SOROTI CATHOLIC DIOCESE INTEGRATED DEVELOPMENT ORGANIZATION (SOCADIDO) STRATEGIC PLAN

Transcription

1 SOROTI CATHOLIC DIOCESE INTEGRATED DEVELOPMENT ORGANIZATION (SOCADIDO) STRATEGIC PLAN NOVEMBER 2016

2 Table of Contents Executive Summary iii 1.0 INTRODUCTION Background Fields and Areas of SOCADIDO Operations Synopsis of SOCADIDO s Success over the past 3 decades Shortfall of the previous strategies Rationale for the Strategic Plan Process for Developing the SOCADIDO Strategic Plan SITUATIONAL ANALYSIS Socio-economic situation in Teso region Location Demographics Geopolitical conditions Development actors in the region Institutional Capability and Alignment Strengths Resources and Capabilities Shortfalls capability and resources Opportunities and Prospects Opportunities Threats/Obstacles STRATEGIC DIRECTION Strategic framework Mission Vision Core Values Goal Key Results Areas (KRAs) Strategic Objectives SOCADIDO Strategy STRATEGIC IMPLEMENTATION ACTION PLANS, WORK PLANS AND ASSESSMENT 16 II

3 Executive Summary Introduction Soroti Catholic Diocese Integrated Development Organization (SOCADIDO) is a Christian based organization established in 1981 as the development arm of Soroti Catholic Diocese and charged with the overall responsibility to coordinate, execute and oversee delivery of social services and economic empowering projects to communities of the Teso sub-region. Over the years, SOCADIDO s focus has been changing due to the need to align her development interventions to the prevailing circumstances and pressing needs of the target population to a wholistic and integrated model of service delivery. It is this integrated service delivery approach that has driven the development of five year strategic plan that will run from 2017 to Strategic focus For the next five years of the strategic plan, SOCADIDO will focus on five Key Result Areas (KRAs) to deliver programmes and projects that will uplift and empower the poor and marginalized communities in Teso Sub region to attain sustainable socio-economic development and promote their peaceful and harmonious living. The five Key Result Areas are: i. Institutional Development ii. Sustainable Agricultural Development iii. Business and Income Security iv. Disaster Risk Reduction and Climate Change Adaptation v. Child Protection The above five Key Result Areas will form a basis of SOCADIDO s project or programme service delivery that will subsequently lead to a Prosperous, Self-reliant and Peaceful Teso community. During the five year strategic plan implementation, SOCADIDO will aim to realise the following: i. Improve capacity of SOCADIDO to sustainably deliver effective and efficient services to the Teso communities ii. Improve sustainable livelihoods of Teso communities iii. Improve income security of communities through sustainable and profitable enterprises iv. Improve community resilience to disasters v. Alleviate the deprivation, vulnerability and powerlessness of poor girls and their families Strategy implementation, monitoring and evaluation In order to facilitate successful implementation of this strategic plan and effectively execute the strategies, there may be need to adjust the existing SOCADIDO policies, the organisational structure, systems and procedures. SOCADIDO shall undertake an annual and mid-term review and terminal evaluation of the Strategic Plan to help identify barriers and determine adjustments that might be needed for realisation of the programmatic goals. As part of the strategic planning process, the Strategic Implementation Plan has been developed to aid the formulation of the Annual and Quarterly Work plans. The M&E Framework will be developed and will aid tracking of strategic plan goals and objectives against desired results at output, outcome and impact level. iii

4 1.0 INTRODUCTION 1.1 Background Soroti Catholic Diocese Integrated Development Organization (SOCADIDO) is a Christian based organization established in 1981 as the development arm of the Diocese and charged with the overall responsibility to coordinate, execute and oversee delivery of social services and economic empowering projects to communities of the Teso sub-region. SOCADIDO operates under the auspice of Caritas Uganda. Caritas Uganda was founded in 1970 and is the overall coordinating body for the socio-economic development of the Uganda Episcopal Conference. The agency s main functions are in areas of social services, development and advocacy including providing, poverty eradication, HIV/AIDS prevention, improving community livelihood, promoting good governance, enhance organisational development and peace building. Central to SOCADIDO work is to foster sustained development solutions by working with and through government structures, other development agencies in the region and the Caritas network to help Ugandans identify and address the root causes of poverty and injustice affecting their lives. 1.2 Fields and Areas of SOCADIDO Operations SOCADIDO intervenes in a wide range of socio and economic development fields. The focus has been evolving over the years due to the need to align the programmes to the prevailing circumstancess and pressing needs of the target population. Current interventions are largely in the following fields: i. Sustainable agriculture Agricultural productivity, and Food security, environmental conservation, etc. ii. Disaster risk reduction and climate change adaptation coping mechanisms iii. Income Insecurity - Access to credit - Microfinance iv. Human rights land rights v. Cross-cutting issues Soroti Catholic Diocese Integrated Development Organisation (SOCADIDO) is active in all the districts that form the greater Teso Sub Region of Eastern Uganda (including Amuria, Bukedea, Kaberamaido, Katakwi, Kumi, Ngora, Serere and Soroti. covering about 20-subcounties in the region. SOCADIDO s running programmes and their coverage are as summarized in Annex Synopsis of SOCADIDO s Success over the past 3 decades In order to better appreciate SOCADIDO s success story, the decades of intervention have been decomposed into six cycles that present unique strategic focus. These are illustrated in Table 1 below. Table 1: SOCADIDO s Strategic focus over the years Period Strategic focus Intervention areas/programmes Emergency and relief Emergency and relief intervention Resettlement and rehabilitation Resettlement and rehabilitation interventions SOCADIDO integrated programme An integrated programme covering the sectors for household poverty eradication of (SIDEP 4 HOPE 1&2) Basic education (Literacy and Adult 1 Delivering integrated development services for sustainable social-economic development of Teso Communities

