KATOSI WOMEN DEVELOPMENT TRUST

STRATEGIC PLAN

2012-2016

KATOSI WOMEN DEVELOPMENT TRUST P. O. Box 33929 Kampala, UGANDA Plot 901 Lungujja Off Kalema Rd TEL/FAX: +256 414 348774 CELL: +256 772 748 774 E-mail: katosiwomen@katosi.org

katosiwomendt@gmail.com Website: www.katosi.org

©January 2012

i

Acknowledgement

It is a great stride for KWDT to come up with its first

five-year Strategic Plan 2012-2016. It has been an

interesting and learning experience for the staff and

members. I would like to say that it was all worth the

time and efforts by all stakeholders that contributed to

this assignment. Special appreciation goes to Tudor

Trust UK that funded the process of strategic planning

for KWDT. This SP as a result of that facilitation is a

cornerstone in our organisation’s institutional

transformation.

This task would have been quite hard without the

invaluable input of the staff at the KWDT Secretariat.

We worked as a solid team with determination and

resilience, ready to move back and forth to ensure a

well thought out SP. The support and counsel from the

Chairperson and members of the KWDT Board of

Governors was very instrumental in refocusing the

strategic directions of the Organisation. I also applaud

the hard work and efforts of the members of KWDT and

especially the group leaders who worked tirelessly

through discussions and simulations, to generate ideas

that materialised into this SP. Lastly, I must note that

this is just the beginning of a true journey to achieving

our vision; let us embrace the SP and do our best to

see this plan transform lives. Yes we can!

Margaret Nakato

Coordinator

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Foreword (By Board Chair)

On behalf of the KWDT Board of Governors, I first of all

congratulate the KWDT fraternity upon this grand

achievement of the first of a kind Strategic Plan. Since

we took on the mandate as a governing Board, we have

proudly seen the Organisation reach highly significant

achievements, not only at the local and national level,

but also internationally. KWDT’s impact in the

communities and influence at policy level has been

tremendous due to the uniqueness of our approach.

Now that we have adopted a more focused planning

structure, our contribution can even become

insurmountable. I call upon all the members of KWDT,

staff and other stakeholders to remain committed to

achieving the greater good of societal development as

we operationalise this strategic plan. I pledge the

Boards’ support and also invite development partners

to work with us to achieve the objectives of this

Strategic Plan and ultimately transform the lives of our

people.

For God and My Country!

Najjemba Rose

Chairperson BOG

iii

Acronyms

AIDS - Acquired Immune Deficiency Syndrome

BoG - Board of Governors

CSOs - Civil Society Organisations

EcoSan - Ecological Sanitation

HIV - Human-Immuno deficiency Virus

IA - Impact Assessment

KWDT - Katosi Women Development Trust

LG - Local Government

M&EF - Monitoring and Evaluation Framework

MTR - Mid Term Review

NGO - Nongovernmental Organisation

PLWA - People Living With AIDS

SP - Strategic Plan

SWOT - Strengths, Weaknesses, Opportunities and Threats

UGX - Uganda Shillings

VIP - Ventilated Improved Pit

WATSAN - Water and Sanitation

ii

Table of Contents

Acknowledgement ......................................................................................................................................... i

Foreword ........................................................................................................................................................ i

Acronyms ...................................................................................................................................................... iii

1.0 Introduction and background to the SP .................................................................................................. 1

1. 1 Introduction ........................................................................................................................................ 1

1.2 Background and rationale ................................................................................................................... 1

1.3 The planning process ........................................................................................................................... 1

1.4 Situation analysis of KWDT’s program areas ....................................................................................... 2

1.4. 1 Micro credit scheme ........................................................................................................................ 2

1.4.2 Training/capacity building program ............................................................................................. 2

1.4.3 Integrated water, hygiene and sanitation program ..................................................................... 4

1.4.4 Sustainable agriculture development program ........................................................................... 4

1.4.5 Environment conservation program ............................................................................................ 4

