STRATEGIC PLAN
2024-2026
Table of Contents BELIEFS VISION MISSION
WHY Why does Step Ahead exist?
VALUES / COMMITMENTS GOALS
HOW How do we achieve our why?
STRATEGY ACTION PLAN
WHAT What are we implementing?
Our Beliefs Since 2002, Step Ahead has been committed to families flourishing. We believe that all children, everywhere, deserve to live in safe environments that promote their healthy development. Science is clear: children need families to thrive. Yet, in Thailand, over 120,000 children are living in various institutional care settings. Approximately half of these children reside in orphanages. There are 32 government-run welfare institutions and a startling 700+ private residential care centers across Thailand. Children living outside families and in institutions are one of the most vulnerable and marginalized groups in society. At Step Ahead we recognize that adults need certain capabilities to succeed in life and support the development of the next generation. When these skills have not developed as they should, or are compromised by the stresses of poverty or other sources of ongoing adversity, our communities pay the price in health, education, and economic vitality. So, we work hard at Step Ahead to build the capacity of adults to improve the wellbeing of children. We focus on children remaining in families, reuniting children with their families, and regaining new families for children that are unable to stay in their biological family.
Our Vision
All children in Thailand growing up in safe and nurturing families.
Our Mission 1
2
Step Ahead advocates, builds capacity, collaborates and delivers services so that families will have skills, tools and resources to raise biological children in their home. In the absence of a suitable environment with biological family, Step Ahead works to support children in familybased alternative care.
Our Values EXCELLENCE
PARTICIPATORY
CULTURAL COMPENTENCY
CONTINUOUS LEARNING
TRANSPARENCY & ACCOUNTABILITY
Participatory: We work collaboratively to ensure that the decisions we make are in the best interest of the people we serve. Excellence: We deliver the highest-quality services while fostering an organizational culture of creativity and innovation. Continuous Learning: We are willing to take risks, learn from our mistakes, change and adapt in response to new challenges, and share our learning widely with others. Cultural Competency: We believe cultural diversity makes us stronger and that all cultures, identities and perspectives are cared for with equal respect and consideration Transparency & Accountability: We take responsibility for stewarding our resources efficiently within transparent systems. What we say is consistent with what we do.
Values are what support the vision, . shape the culture, and reflect our motivations.
Our Commitments TRAUMA-INFORMED CARE
SAFEGUARDING
MONITORING & EVALUATION
CHILD PARTCIPATION
SELF-CARE
Safeguarding: We have procedures in place to ensure that the human rights, health, and well-being of individuals are protected so that they may live a life free from neglect, abuse or harm. Trauma-informed care: At Step Ahead we integrate Trauma-Informed Care (TIC) principles into every aspect of our work; how we assess the needs of our clients, design and deliver program services, and support and equip our staff. Child participation: We consistently seek the feedback and opinions of the children to improve our programs and processes. Monitoring and evaluation: Step Ahead strives to have evidence based programs. Monitoring is a systematic and long-term process that gathers information in regards to the progress made by an implemented project. Evaluation is time specific and it’s performed to judge whether a project has reached its goals and delivered what was expected according to its original plan. Self-care refers to activities and practices our staff engage in on a regular basis to reduce stress and live refreshed. At Step Ahead we practice self-care because it directly informs the quality of care experienced by families receiving our services.
Our organizational commitments are the critical components our staff learn and . develop to engage with the people receiving our services for holistic impact.
STRATEGIC PRIORITIES PEOPLE
OPERATIONS
FINANCES
ADVOCACY
CAPACITY BUILDING
SERVICES
COLLABORATION
PEOPLE
STRATEGIC GOAL 1.0 Our staff, volunteers, board of directors, financial supporters, colleagues in partner organizations and beneficiaries are our most valuable asset. We need to increase the number of people to reach our goals, as well as, ensure those people have the skills, passion and experience needed to fulfill their role.
