Today we are working to achieve five Sustainable Development Goals (SDGs) within our communities

which include is No Poverty (SD1), End hunger (SDG2), Quality education (SDG4),
Decent work & economic growth (SDG8) and Partnership for the goals (SDG17).

This plan calls for focus on areas where The W.U Foundation has a clear comparative advantage
and the ability to make a difference. Therefore, it recommends that all development strategies
include activities to build the capacity of local people.

Our work is made possible by nearly 200,000 caring supporters, many generous corporations, 9,000 dedicated volunteers and approximately 1,600 employees around the Nigeria.

  • Lagos
  • Abuja
  • Enugu
  • Anambra
  • Kano
  • Ogun
  • Kaduna
  • Borno
  • Kogi
  • Portharcourt

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● Pursue funding for education, feeding, health and housing, health and financial
● Play an active role in the design and implementation of empowerment initiatives
● Piloting effective research strategies to find the people who need the help the most
● Increasing capacity building of local NGOs to carry out services, with particular focus on
groups serving our focus areas.
● Prioritizing monitoring and evaluation, and impact research with a view to improve


The general resources required to achieve these objectives will include:
● Monthly Team Meetings of key management staff to provide progress report and share
best practices.
● Proposals, Brochures, Monitoring and Evaluation sheets, Newsletters with program updates
for partners and sponsors.
● Field and HQ staff will complete quarterly training to improve program competency for us
to strategically harness all in-house skills for successful program development and
● Regional meetings of key field staff to provide feedback and situation reports.
● Relationship development with potential partners

External Factors Influencing Our Work

An extremely competitive employment environment in this sector often leads us to lose key local
staff. It is imperative to review staff satisfaction and find ways to give them incentives and to
retain them – through training, staff development, and travel opportunities where that exists.

Sustainability for Growth

In terms of capacity building and achieving more, we would look to transition towards funding
more local NGOs as direct implementers of our project or community impact ideas that aligns
with our goals. The W.U Foundation will use this opportunity to build leadership and engage the
community at varied levels in program development and implementation.
We will have program managers work together with selected NGOs or changemakers to
address the most pressing challenges identified.


In the next 12 months (2020-2021), we want to empower one thousand (1000)with business funds,
of the most underserved and extremely poor families in remote slums and communities across

Reach more people

Strategic Plan objectives and targets 7.1 Strategic objectives 2017-2021 Network-wide, TWUF’s
goal is to create 3.7 million jobs by March 2021. As a major support office in the network, TWUF
International’s role is to fund the bulk of that job creation. To get there, we’ll need to do four
reach more donors, both private and public;

Build Awareness

 around our brand among target audiences; and advocate in key fora for the
role of jobs in development.


We will invest in providing best-in-class, personalized, tailored information, and find innovative
ways to give feedback to donors, founders, volunteers and the general public.

Fundraising Team

Including our multiple languages and nationalities, our proven results in
institutional and major donor fundraising, and a cause that appeals strongly to corporate

Reach More Donors

TWUF International donations come from a mix of private and public donors, including
philanthropists, corporations, entertainers, foundations and parastatals. For them, we need to
produce evidence of the highest standard to prove our model works and we are making an
impact. The goal is to have a good number of repeat donors.
We will focus our resources on creating and maintaining awareness with the audiences most
essential to scaling up our impact:
• Institutional and other established funders such as large foundations
• Corporate donors
• Major philanthropists
• Potential partner organizations

Key Programs and Strategies

The Foundation’s primary focus is bringing opportunity for a better life to people living in extreme
poverty. To achieve this objective, we concentrate efforts and resources on the areas of most
importance; Education, Hunger, Housing & Decent work/empowerment.

The WUF Empowerment Fund

This is aimed at equipping men and young people in the community with skills and opportunities necessary for jobs, economic self‐sufficiency and independence. Strategy: - Provide skill development trainings - Partner with people and organizations to provide funding opportunities for business support. - Collaborate with government to design and deploy employment schemes for local people.

The WUF Scholarship Project

This is majorly targeted at the kids and teenagers in underserved communities to increase the number of smart kids from low-income homes in schools and give them an opportunity to make a change in their families and communities in the future. Strategy: - Support schools and programs that improve student development and reward achievement. - Connect existing Foundation scholarship programs and interested current and future donors with this work.

