Happy Villages | Legal Notice
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Legal Notice

Legal Notice

Happy Villages

Phone: +254 706 073 636

Email: info@happyvillages.org

Postal Address:
P.O. Box 19573
Mega City – 40123
Kisumu, Kenya

Office location:

Happy Villages Kenya Community Resource Center,

Lieta, South Uyoma

Happy Villages Organization is a Non Government Organization, registered in Kenya

NGO Registration Number: OP.218/051/2009/0180/582
KRA PIN PO5 131 410 3J

Privacy Statement

Privacy statement

Committed to protecting your rights
Happy Villages is committed to protecting your privacy. All information provided to us will remain confidential and protected. It will be used only as outlined below.

What information do we collect?
Happy Villages typically asks you for the following information:

Contact information (name, address, email address)
Personal details such as date of birth, gender
Credit card numbers and/or bank account details
It is your choice how much of this information you provide. All information is held securely.

How do we use this information?
We collect this information to:

Process donations and provide receipts
Maintain accurate details of our supporters’ history with the organization
Keep our supporters informed about our work
Help us develop our marketing activities in a cost-effective way
To ensure your privacy is protected, information from your record will not be disclosed or altered unless requested by you. We collect data such as your date of birth so we can use it to confirm your identity when you contact us. If you wish to allow another person to access your details (e.g. family member, personal assistant) you need to notify Happy Villages in writing and we will note this on your record.

We use Google Analytics to track visits to our website. We use this information to track the effectiveness of our website. Types of data collected include visits, length of visit, viewed pages and the technical capabilities of our visitors. These statistics will not identify you as an individual. For more information readGoogle’s Privacy Policy.

Please note, in some areas of our website links to other sites can be found. These sites are not controlled by Happy Villages and therefore we cannot take responsibility for their content, claims of offer or privacy practices.

Giving you control
All supporters of Happy Villages for whom we have details recorded have the right to ask for a copy of these details at any time
Supporters also have the right to update and/or alter their details at any time. Supporters can email us at info@happyvillages.org
Happy Villages will provide you with the opportunity to opt out of receiving future communications from us
Should you have any issues in relation to Happy Villages and your privacy, you can raise this with one of our staff who will address your concerns promptly and advise you of your rights
When contacting us, please provide the following information:
Email Address
Telephone number
Maintaining your information:
To access or change your details contact our services team:

Email – info@happyvillages.org
Questions about privacy or Complaints made:
For further information about the privacy statement or to lodge a complaint please contact us:

Email – info@happyvillages.org
Mail to – P.O. Box 397, Taree N.S.W Australia

Fundraising Terms and Conditions Agreement

Please read the information and guidelines below carefully
In order to fundraise in Australia, we must ensure the conduct of anyone fundraising for Happy Villages is within the governing legislation. Under the 1991 Charitable Fundraising Acts in each state, anyone who wishes to raise money for charitable purposes must hold an authority to fundraise issued by the organization.

So prior to getting started on your fundraiser, Happy Villages will need to authorize you to fundraise.  Registration of the fundraiser with Happy Villages is required regardless of the size of the fundraiser, money/goods in kind donated or number of people involved. These guidelines are intended to assist you with planning your fundraiser in support of Happy Villages. You need to read these guidelines carefully, and sign a copy that will be provided by Happy Villages before going ahead with an event.


Thankyou for taking the time to support Happy Villages, your assistance is vital in our journey towards ending extreme poverty, one village at a time.


