Sos Children's Village Case Study

1940 Words 8 Pages
SOS Children’s Villages
Brief History
SOS children’s villages were founded by Hermann Gmeiner in Tyrol, Australia in 1949.as a child welfare worker; he saw how children were orphaned as a result of World War 2 and their suffering. With the generous support of donors, child sponsors, partners, and friends, Gneimers vision of providing loving, family based care for children without parental care.
Today, SOS villages associations are active in 134 countries around the world. In Kenya the SOS children’s villages was founded in 1973 in Nairobi 's Buru Buru estate. The second village was opened in nail Mombasa in 1978, the third village opened in Eldoret in 1988, the fourth village in Meru in 2005.the fifth village in Riat, Kisumu in 2012.the five
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Income generating activities in every village such as green houses, dairy cattle rearing, fish and farming.
c. Makes Java house coffee shop furniture
d. Has guest houses that can be rented by the public
e. Beautiful wedding grounds for hire in all five villages.

Policies
The organisation has a staff manual that guides the actions of all employees. Every employee also has to sign the child protection policy. They also have an I.T. policy that governs how the computer systems are accessed.
Code of Ethics:-
a) Code of conduct involves all employees acting with social responsibility and within the framework of international low in all countries where the group is represented.
b) The case workers do not participate in practises that are disrespectful, degrading, dangerous, exploitive, intimidating, psychologically damaging or physically harmful to clients.
c) Recognizes, respects and advocates for the rights of the child and family.
d) Recognizes that professional responsibility is to the client and advocates for the clients’ best interest.
e) Ensures that services are sensitive to and non-discriminatory of clients regardless of race, colour, ethnicity, gender, religion or physical or mental
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Even when they want to challenge the decisions made from the headquarters it takes time before they get feedback this delays projects. They call for meetings to air their views to the regional offices to take them into consideration when making decisions
c) Non committed staff members
Developing people is a lifetime commitment and some staff members are not willing to stay working in the organization for a long time, some of the people who have been working in the organization don’t want to remain working there for long as they want to work in other organizations or venture into other careers, this affects the organization as new workers need to be trained so as to fit to the system. Encourage the stuff to be more committed by laying out motivation schemes i.e. employee of the year, shopping vouchers, Christmas gifts and raising their salaries and insurance

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