partnership management in save the children philippines · 2020-06-26 · our program strategy,...

Partnership Managementin Save the Children Philippines

A PRIMER ON PARTNERSHIP MANAGEMENT

List of Acronyms AC Assessment Committee

CRP Child Rights Programming

CSP Country Strategy Plan

HOO Head of Office

HOP Head of Program/Project

MEAL Monitoring Evaluation Accountability and Learning

MOA Memorandum of Agreement

MOU Memorandum of Understanding

PAT Partnership Assessment Tool

PEP Partnership Engagement Plan

PFP Partner Focal Person

PL Project Lead

SAA Sub-Award Agreement

SCI Save the Children International

SCP Save the Children Philippines

TA Technical Assistance

TOR Terms of Reference

Table of Contents Introduction 1

Understanding Fundamental Concepts and Principles 2

Integration of Partnership in Programming 3

Putting Effort to Relationship Building 4

Understanding the Types of Partnerships and Its Implications 4

Know the Partnership Process and Its Timeline 6

Documenting Partnership Learning 6

Dos and Don’ts 7

List of Annexes 9

Annex A. The Partnership Management Process for Funded Partnerships: A Step by Step Guide from Scoping to Close-Out

9-27

Scoping 10

Forming 12

Designing 20

Delivery 24

Close-Out 27

Annex B. Tools and References 28-30

List of Tools 29

List of References 30

Annex C. Sample Copies of Partnership Management Process Checklist 31-37

Sample Copy: Checklist of Partnership Management Process (Scoping to Forming)

31

Sample Copy: Checklist of Partnership Management Process (Design to Close-Out)

33

Sample Copy: Project Monitoring Visits 36

Sample Copy: Capacity Building Activities 37

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Partnership Managementin Save the Children Philippines:

A P R I M E R

This document is intended to be a basic reference that will guide

Save the Children staff in navigating the current partnership landscape.

This covers the following:

Understanding Fundamental Partnership Concepts and Principles

Putting Effort toRelationship Building

(prior to a partnership agreement)

Knowing the Partnership Process and Its Timeline

Integrating Partnership in Programming

(national and local)

Understanding the Types of Partnerships and Its Implications

DocumentingPartnership Learning

2

1. Understanding Fundamental Partnership Concepts and Principles It is essential for staff to have a clear understanding of the key foundational

documents that underpin how we should approach partnership. If these fundamentals

are understood to its core, then there is a solid basis that drives the partnership

approach and engagement. The following documents (reference) should be essential

reading for every staff involved in partnership.

Figure 1. Essential Reading List on Partnership

ESSENTIAL READING WHAT IS IT

Save the Children’s

Theory of Change

The Theory of Change explains how we create maximum

impact for children through four main components: (1) be

the innovator; (2) be the voice; (3) achieve results at scale;

and (4) build partnerships.

Building partnerships appears at the center of the Theory

of Change diagram and will be achieved by collaborating

with children, civil society organizations, communities,

governments and the private sector to share knowledge,

influence others and build capacity to ensure children’s

rights are met.


Child Rights

Programming

Child Rights Programming (CRP) is a framework that

provides the basis for how we apply the rights-based

approach as the philosophy and rationale for our work.

Its three pillars can be used as a visual representation of

our program strategy, describing the mix and balance of

activities.


Partnership Framework

Three (3) dimensions define our partnership approaches:

ensuring shared ownership, responsible management

of risk, and a strategic approach to achieving our

breakthroughs.

3

ESSENTIAL READING WHAT IS IT


Partnership Principles

Three (3) broad principles inform how we work with our

partners: Value-driven and Empowering, Transparency

and Accountability, and Mutual Benefit.

Nine Basic

Requirements for

Child Participation

Save the Children adopted the Nine (9) Basic

Requirements of Children’s Participation as part of its

practice standards for programming: (1) Transparent and

Informative; (2) Voluntary; (3) Respectful; (4) Relevant;

(5) Child Friendly; (6) Inclusive; (7) Supported by Training;

(8) Safe and Sensitive to Risk; and (9) Accountable.

