To See, We do: How CEFROHT hit the ground running in 2026

The year had barely begun, and CEFROHT was already in full swing. From 4th to 9th January, the Center for Food and Adequate Living Rights (CEFROHT) convened its annual beginning-of-year staff retreat at Das Berliner Hotel to reflect, reset, and charge headlong into the year ahead.

Six days, every program area, one unified plan, and the energy to deliver the agreed-upon products for the year.

The sessions opened with a comprehensive review of the 2025 work plans, achievements, and key milestones. Our team examined progress across advocacy, campaigns, and partnerships, identifying both areas of strength and gaps that require closer attention. What worked well was celebrated. What fell short was examined without defensiveness. This grounded, candid review gave the team a solid foundation for refining how CEFROHT designs and delivers its interventions going forward, turning lessons from last year into sharper action this year.

Building on this, the retreat placed strong emphasis on planning for 2026. The team worked collaboratively to define program priorities, expected outputs, and key products across all areas of work. This process ensured that each activity is tied to measurable results and aligned with CEFROHT’s broader strategic objectives. The focus was on strategy, clarity, coordination, and maintaining consistency in implementation.

Resource mobilisation was a central component of the discussions. Staff engaged in structured sessions aimed at strengthening the organisation’s approach to securing and sustaining funding. Emphasis was placed on diversifying resource streams, establishing CEFROHT’s social enterprise, building strategic partnerships, and positioning CEFROHT’s work to attract long-term support.

The retreat also included a dedicated session on financial intelligence and prudent investment. This session enhanced staff understanding of responsible financial management, with a focus on informed decision-making, sustainability, and effective use of organisational resources. It reinforced the importance of financial discipline as a foundation for programmatic impact.

By the close of the retreat, something tangible had shifted. Every team member across every programme area left with a shared understanding of CEFROHT’s direction, key products to achieve this year, a common framework for accountability, and a renewed energy to deliver the key products.

The year 2026 does not begin with uncertainty. It begins with intention, alignment, and a team that is ready.