5 SOCADIDO (SOMAPLAN) Master Plan Social Development Services & Business Development Support Programmes Prosperous Peaceful Teso Self-Reliant and Basic Education), Health, general, Water Supply and Sanitation, Human Rights, Peace-buildin ng, Conflict prevention and resolution, Agriculture, Forestry, Women in development, Humanitariann aid, Promotion of Development Awareness A consolidated programme covering the sector of: Water, sanitation and hygiene Human Rights, Peace building, Agro-forestry, Business development support. A socio-economic empowerment programme covering the sectors of: Resettlement, Recovery, Livelihoods, Community Managed DRR, Promotion of Farming as a Business, Community Managed Microfinance. Emergency Response Sustainable development programme covering selected interventions in areas of: Sustainable Livelihoods; Business and Income security Disaster Risk Reduction & Climate Change Adaptation Since its inception, SOCADIDO has always given a special concern to humanitarian assistance campaigns as TESO sub region suffers from regular flooding and drought which significantly impacts its agriculturally reliant economy. SOCADIDO has had vast experience and strengths in delivering services to the Teso communities in a consistent and uninterrupted manner over a period of over 3 decades. The organization becamee active in 1989 to respond to the Teso civil unrest ( ) that caused social disruption and destroyed people s livelihoods; however, from , SOCADIDO interventions were geared towards resettlement and rehabilitation of the displaced communities. 1.4 Shortfall of the previous strategies The changing political, social and economic situation in the area has influenced focus of SOCADIDO s interventions over the years and therefore thematic of its strategic plan. Subsequently, the choice of the strategies and the strategic focus was dictated by the 2 Delivering integrated development services for sustainable social-economic development of Teso Communities

6 circumstances of the time. For example, the civil strife, which bedeviledd Teso region in the 1980s and 90s; influenced the focus of the earlier strategies on emergency relief, resettlement, and recovery aspects of development intervention. Although there was a significant need for resettlement and revival of development initiatives, with the disarmament of the Karimojong, the area also became less susceptible to external threats and attacks. There were also growing internal cohesions, which together ensured that the episodes of war and civil strife would soon becomee things of the past. The new drivers of the social economic vulnerabilities have included seasonal variations droughts and floods, HIV/AIDS and poverty. The continued adverse weather conditions characterized by the extremes of droughts and floods have put climate change and sustainable development top on SOCADIDO s development agenda. This is likely to continue in the medium to long term horizons. Execution of the various strategies has met different sets of challenges. For example, the SOCADIDO Master plan (SOMAPLAN) was interrupted by shortage of funds, massive floods, and internal restructuring. In general, the key challenges which hindered SOCADIDO from full realization of the objectives of her various strategies include but not limited to: i. Inadequate funding to support all planned interventions ii. Inconsistent weather patterns characterized by prolonged dry spells and in some cases too much rains resulting into flooding/water logging iii. Pests and disease attacks on crops affected farmers agricultural production levels iv. Conflicting programmes/approaches by other development actors affected community participation in activities v. Illiteracy affected technology uptake 1.5 Rationale for the Strategic Plan The changing geopolitical, socio-cultural and economic conditions in the Teso sub region require a new set of development interventions to help restore the socio-economic potential of the greaterr Teso sub region but also catapult it to the new phase of development. The kind of transformation needed to enhance contribution of the region in Uganda s social and economic development is consistent with the middle income status goal of the second national development plan (NDPII) and the Uganda Vision 2040 of transforming the Ugandan societies from peasant to modern and prosperous citizens within 30 years. The new strategy is premised on the need to consolidate the successes recorded over the previous decades and enhance relevance, visibility and impact of SOCADIDO s interventions in Uganda s development arena. Enshrined in this dream is the focus to making a contribution to lasting change and impact in the lives of people in Teso, creating self-reliant communities in Teso and ensuring peaceful and harmonious living. This will partly reflect in the following development indicators: i. Reduced poverty levels among people in Teso ii. Resilient communities able to cope with hazards iii. Empowered communities able to demand for services from duty bearers 3 Delivering integrated development services for sustainable social-economic development of Teso Communities

