of the Problem

Child disconnection is closely associated with the vulnerability of segments of society, often in
context of economic crises and growing inequality among societal groups. In Tanzania, inadequate
public expenditures undermine the educational system’s capacity to fulfill the needs of vulnerable
children. In both poor and rich countries, family isolation and the weakening of social capital may
aggravate parents’ abusive behaviors. There are general observations to be made about the immediate
factors that lead children to be considered vulnerable. These factors should be used to as background
for the content and modalities program interventions.

Children become vulnerable or orphans for one or more of the following reasons:

     Low family income. Many work in the street to contribute to family survival.
     Homelessness. In both rich and poor countries, the lack of proper housing pushes entire families
      into the street.
     Neglect and abuse. This problem may be associated with parents’ drug addiction and alcoholism,
      or the lack of time spent in significant interaction.
     School failure.
     Loss of parents. This may be due to armed conflicts, natural disasters, HIV/AIDS and other
      epidemics, and refugee problems.

Each MVC/OVC child’s history is a unique blend of several of those elements. While material
hardship is a major factor in putting children at high risk, not all materially deprived children become
disconnected from the family. Evidence suggests that the quality of family relationships is crucial in
determining for which families’ hardship will result in disconnection of the child from the family.

Characteristics, Problems and Resources of MVCs and OVCs

Many MVCs and OVCs children in Tanzania are age 8 or older. Children reached by existing
programs tend to be somewhere between the ages of 8 and 18. However, there is evidence that the
average age of vulnerable and orphan youth may be decreasing in some regions.

Street kids are also a special problem and most countries appear to have more street boys than girls.
Street girls may be less visible, but they are clearly an understudied reality. They are also exposed to
violence and sexual abuse by peers and adults, and more likely to be engaged in prostitution. Street
work includes odd jobs, petty trading, and services. Because of the lack of protection in these jobs,
there is a greater risk of exploitation and of encountering health hazards. Many children make a living
through illegal activities such as begging, selling drugs, petty theft, and, as noted above, prostitution.

Many street and other orphans and vulnerable children do not go to school; others perform poorly in
class and are at high risk of dropping out. Because of the peculiar nature of their life and problems,
the skills required to survive on the street and the lack of parental support, these children find it
difficult to adjust to standard school curricula and school discipline. Also, many of these children
have never had, or have lost, their birth certificates, a document vital to legal and civic existence.
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Although underlying and immediate causes of the vulnerability of these populations of children may
differ, the range of problems that children suffer once orphaned or in the street or vulnerable in other
ways present some similarities across regions. Those factors include poor educational status, low self-
esteem, emotional disorders, violence and exploitation by peers and adults, early and unwanted
pregnancies, sexually transmitted diseases and HIV/AIDS and drug abuse. The specific nature of
these problems calls for specialized, ad hoc programs. The fact that these problems get worse the
longer children are without support, education and training or have been abused or homeless provides
a strong rationale for early interventions.


Tanzania

The United Republic of Tanzania is a nation in central East Africa bordered by Kenya and Uganda to
the north, Rwanda, Burundi and the Democratic Republic of the Congo to the west, and Zambia,
Malawi and Mozambique to the south. The name Tanzania is a portmanteau of Tanganyika and
Zanzibar. The two states united in 1964 to form the United Republic of Tanganyika and Zanzibar,
which was renamed the United Republic of Tanzania later that same year.

The economy is mostly based on agriculture, which accounts for more than half of the GDP, provides
85 percent (approximately) of exports, and employs approximately 80 percent of the workforce.
Topography and climate, though, limit cultivated crops to only 4 percent of the land area. The nation
has many resources including gold and natural gas. Extraction of natural gas began in the 2000s. Gas
is drawn into the commercial capital, Dar Es Salaam and exported to various markets overseas. Lack
of overall development has hampered the extraction of these various resources, and even up to the
present there has been effort to develop the natural resource sector but no major quantifiable results.
Industry is mainly limited to processing agricultural products and light consumer goods. Tanzania has
vast amounts of natural resources including gold, diamonds, coal, iron ore, uranium, nickel, chrome,
tin, platinum, coltan, niobium and other minerals. It is the third-largest producer of gold in Africa after
South Africa and Ghana. Tanzania is also known for the Tanzanite gemstones. Yet, in the face of all
these resources, many facts of poverty still grip the nation. The literacy rate is low and children
continue to become victims of physical and sexual abuse, abandonment, exploitation and neglect.

Intended Beneficiaries

The MVCs/OVCs of Tanzania have experienced a tremendous amount of trauma in their lives. Their
lives are unsafe, unpredictable, chaotic, painful and seemingly hopeless. Many of the children suffer
from severe Post Traumatic Stress Disorder. They exhibit common symptoms of anxiety, anger,
depression, fear and aggressive behavior and have great difficulty communicating, trusting others or
expressing love. Many of these children may be involved in substance abuse (glue and paint sniffing).
The results of chronic “huffing” is irreversible neurological damage. The children say they sniff glue
because it takes away their hunger.”

JACH is working to improve the education and training of vulnerable children; we would like to join
others through the proposed Comprehensive Education and Technical Training for MVCs/OVCs
Network (CETOVCN) to increase access to and improve completion rates for secondary education
and to establish the Lake Natron Career and Technical School (LNCTS), to prepare youth for
productive livelihoods and entrepreneurship opportunities.

JACH serves a downtrodden community, yet the organization’s founders are rich in hope.
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         These regions are challenging communities for young and old alike. Because extreme poverty,
         overcrowding, violence and criminal behavior are all facts of life in these poor Tanzanian neighborhoods,
         the people we work with manifest the results of the hardships so prevalent in their community. For
         example, among the Tanzanian children:
              Few children are enrolled in schools in the area.
              Many come from single-parent homes.
              Many are orphaned.

         Many social services have given up on some of these youth because of their extreme mental-health
         issues and aggressive behaviors. Most Tanzanian professionals are not trained to manage children
         with this range or magnitude of problems and also do not have the clinical, housing or other resources
         necessary to accommodate their needs. The sad truth is that most of these children live and die on the
         streets.

         Participation of Beneficiaries in Identification of Needs to Be Addressed by This Project

         We would convene and conduct community forums to inform the community, children at risk, their
         parents, and children, business owners, government-agency officials, law-enforcement representatives
         and health and other service providers about the proposed Comprehensive Education and Technical
         Training for MVCs/OVCs Network (CETOVCN). We would seek to share and learn about systems
         that could be used to forge beneficial replication, modification or systems innovation to save
         MVCs/OVCs at risk from a destiny of early death and destruction.

         We would recruit and train former MVCs/OVCs children who have turned their lives around to
         become peer counselors and facilitators. We believe that their special life experience makes them
         potential leaders and advocates of development in their communities.

         We train those who are part of the JACH program to train others and to serve as mentors and role
         models and to participate in speaking engagements to encourage youth to leave the streets for a better
         life.