ACTION
OUTCOME
IMPACT
Increase the capacity of staff and volunteers through: bi-weekly supervision quarterly trainings monthly celebration bi-annual Contribution Reflection Reviews annual staff retreat
Staff feel heard, appreciated and celebrated. Their skills improved. They have clear and honest reflections about their strengths and areas needed for improvement. Staff enjoy working at Step Ahead.
Retention of passionate, skilled staff that trust their leadership and believe their work is making a significant contribution to Step Ahead’s vision.
Build stronger relationships with board and financial supporters through quarterly communication.
Board and financial partners feel appreciated. Their voices are heard and respected. Step Ahead receives wisdom and counsel from their inputs.
Long-term relational health of the organization is increased through improved relationships and trust.
1.3
Build stronger collaboration with partner organizations through monthly communication.
Regular meetings build connections, stronger relationships and meaningful networking.
Collaboration creates collective impact moving us closer to our vision.
1.4
Ensure voices of people served through our programs and trainings are heard and honored through regular checkins, focus groups and assessments.
Step Ahead staff understand the complexity of needs better. Beneficiaries bring skills, knowledge, networks and relationships our staff does not have.
1.1
1.2
People are motivated, momentum and energy grow and morale increases.
Increased accountability. Powerful stories help with our communication. Beneficiaries grow and develop.
STRATEGIC GOAL 2.0 OPERATIONS People are at the heart of the Step Ahead, but without good operational policies, processes and procedures we will not have efficient, streamlined guidelines to help us expand and excel. We will reflect, review and rewrite our existing operational documents.
2.1
2.2
ACTION
OUTCOME
IMPACT
Update Employee Handbook, job descriptions and employee contracts annually in January each year. Update governance and financial manuals in February 2024.
Improved policies, processes and procedures optimize staff wellbeing and security. Board of Directors increase their vision and commitment.
Retention of happy and fulfilled staff and committed Board of Directors with clear objectives and goals.
Strengthen our brand reputation and promote positive reactions to our nonprofit organization by drafting a Communications Strategy Q1 & Q2
Step Ahead branding and communication will be clear and easy to understand. Print media, social media, newsletters and public events will be guided by this new strategy.
Increased exposure and public recognition at all levels: local, national and global audiences.
2.3
Review and update safeguarding policy and procedures. Q1
2.4
Review 2024 - 2026 Strategic Plan and update for 2025 in November 2024.
Staff, volunteers, board of directors, financial supporters, colleagues in partner organizations and beneficiaries will understand and practice safeguarding.
Improved partnerships and employee ownership and contribution.
Children and adults protected from harm, abuse, and neglect when attending a Step Ahead activity.
Step Ahead meets its challenges effectively and takes advantage of new opportunities to better advance its mission.
STRATEGIC GOAL 3.0 FINANCES We will concentrate on developing our funding pipeline and maintaining strong supporter partnerships prioritizing finding sustainable support that covers all our costs, including those associated with financial resilience. We will increase funding by 25 % in 2024.
ACTION
3.1
3.2
3.3
Create a revenue diversification strategy. Q1
Engage staff, volunteers, and board in fundraising through storytelling during Q1 & Q2.
Plan and execute 2 local fundraising initiatives Q2 & Q4
3.4
Plan and execute 2 global fundraisers in Q1 and Q3: matching grant online auction
OUTCOME Reduces financial risks. Improves Step Ahead’s visibility. Creates more organizational autonomy. Increases the potential for growth.
Staff, volunteers and board will understand Step Ahead’s mission, vision, core values and strategic pillars and be able to give short “elevator speeches” to friends and family.
IMPACT Roadmap to follow at every stage of the fundraising process, helping Step Ahead to avoid stress, stay organized, and ultimately, increase income towards financial resilience.
Increase in funding and broader exposure.
Media coverage CSR in-kind gifts new volunteers networking new donation channels
Increase in funding and broader exposure.
Increase exposure, media coverage
Increase in funding and broader exposure.
SERVICES
STRATEGIC GOAL 4.0 In a partnership model with families, we will continue to deliver services to protect and support children by providing individualized and personalized assistance to individuals living under-resourced communities: Individualized: full, undivided attention with knowledge and respect Personalized: care for the whole person, unique solutions, and coordinated team efforts
4.1
4.2
4.3
ACTION
OUTCOME
IMPACT
Keeping Families Together: continue to operate programs in 2 locations: Khaolak (rural) Klong Toey (urban) Q1. Q2. Q3. Q4.