7 1.6 Process for Developing the SOCADIDO Strategic Plan SOCADIDO s strategic plan has been developed through a participatory and inclusive process involving the various stakeholders. To facilitate meaningful, stakeholder consultations and engagement, a comprehensive stakeholder mapping was carried out which enabled targeting of specific stakeholder categories. Prior to engagement of stakeholders, the consultant undertook thorough review of the past strategies to establish what worked and what did not work and why? The desk review also covered a number of environmental factors to help understand the political, economic, social and technological factors that influence the programme intervention areas. Also key to the strategy analysis, formulation and execution were analysis of the institutional capacity of SOCADIDO), and alignment of internal processes and systems (Capability Analysis/SWOT Analysis); review of the governance structures and projecting desired future states (scenario planning). Through deployment of the various strategy analysis, formulation and execution techniques; and tools; a draft strategic plan was produced to facilitate stakeholder consultation and engagement. Consultations were done first through small targeted group meetings and a later a big stakeholder consultative and validation workshop was held. The working document was also subjected to input of peer reviewers. 4 Delivering integrated development services for sustainable social-economic development of Teso Communities

8 2.0 SITUATIONAL ANALYSIS 2.1 Socio-economic situation in Teso region Location Teso region is located in North Eastern Uganda between Latitude 1º Longitude 33º E and 34º 15¹ W. It has a total Land area of 12,864.3 Planning and Economic Development Abstract, 1997). 30¹ N and 2º S and sq. km (Ministry of The Teso sub region presently constitutes eight (8) districts, namely: Amuria, Bukedea, Kaberamaido, Katakwi, Kumi, Soroti, Ngora, and Serere. The region is bordering Karamoja in the North, Busoga and Bukedi in the South; Lango in the West and Bugisu and Sebei in the East. Figure 1:-Map of Uganda indicating Teso Sub Region By sharing the border with Karamoja, Teso sub region is exposed to semi-arid conditions and in fact a big chunk of its land is located within the dry cattle corridor (districts of Katakwi and Amuria). Teso is separated from Busoga and Lango in the south and south western parts by Lake Kyoga. This implies that the other part of Teso sub region is well supplied with the waters of Lake Kyoga (districts of Kaberamaido and Ngora for example). However, this makes it susceptible to floods 5 Delivering integrated development services for sustainable social-economic development of Teso Communities

9 2.1.2 Demographics The 2014 Housing and Population Census put its population at 3,019,708 people that is 8.7% of the Total National Population which stood at 34.6 million people. The region exhibits the highest rates of urbanization in the country with 60% of its population residing in urban areas. Table 2:-Population Distribution in Teso Sub-region District Sex Residence Male Female Total Rural 1. Amuria 131, , ,601 17, Bukedea 99, , ,600 10, Kaberamaido 106, , ,026 4, Katakwi 82,558 83, ,231 9, Kumi 117, , ,268 36, Ngora 69,153 72, ,919 15, Serere 140, , ,903 12, Soroti 147, , ,833 49,646 TOTAL 2,095, ,336 3,019, ,127 Urban 269, , , , , , , ,928 1,802,764 The population is largely composed of the Iteso, Kumam, and Bakenye tribes. The intermarriage between these tribes has since blurred the distinguishing features for each. The people of the sub-region mainly engage in subsistence agriculture alongside livestock rearing Geopolitical conditions Teso region has from time to time experienced environmental and socio-political upheavals. In the last decade ( ) the region has witnessed insecurity caused by perpetual cattle rustling by Karimojong warriors; the invasion by the LRA rebels in 2003, the erratic weather patterns that caused flooding in 2007, prolonged drought in 2008 and 2009, the water logging in 2010 and the recent prolonged dry spell experienced in These occurrences have often got the targeted communities unaware hence causing havoc upon them and exposing them to extreme economic and social conditions. Yet the resilience of the people has also seen remarkable progress in market-oriented and business- SOCADIDO sees like initiatives across the region. It is to these diverse situations thatt itself intervening so as to bring about some change at the community level Development actors in the region Due to concentration of several drivers and causes of vulnerability in Teso, different development actors have been attracted to the region. The different categories of development actors in the areas and for the purpose of this analysis, the actors were grouped into two; government and non-government actors. 6 Delivering integrated development services for sustainable social-economic development of Teso Communities

