Strategic Plan_2022-2026.xlsx

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2	STRATEGIC PLAN_2022-2026 revised as of July 2024
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4	Goals	Objectives	Strategies	Performance Measure
5	1. Reduce the vulnerability of children, youth, and marginalized individuals to all forms of abuse, exploitation, neglect, and discrimination	1. To provide developmental activities for children and youth	Resource Generation and Mobilization Capacity Building Resource Provision	# of clients/participants served # of training conducted KSA improved among clients/participants Improved BMI among clients of feeding activities Zero drop-out rate among clients receiving educational assistance
6		2. To provide livelihood for marginalized individuals (Iyashi, Livelihood Project)	Resource Generation and Mobilization Capacity Building Social Marketing Sustainability Set up Database	# of clients/participants served # of training conducted KSA improved among clients/participants Increased income of clients Updated database for livelihood projects # of volunteers for livelihood (2025-2026) Separate account for Livelihood Project is set-up - done Breakeven income from Livelihood Projects (2022-2024) 20% Profit from Livelihood Projects (2025-2026)
7		3. Policy Advocacy
8		Advocate for the passage of local and national policies that will address pressing concerns of children	Policy Advocacy Networking and Alliance Building	1 Local Ordinance passed 1 National Policy approved 3 Local Ordinances recommended (Gabay)
9		Enhancement of exisiting local and national policies to ensure its relevance and responsiveness to pressing concerns of children	Policy Advocacy Networking and Alliance Building	# of enhanced local ordinance # of enhanced national policy
10	2. ACTION as a leader in social technology development and capacity building towards the reduction of vulnerability of children and youth to all forms of abuse, exploitation, neglect, and discrimination	Strengthen its niche in: Social Technology Development; Engage in the further development of its existing social technologies in response to the pressing concerns of children	Social Technology Development Capacity Building Social Marketing Sustainability Databank for Soc Tech	# of social technology enhanced # of reference book on ATIP and Anti-OSAEC and CSAEM created for Business Establishments Established Gabay System
11		Promote the adoption/institutionalization of existing social technologies by partner agencies		# of partners that adopted/institutionalized the social technology # of Japanese companies oriented on ATIP and Anti-OSAEC and CSAEM
12		Scale up Iyashi no Chikara training	Capacity Building Social Marketing Resource Generation and Mobilization	Accreditation of ACTION as TESDA Training and Assessment Center
13		Capacity Building
14		Expand the reach of exisiting capacity building interventions by developing more pool of trainers among partner SWDAs and educational institutions (both private and government)	Capacity Building Social Marketing Sustainability Databank for Cap Build	# of clients/participants served # of training conducted KSA improved among clients/participants # of Trainers who implemented LSI sessions # of Trainers who implemented the Training on Houseparenting # of CBJIF/Gabay implementing the CLJIPs
15	3. ACTION as a model NGO that embodies the highest standard in Social Welfare and Development Administration	To obtain highest level of compliance with government regulatory requirements	Board Development Resource Generation and Mobilization Capacity Building Organizational Development (Strengthening IT Capabilities - to review, Enhancement of Finance Policy and Procedure, and Enhancement of Human Resource Policy and Procedure - to review)	DSWD Level 3 Accreditation - work in progress 5-year PCNC Certification - work in progress LGU Accreditation - Olongapo - maintained; Malabon - target to be accredited after elections 2025 Enhanced or maintained score in the Organizational Capacity Assessment Tool - maintained Passed the USAID Risk Assessment - passed
16		To become a financially stable organization by: A. Reducing by 30% the percentage of the annual operational and admin expenses covered by NPO-ACTION	Board Development Resource Generation and Mobilization Sustainability Social Marketing Networking and Alliance Building	Sustainability Plan Resource Generation and Mobilization Plan Amount of funds generated
17		B. Establishing a trust fund amounting to Php 250,000 by the end of 2026		Trust fund established
18		To maintain existing partnerships, and develop new ones locally/globally and maximize stakeholders’ engagement in fulfilling children’s rights	Networking and Alliance Building Policy Advocacy	# of new partnerships forged # of partnerships maintained # of media coverage/exposure Occupy key positions in most relevant networks: - Local Development Council - Local Council for the Protection of Children - LCAT-VAWC - SWD L-Net - ABSNET Membership to Association of Foundations (AF)
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