         Matrix 1.1: Core Courses
Course                      Objective                Course description          Expected outcome          Contact
                                                                                                           hours
Hotel                       Develop proficiency      Students will be            Students who are able     72 hrs
Management/catering         in hotel                 introduced to an            to become entry-level
                            management and           overview of the hotel       managers in the
                            catering services        management and              Hospitality industry by
                            techniques and           catering services and       demonstrating
                            cooking methods          later formalizes training   contemporary
                            while observing          and skill development       operational issues and
                            food safety,             specific to hotel           situations and ability
                            equipment                management and              to analyze problems
                            operation, recipe        catering services.          and develop, propose
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                       interpretation and                                 and implement
                       usage.                                             strategic solutions.
Secretarial and        Prepare individuals    Students will learn the     Students who are able     72 hrs
Administrative         who will be able to    use of computer             to use effective means
Assistants             work as                technology to facilitate    of communication and
                       administrative         work, communicate,          office administration
                       assistants.            decision making and
                                              notice taking
Automotive             Prepares individuals   Introduction to the use     Apply critical thinking   72 hrs
Technology             to service and         and care of tools,          and problem solving
                       maintain all type of   equipments. Learn on        skills to diagnose and
                       automobiles.           how to service different    repair today’s vehicles
                                              parts of the car starting
                                              from simple to complex
                                              problems.
Buildings and          Provide students       Students will learn the     Be able to design,        72 hrs
Construction           with necessary         fundamental skills          draw and build a
                       skills and practical   required in a               modern house
                       experience to be       construction industry.      according to standards
                       successful in career   Students must               required by the
                       in the construction    demonstrate acquisition     government/building
                       industry.              of the desired knowledge    authorities.
                                              and skills through
                                              participation in all
                                              phases of onsite
                                              construction in framing
                                              and finishing a house in
                                              the local community
Agriculture and        Provide students       Students will learn         Apply the practical       72 hrs
Natural resources      with a theoretical     modern technologically      knowledge learnt in
                       and practical          advanced agricultural       the real agricultural
                       overview of modern     systems and modern          activity through
                       agriculture            breeding methods of         breeding plants and
                                              both plants and animals     animals and
                                                                          monitoring the
                                                                          differences between
                                                                          the breed species and
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                                                                            non breed species and
                                                                            advocate the results to
                                                                            local community.
Nursing Assistant        Prepare students to    Provide students with       Use the skills learned     72 hrs
(Auxiliary)              be able to assist      hands on skills             to assist nurses in
                         nurses in the          application necessary for   general treatment and
                         general                them to provide full        maintenance of
                         administration of      assistantship to nurses     healthy environments
                         care, sanitation and   in the course of treating   suitable for patients.
                         wellness of patients   patients and also be able
                                                to independently
                                                administer the work in
                                                the absence of the full
                                                nurse
Commercial Driver’s      To provide a solid     An introduction to          Motivated and sound        48 hrs
License                  foundation of sound    advanced driver training    drivers who obey
                         driver behavior that   including adverse           traffic regulations and
                         is reinforced          conditions and risky        administers proper
                         through repetitive     situations. Learn to        management of the
                         practice               drive using manual          vehicles under their
                                                transmission without        care
                                                grinding and hopping.
                                                Practice timing, shifting
                                                and proper handling


Electrical Technology    Produce CTE            An introduction to the      To understand and          72 hrs
                         graduates with the     scientific basis of         design a variety
                         necessary              electrical engineering      electrical and
                         background and         and the application of      electronic and/or
                         technical skills to    mathematical analysis to    computer-based
                         work as semi-          engineering problems.       components and
                         professionals (Para-   Emphasis will be put into   systems for
                         professionals)         practical part of the       applications including
                                                course.                     home based electrical
                                                                            installation, electronic
                                                                            communications, and
                                                                            computer networking
                                                                            systems.
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Heating,                 Provide students       Introduce students to       Provide to youth the        72 hrs
Refrigeration,           with skills on how     resources, worksheets       hands-on training
Ventilation and Air      to make                and certification           needed to succeed in
Conditioning             comfortable interior   programs to acquire the     this dynamic field. As
(HRVAC)                  heating and cooling    technical competence        an Air-Conditioning,
                         systems in             required to design and      Refrigeration, and
                         domestic and           install quality indoor      Heating Technician,
                         business               environment systems         they will learn to
                         surroundings,          that meet the               install, maintain and
                         especially at this     appropriate country         repair essential
                         era of                 energy requirements.        temperature control
                         environmental                                      equipment found in
                         changes                                            today's homes and
                                                                            businesses. Whatever
                                                                            the climate, wherever
                                                                            the place, there is a
                                                                            need for proficient
                                                                            HVAC technicians.


         Matrix 1.2: Basic Courses
Course                   Objective              Course description          Expected outcome            Contact
                                                                                                        hours
Communication Skills     To enable students     The course will cover       At the end of the           48 hrs
                         follow instructions    grammar for beginners       course students will be
                         well in all other      and later advanced          able to communicate
                         subjects taught in     grammar. Emphasis will      effectively as well as be
                         English, also be       be put in usage of          able to smoothly follow
                         able to express        appropriate tenses and      instructions in other
                         themselves and         vocabularies. Students      subjects
                         communicate            will be encourage to
                         effectively            read story books and
                                                share them in
                                                classrooms
Basic Mathematics        To enable students     Depending on the stage      Students are expected       72 hrs
Skills
                         to perform simple      of learners emphasis will   to demonstrate various
                         and complex            be put on association of    formulas to express
                         algebra and other      real life phenomenon in     mathematical
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                          primary seven to          mathematical                    relationships on the
                          ordinary level            expressions and later           basis of a certain table
                          mathematics               advance into solving            of values or their
                          concepts and              complex algebraic               reasoning about the
                          expressions               expressions                     situation
Basic Computer skills     To enable students        Understanding computer          Students are expected          72 hrs
                          use Microsoft             language and                    to demonstrate
                          applications in           intermediate computer           mastery in Microsoft
                          daily life whenever       expressions. Mastery of         applications in daily
                          they have access          Microsoft applications,         work and home
                          to a computer.            keyboard, and typing            environment.
                                                    speed
Religious Education       To enable students        Basics teachings of the         Students are expected          72 hrs
                          have faith in God         Bible and Quran, the            to demonstrate fair
                          and have a fair           reasons for existence of        treatment over each
                          treatment towards         various faith and               other and also accord
                          each other. Have a        religions, importance of        same treatment and
                          knowledge that all        religious songs in              respect to all other
                          human being are           churches and mosque (if         individuals irrespective
                          equal and were            any)                            of color or gender
                          created by God



       THE PROJECT TO BE CARRIED OUT

       Overarching Program Design Consideration

       Target the three categories of children at risk: youth at primary risk, youth at secondary risk and youth
       in tertiary risk.1