10 a) Government actors: Just like other local government, the districts in Teso region are front line implementers of government programmes and they have been active in all programmes ranging from National Agricultural Advisory Services NAADS Operation Wealth Creation to rural electrification.. The region has also been a beneficiary of specially targeted government programmes such as Northern Uganda Reconstruction Programme (NURP), and Northern Uganda Social Action Fund (NUSAF). b) Non-government actors: The non-government actors largely comprise of target beneficeries of development programmes, local and international Non-Government Organizations (NGOs), faith-based organizations (FBOs) and Community based organization (CBOs). Although each actor has own niche, the majority of the NGOs are acting in relief, peace, human rights, psychosocial development and economic empowerment. Some of the key civil society organizations active in Teso region include Uganda Debt Network, Action Aid Uganda, Heifer International, Church of Uganda Teso Dioceses Development Office (CoU-TEDDO), World Vision, Uganda Red Cross, Temele Development Organisation, Community Integrated Development Initiatives, Wera Development Agency, Drop in the Bucket and War on Want. Other actors include Teso Tropical Fruits Cooperative. Trans-cultural Psychosocial Organization, and Land and Equity Movement in Uganda. 2.2 Institutional Capability and Alignment Strengths Resourcess and Capabilities The capability analysis of SOCADIDO established a number of resources and capabilities, which provide enormous potential. The key resources and capabilities are also presented below; a) People SOCADIDO s most valuable resource is the people. The organisation has been privileged with adequate number of staff, who possesses requisite skills and is committed to the course of the organisation. The staffing level is over 99%. Out of the approved establishment of 50 positions only one is vacant Data and Documentation Officer. The staff have open minds, are willing to adopt new ideas. The organization has built a culture of togetherness as exemplified by team spirit within the staff. b) Governance structures SOCADIDO is managed on sound corporate governance principles, which exalt clear demarcation and segregation of roles and responsibilities between the Board and management. The board does not interfere with management affairs their role is restricted to providing policy direction and guidance. The secretariat is not only operating as an independent organ but also an organ with clear sense of direction and purpose. Management responsibilities do not concentrate to the Chief Executive; some powers are dissolved to heads of departments. The reporting 7 Delivering integrated development services for sustainable social-economic development of Teso Communities

11 mechanism between the Board and Management are clear and concise. The hierarchical reporting and supervision system is well developed. The current organogram is presented in Annex 3. c) Processes and systems The majority of the Standard Operating Procedures (SOPs) needed for smooth running of the organisation are in place and being operationalized. These include but not limited to the following: Human Resources Policy/Manual, Finance Policy/Financial Managements Manual, Procurement Policy/ Manual, and Asset register/assets management plan. Others are Gender policy, Child Protection policy, Complaints management mechanism and Anti-corruption guidelines. Building on this policy framework; new policy guidelines will be established and priority will be placed to Risk register/register management plan Shortfalls capability and resources Analysis of the institutional capabilities, however reveals a few shortfalls or weaknesses, which need to be addressed to enable SOCADIDO to effectively deliver its added responsibilities arising from implementation of the strategic plan. Thesee include: a) Alignment Despite having in place the mandate processes, procedures and systems as well as people; there is a need to enhance management of these systems. The processes and systems ought to talk to one another and the people using these processes and systems should be well mobilized and trained to deliver the service. Another aspect of alignment is external synchronization of the people, processes and systems that is positioning them to exploit opportunities offered by the external environment. b) Motivation and inspiration of employees One of the most distinguishing features for a learning and highly performing organisation is competences and skilll sets of its employees. Learning organisations allocates a good proportion of their budgets towards talent management staff development. SOCADIDO s limitations in regard to her human resource pool include: i. Little investmentt in staff development training, retraining and international exposure learning from best practices. ii. Comparatively low remuneration of staff the remunerations offered by SOCADIDO have overtime become less competitive in the market rates. Moreover, increasing costs of living has not been matched by increment in the salaries and wages offered to staff. c) Limited revenue mobilisation capabilities Most of the resources allocated to SOCADIDO programmes are contributed by external partners. The capacity to internally generate revenues is still very limited. Significant dependence on external resources is associated with challenges such as lack of predictability and ownership by the locals. Low resource mobilisation capacity is responsible for lukewarm performance of some of the programme, and delayed or aborted execution of others. 8 Delivering integrated development services for sustainable social-economic development of Teso Communities

12 2.3 Opportunities and Prospects Opportunities a) Collaborators and Partners Over the years, SOCADIDO has through its several programmes established partnerships with different stakeholders. These include funding agencies/partners, co-executing agencies; suppliers /service providers and clients. In regard to financing, SOCADIDO s secured sponsors for its various programmes. Given cordial working relationships, the relationship with existing development partners is projected to prevail into the new strategy execution period. This is a great opportunity for adequate financing and execution of the plan. The list of existing and potential partners is presented in Annex 1. b) Social Status of the Church The good and positive image of the Catholic Church in Uganda and Teso is an important resource for present and future growth of SOCADIDO. This avails the organisation with a pool of people and other resources for development purposes. c) Good working relationships with other development actors. The presence of several development actors in Teso region thoughh might bluntly be looked at as a challenge, it also provides great opportunities for SOCADIDO to scale up and extend her services to the people of Teso as well as to benchmark its services with other actors. SOCADIDO works with other development actors including the district local governments that provide support during identification of beneficiaries; participate in joint planning and monitoring of the action; offer coordination role and technical support during implementation. The district and sub county disaster management committees, district production departments, district community development officers, district natural resource coordinators, district commercial officers among others. Though in the past, the majority of other non-organization actors seem to have worked in competition with SOCADIDO, the new strategy is to seek meaningful collaboration and partnership with other actors. This will help to extend SOCADIDO coverage to new and underserved areas. The civil society organizations will also participate in joint planning; provide technical support during trainings and share their experiences with the respective projects teams. This will build SOCADIDO staff capacities as well lead to harmonized implementation thus reducing duplication of services. d) Relative peace and security in the area The restoration of peacee and tranquility in the Teso region offers great opportunities to channel efforts and resources away from resettlement, reconstruction and recovery towards sustainable development. The prevailing peace and stability is responsible for relatively low cost of service delivery in the area. Another opportunity is the possibility of Teso becoming the headquarter for the civil society organisations operating in North Eastern Uganda. 9 Delivering integrated development services for sustainable social-economic development of Teso Communities

