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Executive Summary

Executive Summary

Tariro Child Care Trust Zimbabwe is a registered trust based in Mbare, Harare, with active programme delivery in Epworth and Chitungwiza. We provide safe housing referral, school support, psychosocial care, nutrition support, and youth livelihood pathways for orphaned and vulnerable children aged 5 to 18, while our funding base comes from child sponsorships, institutional grants, and CSR-linked service contracts.

I founded the organisation to solve a real gap in Zimbabwe’s child protection landscape: children are too often supported through fragmented, short-term interventions that do not hold long enough to change outcomes. Our model is built to keep children in school, stabilise vulnerable households, and move older youth into practical skills and income pathways under one accountable trust.

What We Deliver and Why It Matters

Our operating model is deliberately integrated. A child enrolled with Tariro Child Care Trust Zimbabwe may receive fees support, uniforms, learning materials, counselling, nutrition assistance, and referral support for safety concerns, all tracked through a case-managed system.

We are not selling a single aid item. We are delivering a managed child support service to donors, churches, corporates, diaspora supporters, and development agencies that want measurable impact, transparent reporting, and strong safeguarding controls.

At a glance

• Business name: Tariro Child Care Trust Zimbabwe
• Legal structure: Registered trust under Zimbabwean law
• Location: Harare, with operations in Mbare, Epworth, and Chitungwiza
• Core beneficiaries: Orphaned and vulnerable children aged 5–18
• Year 1 revenue: USD 168,000
• Year 5 revenue target: USD 450,000
• Break-even timing: Month 1 within Year 1

Market Opportunity in Harare and Surrounding Districts

Our catchment area contains a large concentration of children facing parental loss, poverty, neglect, and unstable caregiving. We estimate the immediate addressable beneficiary base in Harare Province and nearby districts at 40,000 to 50,000 children who fit our vulnerability criteria, with additional funding demand from a realistic pool of at least 50 corporates, churches, diaspora groups, and development partners over the next three years.

The opportunity is attractive because funders are increasingly looking for local organisations that can prove child-level outcomes, maintain safeguarding discipline, and produce clean reports in USD. That is exactly where Tariro Child Care Trust Zimbabwe competes best.

:::reassure
Our growth case is already anchored in measurable scale.

• Year 1 child support target: 200 children per month
• Year 2 revenue target: USD 230,000
• Year 3 revenue target: USD 300,000
• Year 5 revenue target: USD 450,000
• Year 1 net profit: USD 42,066
• Year 1 operating cash flow: USD 36,666
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Business Model and Revenue Structure

Our revenue is diversified across three channels. Child sponsorships provide recurring monthly income, institutional grants fund programme depth and scale, and CSR/service contracts create additional unrestricted income through training, outreach, and community-facing support.

A standard child sponsorship is priced at USD 40 per month, which gives us a repeatable funding relationship and a clear donor proposition. This model reduces dependence on one-off giving and creates the stable cash flow needed for child continuity and programme planning.

Financial Highlights Investors Can Underwrite

The financial model is strong from launch. Year 1 revenue is USD 168,000, with EBITDA of USD 66,000 and net profit of USD 42,066, driven by a cost structure that remains lean while service delivery scales. Revenue rises to USD 300,000 in Year 3 and USD 450,000 in Year 5, while net profit grows to USD 131,812 in Year 3 and USD 233,092 in Year 5.

Break-even revenue for Year 1 is USD 112,650, and the business reaches break-even in Month 1 within Year 1. That gives lenders and grant partners a clear signal that the organisation is not relying on a slow ramp to become financially sustainable.

Headline Metric	Value
Year 1 Revenue	USD 168,000
Year 1 EBITDA	USD 66,000
Year 1 Net Profit	USD 42,066
Break-Even Revenue	USD 112,650
Break-Even Timing	Month 1
Year 3 Revenue	USD 300,000
Year 5 Revenue	USD 450,000

:::tip
The funding mix is designed to protect execution in the first operating cycle.

• USD 30,000 equity capital
• USD 90,000 debt principal
• USD 120,000 total funding
• 8.5% debt over 5 years
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Funding Request and Deployment

We are seeking USD 120,000 in startup and early growth capital. This capital is structured to fund the operational launch, six months of programme delivery, marketing and fundraising systems, contingency reserves, and the transport and office base required to run a child protection organisation credibly in Harare.

