Programmes
Genette Foundation is being built as one institution, not as a collection of projects. Its work is organised into twelve integrated institutional functions across three Dodoma Region sites. For donor financing, the twelve functions are grouped into six donor-fundable components, so partners can enter through the window aligned to their mandate while the beneficiary experience remains one continuous pathway from vulnerable childhood through adolescence and youth into productive adulthood.
Institutional architecture
The pathway runs across three sites in Dodoma Region. Each site carries a distinct part of the institutional architecture; together they form the operational base of the Foundation.
SITE 01 · FOUNDING CAMPUS
Approximately 3.17 hectares in Nala, Dodoma Municipality, committed by Pastor Gaudencia Aaron and family as the founding gift. The Main Campus is the institutional and child-protection anchor of the Foundation, planned to carry the Child Safe Zone, the Day Pupil Programme, early phases of the International Boarding School, the planned Community Health Clinic, and core governance, safeguarding and operations functions.
SITE 02 · PLANNED EXPANSION
A planned 8–10 hectare expansion site in Dodoma Region, to be acquired across the Establishment and Phase 1 windows. Designed to carry the expansion of boarding education, the Vocational and Technical Training College designed to pursue VETA registration and programme accreditation, the Teacher Training Hub, and expanded sports, recreation and assembly infrastructure.
SITE 03 · PROPOSED
A proposed agricultural and production estate of approximately 1,000 acres in Dodoma Region, subject to due diligence, land documentation, Board approval and responsible financing. The estate is intended to link youth agricultural training, irrigated production, out-grower farming and agro-processing. Any future adjacent-acreage pathway will be subject to negotiation, documentation, due diligence, Board approval and responsible financing.
Detailed plot numbers, registered plan references and exact coordinates remain in donor due-diligence documents, not on the public site.
The six components
The components are not six separate projects. They are financing and implementation windows inside one governed Foundation, designed so that different partners can fund the area that fits their mandate without fragmenting the institutional pathway. Component 1 cuts across all twelve functions because it establishes the institutional controls, studies, systems and readiness work required before the other components can responsibly scale.
Cuts across all twelve functions. Establishes the governance, safeguarding, MEAL, finance, land due-diligence and donor-readiness systems required before the other components can responsibly scale.
The protection and education spine of the institutional pathway, from earliest vulnerable-child entry through to senior schooling.
The bridge from schooling into skilled work and credible youth transition pathways, with a deliberate teacher-quality multiplier for surrounding Dodoma district schools.
The youth-into-productive-adulthood engine: training, working farm, contracted smallholder out-growers and a six-pillar agro-processing platform.
Strengthens health, nutrition, family resilience and community support around the child and youth pathway. The Community Health Clinic is planned, subject to applicable approvals, licensing, staffing and phased implementation readiness.
The enabling backbone: assembly and recreation infrastructure, digital and renewable energy systems, environmental stewardship and the climate-resilience programme that allows the institution to endure.
The twelve functions
The twelve functions are the operating architecture of the institution. They share one population, one leadership, one safeguarding framework, one MEAL system and one finance and procurement architecture. The ledger below shows where each function is held inside the six-component financing structure.
Donor mandate matrix
Different partners fund different kinds of change. A child protection donor, a faith-rooted sponsor, an education funder, a youth employment foundation, an agriculture donor, a health partner and a climate funder will not respond to the same proposal angle. The Foundation therefore presents a donor-window strategy: the institutional model remains integrated, while entry points are framed around the partner's mandate and the relevant readiness gates.
| Partner type | Most relevant entry components |
|---|---|
| Public-sector stakeholders and Dodoma Regional Secretariat | Component 1, plus relevant sector components, on a coordination and technical-engagement basis |
| Child protection and alternative-care donors | Component 2, with the family-strengthening and aftercare package |
| Faith-rooted child sponsorship partners | Components 2 and 5, with formation and community-support elements |
| Education quality donors | Components 2 and 3 |
| TVET and youth employment donors | Components 3 and 4 |
| Agriculture, food-systems and agro-processing donors | Component 4 |
| Health, MNCH and nutrition donors | Component 5 |
| Climate, environment, renewable energy and infrastructure donors | Component 6, with digital innovation under Components 3 and 6 |
| Major philanthropists and family foundations | Component 1, thematic components, or the long-term endowment track |
A more detailed donor entry table sits inside the Foundation's Detailed Institutional Funding Proposal 2026–2035, Section 8.6. The summary above is a public reference; entry conversations are tailored to the partner's mandate, country strategy and timing.
Readiness and caution
The Foundation describes its programmes accurately. Where systems are not yet operational, they are described as being built, planned, or designed to pursue specific approvals. The Foundation will not present readiness as maturity, nor public engagement as endorsement.
The Vocational and Technical Training College is designed to pursue VETA registration and programme accreditation. Accreditation status is governed by VETA's own assessment and timelines, and the College will not be described as accredited before approval.
The Community Health Clinic is planned, subject to applicable approvals, licensing, staffing and phased implementation readiness. Service volumes are described as projected clinic visits, not as treated patients, until services are operating.
Production Estate land acquisition is de-risked through hydrogeological investigation, water-abstraction feasibility, soil suitability and access-road practicality assessments before any purchase commitment, with multiple parallel candidate parcels evaluated rather than single options.
The Foundation is on the pathway to Keeping Children Safe (KCS) certification. KCS Level 1 readiness is targeted by Year 2 and Level 2 by Year 4, subject to eligibility, external assessment, budget approval and closure of safeguarding improvement actions.
Carbon credit revenue is not recognised in the Foundation's base ten-year revenue model. Future carbon participation, where pursued, is governed by Verra registry standards, the Integrity Council for the Voluntary Carbon Market and TCFD principles.
The Foundation engages public-sector stakeholders in coordination, regulation, referral and approval pathways. Public engagement is not presented as government endorsement, and approvals are described only after they are granted.
The Foundation works with institutional, faith-rooted, government and multilateral partners through staged engagement: introduction, mandate fit, readiness review, due diligence and partnership entry through the relevant component.