1.5 SWOT analysis of KWDT ...................................................................................................................... 4

2.0 KWDT Strategic Plan (SP) 2012-2016 ...................................................................................................... 8

2.1 Vision ................................................................................................................................................... 8

2.2 Mission ................................................................................................................................................ 8

2.3 Values .................................................................................................................................................. 8

2.4 Goal of the SP ...................................................................................................................................... 8

2.5 Strategic direction for KWDT ............................................................................................................... 8

2.5.1 Strategic Direction one: Institutional Building and Capacity Development ................................. 8

2.5.2 Strategic Direction two: Service delivery programs and projects enhancement....................... 11

2.6 Broad objectives ................................................................................................................................ 14

2.7 Strategies of the SP ........................................................................................................................... 14

3.0 Log frame ............................................................................................................................................... 23

4.0 Implementation strategy ....................................................................................................................... 36

5.0 Monitoring and evaluation framework ................................................................................................. 36

5.1 Baseline ............................................................................................................................................. 37

5.2 Ongoing monitoring .......................................................................................................................... 37

5.3 Mid-Term Review (MTR) ................................................................................................................... 37

5.4 End of term evaluation/Impact Assessment (IA) .............................................................................. 37

1

1.0 Introduction and background

to the SP

1. 1 Introduction

Katosi Women Development Trust (KWDT) is

a non governmental organization with an

aim of improving the general living

standards of poor, rural peasant

communities of Ntenjeru, Nakisunga, Mpata

and Mpuge sub counties in Mukono District.

Evolving out of the success of Katosi Women

Fishing & Development Association, KWDT

currently networks 16 women groups. The

16 years of existence have enabled KWDT

reach out to rural women and communities

through engaging these women in the

development initiatives women.

KWDT is registered with the Uganda NGO

Board reg. no. S.5914/6911, with a

coordination office in Kampala and a field

office at Katosi landing site, KWDT brings

together 385 women in 16 groups including;

Katosi Women Fishing and Development

Association, Bukwaya, Bugoye, Muwumuza,

Kisakye, Kalengera, Kulubbi, Bakyala

kwagalana, Twekembe, Bulonda,

Bugolombe, Ntanzi, Nakisunga, Basooka

kwavula, Balabirekuffe and, Manyi gabalimi

Women’s Groups.

1.2 Background and rationale

KWDT’s program and projects

implementation framework has been

dependant on the apparently running

projects with funding either from external

or internal sources. Implementation

strategies would exclusively reflect the

agreements and preferences stipulated in

the specific project proposals. There has

not been a strategic plan since the

organization’s inception.

There is need however, to be more strategic

in the manner in which programs, projects

and activities therein, are implemented.

This is for purposes of ensuring directional

focus as well as pooling of efforts toward

achieving the set goals and objectives as

decided and agreed upon by the

membership of KWDT.

This therefore is KWDT’s maiden Strategic

Plan and will go a long way in improving the

programs implementation framework and

mechanism.

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1.3 The planning process

The strategic planning process has been

consultative and participatory in nature. It

involved consultative workshops and

meetings at three levels: the KWDT Board

of Governors (BoG); the technical level

(staff of KWDT) and; the

membership/beneficiaries of the Trust.

The planning process methodologically

involved a consultative/learning workshop

for the groups’ leaders which was preceded

by group level discussions on the same.

In the workshop, the women engaged in a

SWOT analysis as well as brainstorming and

discussing their strategic development

aspirations. Subsequent Strategic Planning

meetings of KWDT staff were held to

further synthesize the primary goals. The

draft SP was presented to the Board of

Governors for review and assessment, after

which adjustments were made and a final

SP was produced and presented to the BoG

for endorsement. The strategic planning

period ran from November 2011 to January

2012.

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1.4 Situation analysis of KWDT’s

program areas

KWDT’s development initiatives/

programs are premised on and revolve

around several sectors.