       Identify high-risk youth and what proportion of youth in each category of risk will be served, to
       determine:
       1
         Youth in primary risk are still attached to the family, school or society, but because of poverty or other factors
       their situation could be compromised in the future. Programs at this level are of a preventive nature and
       typically include universal family and child benefits and services.
       Youth in secondary risk have weaker social ties and are already exposed to some form of specific risk (such as
       school dropout, abuse, child labor). Programs at this level a preventive nature but are focused on a specific
       target group and include specialized family support, protection and organization of working children, abuse
       prevention, dropout prevention and other services.
       Youth in tertiary risk are those for who one or more of the previously mentioned risk are concrete realities.
       Their ties with society and family are seriously weakened or severed. This group includes children in the street
       and of the street. This is the place for rehabilitative programs such as group homes, drop-in centers, targeted
       health and education services, psychological and legal support, job training, children’s organizations, and
       family and school reintegration. Interventions can be center-based or take place on the street.
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     What services the consortium/Network needs to provide.
     What proportionate share of the total budget should be devoted to closing the services-gap for
      each group.
     What are the most effective methods to communicate with each group.
     What are the access and entry points by which each group may begin to receive care: e.g., from
      which referral agencies or organizations.
     What marketing/services-promotional strategies need to be employed for each group: where the
      high-risk populations are to be found outside the agencies and organizations, and what cues would
      alert them to the need for services and care.

Proposed Activities to Achieve Network Goals

Activities are suggested, to be reviewed and refined by the Network, in five areas:

1. Establish a Planning Workgroup for High-Risk Categories to determine the needs for each of the
   three identified high-risk categories of youth in need of services and care;
2. Developing Network partnerships for the Comprehensive Education and Technical Training for
   MVCs/OVCs Network (CETOVCN); establish a Network Partnership Development Workgroup.
3. Assessing services-system capacity, gaps and prospective linkages; establish an MVC/OVC
   Services-Assessment Workgroup.
4. Convening and conducting community forums to inform the community and providers about
   resources and to share and learn about systems to forge beneficial replication, modification or
   systems innovation; establish a Community Forum Planning Workgroup.
5. Coordinating the development plan to codify proposed solutions; establish an MVC/OVC
   Services-System Improvement Plan Development and Implementation Workgroup.

Workgroup Planning for 3 Identified High-Risk Categories of Youth in Need of Services

The decision to focus on planning for each of three categories of high-risk youth in need of services
and care would provide an important level of infrastructure for the Comprehensive Education and
Technical Training for MVCs/OVCs Network (CETOVCN). This division of labor and responsibility
would give the Network an opportunity to identify educators, apprenticeship programs, counselors,
health personnel, community residents, providers, clinicians and administrators with knowledge and
experience with respect to particular high-risk groups of youth. Workgroup participants would
contribute practical experience and research-based knowledge while learning from others with similar
backgrounds and mutually useful information.

This structure would also provide the Network an opportunity to identify community leaders,
counseling, health and education professionals—in addition to leading professionals from beyond the
community—to broaden the MVC/OVC children constituency.

Specifically, the Comprehensive Education and Technical Training for MVCs/OVCs Network
(CETOVCN) would gain the following utility from the High-Risk Workgroup:

 Obtain input for priority-setting for each category of high-risk youth; orphans, street youth; abused
youth; children with HIV/AIDS, substance abusing youth, etc.
 Obtain response/feedback to current systems and proposals for change.
 Initiate the MVC/OVC Services-System Improvement Planning process.
 Establish communication or dialogue between and among agencies and providers that serve or
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could serve MVC/OVC groups.

Collaborative Network Development for Comprehensive Education and Technical Training for
MVCs/OVCs Network (CETOVCN)

Comprehensive Education and Technical Training for MVCs/OVCs Network (CETOVCN) would
operate under an ad hoc, consensus decision-making model. It would create additional workgroups on
an as-needed basis, and would foster network development as an ongoing activity. Comprehensive
Education and Technical Training for MVCs/OVCs Network (CETOVCN) would reach out to a wide
array of public- and private-sector organizations, community- and faith-based groups, health,
education and counseling professionals and service agencies and providers to either obtain or increase
their participation in Comprehensive Education and Technical Training for MVCs/OVCs Network
(CETOVCN). We would solicit a large number of representative groups, anticipating that a relatively
smaller number of the invited groups would become active participants in Workgroups.

A Collaborative Network-Development Workgroup would be convened at the inception of the project
as a critical component of the Network. The Comprehensive Education and Technical Training for
MVCs/OVCs Network (CETOVCN) Collaborative Network-Development Workgroup would be
charged with a number of partnership-development issues, as listed below. Additionally, it is
anticipated that the community-forum planning process would assist partnership development by
broadening CETOVCN’s community contacts and providing lessons for how cities or neighborhood
segments of Tanzania would relate to the citywide and countrywide planning and implementation
project.

CETOVCN Expansion: Identify target sectors and develop an outreach strategy.

Vision, Mission and Purpose: Refine the goals of the CETOVCN to facilitate the outreach strategy.
Determine the role of the CETOVCN in planning the citywide/countrywide forums and the broad
purpose of the CETOVCN, once the forum process is complete. (It is anticipated that the
Collaborative Network-Development Workgroup will be instrumental in helping to shape the
MVC/OVC Services-Improvement Planning and Implementation process.)

Organizational Structure: Help to determine appropriate organizational structure (workgroup,
committees, subcommittees, levels, governance, etc.) given the scale, mission and complexity of the
CETOVCN.

The Collaborative Network-Development Workgroup, along with CETOVCN administrative staff,
would study organizational-structure models and materials from a variety of sources. The workgroup
would then refine the CETOVCN Vision and Mission to fully reflect CETOVCN's decisions and
activities.

The workgroup would also provide a starting point for developing the MVC/OVC Services-
Improvement Planning and Implementation process by discussing future objectives, activities, and
roles of Network members. It would also devise an organizational structure that would allow broad
representation from a range of sectors at different levels of the Tanzanian communities (community
boards, neighborhood planning committees, community partnerships and coalitions, community-based
organizations, city units, block and civic associations, catchment areas, community leaders,
government, private sector) in a manageable way. [See Appendix C for an Organizational Diagram,
Appendix A-1 for a diagram on Levels of Community Involvement in the Country of Tanzania, and
Appendix B for a description of Roles and Levels of Network Structures.]
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The workgroup would identify possible sectors (e.g., business, media, health systems, faith, economic
development, labor, education, etc.) for CETOVCN expansion. The workgroup would also identify
specific city of country of Tanzania-based umbrella organizations for expanding CETOVCN. One
consideration that would be addressed is each sector's current and potential role in creating services
access for the target groups and the benefits (to the CETOVCN and the sector) of participating in the
CETOVCN and the planning process.

The workgroup would develop and implement an outreach strategy targeting selected sectors
including, but not limited to: education, apprenticeship programs, media, business, faith, labor, and
health systems and economic development. The outreach strategy would allow for a range of
approaches that would be necessary because of the diversity in how these sectors—and individual
institutions—are organized.

