The overall strategy revolves around the provision of amenities such as
food, shelter, clothing, medical services, the establishment of capacity-building
schemes and a logical coordination of activities.

The children will be under care and supervision of personnel in the home.
Because of limitations, resources will be rationed and equitably distributed
in order to ensure their optimum utilization and continuity of programmes.
For sustainability, the project will incorporate income-generating schemes
such as carpentry, masonry, tailoring, bakery, etc., that will plough-back
revenue that can augment community contributions and donations. A poultry,
rearing of animals and farming will also be a source of food supply and
revenue for income.

PROJECT MANAGEMENT 

The management of project operations is with the purview of the Board of
Trustees of the home. The day to day coordination and supervision of project
activities will be the responsibility of the coordinator who is answerable to
the board of trustees.

The coordinator will be required to prepare progress reports that will be
reviewed by the board on monthly basis for appropriate and timely
decision-making. The board will ensure the effective and efficient use
of resource and oversee the operations of the home. An administrative
structure comprising the Coordinator, a Secretary, a Bursar, 2 nurses, 2
Wardens, 4 Assistants, and other support staff will be put in place to run
the home and ensure that set targets are accomplished. This number
could be increased when adequate support funds are accessed.

The monitoring committee will intensify follow-up of operations and provide
regular progress reports.

Based on scheduled activities, the project monitoring and evaluation
plan will consider the following verifiable indicators:

A Input Indicators

-Adequacy and timeliness of the release of funds.

-Timely procurement and delivery of items such as foods, medicines,
  toiletries, etc.

-Timeliness in sanctioning of contracts for construction work.

-Timeliness of completion of construction/rehabiltation work.

-Timeliness of procurement and installation of training equipment.

B Output Indications

-Number and quality of buildings rehabilitated/constructed.

-Number of children participating in the project.

-Types quantity of daily sustenance items procured and stocked.

-Number of trainees involved in the various course provided.

-Quality and quantity of items produced and services provided

-Level of income-generating capacity of vocational center.

PROJECT ASSUMPTIONS. 

The accomplishment of set objectives largely depends on the
timeliness of the release of funds for the commencement of
project activities. The project initiators are of the conviction
that members of the community and other humanitarian
organisations will gradually take up responsibility either partially
or fully, of 50-60% of the children within a period of 3-5 years
while the rest will continue to be catered for at home till better
alternatives are identified.

The recently adopted Government policy of providing free tuition to
primary school going children may extended to secondary school
also, thereby providing the opportunity for the targeted children to
acquire better education.

Products and Services of the proposed inbuilt vocational training
facilities are expected to generate revenue that can be used to sustain
project operations when support would have phased out.