Note:A copy of the documents cited above can be found in the

following links:

• SCI OneNet: https://savethechildren.sharepoint.com

• SCP Partnership Website: https://partnership.scphilippines.net

2. Integration of Partnership in Programming (national and local) Save the Children Philippines’ national Partnership Engagement Plan (PEP) identifies

specific strategic partners at the country level for each of the goals in the Country

Strategic Plan (CSP) 2019-2021. As there are organizations which would have

significant roles to play as partners in the achievement of several goals, it becomes

imperative that there is a holistic approach in the way we engage with partners. For

instance, when we engage with a strategic partner, we should be able to consolidate

the thematic specific concerns and be able to come up with an integrated plan on

how this will be shared with the partner.

Field offices are advised to develop their respective Partnership Engagement Plans

(PEP). This, however, goes beyond the components of the matrix plan (who, what,

when and action point for partnership). There should be a clear and cohesive strategy

for entry, implementation, transition and exit in the partnership plan that provides a

roadmap for engagement with each partner and is connected with the over-all area

plan.

4

It is worth reiterating that the PEP should be anchored in the area plan of the field

office so that it is NOT seen as a separate undertaking. The role of partners should

be clearly defined in the area plan so that it would be easier for the program office

to embrace partnership, including implementing partners, as a delivery platform. If

partnership would be seen as an imposed strategy and not organic to the needs

of the area plan, then there is a risk that its value may be regarded as merely for

compliance purposes.

3. Putting Effort to Relationship Building (prior to a partnership agreement) It is important that staff put effort in relationship building in the communities and

sector where we work. This means finding ways to develop organic links that will

enable us to have a better grasp of the dynamics and relationships within and thus

provide a better discernment of how to engage key stakeholders in various capacities.

Some might be good as implementing partners through a Sub-Award Agreement

(SAA), others might be suited as a strategic partner through a Memorandum of

Understanding (MOU) or Memorandum of Agreement (MOA), or even as partners in

a consortium, coalition or network, etc. If this is done as part of regular scoping, the

organization would have a better and informed reference point in choosing partners

when a partnership opportunity comes up. This is seen as critical in the partnership

management cycle phase. According to partnership experts, the risk of a partnership

failing can be significantly reduced if sufficient time is invested to knowing an

organization prior to a formal partnership agreement.

4. Understanding the Types of Partnerships and Its Implications SCP has different types of partnerships.

Confusion may arise at times when staff would

try to apply a generic partnership approach

to all types of partnerships. It is important to

note that partnership in SCP can fall within a

spectrum.

5

Figure 2. Partnership Spectrum in SCP

There must be a recognition that there are partnerships under sub-award grants

that are more akin to a contracting agreement and that a donor-like relationship

exists between SCP and the implementing partner organization. In this case, Save the

Children drives the partnership. The grant already has a set logical framework that

informs the design of the partner’s project. As such, the term implementing partner

is an apt way of describing the partner as this is the case given the context and

requirements of certain sub-award grants.

There are, on the other hand, sub-award partners

that are fully engaged in the design of the

proposal and co-create what the partnership will

aim for and how to go about it. This means then

that staff should have the discernment to see how

they will engage organizations for partnership

given the context of the available grants for

partnership.

Non-funded strategic partnerships are

particularly rife with opportunities for co-

creation as both parties can come on a more equal footing bringing to the table each

other's expertise and resources towards the attainment of a shared goal.

Transactional• Pre-determined design,

output and outcomes• Sub-contracted work

with legal obligations• Funding relationship

Transformational• Co-created design and plans• Shared work & accountability• Complex relationship

6

5. Know the Partnership Process and its Timeline There are clear steps and procedures (with prescribed tools

and templates) for funded and non-funded partnerships.

Staff can refer to the guidelines and steps in the partnership

website, https://partnership. scphilippines.net. In the case

of funded partnerships, there is an established timeline

of completion of the sub-award agreement process: it

takes three (3) months on the average from forming the

partnership to signing of agreement. As such, staff should

have a realistic frame of when the actual work of the

partner can begin as this would have consequence on the

achievement of desired results and outcomes of the project

grant. It must be emphasized here that the time needed for

doing the prescribed partnership processes should be an

integral part of the project management timeline. There have

been instances wherein staff have expressed the challenge of doing partnership the

right way and doing the project on time. This situation can be avoided if the timeline

for partnership processes is already considered in project management planning and

design.

A detailed flowchart of the steps which outlines responsibilities and accountabilities

plus turn-around time is included as Annex A.