Any person, company, group, organisation or other wanting to fundraise in the name of Happy Villages needs to register their intent to fundraise, read and consent to the terms and conditions listed and then sign the “Fundraising Agreement”. The agreement then needs to be returned to the Happy Villages Australian Office. Once the fundraising initiative has been approved you will receive an authorization to fundraise on behalf of Happy Villages.
Happy Villages resources are limited and we would not be able to take on an event coordination role, but we will provide advice and assistance when practicable. As the fundraiser it is your sole responsibility for the full running of your fundraising initiative; this includes: financial aspects, fundraising, record keeping etc. The fundraising initiative must be approved by Happy Villages and Happy Villages must be kept up to date on information pertaining to and the progression of the fundraiser. Any changes to your fundraising initiative must be approved by Happy Villages and a new authorization to fundraise may be required. Happy Villages does not allow: raffles, street appeals, door to door collections or any telephone solicitation to persons unknown to the caller, on its behalf in connection with your fundraising initiative.
Any expenses, disposition of funds and profits made as a result of your fundraising initiative must be properly approved by Happy Villages. As the fundraiser you must take all practical steps to ensure that your fundraising initiative expenses are reasonable and do not exceed 40% of the gross profit made. Your authorization to fundraise, a statement of income and expenses, copies of all applicable receipts are to be sent to Happy Villages within 14 days of conclusion of your fundraising initiative. When receiving donated good or services you are required to attain a letter or statement from the company or individual outlining the value of the goods/services donated, including the donators details.  This will help Happy Villages to ensure appropriate financial reports and thank you letters are issued to our supporters.
As the fundraiser you have no rights to use the Happy Villages name and logo.  The fundraiser is not permitted to raise funds in the name of Happy Villages (e.g. Happy Villages Trivia Night).  However you are permitted to call your fundraising initiative an “event supporting Happy Villages”. All printed materials, promotional materials and advertisements to be used for your fundraising must be submitted to Happy Villages for approval, and need to state how the proceeds will go to benefit Happy Villages, recommended wording: “all proceeds from this fundraising initiative” or “all funds raised will”. If you wish to use the Happy Villages logo on any promotional materials or products you are required to attain permission from Happy Villages.  This should be done in writing (including email) outlining your request. If you would like to include some stories, testimonials or pictures in your promotional material you are able to contact Happy Villages who will provide you with appropriate material. Any misuse of the Happy Villages logo and trademark to raise funds falsely under the ‘Happy Villages’ name, whether it be for personal gain, projects not involved with Happy Villages or any other reason, will result in immediate termination from Happy Villages and/or be banned from participation in any Happy Villages activities in the future.
All media materials and press releases must be approved by Happy Villages prior to being circulated.  Please ensure a minimum of 10 days is allowed for approval.
Some fundraising events have specific requirements/restrictions that vary between states. When you advise Happy Villages about the event you wish to run, you will be provided with more specific conditions that you must agree to before going ahead with the fundraiser. In some cases, it will not be possible to grant permission to go ahead with your proposal but Happy Villages will assist with new ideas that are within the conditions of our Fundraising Authority that has been issued by each state/territory.
To assist Happy Villages and yourself in organizing a successful event, any possible risks associated with your event needs to be considered and measures needs to be put in place to reduce these risks. Risks can include changing weather conditions, appropriate supervision for children, the venue (eg. bodies of water, slippery or uneven surfaces) and anything else that could pose a risk to anyone involved in the event.
As Happy Villages is not the organizer of your fundraising event we are unable to accept liability on your behalf. All aspects of the fundraising (public liability, financial, public safety etc) are the responsibility of you, the fundraiser. As the fundraiser you agree to release Happy Villages to the maximum extent permissible under law of all claims, except where such liability arises due to the negligence of Happy Villages or its volunteers.   Please ensure that ANY space or venue used for your fundraising initiative(s) has the required public liability insurance.  You are welcome to contact Happy Villages for advice on this matter.
A report needs to be submitted to Happy Villages at the conclusion of the event for auditing purposes, as a requirement in place by Australian State Fundraising Boards. A template of what needs to be included in the report will be provided to you once you have received authority to fundraise on behalf of Happy Villages, so you will be aware of the information that you need to collect while organizing the event. We ask that the report is forwarded to Happy Villages within 14 days of the event completion.

Our Policies – Happy Villages

We at Happy Villages are committed to honesty, accountability and transparency throughout our organization. Therefore we have developed and are continuing to develop a range of policies that govern all of our activities.

1. Code of Conduct

1. Purpose of Policy

1.1 The code of conduct clarifies the standards of behaviour that are expected of Happy Villages personnel in the performance of their duties. 1.2 The code of conduct gives guidance in areas where personnel need to make personal and ethical decisions.

