Catalysing Action for Carers
in Developing Countries
Strategic Plan 2014 -2016
Summary
Vision
Our vision is a world in which the needs of every carer are routinely met in order to achieve
physical, emotional, economic and social wellbeing for each individual.
Mission
Our mission is to enable carers, service providers, policy makers and other stakeholders to
recognise and respond to the needs of carers in the developing world, ensuring balance
and equal value is given to the needs of the carer and the person receiving care.
Strategic Goals
Our strategic goal is to serve as a catalyst to:
1. Bring about systemic change in the work of governments, charities and other agencies
so that they recognise and respond to the needs of carers in the developing world.
2. Facilitate the provision of support for individual carers and their families in the
developing world, bringing them better health, wellbeing and economic security.
Strategic Objectives 2014-2016
We will achieve our strategic goals through the following objectives:
1. To work in partnership with 10 key delivery organisations in 4 countries
2. To provide training and consultancy support to 5 influential stakeholders
3. To initiate development of sustainable social enterprises to provide services for carers
4. To build evidence of the needs of carers and measure the impact of our strategic
interventions
5. To support advocacy in order to achieve recognition of carers and ultimately promote a
carers’ movement
Desired Outcomes 2014-2016
Our desired outcomes are that by the end of 2016:
ㅡㅡ We will have established ourselves as an internationally recognised and respected
catalyst for change, working through partners and others to raise awareness and
achieve recognition of the needs of carers in developing countries and embed the skills
required to deal with these needs in local communities.
ㅡㅡ We will have improved the lives of 20,000 carers and 80,000 family members in India,
Nepal, South Africa and Kenya.
2
Index
1. THE SCALE OF THE ISSUE
1.
The Scale of the Issue
5
2.
Our Approach to the Issue
2.1 Partnership
2.2 Carers Worldwide model
6
3.
Achievements to Date
7
4.
Our Strategy
4.1 Vision
4.2 Mission
4.3 Strategic Goals for 2014 - 2016
4.4 Strategic Objectives 2014 - 2016
4.5 Desired Outcomes 2014 - 2016
8
Measuring our achievements
Implementation and review
10
11
5.
6.
Across the developing world, the daily needs
of millions of sick and disabled adults and
children are provided for by their carers. These
unpaid carers are usually a family member,
often the mother or daughter, or maybe a
friend. Over-burdened, under-supported carers
face tough realities in their everyday lives with
existing poverty and gender being additional
exacerbating factors.
Many charities exist to support the needs of
people with disabilities, the aged, those with
HIV/AIDS, but until now, few had consciously
recognised the vital role that their carers play.
Nor had many noted that carers themselves
require physical and mental health support, a
means to support themselves financially whilst
caring for a loved one and a vehicle through
which to advocate for their own needs.
50 years ago, the situation in the UK, America
and Australia was similar. Today, a thriving
network of agencies exists, working with and
for carers, and there is government provision
to ensure social protection of carers. However,
no equivalent exists in the developing world.
Governments, NGOs and other agencies have
neglected the needs of carers. There is no
government recognition and no organisation
exclusively addressing the needs of carers.
Carers Worldwide was established to address
this gap and to ensure the needs of carers in
developing countries are recognised and met.
Long-term care for people with chronic
illnesses and disabilities presents an urgent
challenge around the world. In 2002, the
WHO estimated that in developing countries
the need would increase by as much as 400%
in the coming decades. Health and social
care budgets are overstretched and in most
developing countries, the contributions of
unpaid family carers go largely unrecognised
at government or community level.
Many carers are becoming sick themselves
and their families are existing in poverty.
Some carers are unable to continue with
their care giving responsibilities due to
their own poor mental or physical health.
Providing support for carers enables them
to continue in their caring role.
In the UK, the contribution made by the
country’s over 6 million carers has been
equated to £119 billion per year. There
are no equivalent studies for developing
countries and the estimated number of
carers therein.
Gangamma cares for her 12 year
old son Bhanuprakash, who has
cerebral palsy. The only way she can
go out to work to earn money to
support her family is to lock him in
the house on his own all day. She
cannot concentrate on her work,
worrying about him. When she
comes home, she usually finds him
in an appalling physical state and
highly distressed. As a consequence,
Gangamma often does not go out
to work. The consequence of this is
that the family (two adults and three
children) sometimes only eat one
meal a day.
‘There is no way to escape…’
she says
4
2. OUR APPROACH TO THE ISSUE
Carers Worldwide serves as a catalyst for
action for carers in developing countries.
We do so by:
1. Rolling out our highly effective
partnership approach to raise awareness,
change attitudes and transform practice
2. Disseminating the Carers Worldwide
model of the support necessary for
creating systemic changes for carers
2.1 Partnership
By forming strategic partnerships with
established charities and others that are
skilled in service delivery and are well
networked in their communities, Carers
Worldwide acts as a catalyst, facilitating
rapid change in awareness, attitudes and
service provision for carers.
2.2 Carers Worldwide model
Our model comprises five core elements:
ㅡㅡ Carers’ support groups - to reduce
loneliness and isolation, create social
networks and support emotional
wellbeing;
ㅡㅡ Health services - to provide access to
physical and mental health services,
including locally available counselling
services;
ㅡㅡ Respite and short breaks - to offer a
break from caring responsibilities along
with the development of alternative
high quality care options such as day
care centres;
ㅡㅡ Employment, training and education - to
facilitate access to employment, training
or education, tailored as appropriate to
co-exist with caring responsibilities;
ㅡㅡ Advocacy - to strengthen the collective
voice of carers to advocate for their
needs and the provision they require
at community, regional and national
level, leading to changes in policy and
practice.