The capital stack consists of USD 30,000 in equity and USD 90,000 in debt. That structure supports a disciplined launch while keeping enough liquidity in the business to protect child support commitments and funder confidence.

Leadership Capacity Behind the Plan

The organisation is led by Riley Thompson, a social work graduate with 10 years of experience in child protection and livelihoods programming in Zimbabwe, who serves as founder and lead trustee. The programme function is led by Quinn Dubois, a development practitioner with a Master’s in Development Studies and 8 years managing OVC and education programmes.

Financial discipline is handled by Jordan Ramirez, a qualified accountant with 7 years in NGO finance, donor compliance, and audit preparation. Child safeguarding and counselling are led by Blake Morgan, a counselling diploma holder with 9 years of trauma-informed care experience, while Casey Brooks manages fundraising and communications and Reese Johansson oversees monitoring, evaluation, and data quality.

That team gives Tariro Child Care Trust Zimbabwe the blend of field credibility, compliance strength, fundraising capacity, and reporting discipline needed to win and retain finance partners.

Why the Opportunity Is Investable

Tariro Child Care Trust Zimbabwe is built for donors and lenders who want mission impact with measurable financial control. We serve a large and urgent social need, but we do so through recurring revenue, governed delivery, and a forecast that shows strong cash generation from the first year of operation.

Our position in Harare gives us access to high-need communities and to the sponsor networks that finance child support. With a proven leadership team, a registered trust structure, and a five-year revenue path from USD 168,000 to USD 450,000, the organisation is ready to scale responsibly while protecting the children it serves.

:::reassure
Our investment case rests on three things: demand, discipline, and durability.

• Demand is visible in our target communities
• Discipline is built into our governance and reporting
• Durability comes from recurring sponsorships, grants, and CSR income
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Company Description

Our Legal Identity and Operating Base

Tariro Child Care Trust Zimbabwe is a registered trust under Zimbabwean law, established to deliver direct, accountable support to orphaned and vulnerable children in Harare and the surrounding districts. We operate as a public benefit organisation with non-profit status, and we manage all budgeting, donor reporting, and programme tracking in USD to protect transparency and consistency for funders.

Our principal office is in Mbare, Harare, with active programme delivery extending into Epworth and Chitungwiza. These locations were chosen because they sit at the centre of high-density communities where child poverty, household instability, and school exclusion are most visible and most urgent.

Founding Purpose

I founded Tariro Child Care Trust Zimbabwe to close the gap between child need and child protection response in urban Zimbabwe. Too many children in our communities are surviving on fragmented support, where food assistance, school fees, counselling, and livelihoods training are offered separately, inconsistently, or not at all.

Our organisation exists to deliver a coordinated pathway of care that protects children now and builds their future resilience. We support children who have lost one or both parents, children living in extreme poverty, children in child-headed households, and children at heightened risk of abuse, neglect, or school dropout.

Our Mission and What We Do

Our mission is to protect, educate, and empower orphaned and vulnerable children through integrated community-based support that strengthens families, restores dignity, and creates long-term livelihood pathways.

We do this through a practical, child-centred model that combines:

• safe housing support for children in immediate need,
• school fees and learning materials,
• psychosocial counselling and trauma-informed care,
• nutrition and essential welfare assistance,
• youth skills development and transition support,
• caregiver engagement and family strengthening.

We work directly with beneficiaries, but our funding relationships are built with donors, corporate social responsibility partners, churches, and development agencies that want credible local implementation partners. Our model gives those partners measurable child outcomes, clear safeguarding controls, and regular reporting.

Who We Serve

Our primary beneficiaries are children aged 5 to 18 in Harare, Epworth, and Chitungwiza. Many live with elderly grandparents, relatives with unstable incomes, or in households headed by older siblings.

We focus on children who face the highest barriers to stability and school continuity, including:

• orphaned children without consistent caregiver support,
• children from households living in extreme poverty,
• children exposed to abuse, exploitation, or neglect,
• adolescents at risk of dropping out of school,
• youth who need a structured bridge from education into work or enterprise.