Since KWDT’s inception, there has been

tremendous growth and development in

the provision of development services

through the various programs. This

Strategic Plan 2012-2016 will scale up

some of the programs and reengineer

others for better service delivery with

due regard to the members’ and

community needs. Below is an account of

where KWDT’s programs apparently

stand.

1.4. 1 Micro credit scheme

The Micro Credit Scheme was pioneered

by Katosi Women Fishing and

Development Association with funds

from group fishing activities and

strengthened with funds from various

development partners.

The scheme has widened women’s

enterprising opportunities, diversified

income sources by entering income

earning activities besides their

agricultural and fishing activities.

Apparently (by January 2012) the credit

extended to the beneficiaries ranges

from UGX 100,000 to UGX 1,500,000 and,

over 104 beneficiaries accrue to the

scheme.

1.4.2 Training/capacity building

program

This is a cross-cutting and indispensable

program that feeds into several others.

Different relevant trainings tailor-made

to suit various learning needs in KWDT’s

programs are designed and implemented

to equip women members and

communities with knowledge and skill in

specific areas. Such trainings take the

form of exchange and exposure visits,

practical and dialogue sessions and

refresher trainings.

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The salient training thematic areas

include sustainable agricultural trainings

specifically on crop and animal

husbandry, hygiene and sanitation

trainings for behavioural change and

improved health conditions,

environmental conservation, business

management and entrepreneurship,

HIV/AIDS care and prevention, among

others.

1.4.3 Integrated water, hygiene and

sanitation program

At the time when the KWDT Integrated

WATSAN program was initiated in 2002

the baseline survey had revealed that

90% of the fishing community depended

on contaminated water from Lake

Victoria which was shared between

people and animals. 75% of the

population lacked Latrines, excreta

management and hygiene practices were

poor.

Supported by various partners, the

Integrated WATSAN program has been

implemented and expanded to include

domestic and community rain water

harvesting, Ecological Sanitation Latrine

construction, Ventilated Improved

Latrine construction, Water source

protection, Hygiene and sanitation

promotion through demonstration

trainings, extension support as well as

school sanitation and hygiene promotion.

The rainwater harvesting program

includes support to households to acquire

Ferro Cement Tanks. A tank revolving

scheme was set up where the beneficiary

pays back the whole amount for the

tank. Repayments are made at group

level in instalments over a period of 6

months – 3 years after an initial deposit

amounting to 10% of the total cost of the

tank. Over 222 functional water tanks

have been constructed (201 for

households and 21 for schools).

KWDT follows up the operation and

maintenance of old and new shallow

wells by engaging the established water

user committees in dialogues.

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The shallow water well count stands at

42 as of January 2012. Although many of

the shallow wells especially the newly

drilled are functioning effectively, the

operation of other community shallow

wells is still lacking in water safety

standard.

The Ecological Sanitation (EcoSan)

Latrine technology is substitute for the

30 ft. deep Ventilated Improved Pit (VIP)

Latrine which could not be constructed

in especially areas close to the lake due

to the high water table and in other

areas, rocky ground. KWDT has over time

increased the latrine coverage and use in

the area of operation. 75 households

have benefitted from this program with

each latrine having two stances (25

EcoSan and 53 VIP latrines). 4 schools

have also benefited- 1 EcoSan and 3 VIP

latrines- and each latrine having 6

stances (3 for boys and 3 for girls).

1.4.4 Sustainable agriculture

development program

The program has the following

components;

1.4.4.1 Animal Husbandry

• Zero Grazing:

KWDT members, access improved breeds

of zero grazing cows for high milk

production. The members have improved

household nutrition and, from daily sale

of milk, they earn an annual income

approximated between UGX 700,000 and

1,500,000. A zero grazing revolving

scheme is sustaining this component

whereby a cow beneficiary passes on the

first female calf to another member of

their group as a way of increasing

coverage. Sustainability has further been

enhanced by a new policy where a

beneficiary pays 50% and the Trust also

contributes 50% of the cost of the animal

(co-ownership). The program has

benefited over 25% of the membership

with 90 cows.