13 e) Increasing stock of social and economic infrastructure Concentration of public interventions in Teso region has increased both the stock and quality of social and economic infrastructure in the area including roads, schools and health care centers. The physical infrastructure provides the foundation for development of other social and economic infrastructure. It also has a potential to serve as the launch pad and grooming grounds for SOCADIDO s development programmes. f) A largely urban population With 60% of its population residing in urban areas, Teso region exhibits the highest rates of urbanization in Uganda. Urban population is normally easier to mobilise into development activities Threats/Obstacles The analysis of the external environment comprising the programme area has identified a few obstacles that may hinder SOCADIDO from realizing its goals. The key threats/obstacles are outlined below: a) Shrinking resource mobilization opportunities The global down turn which has affected various economies of the world has led to a sharp reduction in inflow of aid. This can have negative implications towards financing of SOCADIDO strategic plan and/or priority programmes and projects. b) Competition from other development actors There are many development actors competing for a narrow development space in Teso region. The competing for the same beneficiaries means that each actor will end up focusing in only a narrow area. The conflicting programmes/approaches by other development actors affected community participation in SOCADIDO s activities and therefore a threat to its programmes and projects. c) Illiterate Population A significant proportion of the target population is illiterate making it difficult to meaningfully engage and mobilise them towards development. Illiteracy and low awareness among communities is an obstacle to effective implementation of SOCADIDO s activities. d) Adverse weather conditions Teso continues to be affected by extreme weather conditions in the form of drought and floods. While these may offer opportunity for intervention in identification of solutions and therefore design of climate-proof programmes, their effect towards the welfare of the target beneficiaries continues to be of significant concern. 10 Delivering integrated development services for sustainable social-economic development of Teso Communities

14 3.0 STRATEGIC DIRECTION 3.1 Strategic framework In developing this strategic plan, a framework was devised to logically link the strategic actions and strategies to high-level objectives (goals) and the overalll perspective vision. The framework entailed three (3) processes, namely: Visioning: the visioning process aimed at capturing SOCADIDO s leadership view about the organisation s future. Charting the organisation s desired future aspiration forms a basis for SOCADIDO s strategic plan. Strategy analysis and formulation: the strategic analysis entailed thorough analysis of the current situation, environmental analysis and analysis of stakeholders. Also entailed in this strategy is the formulation of strategic intent (strategic objectives, strategies and strategic actions). Strategy execution/implementation Plan: the third step was strategy execution where the institutional arrangements for proper coordination of the implementation of the strategy are presented clearly indicating the timeframe, responsibility centres and resources for effective implementation of the strategy Mission Our mission is to to uplift and empower the poor and marginalized communities in Teso Sub region to attain sustainable socio-economic development and promote their peaceful and harmonious living Vision We envision a Prosperous, Self-reliant and Peaceful Teso. Underlying this vision is the aspiration to see a region where: i. The general political, socio-cultural and economic conditions are changing for the better and sustained overtime. ii. Communities are adequately mobilized and empowered to participate in income generating activities and/or demand for services from a multiplicity of development partners iii. The living conditions for special interest groups such as HIV/AID affected persons, personss with physical disabilities, orphans and the chronically poor persons/communities are uplifted. iv. Conflicts are settled amicably and post-conflict rehabilitation and development is attained. v. Peace and tranquility prevail and harmonious living among the communities is the defining culture. 11 Delivering integrated development services for sustainable social-economic development of Teso Communities

