Our Strategic Approach: The “MARRCC” Strategy 2021-2025
ZAN has recently adopted the MARRCC strategy towards CSO engagement, involvement and empowerment. MARRCC strategy’s overarching strategic calculus is to ensure communities are at the core of health delivery in Zimbabwe through engendering:
Targeted programming and service delivery by population and geographic location.
Demonstrable value proposition (of the CSO sector).
Coordination and complementarity in our work as CSOs.
|Focus areas||Planned on-going Strategic Activities|
|Memberships/ Movements||Continuously engage the network towards support the national agenda through key stakeholders (MOHCC, NAC, national, regional and global Donors & Implementing partners, Regional and Global networks and bodies).|
Participation and representation in all Technical Working Group (TWG) and coordination platforms to meaningful involvement of CSOs in planning, implementation, monitoring and evaluation processes in health, SRH and HIV programs and policy issues.
Grow the network by increasing the number of network members with full functional organisation operational systems, by facilitating Organisational Capacity Assessment (OCA) for network members ensuring full compliance with key donor expectations. All network will have high accountable and transparent systems that operate based on commonly accepted good governance and democracy practices.
Members become part of the national network of over 200 organisation focussing on health, SRH and HIV with specific focus on disability, key populations, women, Children, Adolescent Girls and Young Women. There is power in numbers and members get to be part of the national advocacy and policy change agendas in a structured and evaluable manner in line with ongoing national efforts and donor priorities.
Power in numbers, common shared vision and structured coordination in addition to fully functional systems are good combination of attributes necessary in attracting funding and meaningful partnerships.
|Advocacy agendas||Facilitate formation and strengthening of a national (national, provincial, district and sub district) and platforms for evidence based advocacy and communication. Given the potential of advocacy and policy influence through numbers. Members become part of Thematic Working Group in Advocacy with clear terms of reference, costed work plan and performance management plans.|
Members will be able to share with would be funders and well-wishers, well-structured reports of their contribution to national advocacy efforts and the relevant results and outcomes.
The ZAN secretariat will support from Chapter Committees will establish in a democratic and accountable manner, national, provincial and district (Ward and Village) advocacy structures that are connected and ensure effective communication and feedback targeting service delivery providers, policy makers, communities and donors. Thematic Working Group meeting will take place on a quarterly basis.
|Representation in critical processes||ZAN secretariat will support and lead the consolidation and representation of CSO priorities and concerns to mainstream coordination platforms, while empowering CBO, FBO and Networks to contribute to humanitarian and developmental initiative in a meaningful and measurable manner.|
ZAN will empower, involve and support CSOs that support vulnerable members of the community including Key & Vulnerable populations, Artisanal miners, AGYW, PLHIV, PWD, Women and Children to ensure community led planning, implementation, monitoring, evaluation and advocacy.
All member CSO will participate, in quarterly chapter meetings, with a view to share progress, experiences, challenges and brainstorm of remedial solutions with like-minded members of network with a shared vision.
|Resource mobilisation and Grants management||Based on ZAN’s Strategic and Resource Mobilisation plan, we will support and facilitate the creation of Public Private Partnership (PPP) and regional and national fund raising efforts targeting our key thematic components (Advocacy and Communication, Strategic planning & Resource Mobilisation, Organisational Capacity Strengthening and Knowledge Management & Research).|
ZAN Network members will receive in hand in hand support through all process necessary in setting up sustainable fundraising strategies, submitting winning proposals, donor cultivation strategies and setting up fundraising and development systems that transparent and fully accountable. The will be achieve with support from ZAN secretariat and Grants Management unit and technical expertise and mentorship from other fully capacitated and well established network members, who have over the years grown partly through support received from ZAN.
ZAN will support all member CSO in the development of costed and evaluable Strategic plans and resource mobilisation plans.
Strengthening human resources by offering trainings in program management, Strategic Information and Evaluation, Proposal Writing, Financial Management and Governance & Accountability Systems.
|Communication and Knowledge Management||Expand the tools network member use for knowledge management and communication.|
Offer support on alignment of CSO systems with donor and national M&E systems framework and service delivery standards).
Support CSO in documenting intervention through multi-media methods include reporting writing, documentaries, case studies, Most significant Change stories, publications. These will be shared on the ZAN website and ZAN managed Health CSOs Database Website.
|Management and Coordination||ZAN will support and lead the coordination of health CSOs program activities at chapter and regional level to increase service layering, minimise duplication of services and double counting of beneficiaries through scaling up recommended deduplication systems and processes. ZAN network members will therefore be empowered to support national initiatives as well as correctly report returns on investment by well-wishers, funders and donors, there by justifying value addition (Value for money).|
ZAN network members will also benefit from support in Identifying gaps in implementation and efficiency improvement strategies through quarterly chapter and regional coordination meetings.
Network members will also have access to network resources and access to key stakeholders critical in addressing barriers on access to quality health care services particularly for key and vulnerable population.