Business: One-on-one meetings would be conducted with umbrella organizations such as the
country of Tanzania Chamber of Commerce, Industry & Agriculture, Rotary Club of Tanzania, Rotary
Club 9200 in Tanzania, Ministry of Industry, Agriculture and Mining of Tanzania others; et. al. to
share information and discuss possible collaboration. Local business and development organizations
would be targeted through the Tanzania District Structure. For example, a particular business
organization that might be a member of the Chamber of Commerce or Rotary Club could invite
CETOVCN staff to speak to its membership about CETOVCN and the possible role of the
organization in the Network.

Health Systems: Staff members from a variety of services systems (networks of clinics, hospitals,
schools and other health-provider facilities) would be invited to participate in CETOVCN activities
and would be especially instrumental in serving on workgroups to plan for each of 3 identified high-
risk categories of youth. Participation would also be useful in planning and attending neighborhood
community forums. But in order to efficiently involve the systems, key leaders of the large and small
health systems that operate in Tanzania must be identified and contacted by CETOVCN members to
introduce them to the Network. Appropriate leadership and board members would be invited to a
breakfast symposium hosted by the City/Country Officials and Presidents and the Executive Directors
of strategic health services facilities in the Tanzania.

Faith-Based Organizations: Key leaders of differing belief systems would be interviewed to better
understand the diverse communities of faith that coexist in Tanzania and their activities related to
promoting services access in their neighborhoods for MVCs and OVCs, with a view toward finding a
meaningful approach for coordinating participation. The interviews would be ongoing.

Media: It is anticipated that the CETOVCN and the Tanzania Departments of Education, Labor,
Health, Executive Government’s Offices of Public Affairs, along with other city of Dar es Salaam- or
Tanzania-based services providers, would convene a news-media symposium. Services experts would
outline their roles and the roles of their organizations and of the Network in creating an environment
in the cities and rural areas conducive to better services for eventual prevention of the proliferation of
MVCs/OVCs. The suggested format would be a roundtable discussion facilitated by an experienced
and respected public-affairs or communications officer in the human-services field who is familiar
both with the interests and needs of the news media and with the issue and its problems, solutions and
players. Invitees would include representatives of the daily and community press, magazines,
newswires and commercial and public radio and television outlets. Respondents/participants could
include public-health experts to discuss risk factors for poor, high-risk youth, especially street
children; representatives of the government agencies; members of Planning Committees;
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representatives of community-based organizations and of a city and countrywide children’s-advocacy
groups; and academics; physicians; and members of CETOVCN. The symposium would be well-
publicized, and subsequent symposia would be planned. The symposium would have the following
goals: To familiarize the news media with the issue’s problems, solutions and players; to raise the
news media’s level of understanding of the issue; to provide story ideas that might result in coverage
that would translate into greater understanding of the issue among the general public; and to provide
both the human-services organizations and CETOVCN on one hand and the news-media
representatives on the other hand with flesh-and-blood contacts that would facilitate targeting future
media questions to the best-qualified sources and targeting the human-services community’s/
CETOVCN’s news tips, story ideas and news releases to the most-appropriate media representatives.

Umbrella Organizations: The Collaborative Network Workgroup would be charged with identifying
as many umbrella organizations as possible as prospects for expanding the CETOVCN. For example,
CETOVCN staff could meet with the District Representatives, or similar umbrella groups
representing associations, to determine immediate and future opportunities for collaboration with city
of Dar es Salaam and the county of Tanzania.

Assessment of Human-Services System Capacity, Gaps and Prospective Linkages

Establish an At-Risk and MVC/OVC Human-Services Assessment Workgroup.

JACH, and its initial core supporters, have determined that a rational way to strengthen Services is to
build upon existing activities. Consequently it would be necessary to identify Tanzanian government-
agency initiatives; education, labor, health, counseling, housing, or school-based initiatives; and city
or country and other projects that embody the same principles and approaches as CETOVCN’s. These
other initiatives inform the development of the MVC/OVC Services Improvement and
Implementation Plan and similarly, CETOVCN seeks to enhance and strengthen existing services-
system activities by helping to mobilize community partners and strengthen Dar es Salaam and rural
areas of Tanzania components of the pertinent Educational and human-services systems.

As a preliminary step, CETOVCN would rely on existing programs of the Tanzania government
departments, as a CETOVCN participant, to assist the Network in production of city and country
profiles and data interpretation. It is also anticipated that the city/country government departments
would assist CETOVEN in network development and to provide critical participation in planning and
co-sponsoring the media symposium.

Additionally, CETOVCN would seek to exchange community contacts and knowledge with a wide
range of Tanzanian government programs that work directly with communities and neighborhoods
(e.g., immunization and other government-funded programs, including substance-abuse programs,
coordinated children’s services, HIV-prevention services and public relations).

 Convening and Conducting Community Forums and Sharing and Learning about Systems to
             Forge Beneficial Replication, Modification or Systems Innovation

CETOVCN would convene a total of 12 MVC/OVC Services community forums throughout the cities
of Tanzania. The Community Forum Planning Committee would be created to guide forum planning.
The committee would include representatives of community-based and faith-based organizations,
local coalitions, academia, community organizers, services providers and government agencies. The
committee would be instrumental in designing the forum agenda and materials, conducting outreach,
facilitating the forum, identifying forum volunteers and increasing the representation of
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neighborhoods and human-services providers in CETOVCN.

CETOVCN activities would provide Network members and other participants an important
opportunity to work with colleagues—within and outside of the city/country—to share information,
discuss best-practice models and develop new collaborative approaches for addressing challenges of
the At-Risk and MVC/OVC Services gap in a systematic manner for the most vulnerable groups.

CETOVCN staff and Network members/partners would be able to communicate regularly with
representatives of similar initiatives, including other local initiatives and city and local collaborative-
planning groups with a focus on human-services networks. The purpose would be to share ideas and
lessons, coordinate activities and avoid unnecessary duplication of effort.

The CETOVCN would interact with members of the CETOVCN network and the other local
city/country Tanzanian maternal and child-health initiatives on an ongoing basis. CETOVCN
members and staff would share and discuss national program materials on At-Risk and Street Children
Services systems for underserved youth and propose services-systems change with city of San
Salvador or country of Tanzania participants at the citywide/countrywide and neighborhood levels.
These discussions would assist CETOVCN to articulate the importance of meaningful and sustainable
services-systems change for the target population at all levels.

CETOVCN members would attend national forums and working sessions that focus on services-
systems change for the underserved. In order to strengthen CETOVCN as a whole, the composition
of Network members attending these sessions would rotate and could include representatives of
counseling, health, education, labor and other professional and community-based organizations.