2. Definitions

Code of Conduct:

A set of rules to guide behaviour, responsibilities, decisions and actions that are considered binding on any person who is a member of a particular group.


People employed by Happy Villages or engaged in activities of Happy Villages and includes the Board, volunteers, staff and the Chief Executive Officer (CEO).

3. Application & Scope

This policy applies to all Happy Villages personnel.

4. Policy Principles

The following principles must be adhered to by all personnel:

4.1 Respect

Happy Villages will not tolerate intimidation, threatening or harassing behaviour from any personnel.
Happy Villages will not tolerate discrimination on the basis of origin, ethnicity, citizenship, gender, age, political or religious affiliation, sexual orientation, marital status, family relationship or economic or medical status. Happy Villages expects personnel to treat all people with respect.

4.2 Confidentiality

Personnel must respect and maintain the confidentiality of sensitive information they have gained due to their association with Happy Villages. All information about Happy Villages and Happy Villages’ personnel which you have reason to believe is not publicly known, or which Happy Villages seeks to protect as confidential or propriety should be treated confidentially and not disclosed.

4.3 Protect Happy Villages Property

Happy Villages personnel should be responsible for using the provided facilities in an effective, ethical and lawful manner.
The individual users are responsible for their own actions and may
be accountable for all results and repercussions of any misuse of the facilities.

4.4 Maintain accurate, honest and complete records

Records, accounts and financial statements must be maintained in appropriate detail, and must conform both to applicable law and to Happy Villages procedures.

4.5 Represent the best interest of Happy Villages

Happy Villages personnel are never do anything that jeopardizes the integrity, reputation or privacy of Happy Villages personnel and entities.

4.6 Responsibility

Happy Villages personnel are to perform their duties effectively, provide impartial and accurate advice and act in a manner that promotes a productive and harmonious working environment.

2. Statement of Values

Our Core Values We have integrity.

Honesty, transparency and accountability are at the heart of everything that we do.

We are inspired.

The inspiration to help. The need to keep trying. The desire to have fun. It makes us happy.

We respect.

We value human rights. We respect all people regardless of race, gender, religion, age and sexual preference.

We have respect for the Earth and all living things.

We are neither political nor religious.

While we completely respect the right of all people to their political and religious beliefs, we do not endorse or promote any particular religious or political view.

3. Operations Policy

1 Purpose of Policy

The purpose of this policy is to ensure that Happy Villages’ activities are performed in a professional manner.

2 Definitions
3 Application and Scope

This policy applies to all Happy Villages entities. 4 Policy Principles

4.1 Select a method

Before a new project or program is started, serious consideration will be given to the method to be used. An acceptable method will have a sound logical basis (preferably within a scientific or academic theoretical framework) and must have worked in a similar situation elsewhere.

Furthermore, if asked by the Board, the CEO must be able to explain the methodology, why it was chosen for the particular circumstances and produce evidence that it has worked elsewhere. If the methodology is not a widely accepted best practice, the CEO must be able to explain why best practice is not being used.

If required, the CEO must also be able to evaluate and report on the success or otherwise of the method that has been used. In practice, this means that at least one indicator for evaluating the method must be selected and measured before implementation.

This principle must be followed by all staff, whether paid or unpaid, across the organisation.

Appendix 1 contains a list of Millenium Development Goal Official Indicators which are appropriate for measuring the effectiveness of many Happy Villages activities. Other indicators should be used for evaluating other activities, for example, fundraising and community consultation.

Appendix 2 contains the Millenium Villages Handbook which can be used as a guideline when selecting a method for village interventions. Other methods can be selected provided they meet all the requirements of this policy (and all other Happy Villages policies).

4.2 Activities/documents that need Board sign off

Annual budgets and associated reforecasts must be signed off by the Boards in Kenya and Australia before any corresponding expenses are incurred.

A fully researched and documented community entry plan must be presented to the Kenya Board for sign off before entry to any new community. It will be signed off only if it follows a proven methodology.