15 3.1.3 Core Values In fulfilment of the set vision, aspirations and strategic goal, SOCADIDO believes in and cherishes a set of principles and values. These values define SOCADIDO s culture in dealing with other stakeholders including our conduct and relationship with one another. These include; Christ-centered stewardship Putting God first, and the person and teaching of Jesus Christ. God s love (Caritas) drives all SOCADIDO s works and ought to manifest in all our programmes. Transparency and Integrity Accountability to what we do in our individual and collective capacities. Our open door policy is a cornerstone of our transparency. Professionalism Service to all people with impartiality and with highest degree of respect and timely delivery of quality services. Partnership espousing a culture of networking and collaboration with other development actors; building synergises and enhancing every stakeholders gains. Preferential treatment to the poor In compliance with the social teaching of the Church, reaching out to the poor; promoting charity and justice throughout the world. SOCADIDO targets the vulnerable and the disadvantaged Goal The goal of the five-year strategy is to deliver integrated development services for sustainable social-economic development of Teso Communities 3.2 Key Results Areas (KRAs) In order to realise her five year strategic plan goal, live to her mission and contribute to her vision, SOCADIDO will deliver programmes, projects and services focused on the following Key Result Areas (KRAs) together with their respective goals: Table 3: SOCADIDO s Key Result Areas and Goals over the next five years Within the next five years, SOCADIDO plans to achieve the following goals under each Key Results Area: S/N Key Result Area (KRA) Goal 1.0 Institutional Development Improve capacity of SOCADIDO to sustainably deliver effective and efficient services to Teso communities 2.0 Sustainable Agricultural Development Improve sustainable livelihoods for Teso communities 3.0 Business and Income Security Improve income security of communities through sustainable and profitable enterprises 4.0 Disaster Risk Reduction and Climate Change Adaptation Improve community resilience to disasters 5.0 Child Protection Alleviate the deprivation, vulnerability and powerlessness of poor girls and their families 12 Delivering integrated development services for sustainable social-economic development of Teso Communities

16 3.3 Strategic Objectives Inspired by the desire to make a lasting change in lives of the people, SOCADIDO will pursue a number of strategic objectives (SOs) under specified Key Results Areas over the next five years. The target outcomes and results in each are also elaborated in the Monitoring and Evaluation Framework. Table 4:-SOCADIDO s Strategic Objectives for each Key Result Area Key Result Area (KRA) 1: Sustainable Agricultural Development Goal: To improve sustainable livelihood for Teso communities Strategic To boost/improve agricultural production and productivity of communities for improved household livelihoods and incomes Objectives: To build capacity of farming households to add value to agricultural products and access competitive market To promote environmental and soil conservation practices among farming households for sustainable agricultural development To promote gender, HIV/AIDS, human and land rights in programme development and delivery. Key Result Area (KRA) 2: Business and Income Security Goal: Improve income security of communities through sustainable and profitable enterprises Strategic To build capacity of rural communities to establish and manage Objectives: sustainable enterprises To build capacity of rural communities to establish and manage sustainable farmer organizations (higher level associations and cooperatives) To facilitate access of farmer groups & enterprises to access competitive Business Development Services (BDS) Key Result Area (KRA) 3: Disaster Risk Reduction and Climate Change Adaptation Goal: Improve communities resilience to disasters Strategic Objectives: To build the capacity of communities to mitigate and adapt to the impact of climate change To establish a mechanism and build SOCADIDO capacity to facilitate timely and effective response to disasters in communities Key Result Area (KRA) 4: Child Protection Goal: Alleviate the deprivation, vulnerability and powerlessness of poor girls and their families Strategic Objectives: To build capacity of staff to effectively deliver child protection services to vulnerable communities To establish an effective and reliable community based and child- 13 Delivering integrated development services for sustainable social-economic development of Teso Communities

17 centred child protection system To deliver child protection services to vulnerable communities Key Result Area (KRA) 4: Institutional Development Goal: Strategic Objectives: To build the capacity of SOCADIDO to mobilize more resources to finance her operations To recruit, retain and build capacity of staff to effectively deliver development services To develop and review the existing policies in line with the organizational mandate To undertake effective partnership and collaborations that improve delivery of SOCADIDO on her mandate 14 Delivering integrated development services for sustainable social-economic development of Teso Communities