Our service model is intentionally family- and community-based. We do not isolate children from their communities unless immediate safety requires intervention. Instead, we strengthen the support system around each child so that care is more sustainable and socially grounded.

Our Service Model in Practice

Tariro Child Care Trust Zimbabwe delivers an integrated support package rather than a single intervention. That approach matters because children in crisis rarely face one problem at a time. A child who is hungry is often also missing school, carrying trauma, and living in a household without reliable income.

Our field teams assess each child’s situation, identify urgent risks, and match them to the right support pathway. That may mean education assistance for one child, counselling and family tracing for another, or skills training and mentorship for an older adolescent preparing for work.

:::tip How we keep support targeted
We prioritise children using vulnerability scoring, caregiver interviews, school referrals, and community-based case identification.

This keeps our resources focused on the children with the greatest need and ensures donor funds are applied where they have the highest impact.
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Our Legal and Governance Structure

The trust is governed by a Board of Trustees responsible for fiduciary oversight, safeguarding compliance, and strategic direction. Day-to-day operations are managed by a professional team led by me, Riley Thompson, a social work graduate with 10 years of experience in child protection and livelihoods programming in Zimbabwe.

Our wider team is structured for accountability and service delivery:

• Quinn Dubois, our Programme Manager, is a development practitioner with a Master’s in Development Studies and 8 years of experience in OVC and education programming.
• Jordan Ramirez, our Finance and Administration Officer, is a qualified accountant with 7 years of NGO finance, donor compliance, and audit preparation experience.
• Blake Morgan, our Child Protection and Counselling Coordinator, holds a counselling diploma and brings 9 years of trauma-informed care experience.
• Casey Brooks, our Fundraising and Communications Lead, has 6 years of NGO communications, digital campaigns, and CSR partnership experience.
• Reese Johansson, our Monitoring and Evaluation Officer, has a statistics background and 5 years of outcome-tracking experience across health and education programmes.

This structure allows us to combine frontline service, financial discipline, child safeguarding, and donor accountability within one operating model.

Our Ownership and Stewardship Model

Tariro Child Care Trust Zimbabwe is not built around private equity ownership. As a trust, its assets and operational direction are held for public benefit, not shareholder extraction. That structure aligns with our child protection mandate and supports funders who want assurance that resources are dedicated to mission delivery.

The trust is stewarded by the Board of Trustees and operational leadership under my founding direction. This governance model protects the organisation from mission drift and keeps decision-making focused on child welfare outcomes, compliance, and sustainability.

Why Our Organisation Exists in Harare

Harare Province contains large pockets of child vulnerability, especially in high-density communities where informal employment, household instability, and limited access to social protection leave children exposed. In our catchment area, the need is not abstract. It is visible in classrooms, clinics, and homes where children are arriving hungry, missing fees, or carrying adult responsibilities too early.

We built our base in Harare because it gives us direct access to beneficiaries, schools, community leaders, and donor networks. It also positions us to coordinate efficiently across Mbare, Epworth, and Chitungwiza, where demand for reliable child support remains high.

:::reassure What our structure already gives funders
Our registered trust status, urban operating base, and experienced leadership team give donors a clear, accountable channel for child impact.

That combination reduces execution risk and supports long-term partnership building.
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Our Long-Term Position in Zimbabwe

Tariro Child Care Trust Zimbabwe is being built as a recognised centre of excellence in orphan and vulnerable children support. Our ambition is to grow from a Harare-based trust into a replicable model that can serve more districts without losing the local trust, safeguarding standards, and case management discipline that define our work.

We are not positioning ourselves as a generic welfare organisation. We are building a specialised child support institution that links protection, education, psychosocial care, and livelihoods in one service pathway. That is the identity of Tariro Child Care Trust Zimbabwe, and it is the reason our model is credible to beneficiaries, communities, and finance partners alike.

🔒 Continues in the full version

The remaining 9 sections of this document cover:

• Products and Services
• Market Analysis
• Competitive Analysis
• SWOT Analysis
• Marketing and Sales Strategy
• Management and Organization
• Operating Plan
• Financial Plan and Projections
• Funding Request

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