Organisation wide Strategic Plans must be formulated in collaboration between staff and both Boards. The Plans must also be signed off by both Boards before implementation.

Any Strategic Plans for the Monitoring and Evaluation Program and the Fundraising Program must be signed off by the Board in Australia before implementation. Any Strategic Plans for the other Happy Villages Programs must be signed off by the Board in Kenya before implementation.

Risk Management Plans must be made in collaboration with the Boards in Kenya and Australia. The Plans must also be signed off by both Boards.

Policies may be developed by staff or Board members and must be signed off by the Board prior to implementation.

The CEO is encouraged to make recommendations to the Kenya Board regarding changes to Happy Villages Policies. The Fundraising Manager and the Monitoring and Evaluation Officer are encouraged to make recommendations to the Australia Board regarding changes to policies.

4. Human Resources Policy

1. Purpose of Policy

1.1 The purpose of this policy is to ensure that Happy Villages has necessary systems in place to cover all reasonably foreseen Human Resource Issues that may arise.

2. Definitions
2.1 AIDS – Acquired Immune Deficiency Syndrome 3. Policy Principles

3.1 Documentation

Every Happy Villages employee will be given an
job description, prior to starting work. They
detailing at least their pay rate, any deductions and their accrued leave each pay day.

3.2 Equal pay for equal work

Everyone who is expected to complete the same tasks, will be given the same job description and will be paid at the same rate, regardless of age, sex, religion or any other factor.

3.3 Pay disparity

No Happy Villages employee will be paid more than 20 times any other full time employee of Happy Villages. In practice, this means that if the CEO negotiates a salary of 200,000/= per month, all other full time employees of Happy Villages have to be earning at least 10,000 per month (if they’re not, we need to either increase their salaries, reduce their hours or find a cheaper CEO).

3.4 Discrimination

No discrimination on the basis of age, gender, tribe, race, religion, marital status, carer responsibilities, pregnancy, HIV status or sexual orientation

3.5 Privacy

At no stage in the recruitment process can anyone ask a candidate (whether verbally or on a form) their marital status nor anything else about the above. Also, personnel files and all information given to the organization in confidence is to remain confidential.

3.6 Sexual harassment

Full sexual harassment and complaints induction for all staff.

3.7 Professional development

Funds for professional development of
year in the budget. Staff are encouraged to do training and development to improve their work skills.

3.8 Working hours and leave

8am to 5pm Monday to Friday. Public holidays off. 4 weeks annual leave. 7 days sick leave per year, that can be taken for yourself or any dependents that need your care. Doctors certificate required for two or more consecutive days. 3 days paid compassionate leave per year that can be taken if a member of your household or one of the following people passes away: parent, sibling, child, spouse. Up to 10 days unpaid compassionate leave per year for other relatives or close friends. Parental leave available to men and women and to natural and adoptive parents after 12 months service. 12 months for each child, three months of that to be on full pay. Has to be taken consecutively (ie. you can’t take six months now and six months when the kid is two), but can be taken when the child is up to five years of age.

3.9 Anti bullying measures

Happy Villages – Human Resources Policy – December 2015 Page. 3

employment contract, including a will also receive a payslip

procedure needs to be developed, including

every staff member will be set aside each

Full anti bullying and complaints procedure needs to be developed.

3.10 Inductions

All new staff will have inductions with at least the CEO, human resources manager and the head of their department, within one month of their start date. The induction will include introductions with key staff, explanation of their responsibilities, explanation of this policy, and all other board policies.

3.11 Performance reviews

At least once per year every staff member will meet with their line manager to set their objectives and performance indicators for the year. The resulting work plan will be kept on file and used in annual performance reviews that are given in private to each staff member by their line manager and also kept on their confidential personnel file

3.12 Termination

Three warnings must be given before anyone is sacked. The first may be verbal, the other two must be written. No warnings are needed in the case of

misconduct. Misconduct is: theft, violence, child abuse, corruption, of conflict of interest policy in the workplace or being found guilty of any of the above, whether at work or not.