18 3.4 SOCADIDO Strategy The overall SOCADIDOO strategy for the five years will take an integrated approach that will address the institutional capacity to effectively and efficiently deliver the programmes that will deliver impact for social-economic transformation of the Teso sub-region. The strategic model is illustrated in figure 2 below. Figure 2: SOCADIDO STRATEGY KEY RESULT/PROGRAMME AREAS Institutional Development Integrated Agriculture Development Business and Income Security Disaster Risk Reduction and Climate Change Adaptation Child Protection STRATEGIES 1. Establish an effective resource mobilisation system 2. Recruit and retain competent motivated & qualified staff 3. Formulation and review of policies 4. Partnership and networking 1. Group formation & development 2. Capacity building 3. Farmer Field Schools 4. Awareness Creation 5. Dynamic & sustainable farmer organisations 6. Improve access to Markets 7. Environmental clubs 8. Community - based environmental conservation structures 9. Collaboration and networking with key stakeholders 1. Improve access to entrepreneurship, enterprise start-up and management services 2. Build competitive and sustainable cooperatives 3. Improve access to markets and market information 1. Establish effective adaptation and mitigation mechanism 2. Establish effective disaster response mechanisms 3. Develop IRM advocacy and lobby framework 1. Build effective child protection institutions 2. Establish a child community-based child centred systems 3. Deliver integrated child protection services STRATEGIC OBJECTIVES To build the capacity of SOCADIDO to mobilize more resources to finance her operations To recruit, retain and build capacity of staff to effectively deliver development services To develop and review the existing policies in line with the organizational mandate To undertake effective partnership and collaborations that improve delivery of SOCADIDO on her mandate To boost/improve agricultural production and productivity of communities for improved household livelihoods and incomes To build capacity of farming households to add value to agricultural products and access competitive Market To promote environmental and soil conservation practices among farming households for sustainable agricultural development To promote gender, HIV/AIDS, human and land rights in service delivery To build capacity of rural communities to establish and manage sustainable enterprises To build capacity of rural communities to establish and manage sustainable farmer organizations (higher level associations and cooperatives) To facilitate access of farmer groups & enterprise to access competitive business development services To build the capacity to mitigate and adopt the impact of climate change To establish a mechanism and capacity to facilitate timely and effective response to disasters in communities To build capacity of staff to effectively deliver Child Protection services to vulnerable communities To establish effective and reliable community based and child-centred child protection system To deliver child protection services to vulnerable communities 15 Delivering integrated development services for sustainable social-economic development of Teso Communities

19 4.0 STRATEGIC IMPLEMENTATION ACTION PLANS, WORK PLANS AND ASSESSMENT The final step of this strategic plan is implementing the plan by translating the identified strategies into real actions, and monitoring and evaluating the progress made towards the achievement of the SOCADIDO mission. SOCADIDO has developed a Strategic Action Plan in order to implement the SOCADIDO strategic plan. A strategic action plan has the specific objectives for each strategy, the necessary activities that need to be carried out, how long they take and who takes the responsibility. This will require adequate resources to successfully implement it. Based on the strategic plan, SOCADIDO will also prepare relevant annual and quarterly project or programme-based work plans capturing all the resources needed to achieve the strategic objectives in the strategic action plan. Sufficient resources are necessary in order to execute the planned actions. SOCADIDO must, therefore, establish and maintain funding from a variety of sources, but mainly from her strategic funding partners in the priority programme areas. In order to facilitate successful implementation of this strategic plan and effectively execute the strategies, there may be need to adjust the existing SOCADIDO policies, the organisational structure, systems and procedures. SOCADIDO shall undertake an annual and mid-term review and terminal evaluation of the strategic plan to help to identify barriers and determine adjustments that might be needed for realisation of the programmatic goals. To this effect, SOCADIDO will establish an M&E Framework with key Performance Indicators. To obtain the baseline values and therefore set targets, SOCADIDO will review indicator values from existing research work from existing programme reports and where required conduct a baseline survey to obtain the baselinee values upon which implementation will be measured. As part of the strategic planning process, the Strategic Implementationn Plan has been developed to aid the formulation of the M&E Framework and Annual and Quarterly Work plans. The Strategic Implementation Plan is presented in table 4 below. 16 Delivering integrated development services for sustainable social-economic development of Teso Communities

20 S/N Strategy Activity Table 4: SOCADIDO STRATEGIC IMPLEMENTAION ACTION PLAN KEY RESULT AREA 1: INSTITUTIONAL DEVELOPMENT Strategic Objective 1.1: To build capacity of SOCADIDO to mobilise adequate resources to finance her operations Effective resource mobilisation system Train staff on resource mobilisation 2017 Head of programs Year Action by Required Resources Resource person Meals, venue Develop fundraising strategy 2017 Head of Resource person programs Writing and submitting competitive Project proposals Head of programs Establish IGAs Management Funds Establish sustainable agriculture and climate change adaptation centre 2018 Management Funds Organise and Participate in networking and collaboration foras Strategic Objective 1.2: Build the capacity of staff to effectively deliver development services Head of programs Recruitment and retention Conduct capacity needs assessment 2017 HRO of competent motivated and qualified staff Organise and facilitate staff capacity training programmes based on identified needs (child protection, land rights, M&E, resource mobilisation, project planning, lobby & advocacy, climate change adaptation, irrigation technologies, value addition, competitive bankable business plans) HRO Trainers Venue, meals Recruit Monitoring, Evaluation and Documentation Officer Recruit Fund Raising and Resource Mobilisation Officer Management Funds Provide staff with necessary logistics Management Funds Conduct staff appraisals HRO 17 Delivering integrated development services for sustainable social-economic development of Teso Communities