Families will understand and implement: financial literacy & build a sustainable livelihood health & hygiene child protection positive parenting conflict resolution & communication skills build resiliency when experiencing crisis
Families (bio and kinship) will have the skills, tools and resources they need to raise biological children in their own home.
Freedom for Families: continue delivering services to refugee and asylum seeker families presently in our bail program and Zoeh Homeschool Coop Q1. Q2. Q3. Q4.
Separated asylum seeking and refugee parents in Immigration Detention Centers are reunited with their children and learn how to access services and receive support to homeschool their children.
Families are protected and equipped for resettlement to a third country.
Improve Monitoring, Evaluation and Learning (MEL) systems for all services. Q1 Q2
increased transparency and accountability improves decision-making helps us learn from our mistakes ensures we use resources efficiently shows how our programs are evidence -based and ready to scale
Step Ahead will continue to show evidence-based programs that prove excellence and impact.
CAPACITY BUILDING
STRATEGIC GOAL 5.0 Capacity building is key to building, improving and retaining the skills, knowledge, and tools needed to see all children in Thailand growing up in safe and nurturing families. A strong social service workforce in government and civil society is needed to protect children and keep them in families. We will continue to deliver training to develop core skills and capacity in caring for children and their families living in under-resourced communities.
ACTION
5.1
5.2
5.3
5.4
OUTCOME
IMPACT
Social workforce in government, private sector and faith-based organizations will be equipped to deliver family strengthening services.
Expansion of family strengthening services across Thailand will prevent children from entering residential care and increase numbers of children growing up in safe and nurturing families.
Expand Family Strengthening Handbook Training. Deliver four 3-day trainings in 2024. Deliver one TOT 5-day training in 2024.
Social workforce in government, private sector and faith-based organizations will be equipped to deliver family strengthening services.
Expansion of family strengthening services across Thailand will prevent children from entering residential care and increase numbers of children growing up in safe and nurturing families.
Continue to support to the Thai Government Pilot Project to transition children from a government residential care institution to familybased care using the 6 Phases (see page 16).
Governments and major stakeholders have the appropriate tools, resources and understanding to create meaningful change.
Children in government orphanages are transitioned to familybased care.
Freedom For Families: Zoeh Refugee Homeschool Co-op Pilot Project completed
Families will have the skills and tools to homeschool their children
Children will be educated.
Expand Keeping Families Together Training: deliver three trainings in 2024 to NGOs and government social workers Churches Orphan’s Promise staff
Image above is a photo of church leaders receiving their certificates after completing 24 hours of Keeping Families Together training focused on building skills of adults to improve wellbeing for children in their local communities. Image below is a map showing all the countries where the Family Strengthening Handbook commissioned by Alternative Care Thailand has been distributed. Step Ahead delivers training across Thailand on how to use this handbook so children are protected from harm, abuse and neglect.
STRATEGIC GOAL 6.0 ADVOCACY
Advocacy seeks to ensure that people, particularly those who are most vulnerable in society, are able to have their voice heard on issues that are important to them and have their views and wishes genuinely considered when decisions are being made about their lives. Advocacy will take time-- beyond this 3 year plan.
ACTION
6.1
6.2
Draft Advocacy Plan of Action. Q1
Complete government Foster Care Standards of Care. Q2 Push for government approval of S0C. Q3 Q4
Continue serving on government committees: Care 6.3 1.2. Foster Alternative Care 3. Alternatives to Detention Q1, Q2, Q3, Q4
OUTCOME
IMPACT
A network of diverse champions will be developed to act collectively with a unified voice and vision for the sake of children and families.
1..Shift in social norms 2.Strengthened organisational capacity 3.Strengthened alliances 4.Strengthened support base 5. Improved polices
NGOs across Thailand will be licensed to deliver foster care services.