At-Risk and Street Children Services-Improvement Development/Implementation Workgroup

The last workgroup to be created by the CETOVCN would be the MVC/OVC Children Services-
Improvement Plan Development and Implementation Workgroup. This Workgroup would be formed
to coordinate development of a plan to codify proposed solutions to the challenges of providing
MVC/OVC Services and care to vulnerable, high-risk populations. The formation of the Plan-
Development Workgroup would be an important step for CETOVCN because it would involve
synthesizing facts, research data, experience and projections to draft a workable plan for immediate
and future implementation. CETOVEN members, through its workgroup structure and forum
participants would formally come together to crystallize workable solutions to improve the continuum
of care. Equally important is the premise that the Plan-Development Workgroup would build upon
the foundation created by the Planning for High-Risk Categories Workgroup, Collaborative Network-
Development Workgroup, MVC/OVC Assessment Workgroup and Community Forum Planning
Workgroup. The Plan-Development Workgroup is critical to guiding the collective body of
CETOVEN members to development of the master plan for improvement.

The project Work Plan and Implementation schedule is attached as an Appendix B-2.

The Objectives. Implementation of the CETOVEN program and establishment of the JACH career
and training school facility would play a vital role in securing universal support for thousands youth at
risk and street children each year in Tanzania. Our vision is to provide positive growth opportunities
and experiences for every child who approaches Jambo Africa Child Hope CETOVEN Program
headquarters and/or the neighborhood sites for guidance, assistance, shelter and/or health care.
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To accomplish this, JACH and the CETOVEN program will perform five major functions:
     To create international awareness of the plight of the MOV/OVC and other at-risk youth of
      Tanzania, by working with multiple sectors of the city, country and the local communities to
      develop activities and events that will promote better access to services for these youth.
     To establish working relationships with international and local community organizations to
      build support initiatives to provide improvements in education, health care and job
      opportunities for MVC/OVC and other at-risk youth.
     To provide social-service, economic-development and health-education and -training
      programs for MVC/OVC children and other at-risk youth, as well as orientation for
      CETOVEN members, program staff, board members and community leaders.
     To mentor youth at risk and their families where feasible.
     To develop youth and adult leaders to promote social justice and empowerment for the
      MVC/OVC, through coordination of productive activities that focus on a better future for
      these youth.

Three key ingredients are required to make the JACH-sponsored CETOVEN Program initiatives
effective:
     A committed professional staff.
     Availability of training for staff and members of CETOVEN.
     Availability of state-of-the-art information and resources for JACH and CETOVEN.
The administrative and professional staffs of JACH and members of the proposed CETOVEN would
interact with and affect the lives of thousands of children and adults. Benefits that would accrue for
members of the three target groups of youth at risk and especially street children include:
     Raised awareness in the international community about the plight of the youth at risk and street
      children in Tanzania.
     Financial and in-kind support from people and agencies of the national and international
      community.
     New and/or renovated day-shelter and health-care centers to foster better health and mortality
      rates and improved lifestyles and productivity in adult life in the society.
     Heightened promotion of social awareness and a healthy sense of pride among the street children.
     Increased the potential for the development and survival of healthy, confident, successful
      youth and adults.
     Training in nontraditional occupations for the street children to encourage self-reliance and
      self-sufficiency.
     Development of a wide range of educational programs for youth, including literacy training,
      academic-enhancement assistance, remedial tutoring, and financial aid and scholarships to
      promote positive learning experiences for all members of the target population.
     Leadership development and training to institutionalize the efforts of JACH and CETOVEN
      among the Tanzanian people.
     Training and support to successfully utilize all available resources.
     Strengthening relationships between parents and children.
     To establish projects and programs in Africa through the NGOs that will support the vulnerable
      and orphaned children with education, health, shelter and spiritual development to secure the
      future for the African Continent.
     To support mothers and children who are infected and affected by HIV/AIDS with life-saving
      medicines and drugs and to educate them on prevention of mother-to-child transmission so that
      children are not born with HIV/AIDS.
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     To support and establish feeding programs for orphaned and vulnerable children within their
      communities so that they can continue to attend school.
     To advocate for the rights of children in Africa and to work closely with the United Nations
      (UNICEF) and the United States Congress to eradicate oppression, violence and abuse against
      women and children in Africa.
     To support and promote leadership programs for the young people.
     To build bridges between African and American children in order to share information and
      cultures and develop exchange programs that will enhance peace and goodwill for both continents.

Additional benefits include these:
     Create more opportunity for youth at risk and street children to achieve upward mobility.
     Family-support programs to teach parents how to become more involved in improving their
      children’s futures.
     Create an environment in which street children value themselves individually and as a community.
     Local grass-roots street children Advisory Councils are established to meet the needs of youth at
      risk and street children through their work with local and international organizations.
Child support and help such as that offered at the JACH day shelter to become part of the proposed
Lake Natron Career and Technical School (LNCTS) to supply the missing intervention to promote
intact and healthy children through a broad range of preventive and support services delivered with
flexibility, personalized attention and cultural sensitivity.

Anticipated Results

The goal would be to develop and implement programs to increase access to services and care for
youth at risk with particular emphasis on serving MVC/OVC to obtain these and other results:
    Substance-Using Youth: Reduce substance use and abuse by the available pool of MVC/OVC
and street children in the city of Tanzania by at least 10% by September 30, 2012, by putting in place
prevention strategies to deter substance abuse and by referral procedures to treat and counsel
substance-abusing street children.
    Homeless Youth and Children: Provide day shelter within the proposed and a continuum of care
and support for 10% more of the available pool of MVC/OVC homeless street children in the city of
Tanzania by September 30, 2012, thus also concurrently enhancing the quality of life for each child.
    Incarcerated Youth: Launch an advocacy program in cooperation with other groups to assure
routine counseling, substance-abuse treatment and medical treatment for 10% of the MVC/OVC in
prison in Tanzania. Work to assure that youth are not incarcerated with adults.
    Street Youth: Boys and girls who live and work on the streets are vulnerable to wide and extreme
violations of their rights. They have difficulties accessing basic services and are verbally, physically
and sexually abused. Few trust adults. Many perpetuate abuse on their weaker peers. Reduce the
number of Street youth by at least 10% by 2012
    HIV-Positive Youth: Mount an awareness program to educate 10% more MVC/OVC about the
danger of HIV/AIDS and also to provide prevention strategies and training to youth about how to
avoid HIV/AIDS.
    Out-of-School Youth: Provide appropriate education, training and counseling services for
MVC/OVC and other at-risk youth; develop appropriate outreach, education and job-training
programs for 10% of these youth by September 30, 2012.
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JACH and the initial group of three supporters also have identified several potential barriers that could
impede diffusion of MVC/OVC service-system improvement, promotion and strategies with respect
to target populations in geographic areas of Tanzania. Those potential barriers include:

(a) Issues of scale and complexity.
(b) Adaptation of system-improvement promotion strategies for Tanzania that to assist in coordination
    of existing services and building innovative long-term solutions as part of the current institutional
    infrastructure.
(c) Linguistic and cultural diversity.
(d) Competing problems.
(e) The role, scope and efficacy of evaluation.
(f) Sustainability of the program in a county as poor as Tanzania.