Manure from zero grazing is being

utilized for organic farming through

application to gardens.

Piggery, goat and chicken rearing remain

minor complimentary forms of animal

rearing among many women members,

managed at group level.

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• Bee keeping

It was introduced as a diversification

strategy to increase women incomes and

improve nutrition. The activity started

with 7 women groups with each having a

site with two sets of hives as model

beehives.

The group members manage the project

and participate in siting under the

guidance of a qualified Entomology

Officer from the Mukono District Local

Government who also provides technical

ongoing support. The activity that

started as a pilot has slowly picked pace

with 12 groups managing 24 beehives.

• Fish farming

KWDT has undertaken the construction of

fish ponds to be managed at group level

to increase food security, better home

nutrition and income generation. This is

due to the fact that fish stocks in Lake

Victoria have greatly reduced and yet the

fish(ing) industry has been a major

source of income and food for decades to

the fisher folk along the shores at Katosi

landing site and the vicinity. In this

program, 3 groups so far are managing a

total of 5 fish ponds.

1.4.4.2 Crop farming

The Trust engages in promotion of

organic farming by encouraging crop

farming to reduce dependence on rain

fed agriculture through promotion of rain

water harvesting to support simple

irrigation technologies. Back yard

gardening thriving out of organic farming

practices at household level is being

encouraged. The crops grown range from

plantains to vegetables.

1.4.4.3 Cooperative Marketing

The milk cooling plant and the Maize mill

were established to ease cooperative

marketing of produce from women

agricultural activities through increased

bargaining and value addition for

increased incomes. The women deliver

their milk for sale collectively at the

cooling plant and maize for processing

into flour and animal feed.

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1.4.5 Environment conservation

program

All programs implemented by KWDT are

cautiously designed to contribute to

environmental conservation through

utilization of available resources.

Environmentally friendly activities under

an integrated approach are implemented

to harmonize crop and animal husbandry

with environmental conservation.

Women are continuously encouraged to

plant orchards with various fruit trees for

improved nutrition and caliandra trees

for animal fodder but to also consciously

contribute to environmental

conservation. There has been creation of

awareness in the community and

consequently increased demand for

energy saving stoves.

1.5 SWOT analysis of KWDT

Table 1: Strengths, Weaknesses, Opportunities and Threats Analysis

a.

Strengths

Strategies to maintain the Strengths

• A good organizational reputation

worldwide

• Encourage the staff and beneficiaries to

stick to the vision

• Teamwork and commitment/devotion

to work among staff

• Motivate staff with a good working

environment and conditions (adhere to

staff meetings and leave schedule)

• Well qualified/competent faculty • Offer favourable employment contracts

that will retain the staff

5

• Unique Community Development

approach (empowerment and

sustainability)

• Share the results and achievements with

the wider civil society

• Motivational and supportive (good)

management

• Carry out annual objective management

evaluations by staff

• Germane Visionary foundation that

motivates the staff

• Constant benchmarking of KWDT’s vision

with the current Sustainable Development

discourse

• A good data base on the programs and

projects

• Regular data cleaning and maintenance of

data base

• Members in political positions at the

local councils

• Build communication capacity and

leadership skills

• Strong membership and leadership

among the beneficiary groups

• Ensure cohesion through transparency and

equity among all members

• Respect, trust and reliability among

members

• Emphasize adherence to KWDT’s values

among the members

• Monitoring and management of the

work that the groups do, by KWDT

• Develop and continuously update relevant

monitoring and management tools

• Loans that are easily accessed by

members both in cash and kind

• Develop an efficient system of access and

monitoring of loans

b. Weaknesses Strategies to address the Weaknesses

• Absence of a strategic work plan • Develop and follow the strategic plan and

annual operational plans to ensure due

attention to the respective projects

• Reliance on external funding (the

funding is skewed toward certain

sectors)