6. Documenting Partnership Learning This is an area that needs more attention as this can be an important basis for (1)

updating and revising policies and procedural guidelines, and (2) selection of future

partners based on the partnership experience. This becomes more pronounced in

cases where there are particular challenges (delays, performance issues, financial

management issues, fraud, child safeguarding issues, etc.) or outstanding practices

that should be cited as examples. This should be captured more systematically and be

part of the partnership record.

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Figure 3. List of Partner Documents for Record Keeping

List of Partner Documents1. Partnership Assessment (with required legal documents and Capacity Building Plan)

2. Partnership Agreement

3. Partner Information Template

4. Case Documentation (for extraordinary cases of challenges or achievements)

5. Partnership Evaluation

Dos and Don’ts in the Partnership Management Cycle

PARTNERSHIP PHASE DO DON’T

Scoping

Conduct a thorough stakeholder analysis

when entering an area/doing a new

project/program

Update the stakeholder analysis regularly

Pro-actively build relationship (attend

meetings and events)

Adopt a “lone ranger”

approach and rarely

attend network and

community events

Look for partners only

when there is a grant

opportunity

Forming

Conduct a proper partnership assessment

following prescribed guidance and protocol

(team approach, substantive information

captured in the assessment tool, etc.)

Share result with partners and discuss

implications for capacity building and risk

mitigation measures (if any)

Treat partnership

assessment as a

compliance tool only

Conduct an “audit”

style partnership

assessment

Act like a “donor”

8

PARTNERSHIP PHASE DO DON’T

Designing

Involve the partner in proposal

development at the earliest stage possible

Allot time for orientation and discussion

on salient provisions and policies (as

attached in the agreement) before the

signing of the agreement (not after)

In the case of strategic government

partners (LGUs, NGAs), take their needs

and plans into consideration so that there

is more ownership in the partnership

agreement

Assume that partners

will read and

understand fully the

partnership agreement.

Dominate the agenda

to be included in the

agreement

Delivery

Have flexibility in project plan and

activities (in the agreement) as there are

new developments and/or realities on the

ground that may affect achievement of

desired outcomes

Ensure that the Capacity Building Plan that

emanated from the Partnership Assessment

is implemented

Be boxed by time and

financial constraint

Close-out /

Phase-out /

Transition

Maintain the relationship with the partner

even as the official partnership agreement

ends

Have the phase-out/

transition discussion at

this stage (should be

part of design stage)

9

ANNEX AThe Partnership Management Process

for Funded Partnerships: A Step by Step Guide from Scoping to Close-Out

10

PARTNERSHIP MANAGEMENT PHASE:SCOPING

Have potential partners been identified for this

project / program?

Head of Office (HOO) / Head of Program /

Project (HOP) conducts Stakeholder AnalysisRevalidate list by

updating information about the potential partner/s

Proceed toforming

(assessment) stage

1. Conduct further research (online, ask friends and peers,

etc.) 2. Do an Open Call

Stakeholder analysis yielded names of specific potential partner

organizations

NO

NO

YES

YES

START here

11

Notes

12

PARTNERSHIP MANAGEMENT PHASE:FORMING

Would a partner be needed for this project / program?

Would the partnership require funding through a SAA?

Head of Office (HOO) / Head of Program /

Project (HOP) convenes Assessment Committee (AC)

Turn to the next page for the next steps.

Optional: Do an Open Call (through newspaper or social

media postings)

Proceed to process for development of a MOU / MOA

YES

NO

NOAssessment Committee's (AC) review resulted in shortlist of organizations to be invited for possible

partnership?

YES

START here

13

Who should be in theAssessment Committee?

Must have a representative from the following: (1) staff who can assess the relevant thematic capacity needed for the partnership; (2) staff who can assess the organizational capacity: governance and management of the organization; and, (3) staff who can assess the financial and supply chain capacity, as needed.

There should at least be three persons who will comprise the Assessment Committee (AC).

For more details on the Terms of Reference (TOR) of the Assessment Committee, please refer to https://partnership.scphilippines.net or consult with the Partnership Unit.

Notes

14

Assessment Committee (AC) endorses list to

Head of Office (HOO) / Head of Program /Project

(HOP)

HOO / HOP releases invitation

for PartnershipAC reviews expressions of interest and come up with shortlist for formal

assessment

AC discusses results of selection (shortlist) with

HOO / HOP andclearance to proceed with

Prequalification

AC proceeds with gathering of data for

Prequalfiication Tabs

Head of Office HOO / HOP writes thank you letter to organizationAC review of results

show potential partner meets prequalification

criteria?