3.13 Complaints and appeals process

Complaints and appeals process needs to be fully developed

3.14 Health Insurance

or breach

in court

Medical insurance will be provided as part of the employment package for all staff and shall include their spouse and any dependents that are less than 18 years of age

3.15 Gender Equality

Reasonable effort will be made to recruit women to at least 50% of management positions if possible (so, that would mean that at least 1/2 of the following positions would be held by women – CEO, Program Manager, Operations Manager, Fundraising Manager and the Coordinator positions – provided qualified women can be found.

3.16 AIDS Happy Villages should consult with workers and their representatives to develop and implement an appropriate policy for our workplace, designed to prevent the spread of the infection and protect all workers from discrimination related to HIV/AIDS.  Happy Villages should adhere to national law and practice in relation to negotiating terms and conditions of employment about HIV/AIDS issues with workers and their representatives, and endeavour to include provisions on HIV/AIDS protection and prevention in all agreements. Happy Villages, in consultation with workers and their representatives, should initiate and support programmes at their workplaces to inform, educate and train workers about HIV/AIDS prevention, care and support and the enterprise’s policy on HIV/AIDS, including measures to reduce discrimination against people infected or affected by HIV/AIDS and specific staff benefits and entitlements. Happy Villages, workers and their organizations, should work together to develop appropriate strategies to assess and appropriately respond to the economic impact of HIV/AIDS on their particular workplace and sector. Happy Villages should not engage in nor permit any personnel policy or practice that discriminates against workers infected with or affected by HIV/AIDS. In particular, Happy Villages should:

–  not require HIV/AIDS screening or testing;

–  ensure that work is performed free of discrimination or
stigmatization based on perceived or real HIV status;

–  encourage persons with HIV and AIDS-related illnesses to work as
long as medically fit for appropriate work; and

– provide that, where a worker with an AIDS-related condition is too ill to continue to work and where alternative working arrangements including extended sick leave have been exhausted, the employment relationship may cease in accordance with anti-discrimination and labour laws and respect for general procedures and full benefits.  Happy Villages should have procedures that can be used by workers and their representatives for work-related grievances. These procedures should specify under what circumstances disciplinary proceedings can be commenced against any employee who discriminates on the grounds of real or perceived HIV status or who violates the workplace policy on HIV/AIDS.  HIV/AIDS-related information of workers should be kept strictly confidential and kept only on medical files, whereby access to information complies with the Occupational Health Services Recommendation, 1985 (No. 171), and national laws and practices. Access to such information should be strictly limited to medical personnel and such information may only be disclosed if legally required or with the consent of the person concerned.  Happy Villages should ensure a safe and healthy working environment, including the application of Universal Precautions and measures such as the provision and maintenance of protective equipment and first aid. To support behavioural change by individuals, Happy Villages should also make available, where appropriate, male and female condoms, counselling, care, support and referral services. Where size and cost considerations make this difficult, Happy Villages should seek support from government and other relevant institutions. Workplaces where workers come into regular contact with human blood and body fluids. In such workplaces, Happy Villages need to take additional measures to ensure that all workers are trained in Universal Precautions, that they are knowledgeable about procedures to be followed in the event of an occupational incident and that Universal Precautions are always observed. Facilities should be provided for these measures.  Happy Villages, in consultation with the worker(s) and their representatives, should take measures to reasonably accommodate the worker(s) with AIDS-related illnesses. These could include rearrangement of working time, special equipment, opportunities for rest breaks, time off for medical appointments, flexible sick leave, part-time work and return-to-work arrangements. In the spirit of good corporate citizenship, Happy Villages should, where appropriate, encourage fellow employers to contribute to the prevention and management of HIV/AIDS in the workplace, and encourage governments to take all necessary action to stop the spread of HIV/AIDS and mitigate its effects. Other partnerships can support this process such as joint business/trade union councils on HIV/AIDS. Happy Villages, workers and their representatives should encourage support for, and access to, confidential voluntary counselling and testing that is provided by qualified health services. Happy Villages should contribute, where appropriate, to international partnerships in the fight against HIV/AIDS.