Children will be placed in temporary foster care instead of long-term residential care while waiting to reunite with their family of origin or regain a new permanent family through adoption.
research and knowhow shared with decision makers to improve existing policies and legislation new regulations drafted and approved to protect children regulations and laws implemented across Thailand to improve the lives of children.
Increase in family strengthening services. Increase in temporary foster care. Decrease in residential care.
At Step Ahead, we advocate for all the families receiving our services to learn how to access their rights and more importantly, help them strengthen their voice to advocate for themselves. Step Ahead is also committed to legislative advocacy. We know that good laws and just policies will ensure our vision to see all children grow up in safe and nurturing families across Thailand. We do this through engaging and educating the Thai government to influence the introduction, enactment, or modification of legislation. We have built strong relationships with key policymakers and have worked with the government in seeing the end of refugee children in detention, continue to serve on the government task force drafting foster care legislation and also on the newly formed Alternative Care Systems Development Working Group.
Mekong River Golden Triangle
"There comes a point where we need to stop just pulling people out of the river. We need to go upstream and find out why they're falling in." Desmond Tutu Our advocacy must go upstream to understand the push and pull factors that separate children from families.
STRATEGIC GOAL 7.0
COLLABORATION
At Step Ahead we believe collaboration and partnership are critical to see our vision become reality. We are intentional about bringing people together in a structured way to achieve social change through collective impact initiatives. We will not only continue our collaboration within our own team and government partnerships below:
ACTION 7.1
Continued participation in Alternative Care Thailand (ACT)
7.2
Continued participation in Strong Families Alliance Thailand (SFAT)
7.3
Continued participation in Coalition for Refugees and Stateless Persons (CRSP)
7.4
Continued participation in Families First Alliance (FFA)
OUTCOME Build community connections Increase in community impact Increase in people served Effectively utilize resources Gain Legislative support Reduce duplication of effort and resources. Enhance the credibility and influence of an advocacy campaign Magnify existing financial and human resources
“The whole is greater than the sum of its parts.” – Aristotle
IMPACT
Children in Thailand will grow up in safe and nurturing families.
WHAT WE NEED TO DELIVER THIS STRATEGY
RISKS WE ARE READY FOR
People: our staff, board of directors, volunteers, financial supporters and colleagues in partner organizations are our most valuable asset. We need to increase the number of people to reach our goals.
People: staffing or capability gaps mean we can’t do what we promise. We’ll build capability by developing our leadership and performance. We’ll reduce turnover through maintaining staff training and wellbeing support. We’ll also employ or train more people in fundraising, advocacy and communications.
Knowledge: the knowledge, skills and experience we have developed is second only in importance to our people. We need our evidence of impact to unlock funding, influence policy and help hold us accountable to children and families. Capability to form and successfully maintain strategic partnerships: our strategic partners enable us to operate more effectively. They offer us opportunities for greater capability to reach our goals. Branding and communications: competition for influence and funding has significantly intensified. Our brand will be a critical asset in more assertively positioning us to win hearts and minds, nationally, to drive the change we need to see for children. Financial and funding resilience: we anticipate that this strategy can be delivered with an annual organizational income of approximately $350,000. We require a global fundraising capability and income portfolio that will enable us to operate sustainably at this level. We must prioritize planning for financial resiliency.
Politics: political instability, turnover of key government partners and lack of political will to make and implement legislative changes threatens to undermine our goals. We will continue to share the evidence on how child care reform is achievable, desirable and a cost-effective priority. Reputation: damage to our reputation will affect our ability to form partnerships or influence change. We will invest in our culture and practice of safeguarding, both internally and among our partners. We’ll maintain robust controls over our financial processes, investing in appropriate oversight, people, culture, processes and systems. Funding: inability to raise enough income could stop us delivering this strategy. We’ll concentrate on developing our funding pipeline and maintaining strong supporter partnerships. With this, we’ll prioritize finding sustainable support that covers all our costs, including those associated with financial resilience.
Phone Number
+66 02 074 8464
Email Address
info@stepaheadthailand.org
Website
www.stepaheadthailand.org