• Develop a roadmap toward KWDT’s

financial self sufficiency

• Inadequate supportive organizational

infrastructure

• Design a plan and mobilize resources to

acquire KWDT’s own home

• Lack of a systematic monitoring

framework for the projects giving way

to poor maintenance of some

resources

• Realigning staff and assigning

responsibilities for better follow-up and

achievement

• Develop a comprehensive monitoring

framework and design appropriate

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monitoring tools

• Poor repayment of loans and

membership fees

• Design and strictly follow up on procedures

and regulations for loan and fees

repayment

• Poor records management by the

women membership

• Regular training and follow-up on records

keeping

• Illiteracy among the members • Design and implement a basic pragmatic

literacy program

• Low standard products by members • Value addition through cooperative

engagements and operations

• Lack of a veterinary doctor for

members’ animals

• Lobby the Local Government

administration for attachment of a vet

doctor to KWDT

c. Opportunities Strategies to harness

Opportunities • Working with rural women fisher

communities

• Cultivate collaborations with the various

interested partners

• A built reputation nationally and internationally

• Lobby both nationally and internationally

for better funding space

• KWDT NETWORKS • Advocate for a fair share of project support

for KWDT

• A mass of potential membership from

the rural women

• Design a program for annual recruitment of

membership

• Potential collaborations with both the

Central and Local Governments

• Share annual, mid-term evaluation reports

and other information with relevant

Government Ministries and Departments

and, Mukono District LG

• National and International fora

(Exhibitions, stakeholder meetings,

conferences and international days

that KWDT engages in)

• Agree on the strategic objectives for

KWDT’s involvement and set targets to

achieve through the involvement

• KWDT women representation on the

Local Councils

• Equip the representatives with valid data

and up-to-date information for lobbying

purposes

• Group exchange visits • Develop a system of benchmarking the best

practices else where

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d. Threats Strategies to Counter the

Threats • Climate change (affecting the

agriculture program) • Research and timely sharing of up-to-date

climate information among the members

• High inflation/cost of materials

(rising market prices)

• Re-align budgeting and planning with the

inflation rate

• Political differences and regressive

politicking

• Explicit proclamation of the non-partisan

nature of KWDT on all occasions and in all

for a

• The dissimilar relational and

operational attitude of the Local

Government toward Local NGOs

• Share and harmonise institutional

expectations and collaboration

requirements for particular projects at

their commencement

• Funding cuts by donors • Explore and establish long-term

relationships with partners but also ensure

self reliance

• Working methodology (welfare

approach) of some NGOs in the same

sectors

• Capitalise and emphasize the advantages

and results of the empowerment approach

(used by KWDT) to the beneficiaries

• Animal and crop pests and diseases • Emphasise pests and diseases preventive

measures and, maintain a contingency fund

8

2.0 KWDT Strategic Plan (SP)

2012-2016

2.1 Vision

Empowered rural women with

productive livelihoods in healthy

communities

2.2 Mission

Enabling rural women to effectively

manage their socio economic and political

development processes for improved

livelihoods.

2.3 Values

KWDT lives by the following values;

i. Participation,

ii. Sustainability,

iii. Gender and Cultural equality,

iv. Transparency and,

v. Accountability.

2.4 Goal of the SP

The overarching goal of KWDT Strategic

Plan 2012-2016 is to streamline KWDT’s

programs that will sustainably improve

the socio-economic and political

livelihood of the poor, rural peasant

communities of Ntenjeru, Nakisunga,

Mpata and Mpuge Sub Counties in Mukono

District.

2.5 Strategic direction for KWDT

This SP comes with two faces of the

strategic direction. These are; (i)

Institutional Building and Capacity

Development and (ii) Service Delivery

Programs and Projects Enhancement.

This will provide a more focused way of

concentrating on achievement of both

the “soft” (implicit/intangible) and

“hard” (explicit/tangible) development

targets embedded in KWDT’s mission.