JACH, through its member Network, will develop strategies to address these obstacles by:
(a) Clearly defining, limiting and segmenting target population groups at risk.
(b) Developing and building requisite program infrastructure.
(c) Incorporating bilingual and multicultural input in program design and implementation.
(d) Legitimizing the program from the perspective of citizens, government officials, private industry
and NGOs with competing problems and lifestyle issues.
(e) Setting realistic expectations and developing appropriate methods of outcome measurement.
(f) Emphasizing the most effective methods of communication channels to reach the largest number of
target cooperating organizations, sectors and government-agency officials and at-risk children and
heads of households or guardians.

4. Management Approach
DESCRIPTION OF THE ORGANIZATION PROPOSING THE PROJECT

Mission Statement. The JACH organization is dedicated to saving and improving the lives of the
most disadvantaged and vulnerable infants, children and adolescents in Africa and particularly
Tanzania. JACH exists as an advocate for children and adolescents to release them from spiritual,
economic, social and physical poverty and to enable them to become responsible and independent
adults. Since February 2007, JACH, nonprofit organization with 501(c)(3) status has been operating in
the District of Columbia, USA. Its programs meet the needs of MVC/OVC children in Tanzania by
working with churches and faith-based organizations, private institutions, other nonprofits,
individuals, friends of Africa and Africans in the Diaspora to provide financial support for the
education, training, and care of impoverished and orphaned children in Africa and Tanzania in
particular.

Jambo Africa Child Hope, Inc., possesses the capability to develop and implement administrative and
related financial management, property management, procurement standards, financial reporting,
record-keeping, and submission of administrative reports and certifications for grant implementation
and closeout. This is demonstrated by the following factors:

 (i) JACH has successfully completed and continues to engage in collaborative projects with its
partners that are relevant to the proposed project for at least 3 years;
(ii) JACH has shown a history of meeting reporting requirements on prior and current grant or
contractual agreements with donors or similarly funded projects with other agencies.
(iii) JACH has submitted acceptable final technical reports for donors or contracting agencies for
more than 3 years;
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(iv) JACH has more than 3 years of organizational experience and has developed and continues to
enhance program plans to timely and successfully achieve project objectives, and
(v) JACH’s staff members possess the expertise/qualifications, knowledge and resources or the
ability to obtain them in order to successfully achieve the goals of the project. JACH’s administrators
currently operate and manage human-services programs to meet the needs of youth in Tanzania. It
now plans to develop and operate the Lake Natron Career and Technical school. Other programs
serve children through the following program components: Food, Clothing, Books and Toys, and in-
kind donations of gifts. The factors cited above (i) to (v) apply equally to all JACH initiatives.


JACH, is committed to the following values:
      1. The sacredness of human life, the sovereign dignity of each individual person and the
         equality of all human beings.
      2. Holistic development needs of each person in promoting the growth of body and mind.
      3. The need for insight and compassion, realistic sensitivity and practical competence.
      4. Meticulous care and faithful responsibility in the utilization of resources entrusted to our
         administration.
      5. Continuous improvement of our methods to effectively meet the needs of those we serve.
      6. Loyal and transparent fulfillment of the highest ethical standards in pursuit of organizational
         goals and objectives.
The Organization’s Track Record, Achievements and Future Plans.

Current programs and accomplishments.
Since our inception, we have accomplished the following:

     Established food, clothing and book drive for MOV/OVC children of Tanzania. 105 children are
      provided with nutritious meals, clothing and books.

     Donations from other non-profit organizations, churches, board members and business people to
      support vulnerable children in Tanzania.
     Provided a variety of services through volunteers in Tanzania that include the following:
      individual counseling, group counseling, life-skills training, education and recreation for
      vulnerable and orphan children and other at-risk youth.
     Provided referrals of youth to vocational-training programs through scholarship assistance and
      cash grants. Many youth have achieved success in the training programs since 2007. Provided
      referrals to other NGOs to provide these services.
     Provided legal assistance through an established legal-assistance referral mechanism.
     Provided job placement through an established referral mechanism.
     Established a Web site, http://jamboafricachildhope.org/ that helps to raise awareness in the
      international community of the plight of MVCs/OVCs children in Tanzania. The Web site is
      connected to Guidestar’s online database of nonprofit organizations and its online capability to
      collect credit-card donations.
     Established a collaborative relationship with Harambee Africa and other NGOs that conduct
      similar initiatives and helps these youth to survive and thrive. Our organization also collaborates
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      with the government of Tanzania to provide land for the proposed Lake Natron Career and
      Technical School to be developed for these youth.

     Established a speaker’s bureau to provide information to (samples) churches, and name other
      nonprofits and/or government agencies) to provide community education to families and children
      and to assist with emergency relief efforts.

JCAH has provided these services on a shoestring budget. Unfortunately, this essential program has
not been expanded, because the financial resources were not available to cover additional costs for
shelter, counseling, and providing support for more staff and additional supplies.
To date, funding for our projects has been provided from charitable contributions of individuals,
businesses, special events, grants and in-kind donations of goods and services. In recent years, the
JCAH organization has seen the need for rapid growth. This need for dynamic growth is matched by
a firm commitment to offer vulnerable and orphan children the leadership and guidance lacking in
their lives. Through creative programming, we would like to help disadvantaged and vulnerable
children of Tanzania to obtain the life skills and coping mechanisms so vital in today’s competitive
world.
JCAH, through the effectiveness of its current programs, has demonstrated its ability to galvanize an
international network that can address the most critical issues facing vulnerable and orphan children
today.
Future plans.
     To continue to help the MVCs/OVCs and other poor and at-risk children secure better education
      by providing tuition fees, uniform and textbooks and technical skills training.
     To continue to help the development of poor children through training camps, remedial coaching
      centers or hostels, and by providing financial assistance for technical and higher education.
     To promote cultural and student-exchange programs between the U.S. and Tanzania.
     To set up medical clinics and provide medical support in areas for vulnerable and orphan children
      gather, to offer a better quality of life.
     To train tutors, establish apprenticeship programs, health-care workers and to bring health-care
      education to these children and other Children-at-risk.
     To improve the living condition of vulnerable children and their families for a better life through
      self-development projects related to entrepreneurship.
     Establish a Youth Support Sponsorship Program through which educational training support
      would be provided to more than 100 at-risk children through by Americans, Europeans and others.
      We would ask those 100 sponsors to commit to provide $15 per month to help educate and
      provide technical skills training for youth.
     Offer 75 educational scholarships to 75 children each year.
     Raise an additional $300,000 toward building the CETMVCN and establishing interim training
      sites to make education and skills training more accessible to MVCs/OVCs and other at-risk youth
      of Tanzania.
a) Program and Personnel Management

The Organization’s Capacity to Undertake the Project Proposed.