3.17 Relationships

Staff who are or become involved in a situation where a personal relationship may be a source of conflict should declare any such possible conflict of interest to the Head of Department or CEO. Normally the Head of Department or CEO will approve that the staff member concerned withdraws from this situation and that the staff member’s supervisor or other relevant officer will act as a substitute.

3.18 Strike policy

If you don’t record gifts etc. you get a strike. Three strikes and you’re out.

5. Partnership Policy

1. Purpose of Policy

1.1 Objectives of Happy villages Partnership Policy

Develop clear decision-making criteria for entering into partnerships to:

1. Maximize the positive effects of partnership investments on the community

2. Help identify how community needs will be responded to

3. Ensure a fair and transparent decision making and prioritization


4. Form lasting relationships with community organizations.

1.2 Purpose of the Policy

The following review and summary of Happy Villages Partnership

Policy is an attempt to provide a background for our

understanding of Partnerships so that the final result reflects

our vision and aims in the ongoing life of the community.
2.  Definitions


The term “Partnership” means relationships or arrangements ranging from

participation in, and collaboration with, and/or joint organizations or

co-sponsoring of specific events to common platform.
3. Policy Principles

3.1 Shared Values

Partnerships should be built on shared values, visions and goals for

society that imply mutual support and solidarity beyond the

implementation of specific programs and projects.
3.2 Equity

Partnerships should be founded on principles of equity; acknowledging

that inequities often exist as a result of power dynamics, especially

in situations of funding relationships, partners should recognize the

element of mutual responsibility and accountability that would engender

a more suitable partnership.
3.3 Accountability and Responsibility

Partnership demands consensus between partners in regard to goals and objective, criteria, evaluation and commitment to seeing project completion. Partnerships are not unilaterally terminated, but are phased on previously agreed guidelines.
3.4 Autonomy and Mutuality

Partner organizations should respect one another’s autonomy and constraints and strive to foster a climate of mutual trust in all their Partnership activities. Mutuality is underscored by a deep sense respect for, and trust between partners. In decision-making, mutuality means sharing of power. Example major decisions affecting partners

should be taken without their participation in decision-making whether

by their presence when it is made, or by prior consultation.
3.5 Communication and Transparency

Based on relationships of trust, partners shall strive to deepen their understanding of one another through the regular and transparent sharing of information. The activities of all parties shall be open and accessible to scrutiny by the other partner respecting individuals’ rights to privacy.
3.6  Solidarity

We are part of each other and are committed to one another. What touches one member touches the others. Thus no one must be left to suffer alone. Partnership hence calls us to stand in solidarity with all people particularly the poor.
3.7 Transformation: Partnership need to include openness to transformation by the partners involved in partnership.

3.8 Development of Partnerships

A partnership is one that involves mutually agreed upon goals and high

degree of reciprocity.

A partnership is featured by a number of elements such as:

–  the possibility of bringing transformation to each partner

–  a commitment to mutual growth ,

–  the financial component of the relationship not being a central


–  a built of mechanism for preventing dependency in order to deal

with issues of power imbalance  and resentment

–  a process of sharing not only what we have but also what we are

–  a process of mutual accountability

–  an expectation that there would develop through the partnership

an enhanced capacity to continue more effectively with the work

–  an education component designed to facilitate solidarity within

the partnership and strengthen the relationship

–   the connection of the people to people

–  the responsibility to address short term project funding needs

that are over and above the usual program grant

–  a mechanism for evaluating, and when appropriate, phasing out the

4. Development of Partnerships

4.1 Identifying Potential Partners:
(a) Board approval will be sought when Happy Villages plans to enter into a partnership in a country or region where work has previously not taken place or where work is being initiated. Staff will provide a contextual and programmatic rationale for board approval. As well, a mandate to staff to explore specific potential partnerships will be requested.

4.2 Initiating a Partnership:
(a) Partnership relationships, whether they include a funding component or not, must be consistent with the vision, mission statement and strategic themes of Happy Villages.

(b) Programs and projects funded by Happy Villages must fall within Happy Villages priorities in terms of country and program as determined in the strategic planning
process , or there must be a compelling reason why an exceptional grant would be made.

