— How We Work
A plan towards Consolidation of Programme Impact, and Organisational Sustainability
LHI's third strategic plan (30 April 2026) builds on the achievements of 2022–2025 to consolidate programme impact, boost resource mobilisation, and expand collaboration and influence.
“Community co-ownership, systems strengthening, and sustainable methodologies.”
Our Strategies
Building the technical, managerial, and operational competencies of individuals, communities, and institutions to deliver and sustain development outcomes.
Core focus areas
Improving the structures, processes, and frameworks that govern service delivery, especially within health, education, and social systems.
Core focus areas
Building and managing strategic relationships with stakeholders to enhance resource mobilization, coordination, and program effectiveness.
Core focus areas
Facilitating connections between communities, services, and institutions to ensure continuity of care, support, and opportunities.
Core focus areas
“This Strategic Plan is more than a document, it is a promise: a promise to deepen our impact across our six thematic areas, to strengthen systems, amplify advocacy, and elevate community leadership, and to uphold our core values of Love, Honesty, and Inclusion in every action we take.”
“It was simply just a passion – a passion to touch lives, a passion to make children feel wanted, an attempt to restore their dignity. That passion now has a structure, a vehicle, and over the years, it has become stronger and better. We are Life Helpers.”
Strategic Plan 2026–2030
Overall goal
Improved well-being, resilience, and inclusion of vulnerable populations in communities where LHI operates.
Increased utilisation of health and education services, increased household income, food stability, and participation of marginalized groups in decision-making.
Strengthened organisational capacity.
Operationalising the plan
Working with existing government systems and community structures, strengthening financial, group management, protection, supply chain and data systems so that results outlive project funding. Capacity assessments precede every intervention.
Direct provision of WASH facilities, nutrition support, education and agriculture infrastructure where strategic, complementing duty bearers at state and local levels.
Advocating for policy formulation, regulation and action that improve conditions for vulnerable and marginalised groups, and for inclusive governance at all levels.
Behaviour change communication, community outreach and media to encourage healthier choices, school enrolment and participation in livelihood programmes.
Linking with NGOs, community groups and government ministries, departments and agencies to improve coverage and access.
Strengthening governance, human resources, resource mobilisation, infrastructure, communication and M&E so LHI can deliver the plan efficiently.
Operations research for evidence-based advocacy, and documentation that tells the public about LHI's work and attracts partnerships.
LHI Theory of Change
Select the diagram to open it full size.
Strategic units
Finance
Coordinates and manages all financial transactions and documentation.
Operations
Oversees administration, security, supply chain, and general logistics.
Programmes
Coordinates and provides leadership across all the thematic areas of our interest.
Safeguarding, Accountability & Gender (SAG)
Coordinates safeguarding, accountability to affected populations, feedback mechanisms, and inclusive gender programming.
Business Development, Partnership & Grant Management (BuDPaGM)
Drives resource mobilisation, manages partner relationships, researches fundable opportunities, and oversees grant management.
Monitoring, Evaluation, Research & Learning (MERL)
Coordinates data management, operational and programmatic research and assessment, knowledge management, and learning.
Compliance & Internal Audit (CIA)
Ensures policy and procedural compliance and upholds internal financial integrity.
Head office at Goshen Development Centre, Tamaje, Sokoto, with programme footprints in Adamawa, Bauchi, Borno, Ebonyi, Katsina, Kebbi, Plateau, Yobe and Zamfara States, and the FCT. LHI will consolidate in states where it already has presence; expansion to Benue and Kaduna will depend on funding availability.
Vulnerable people, especially marginalised communities, women, the girl child, people with disabilities, displaced populations, and others disadvantaged in one form or another.
LHI organogram: select to enlargeStrategic imperatives 2026–2030
The strategy review and planning workshop, Goshen Development Centre, Sokoto, 23–27 February 2026.