NO

YES Turn to the next page for the next steps.

continue here

15

Can we check again?

1. Assessment Committee (AC) members have completely filled out the Partnership Assessment Tool (PAT);

2. All members discussed and agreed on the results and provided sign off; and

3. Head of Office (HOO)/Head of Program/Project (HOP) Lead has signed off and endorse the selected partner.

Notes

16

Head of Office (HOO) /Head of Program /

Project (HOP) writes to organization for schedule

and requirements for assessment

AC discusses the result of the assessment with

HOO / HOP

HOO / HOP discusses with AC areas to clarify

and / or revise

AC completesaction needed

Assessment Committee meets to discuss and

strategize for conduct of assessment visit

AC conducts partnership assessment using required Partnership Assessment

Tool (PAT)

AC members complete the PAT. Lead consolidates and steers

discussion to come up with analysis and recommendation*

* Reminder: The completed Finance Capacity Tab should be submitted to a Senior Finance Officer authorized by the Finance Director to review the finance assessment result.

HOO / HOPendorses partner

selected?

NO

YES


continue here

17

Head of Office (HOO) / Head of Program / Project

(HOP) submits the Partnership Assessment

Tool (PAT) with endorsementto Awards and

Partnership

Awards checks PAT for Donor Compliance; Partnership for Cap Strengthening Plan and

Risk Mitigation

Awards / Partnership to send feedback to

HOO / HOP on gaps for improvement

HOO / HOP discusses with AC;AC completes revision

HOO / HOP endorses revised PAT to Awards

and Partnership

Awards to (1) Proceed with Vetting, and (2) Advise HOO / HOP to proceed to

SAA development

Is the PAT filled upsatisfactorily and does not raise any

red flags?

YES

NO

continue here

18

Keep in mind!

The entire forming stage (assessment and selection) should be ideally completed in 35 days. If there is marked deviation from the expected number of days, please send your comments/feedback to the Partnership Unit.

Notes

19

Notes

20

PARTNERSHIP MANAGEMENT PHASE:DESIGNING

Head of Office (HOO) / Head of Program / Project (HOP) communicates to Project Lead

(PL) / Partner Focal Person (PFP) to initiate formalization of agreement and proposal

development*

Partner develops 1st draft of proposal

PL / PFP convenes inception meeting to discuss (1) agreement template (with initial information filled in), (2) details

of the project that will inform proposal development

PL / PFP reviews proposal and shares it so appropriate staff for concurrent review

PL / PFP consolidates feedback and communicates

this to Partner for revision

START here


* Note: Initiation of partnership agreement and proposal development

21

Partner revises proposal for 2nd draft submission

Repeat process for review and approval

of proposal

Project Lead (PL) / Partner Focal Person

(PFP) reviews revised proposal and shares it to appropriate staff for

concurrent review*

PL / PFP prepares Sub-Award Agreement (SAA) package and shares an initial copy with

Awards and Legal for sign-off prior to final printing

Appropriate Staff reviews agreement package document and provides sign off (in Approval Tracker)

Proposal meets standards and requirements?*

continue here

SAA Package Approved for Signing by SCP

and Partner?


YES

YES

NO

* Reminder: Before proceeding to next step (preparation of SAA package), ensure that the narrative is signed off by concerned Thematic Advisor and the financial proposal is signed off by Finance Director

22


(PFP) prepares four (4) copies of Agreement for routing (to include an approval tracker) and

sign off by CEO

PL / PFP shares signed copy of Agreement

with Partner

Partner reviews, signs Agreement

and returns signed copies to PL / PFP


continue here

23

continue here

Project Lead (PL) / Partner Focal Person (PFP) facilitates notarization of Sub-Award Agreement

(SAA) and (1) uploads e-copy in Partners’ database, and (2) forwards hard copy to the following:

Awards forrecord keeping

Financeto process1st tranche

Partner for their own record

24

PARTNERSHIP MANAGEMENT PHASE:DELIVERY

Kick-off Meeting with Partner

Harmonization of Finance and Supply Chain

Procedures and Forms

Implementation Plan

1. Capacity Development Plan2. Technical Assistance Plan3. Monitoring Visit Plan4. Monitoring Evaluation

Accountability and Learning (MEAL) Plan

5. Phase-out / Transition Strategy Plan

Development ofDetailed Implementation Plan

START here

Monitoring and Technical Assistance (TA)

visits as agreed with Partner

25

Report meets standards and requirements?