Number of paid full-time staff; number of paid part-time staff; number of volunteers.
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Staffing. In the earliest days of JACH, the organization relied on the volunteer services of a number
of talented, committed professionals and community members to staff its programs. Many of those
same people remain with the current programs providing stability that many of our participants do not
experience in other facets of their lives. Through both corporate support and charitable contributions
from members of the U.S. and Tanzanian communities, we now have 1 full-time staff member, six
part-time staff, one consultant and numerous volunteers which provide outreach services, counseling,
home visits, food and financial support. Other NGO, faith-based and community-based organizations
collaborate with JACH to provide the above-referenced support. The educational credentials of staff
members range from Bachelor’s degrees to Master’s degrees and special certifications. In addition,
the staff receives ongoing training. Our staff is dedicated to the well-being of the MVCs/OVCs and
their families in the Tanzania.

Networking and Organizational Relationships

JACH has successfully established many relationships in the target communities of Tanzania and in
other international communities to help these children. We reach out to collaborating organizations
such as Harambee Africa that work to assist MVCs and OVCs and others in need around the world.
Our volunteers and administrators maintain a continuing dialogue with board members, corporate and
community representatives, finding out how we can best work together to support those involved in
these programs.
Since February, 2007, JACH, has successfully established an organization that promotes human rights
and social justice for all at-risk youth regardless of age, religion or sex. The organization has helped
to improve opportunities for access to education, health care, employment training, and social
development and acceptance. JACH is dedicated to assuring that MVCs/OVCs receive secondary
training and technical skills training along with quality health care and life-skills and job training,
counseling and positive experiences in a safe and nurturing environment. Our activities are designed
to develop self-esteem and positive feelings about possibilities for the future. Youth are encouraged
to try new activities, to understand the history that led to their plight and to develop better health care,
training and opportunities for a better future.




How the Project Will Continue to Function After Funding From USAID Has Ended
The Tanzanian government has shown us tremendous support by supplying us with 500 acres of land, the
amount of land that is not used for the Technical school we intend to lease it to investors so that we support our
own income therefore there won’t be a need to be funded by government.
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Permanent Source of Income Expected for LNCTS from Operations and Associated Revenue


Commission from Investors (Tourist Hotel,        25% of Sales and $12,500
International Conference Center, Golf
Course, recording studio etc.)
Fishing                                          Monthly $500.00
Poultry                                          Monthly $1,500.00
Animal Husbandry                                 $1,000.00
Renting out Chapels/Theater for public           $2,000.00
occasions such as movies, weddings etc.
Cash Crops                                       $3,000.00
                                                    Total: $ 20,500.00 Per Month

Cultivation of Grant Prospects to be Solicited

Since personal solicitation is best method of donor cultivation, we would continue to place calls to
representatives of corporate and foundation donors. The goal of the telephone conferences is to seek
information about their funding guidelines, to determine the level of interest, to provide additional
information regarding the project, or to determine whether a different contribution by the
organizations would be more feasible. In some instances we would follow up to monitor the status of
our previous requests.

We will place telephone calls to foundations and corporate-donor prospects and representatives that
we have identified through database research.

Summary Fund-Development Plan for JACH

The current fund-development campaign would be intensified to secure support from foundation and
corporate donors in the United States, Tanzania and other developed countries. JACH has developed
strong relationships with its individual supporters who contribute to the organization. As a result,
funds have been secured from individual donors and a few corporations and foundations in the United
States and Tanzania but not in a coordinated fashion.

The current fund-development plan will build upon the existing strategy of targeting individual donors
but will fold into the current activities a strategy to solicit support from a range of foundations,
corporate donors including U.S. and Tanzanian banking institutions, and governmental agencies.
Such support will be through the nonprofit, tax-exempt JACH.

The development of a Comprehensive Fund-Development Plan for JACH is in process, as research on
areas that foundations and corporations that will support it continues and proposals are developed to
meet the individual requirements of prospective donors.

The fund-raising goals for JACH, have been set to support the operations of the organization, and
additional goals have been developed to secure additional capital funds to establish the proposed Lake
Natron Career and Technical School (LNCTS) and the CETOVEN to be established.
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In developing proposals, a formal Case Statement for JACH, also emerges. A final version of the
Case Statement, approved by the Board of Directors of the organization will be prepared by the fund-
raising consultant as part of the Comprehensive Fund-Development Plan.

Research has been conducted to define sources of corporate, foundation and governmental support for
JACH, Inc.

Prospect research has included and will continue to include all logical and plausible sources of
prospective funds for JACH The activities involved in conducting the research include electronic
research of the Foundation Center archives, ABI Inform, Library of Science and Industry, Internet and
other relevant databases.

General and project-specific proposals have and will continue to be drafted for submission. Proposals
will be submitted in response to appropriate Requests for Proposals (RFPs) and Notices of Funding
Availability (NOFAs) as a result of continuing research.

The goal will be to submit proposals for general and special-project funding month after month to
meet deadlines. We will also seek to develop partnership arrangements with for-profit and non-profit
groups for mutual benefit and to submit joint projects for funding with certain for-profit groups
providing support.

JACH will establish an Annual Benefit Committee to secure funds through sponsorship of special
events in Tanzania and the U.S. to support the organization.

JACH, will secure up-to-date mailing lists of affluent individuals for direct-mail appeal.

We will also utilize donor-corporations to help develop, print and mail solicitation material as part of
in-kind contributions to the Comprehensive Fund-Development Plan.

The scope of the work for the project will be defined; the tasks and resources necessary to complete
the work will be estimated, planned, tracked and measured; interfaces between elements in the
project, and with other projects and organizational units, will be identified and managed; corrective
action will be taken when project targets are not achieved.

Timelines have been developed for each proposed fund-development activity adopted by JACH.

JACH will develop prototypes of solicitation materials for direct-mail campaign.

JACH will prepare an estimate of the donation sums and the types of donors required to reach the
required funding level.

A list of prospective donors has been prepared with target fund-raising goals set for each foundation,
corporation or governmental entity to be solicited.

JACH will establish a procedure for record control, tracking and measurement of feedback from

stakeholders, constituencies and beneficiaries. Forms have been designed to both elicit and document
feedback from prospective donors and from actual donors. A system of acknowledgement for
positive and negative responses has been developed and implemented.
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Reporting timetables and mechanisms have been developed and implemented to inform stakeholders:
JACH Board of Directors, executives and administrators, donors and press representatives.

LEARNING PLAN

Program Evaluation

We also seek funds to engage an independent third-party research firm to evaluate our program on a
yearly basis.

Outcome analysis of the program and its relationship to changed behavior will be the primary method
used to evaluate JACH and CETOVEN program components. Such evaluation data can then be used
to support the need for program expansion or enhancement, particularly in light of the rising number
of street children who need the help JACH, provides.