Slum Rescue Project

This project will help relocate families living in the slums and provide a safe and healthy environment for living. Strategy; - Increase the availability of emergency shelter. - Seek to renovate housing conditions where possible. - Lead with building apartments to end homelessness in communities and drive affordable housing.

Food Drive/Hunger project

The Hunger Project will work at the heart of the problem which is building self-reliance at the grassroots level so people can provide their most basic need- food. This objective will provide food materials to families and opportunities for women to learn trade and become key change agents for their families. Strategy: - Engage and partner with gender focused organizations to deliver awareness and necessary training. - Deploy initiatives that p


To achieve our vision, we work with strategic partners starting from well-meaning individuals to
philanthropists, corporate organizations and governments; to scale up CSR programs and reach
into new  communities and people who help the most.

Our strategic partners are people and organizations with whom we develop joint activities with
a commitment of resources from those parties.
Partnerships are sought not only as a means of securing the necessary resources to deliver our
goals, but also as a means of accessing complementary experience, expertise and influence.
The partnership must be governed by a Memorandum of Understanding. Strategic partners must
be subject to due diligence to ensure alignment of values, objectives and expectations from the
partnership. Memoranda of Understanding must be signed by representatives from both parties.
We are big on collaboration because a global issue like poverty requires a “WE” effort.
To that effect, we hope to bring together the private sector, donors, young people, and civil
society to create effective systems and infrastructures for people living in extreme poverty to find
their way to a better quality of life.
To create and deepen these collaborations that will help us make a difference in the lives of
more people living in extreme poverty, over the next 12 months the foundation will focus on
creating working relationship with three key partner groups as a path to achieving our
community‐impact objectives;

Partner Objectives

To achieve this, we must work to increase donor knowledge, engagement and opportunities to
make a difference in issues they care about.
Donors: Increase donors of all types who give more strategically to their charity passion and
goals that aligns with our own objectives.
Private/Government Organizations: Increase the number of organizations working with us to
achieve their CSR objectives.
Partners: Increase opportunities for partnerships from leaders across all sectors to serve the
community through their connections with The WU Foundation.


TWUF’s funding culture is characterized by localization & partnerships. This approach is premised
on working with existing community structures in support of local policies and plans, as well as on
keeping costs low by relying on local staff and volunteers.
TWUF recognizes that employing local staff and volunteers is important for myriad reasons. For
one, no one is better suited to understand the local culture, language and customs, along with
the barriers and impediments our members face. They also provide far better value for money
than western ‘experts’.
Building on existing structures and engaging with local communities and stakeholders reduces
duplication, allows for cost savings and ensures continued structural and community support for
our members long after our direct support has been withdrawn


How are we going to measure our outcomes and impact?
TWUF activities will be organized through different programs that are designed to achieve
organizational goals and objectives outlined above. For each program, TWUF will set Key
Performance Indicators (KPIs). Performance indicators are both output and outcome oriented.
Outcomes are more difficult to measure so we will develop tools to measure our impact.
TWUF will also explore ways to more directly measure the impact of the network on the lives of
people and communities where we work, by information form shared directly.
TWUF over time will engage an external evaluator to review TWUF performance and strategic
direction on an annual basis. Every year the external evaluator presents her findings to the TWUF
management board.
Every new strategic plan takes account of the recommendations made in previous evaluations.
TWUF will also engage the external consultant to set realistic goals that are specific, measurable
and achievable.


We aim to develop an inclusive governance structure that drives everyone in the organization
towards the same goal.
The Advisory Board
This is the highest body that comprises no more than eight (8) and not less than (4) nominated
members from the founding members of The WU Foundation. The chairman of the board will be
elected by the members of the board for a 2-year Tenure.
– The Board will hold the management/Administrative team accountable to foundation
goals, values, vision and mission.
– They will provide strategic guidance for foundation activities and partnerships.
– They will ensure proper recruitment and succession policy for when the founder decides
to transition from the leadership of the foundation.
– Supervise management authority and responsibility of the Executive Director/Founder.
– Bring on board strategic partners, investors and funding from their network
– Be accountable for strategic results and ensure that all individuals in it act within the
parameters of policies and statutory requirements of the organization.
The Mgt. Team:
oversee implementation of the agreed strategy.
They are responsible for the key functions outlined in the strategic plan; administrative, research,
documentation, communication, advocacy, etc., and will be led by some of the individual
members/partners, with support from the board.
The Management team will therefore be kept lean, headed by the Executive Director/Founder
and 2 Directors. Where the ED is absent, A director should take the lead, with guidance from the


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