Partner submission of report (as per agreement;

usually mid-year and year-end)

Project Lead (PL) / Partner Focal Person (PFP) reviews reports and shares it with appropriate

staff for concurrent review

Partner revises report

NO

yesTurn to the next page for the payment process flow.

PL/PFP consolidates feedback and shares

it with Partner

continue here

PARTNERSHIP MANAGEMENT PHASE:DELIVERY (REPORTING FLOW)

26

PL / PFP endorses Partner payment to Finance with

attachments (payment request, acceptance of report, etc.)

Finance prepares check for payment and notifies PL/PFP

once ready for pick-up

PL / PFP informs Partner of check availability


(PFP) informs Partner to prepare request for payment

continue here

PARTNERSHIP MANAGEMENT PHASE:DELIVERY (PAYMENT PROCESS)

27

PARTNERSHIP MANAGEMENT PHASE:CLOSE-OUT

continue here

Partnership Close-Out

Procedures

For PL / PFP

� Review Sub-Award Agreement and Phase-Out/Transition Plan

� Facilitate Review and Approval of all Required Final Reports and Documents

� Ensure all Payments are made � Convene Partnership Evaluation � Send End Gratitude Letter/

Organize End of Project ceremony

� Send to Awards all required close-out Documents (with Finance Staff)

For Partner

� Final Narrative and Financial Report Package

� List of Assets � Audit as per threshold � Project Evaluation (if required)

28

ANNEX BTracker, List of Tools and References

29

List of Tools

SCOPING• Stakeholder Analysis Tool • Invitation for Partnership

FORMING PARTNERSHIP• Partnership Assessment Tool

DESIGN• Proposal Development Template –

Narrative• Sub-Award Partnership Agreement

Template

• Proposal Development Template – Budget and Cashflow

• Proposal Development Template – Detailed Implementation Plan

• Memorandum of Agreement/Understanding Template (Contextualized)

• Minor Cooperation Agreement/Small/Community-based Organizations Agreement Template (Contextualized)

DELIVERY (RELATED TO IMPLEMENTATION)• Kick-off Meeting Agenda Template for

Sub-Awards• Monitoring and Evaluation Plan

(for Partners)

• Organizational Capacity Assessment Tool

• Monitoring and Technical Assistance Plan (for SC)

DELIVERY (RELATED TO MONITORING AND EVALUATION)• Checklist for Monitoring Visits

(Programmatic and Financial)• Child Participation Report Template

• Narrative/Progress Reporting Template • Feedback to Partner’s Report Template

• Budget Monitoring Report Template • Partnership Check Conversation Tool

• Total Reach Report Template • Financial Documentation Checklist

PHASE-OUT• Sub-Award Closeout Checklist • Partnership Evaluation Tool (PET) for

End of Partnership

For the latest version of the tools, please refer to https://partnership.scphilippines.net or consult the Partnership Unit.

30

List of References

Bryson, J. (1995) Strategic Planning for Public and Nonprofit Organizations (rev. edition), San Francisco, CA: Jossey- Bass.

Dolk, A. (2014). Organizational Capacity Development – Cheat Sheet. Save the Children.

Eden, C. and Ackermann, F. (1998) Making Strategy: The Journey of Strategic Management, London: Sage Publications.

Ghondal, M.K. (2014). Haiyan Response: Strategy and Standard Operating Procedures for Partnership Unit. Save the Children Philippines' Country Office.

Partnership Working Group. (2014). NGO Capacity Strengthening Resource Guide. Save the Children US.

PMD Pro. (2011). A Guide to the PMD Pro: Project Management for Development Professionals. PM4NGOs.

Save the Children and MERLIN, Philippines. (2014). Super-Typhoon Yolanda/Haiyan: Humanitarian Response Strategy, November 2013-October 2016 (3 years).

Stakeholder Analysis, Project Management, templates and advice. Retrieved from http://stakeholdermap.com/stakeholder-engagement.html

Stakeholder Analysis: Winning Support for Your Projects. Retrieved from https://www.mindtoold.com/pages/article/newPP_07.htm

Whyte, T., Crump, P., Dolk, A., et. al. (2015). Partnership Framework. Save the Children.

