To create culturally relevant content and programs that help children learn to read and inspire them to read more often.

To reach a 100% literate world by 2050.

Source: Nonprofit submitted responses

Goal One: Establish a financially sustainable social enterprise producing local children's literature in Uganda.

Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).

Goal Two: Train teachers in 150 schools in effective early grade reading pedagogy.

Goal Type: Grow, expand, scale or increase access to the existing programs and services.

Describe an investment in leadership

Our organization has developed a professional development plan for each section of our organization, including all staff members, board members, and volunteers. Staff receive monthly training on child protection, learning science, administrative proceedures, and now have access to a fund for related further education. Additionally, we hired a consulting firm to work with our Executive Board of Directors on identifying areas where their strengths can help our organization grow.

This organization mobilizes for mission in the following ways:

• Networks of Collective Impact Efforts

• Thought Leadership

• Raising Awareness

What are this organization’s external mobilizaton efforts?

We have a big vision: a 100% literate world by 2050. For many of our organization, this may happen in their lifetime. In order to do so, we have established broad and deep partnerships for our area of focus. We are lead members of the Refugee Migrant Education Network (RMEN) as well as the Uganda country lead for the Interagency Network for Education in Emergencies (INEE). We present at conferences globally and share our ideas and learnings openly and share through our social media channels.

Adaptability has become ever-important in recent years as change, as well as disruption, have occurred at faster rates than at any time in human history. In the past year, we have not only continued to grapple with the ongoing pandemic, which shut the doors of schools across the country of Uganda for 22 months, where our work occurs. School doors were again shut as we faced an Ebola crisis that threatened the health and safety of our staff and partner communities. A change we had made in the past was developing and implementing an emergency response plan for instances like these. Not only did we implement this, but we hired a C-Suite executive as a change management specialist who has helped us not only respond to the on going crisis, but transitioned our program delivery and operations to a progressive hybrid working structure. Although the transition is ongoing, our staff have managed to seamlessly and safely transition and continue our work despite this crisis.