3. ACHIEVEMENTS TO DATE
Over the last year, Carers Worldwide has
focused its work on India. Already, we have:
ㅡㅡ Partnered with three well respected and
highly influential charities - SAMUHA in
Karnataka, SACRED in Andhra Pradesh
and NBJK in Jharkhand – who together
work with 37,000 people with disability
or mental illness
ㅡㅡ Through pilot projects with our partners,
worked with 300 carers and their
families
ㅡㅡ Established 15 carers’ groups in 15
geographically dispersed communities.
“
Carers are invisible and ignored. Until partnering
with Carers Worldwide, we did not recognise the
importance of the vital role played by carers.
Now we are equipped to work with carers,
improving their lives and adding value to our
programmes. This work is so critical, we will be
extending it to all our project areas over the
coming months.
6
“
Thippanna C.C., Director, SACRED
4. OUR STRATEGY 2014 - 2016
4.1 Vision
Our vision is a world in which the needs
of every carer are routinely met in order to
achieve physical, emotional, economic and
social wellbeing for each individual.
4.2 Mission
Our mission is to enable carers, service
providers, policy makers and other stakeholders
to recognise and respond to the needs of carers
in the developing world, ensuring balance and
equal value is given to the needs of the carer
and the person receiving care.
4.3 Strategic Goals for 2014 - 2016
Our strategic goal is to serve as a catalyst to:
1. Bring about systemic change in the work of
governments, charities and other agencies
so that they recognise and respond to the
needs of carers in the developing world.
2. Facilitate the provision of support for
individual carers and their families in the
developing world, bringing them better
health, wellbeing and economic security.
4.4 Strategic Objectives 2014 - 2016
We will achieve our strategic goals through the
following objectives:
1. To work in partnership with 10 delivery
organisations in 4 countries, reaching 20,000
carers and their 80,000 family members
2. To provide bespoke training and
consultancy support to 5 influential
stakeholders to enable them to take up and
mainstream the issue of carers
3. To initiate the development of sustainable
social enterprises to provide services for
carers through conducting a feasibility
study establishing current provision, the
demand for services and new options for
8
setting up a unique, user led model for
‘paid for’ care services
4. To build evidence of the needs of carers
and measure the impact of our strategic
interventions
through
partnership
with academics and the collection of
evidence from partner organisations
5. To support advocacy in order to
achieve recognition of carers and
ultimately promote a carers’ movement
through engaging with policy makers
at regional and national levels and
promoting the formation of regional
carers’ associations.
4.5 Desired Outcomes 2014 - 2016
Our desired outcomes are that by the end
of 2016:
ㅡㅡ We will have established ourselves as an
internationally recognised and respected
catalyst for change, working through
partners and others to raise awareness
and achieve recognition of the needs
of carers in developing countries and
embed the skills required to deal with
these needs in local communities.
ㅡㅡ We will have improved the lives of 20,000
carers and 80,000 family members in
India, Nepal, South Africa and Kenya.
6. IMPLEMENTATION AND REVIEW
5. MEASURING OUR ACHIEVEMENTS
Our Operational Plan 2014-2016 describes
our operational objectives and targets
which support the delivery of the Strategic
Goals.
As well as measuring ourselves against
the targets outlined above, we will have
measured the impact of our interventions
through analysis of the following four
change criteria:
Together, the Strategic Plan and the
Operational Plan will enable Carers
Worldwide to establish itself as a catalyst
for change towards improved wellbeing,
services, economic opportunities and
recognition for carers in developing
countries.
ㅡㅡ health, wellbeing and social
functioning of carers;
ㅡㅡ levels of income of families containing
a carer;
We will review this Strategic Plan annually
to ensure it is fit for purpose in the
context of an ever changing operating
environment.
ㅡㅡ levels of change in practice and policy
amongst partner organisations and
other stakeholders
Joining the carers’ group and being helped by Carers
Worldwide and NBJK has changed my life. Now I can earn
money to support my family and still look after my father.
My whole world has changed and life has begun again.
“
“
“
Life is hard, my problems are still there, but joining the
carers’ group has given me the support of friends and I
have gained a lot of confidence. Carers Worldwide and
SAMUHA have thrown me a lifeline. Now I can face my
future.
Rashida Begum, South India
10
“
ㅡㅡ strength and functioning of carers’
groups;
Sarita, North India
“
Carers Trust, the largest UK wide charity serving carers of all
ages is delighted to be a key partner of Carers Worldwide.
We see a great deal of synergy in our working together
and hope that we can help and support them in all ways as
they grow and develop. I have no doubt that we will learn
as well from their pioneering and inspirational work.
30 Lodgefield
Welwyn Garden City
Hertfordshire, UK, AL7 1SD
UK Registered Charity Number: 1150214
“
Thea Stein, CEO, Carers Trust
Web: www.carersworldwide.org
Email: [email protected]
Tel: +44 (0)7745 608438
Facebook.com/CarersWorldwide
Twitter @CarersWorldwide