(c) Within Happy villages priorities, criteria for funding will include the following:

A special emphasis on partners, that is consistent with

Happy Villages inclusion principles such as women,

indigenous peoples, youth, vulnerable groups, and whole


The context is one in which there are significant

social and economic justice, human rights or

environmental concern .

Is a response to calls for support by partners, local

civil society, even though the media have lost

interest .

There is sufficient compelling evidence that support is

needed and there is potential both on Happy villages

part and the partner, to make a difference.
There is potential opportunity to become engaged in

public policy dialogue and in raising public awareness.
4.3 Maintaining a Partnership:

a . Happy villages Partnerships will be maintained based on

Management Guidelines that will include the following:

Memorandum of Understanding:

(i) that spells out mutual goals,

(ii) that specify timelines for periodic and lessons

learned processes, during which the future of the

partnership will be reviewed to determine whether or

not to continue with the partnership.
4.4. Ending a Partnership:

(a) Partnerships that have a financial component to them will be

contractual in nature and will have an “ending” written into the

financial obligation. However the relational aspect of the

partnership can continue indefinitely or realistically, so long

as it is mutually beneficial.

(b) The final phase of the program or project needs to be built

into it disengagement strategies according to the context, needs

and capabilities of each partner.
5. Roles and Responsibilities


(a)Through strategic plan the board will define development

program framework, based on staff input. The strategic plan

will include the identification of potential program and

partnership shifts and will address both the initiation and

the ending of programs/partnerships. Will also consider and

approve proposals for formal partnerships.

(b)Periodic assessment and evaluation processes, facilitated by

staff, could include visits by board members to partners,

participation in partnership roundtable discussions and other

expressions and mutual learning.


(a)Overall management of the partnership relationship form it’s

inception ending;

(b)Acts as a resource to the board by providing information,

periodic reports and analysis on programs/partnerships, and by

facilitating any periodic assessment and evaluation processes.

Funding agreements with clearly stated timelines and adequate criteria for mutually agreed upon reporting requirements to ensure that all parties use development funds as agreed.

Criteria for maintaining the partnerships with or without funding, including mutually agreed upon acceptable organizational practices,

Clarity about the life of the funded program which may or may not coincide with the life of the relationship.

Identified processes for resolving fundamental differences in the partnership.

Processes and criteria for ending partnerships.
6. Partner Mobilization

Happy Villages must be proactive about catalyzing and identifying potential partners rather than waiting for them to come to us. Happy villages needs to go out of the communities and encourage new groups to develop especially among marginalized populations and in under-served areas.

Happy villages needs to know it’s niche(s) and adjust their selection criteria and processes accordingly. Example better select a mature and well developed NGOs rather than new CBOS to avoid resource and skill wastage. Combining rapid assessments with the process of observing groups in action is necessary for effective partner mobilization. This can enable Happy villages get a basic idea of a partner community.

7. Terms of Reference

7.1 Happy villages shall participate in, and/or facilitate and develop institutional and/or programmatic or issue–based partnerships with all such organizations and/or initiatives that would promote Happy Villages vision values, mission and objectives. Commitment of partner organizations to transparency and accountability is a point to be considered as a minimal requirement.

7.2 All partnerships shall be on equal footing, and with due recognition of all partner’s contributions –organizational, technical, financial and/or otherwise.

7.3 The use of Happy Villages logo in connection with any partnership shall be only on the basis of approval of Happy Villages, and shall be limited to the purpose and duration of the partnership only.

7.4 Happy Villages shall no take part in any partnership that impair or constrain in Happy villages:
(a) Freedom to pursue it’s activities in accord with it’s mission.
(b) Governance, management and financial independence and self reliance (c) Anti-corruption values and goals

(d) Independence  in pursuance of it’s own goals and activities.

7.5 Happy Villages shall not engage in any partnership that may:
(a) Bring Happy Villages into disrepute or impair the credibility of happy villages by giving an impression that such partnership is fostering  ideas or policies or promoting individuals or institutions in manner that is not consistent with Happy Villages values,

(b) Facilitate or bring favour’s  or benefits in private life of any individual or institution involved.