The evaluation tools to be utilized for the program will seek to present objective outcome-evaluation
data as clear evidence of whether program components are effective, efficient and cost-beneficial.
The current and proposed programs will seek to prove outcome effectiveness through empirically
demonstrated behavioral changes. The evaluation is expected to improve effective implementation of
the program; to enable the project to demonstrate its value to the community and to potential funders.
Evaluation will also influence the formation and implementation of social policy for the growing
number of street children and other youth at risk in Tanzania.

Proposed Types of Evaluation

In JACH programs, three most basic questions asked are:

1. What are the program’s results, and what does the program change?
2. What qualities make the program work effectively?
3. Is the program cost-effective?

Four basic types of evaluation will be integrated into the proposed program structure to address these
questions. They are needs assessment, outcome evaluation, process or monitoring evaluation and
cost-benefit analysis.

For example, the needs assessment (or formative evaluation) will continually ask:

What are the precursors of mental and physical deterioration or poor health that affect the youth and
put them at risk in San Salvador?

In general, the following characteristics often apply to the environments of street children and other
youth at risk:

1. Difficulties in obtaining access to health care.

2. Limited intelligence, particularly verbal intelligence, because of growing up in environments
      where academic achievement is not valued as a priority or is not seen as relevant;
      low academic achievement or low intelligence as a result of abuse of glue inhalants.
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3. Persistent poverty.

4. Significant social and cultural ostracism and isolation or discrimination.

Outcome evaluation will answer the question:

What changed because of JACH’s Programs and initiatives developed and implemented to help the
MVCs/OVCs and other youth at risk?

Did these program components cumulatively reduce youth problems of:
    Malnutrition?
    Depression?
    Poor health?
    Inhalant or other substance abuse?
    Disease?
    Mental deterioration?
    Lack of education and training?
Did the program increase access to education, training and skills development?

Did it result in increased illness-prevention knowledge, health awareness, diagnosis, treatment,
mental-health counseling and emergency medical care?

Did it result in increased self-advocacy by members of the street-children population?

Process Evaluation will address the question:

What works best about our program and why does it work?

1. Is program effectiveness related to the quality of services, public relations, educational or training
   programs, counseling, or other motivating factors?

2. Is program effectiveness related to JACH outreach and monitoring by counselors and other
   professionals and peers?

3. Is program effectiveness related to the availability of JACH and its referral programs that receive
   and care for vulnerable children as patients or students, or day shelter attendees?

4. Is program effectiveness related to the establishment of the JACH’s CETOVEN to improve
   outreach efforts, program integration and service delivery?

Cost Benefit Analysis answers the question:

How much does the program cost to implement, and how much does it save on other related costs?

1. Does it decrease the number of early deaths of vulnerable children?

2. Does it decrease the level of crimes committed by vulnerable children to survive?

3. Does it increase the number of literate street children who learn a skill and contribute to the
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     productivity of the Tanzanian economy?

4.   Does it reduce the level of human suffering?


CETOVEN Members Will Learn From Each Other, From Other Experts and From
Experience.

These goals would be accomplished by:
 Conducting pertinent and effective Needs Assessments.
 Initiating targeted outreach to partner organizations and individuals who could provide technical
   assistance and funding for best-practice programs.
 Utilizing the best-practices research and implementation strategies developed by consultants,
   educational institutions, labor, health professionals, counselors, government, other nonprofit
   organizations, and other local programs, to provide technical assistance and to initiate and enhance
   model programs.
 Utilizing evidence-based practice and outcome-evaluation measures

JACH and CETOVEN will provide information and analysis so that all relevant constituencies will
acknowledge the need to inform and move public policy in the direction of more support for youth-
development and youth-protection programs, and JACH will dedicate itself to desperately needed
systemic change. Specifically, CETOVEN will work with many of the leading individuals and
organizations in the field of child development to build support for a rational and fiscally viable long-
term public- and private-sector support system based upon the need for prevention and treatment and
the knowledge that child abuse and neglect and exploitation of children that is not prevented, and
health conditions left untreated, or failure to provide education and technical skills, will be a drain on
public, private and human-capital resources.

Following the first year of CETOVEN’s operation, JACH plans to host a national conference to bring
together educators, providers, physicians, therapists, social workers and peer counselors to facilitate
improvements in public-policy initiatives that lead to a complete continuum of prevention, treatment,
educational and job training for youth at risk. Hosting a series of annual conferences to examine
multidisciplinary approaches to research, prevention, training, treatment, peer involvement and
interaction is one method by which CETOVEN can convey to others what it has learned. CETOVEN
intends to build on its important work by encouraging its members, as critical stakeholders, to work
together prospectively to:

 Develop professional certification programs for child-care workers who help youth-at-risk and
  street children in Tanzania.

 Draw up comprehensive fund-development plans.

 Increase and enhance capabilities of the JACH Web site.

 Develop a compelling public-policy proposal that would inform vital constituencies and enhance
  programs for street children and other youth at risk in Tanzania.

 Develop a wider selection of communication and educational materials for distribution to a
  diversified array of audiences to educate, empower and encourage support for the movement to
  improve services for street children and other youth at risk in Tanzania.
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Developing Ideas. JACH and CETOVEN will research and develop new ideas that reflect the best
thinking of experts and innovators in the field. Through joint projects and ongoing relationships,
CETOVEN will collaborate with a range of partners, including national-government officials; public-
policy experts; professionals in the fields of child development, social work, mental health, medicine
and substance abuse; and others. JACH and CETOVEN also will partner with notable scholars to
deepen its analysis and broaden its perspective.

Promoting Ideas. JACH and CETOVEN will join forces with a variety of groups and work through
its emerging network to expand its advocacy with the goal of turning ideas into action. These efforts
will continue to include two main dimensions: 1) advocacy directed at those in government, private
industry, academia and others with influence over public policy; and 2) communication to create a
public-opinion climate receptive to change by promoting ideas through media outlets and the Internet.

Communication Strategy. JACH and CETOVEN subscribe to the view that communication must be
embedded in all projects from inception. Careful thought must be given to the values framework and
terminology surrounding discussion of an issue, the true state of public opinion, media interest in an
issue, and the best levers available for mobilizing constructive action. JACH and CETOVEN will
operate in-house communication efforts to publicize its existence, promote accomplishments, drive
traffic to its Web site and attract media exposure.

Eventually JACH and CETOVEN will generate more accurate profiles to contribute to the existing
body of research on street children in order to serve them more effectively.

The following data and information will be learned:

 More detailed information on the general physical health of MVCs/OVCs, using more-valid and
  more-reliable health-assessment tools and comparisons with appropriate control groups.

 More information about the use of drugs by MVCs/OVCs and how this drug use has changed in
  light of the crack cocaine epidemic evolving in Tanzania.

 More qualitative and quantitative information on the sexual health of MVCs/OVCs children will
  be sought.

 More data on the mental health of street children through measurement of psychiatric and
  psychological morbidity, free from personal bias.

 Methodical documentation of the involvement of MVCs/OVCs in crime and the nature of any
  illegal activities

 More information on how to best prepare these children for the world of work.

Budget/Request-See Separate Cost Proposal

				
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