Muskurahat has evolved a two-fold theory of change. Our main aim is to expose our children to those skills of personality building and quality thinking that are ignored in schools. For this, Muskurahat has evolved its own theory of Social Change. We call it the Special Model of Social Difference (SMSD) based on (their) surroundings and upbringing.

A review of the environment that the organisation’s key stakeholders operate in, identified certain critical factors that adversely impact at-risk children (Muskurahat’s key stakeholders), key among them are lack of proper upbringing, lack of 21st century skills and poor mental health. Other factors include poor academic performance, weak civic engagement, social accountability, dependency syndrome, lack of focus towards building a strong career. The drivers of change towards providing a safe space for these children were perceived to include several factors many of which rotated around strengthening processes which include institution building, holistic capacity building of shelter homes, providing strong voluntary support and developing a personal connection with each child through a curriculum backed by psychological theories and experiential learning activities. Other drivers of change include a multi stakeholder approach in promoting the youth’s participation in the development process, access, ownership and control of resources as well as promoting and nurturing strong values.

In efforts aimed at the holistic development of at-risk children, Muskurahat plans to attain the following goals:

• Build strong programs focussed towards upbringing, 21st century skills and mental health.
• Cater to all sections of the society including orphanages, marginalised schools, at-risk communities, etc.
• Position Muskurahat as the Centre of Excellence that nurtures/promotes experiential learning and holistic development activities through the adoption of sound development policies and practices
• Strengthen and enhance Muskurahat’s sustainability.

The first two goals focus on the strengthening of the organisation’s key stakeholders and target community whilst the rest look to strengthening Muskurahat, as well as promoting knowledge management based on proven successful development experiences of communities.

Program building will continue to be a critical strategic approach that underlies the strengthening of the impact created by Muskurahat. The organisation recognizes that maximising effectiveness of community programs is a major factor that will impact their sustainability. Organisational development (OD) as another strategy looks to understand and manage organisational change in a manner that maximises their effectiveness. Muskurahat will be sharpening not only its ‘Organisational Capacity Assessment’ tool but will also be designing accompanying capacity development programmes as well appropriate interventions for partner institutions.

In demonstrating Muskurahat as a centre of excellence as well as promoting knowledge sharing among development sectors, Muskurahat will document innovations, experiences and lessons learnt by the organisation, its partners and communities it works in.

In pursuing the above defined strategic approaches, Muskurahat plans to implement programmes along the following strategic themes over the next five years:

• Education, Children and Youth (EYC)
• Policy, Research & Advocacy (PRA)
• Partnerships and Resource Development (PRD)
• Capacity and Organisational Development

Muskurahat will continue to focus its strategic programmes amongst the beneficiaries as it looks to contribute towards their sustainable development and enjoyment of social justice.