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CHECKLIST OF PARTNERSHIP MANAGEMENT PROCESS(PART 1. SCOPING TO FORMING)

*Project / Program Grant **Head of Office/Head of Program or Project

Check () if

Completed

Date Conducted /Completed

Notes(challenges / bottlenecks

encountered, good practices learned, etc.)

1. Scoping

Potential partners identified for the project/program

2. Forming (Assessment)

2.1 Notification of member of the Assessment Committee (AC) in the selection of partner

2.2 Convening of Assessment Committee to discuss partner assessment (prior to visit)

2.3 Pre-Assessment Data Gathering and Completion of Due Diligence Tab in Partnership Assessment Tool (PAT)

2.4 Completion of Capacity Assessment Tabs

2.5 AC convenes to discuss results and recommendation:

• reason for selecting the organization as a partner

SAMPLE COPY ONLY

32

Check () if

Completed




• recommendation and action plan for capacity strengthening

• Finance and Supply Chain/Procurement Policies to be applied

2.6 PAT submitted to Head of Office (HOO)/Head of Program (HOP)

2.7 PAT endorsed by HOO/HOP to Awards and Partnership

2.8 Awards and Partnership endorsed recommended partner for Vetting

2.9 Vetting completed

2.10 Selected partner endorsed to proceed to development of agreement

* Please indicate the project/program grant for which the selected partner will be engaged.

** Head of Office (Field) or Head of Project/Program (for National Office) is responsible for tracking and documenting process conducted/completed in consultation with staff involved during the Scoping and Forming stages. Should there be a change in the post holder during the partnership period, please note this down.

33

CHECKLIST OF PARTNERSHIP MANAGEMENT PROCESS(PART 2. DESIGN TO CLOSE-OUT)

Name of Partner Name of Sub-Award Agreement

*SCP Partnership Focal Person / Relationship Manager

Check () if

Completed




1. Design

1.1 Sub-Award Agreement (SAA) provisions (including annexes discussed)

1.2 Proposal (Narrative and Financial) completed

1.3 Capacity Building Plan discussed and agreed with Partner

1.4 Financial and Procurement Policy to be applied agreed

2. Delivery

2.1 Kick-off with Partner

SAMPLE COPY ONLY

* Responsible for Tracking and Documenting Process Conducted/Completed. Should there be a change in the post holder during the partnership period, please note this down.

34

Check () if

Completed




2.2 Harmonization of Financial and Procurement Forms done

2.3 Detailed Implementation Plans completed

x Capacity Development Plan (to include Technical Assistance Plan)

x Monitoring Plan

x Feedback and Response Mechanism Plan

x Phase-Out and Transition Plan (to include completion of administrative and reporting requirements)

3. Monitoring Activities done*

4. Review and Evaluation Meetings and Workshops

• Project Review (Mid-Year and Annual as may be agreed)

• Lessons Learned Workshop (may be a separate activity or part of project review)

• Partnership Evaluation (once a year for multi-year partnerships, once at end of project for agreements of less than 2 years)

35

Check () if

Completed




5. Capacity Development Activities conducted (to include training, mentoring and coaching activities provided)*

6. Close-Out Procedures completed

• Final Report Package (Narrative, Financial, and other documents/materials developed, if any) submitted

• Asset Disposal completed (as per SAA provision)

• Audit completed (if required as per SAA)

• Project Evaluation completed (if required)

• End Gratitude Letter and/or End of Project Ceremony

• Required Close-Out Documents submitted to Awards (for uploading in AMS)

* See separate detailed checklist for details on completing this step

36

PROJECT MONITORING VISITS

No. Date Conducted ParticipatingSCP Staff

Highlights (findings, action points, agreements)

SAMPLE COPY ONLY

37

CAPACITY BUILDING ACTIVITIES

No. Title / Name of Activity Objective

Output / Outcome of Activity

Additional Remarks

SAMPLE COPY ONLY

STATEMENT OF PURPOSE

We are a member of the world's leading independent organization for children and commit to our global Vision, Mission and Values.

We aspire to be a catalyst of lasting change for children in the Philippines, with a focus on the deprived and marginalized, to attain their rights and full potential.

We treat people with respect, fairness and compassion. We apply human rights principles and exhibit professional ethics in all our affairs.

We are evidence-based, leveraging research, in the design and implementation of our programs and advocacy. We encourage creative innovations to provide timely solutions.

We demand excellence from ourselves and our partners.