21 S/N Strategy Activity Year Action by Required Resources Conduct staff exposure visits and refresher training (short courses) HRO Per diem Funds Strategic Objective 1.3: To develop & review existing policies, systems and procedures in line with the SOCADIDO mandate Formulation and review of policies Develop relevant policies, systems and procedures (Child protection, resource mobilisation, partnership, climate change and environment protection, gender) Review existing policies, systems and procedures (HR, procurement procedures, medical insurance procedures) Disseminate and operationalize policies, systems and procedures Management Board allowances Management Management Strategic Objective 1.4: To undertake effectivee partnership and collaborations that improve delivery of SOCADIDO on her mandate Partnership and networking Conduct stakeholders and partnership mapping 2017 Head of programs Establish partnership (Sign MOUs with relevant partners) 2017 DDC Organise partnership and collaborative fora Head of programs, venue Participate in partnership and collaborative fora DDC KEY RESULT AREA 2: SUSTAINABLE AGRICULTURE DEVELOPMENT (SAD) Strategic Objective 2.1: To improve agricultural production and productivity of communities for improved household and incomes Group formation & development Group formation Field Officers 18 Delivering integrated development services for sustainable social-economic development of Teso Communities

22 S/N Strategy Activity Training farmer groups on group dynamics Capacity building Training and provision of inputs/improved breads to target Field Officers community groups (Animal health, breed improvement) Farmer Field Schools Training on: a. Agronomic practices b. Irrigation technologies c. Soil testing & management d. Establishment of seed banks & storage facilities e. Trainings on human & land rights f. Training on WASH g. Trainings on VSLA h. Conducting mobile plant Clinics i. Provision of Agricultural inputs j. Commercial farming Awareness Creation Sensitisation of communities (Radio Talk shows, community meetings, dialogue meetings) Year Action by Required Resources Field Officers Field Officers Field Officers Radio airtime Production and distribution of IEC Materials Project Manager Strategic Objective 2.2: To build capacity of farmer groups to add value to agric products and access competitive profitable markets Dynamic & sustainable Formation of marketing association & farmer organisations Field Officers farmer organisations 19 Delivering integrated development services for sustainable social-economic development of Teso Communities

23 S/N Strategy Improved access to Markets Activity Training on post-harvest handling Training on value addition Training on collective marketing Training analysis of farmers associations on marketing and market Linking farmers to competitive Markets Training farmer groups on market research Providing market information to farmer associations Year Action by Required Resources Field Officers Field Officers Field Officers Field Officers PMs Field Officers Field Officers Strategic Objective 2.3: To promote environmental & soil conservation practices among farming households for sustainable agriculture development Environmental clubs Formation of environmental clubs 2017 Field Officers Training of farmer groups on natural resource management Field Officers 20 Delivering integrated development services for sustainable social-economic development of Teso Communities

24 S/N Strategy Community - based environmental conservation structures Activity Training technologies Training of farmer groups on Vegetative propagation Conduct Training Training of farmer groups on improved energy saving technologies Establishment and management of tree nurseries at parish level Training EMR of farmer groups on soil and water conservation soil testing of farmer groups on agro-forestry of community based structures on DRR, CCA, Formation and strengthening of sub county DRR, Parish DRR and environment committees Year Action by Required Resources Field Officers Field Officers PM Funds Field Officers Field Officers Field Officers Equipment Seed Formation of environmental conservation clubs 2017 Field Officers Seed Field Officers Field Officers 21 Delivering integrated development services for sustainable social-economic development of Teso Communities

25 S/N Strategy Collaboration and networking with relevant key stakeholders Activity Training farmer groups on water harvesting technologies Conduct documentation and dissemination of good practises (change stories) Training sanitation Year Action by Required Resources Field Officers PM Hold School debates on environment and climate change Meals Collaboration and linking with promotion and agricultural PM research institutions Participate in national, district and sub county meetings PM, PO, DDC Participate in International celebrations (DRR & PM Per diem environmental) Conduct Follow up support supervision and backstopping PM,PO,DDC Hold community dialogue meetings in line with sustainable PM agriculture development Radio airtime Accommodation FOs, PM in Gender, GBV, HIV/AIDS, water, hygiene and Field Officers 22 Delivering integrated development services for sustainable social-economic development of Teso Communities

26 S/N Strategy Activity Year Action by Required Resources KEY RESULT AREA 3: BUSINESS & INCOME SECURITY Strategic Objective 1: To build capacity of rural communities to establish & manage sustainable enterprises Improve access to entrepreneurship, enterprise start-up and Conduct an inventory of needs of existing enterprises Field Officers management services Recruit and deployment of field based BDS providers PM Funds Conduct community mobilisations and sensitisations Field Officers Conduct training on entrepreneurship, enterprise selection, Field Officers planning and management Provide monitoring and backstopping services to FOs, PM, enterprises Management Strategic Objective 1.2: To build capacity of rural communities to establish and manage sustainable Cooperative Associations Build competitive and sustainable cooperatives Formation of savings and credit groups Field Officers Training in Selection, planning and enterprise management Field Officers Linking of enterprises to BD service providers Field Officers Training of Savings and credit groups on good governance Field Officers, financial management and business planning Equipping the groups/agents savings & credit tool kits Project Tools Manager 23 Delivering integrated development services for sustainable social-economic development of Teso Communities