2.5.1 Strategic Direction one:

Institutional Building and Capacity

Development

2.5.1.1 Resource mobilization and

networking

KWDT has been working with several

partners on the various

programs/projects. The partners do

stop the funding when the project

period expires and this leaves behind

challenges of sustainability for some

projects. In this SP, considerable

efforts will be directed towards

identifying and establishing long-term

partnerships with potential

development partners and agencies.

9

The KWDT members will also be

encouraged to make prompt payments

of their membership contributions and

a roadmap will be drawn for fundraising

through income generating activities as

well as lobbying for financial and

material support from the numerous

networks and collaborations in which

KWDT is involved.

2.5.1.2 Institutional and Staff

development, advocacy and lobbying

Since 1996, KWDT has been operating

under a miniature structure with few

organizational portfolios. This has been

due to the fact that having many fully

filled positions in the organization

structure given the limited financial

resources, would render it

unsustainable. However, as the

organization grows, need to restructure

and expand, has arisen for efficiency

and effectiveness in service delivery.

The SP 2012-2016 will involve a

timeline to ensure revision with intent

to expand the organization structure to

be in consonance with the amount of

work that needs to be expedited in the

strategic period 2012-2016.

Staff development through support

toward their profession training shall

be institutionalized as well as

reenergizing the advocacy and lobbying

arm of the organization.

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2.5.1.3 Infrastructural development

KWDT has been operating on rented

premises both for the field and head

offices. With the surging rent fees in

the country, the running costs have

only increased by year. It has become

imperative that KWDT works toward

acquiring her own premises, the head

offices to begin with. With its own

office complex, there will be a

reduction on the costs for renting

office space and, hiring training and

conferencing facilities, among others.

In the SP 2012-2016 efforts will be

directed at securing land as well as

having an approved architectural plan

for the KWDT office complex, then a

roadmap for construction fundraising.

2.5.1.4 Research, information

management and, Monitoring &

Evaluation

Research is important in informing the

direction of operation by KWDT with

regard to the apparent needs of the

membership/community that fall in

line with the vision and mission of the

Trust. In this SP, KWDT will give due

consideration to both desktop and field

research for exploratory, monitoring

and evaluation purposes. The available

database will be dully improved and

scaled up to take on a wider range of

information from the field that will be

analyzed and relevant inferences drawn

on a quarterly basis to guide policy and

program direction.

2.5.1.5 Capacity Building, leadership

and political participation

The main function for which KWDT runs

a capacity building program is for

empowerment of the women. The

operation methodology used by KWDT

involves the women and community

beneficiaries in having a greater

mastery of their own development

destiny. Under the various program

areas, respectively relevant trainings

shall be designed and held for the

beneficiaries to give them the requisite

knowledge and skills necessary for

them to adequately steer the various

projects exposed to them.

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Affirmatively, the women will be

educated and trained in leadership and

political participation with a view to

accelerate development opportunities

for the vulnerable within the local and

national political dispensation.

2.5.2 Strategic Direction two:

Service delivery programs and

projects enhancement

2.5.2.1 Integrated Sustainable

Agriculture and Agro processing

The major aim of this program is to

improve food security, improve

nutrition, diversify and increase

household daily incomes. This program

will involve various modes of

agricultural practices and investments

including but not limited to; backyard

farming (vegetables), mid-size and

large plantations of plantains and other

desirable food crops.

Fish farming and bee-keeping- for

honey will also be scaled up due to its

lucrative nature. Specifically, this will

start with sensitization of the

community of the benefits and

emphasis will be laid on the availability

of both local and international market.

The zero grazing revolving scheme for

milk cows shall be improved and

streamlined to benefit more members

faster.

As a key component in this program,

value addition by agro processing and

collective marketing shall be

emphasized. With increased milk

production we look forward to

production of yoghurt, ice cream and

other milk products.

2.5.2.2 Microcredit

As part of economic empowerment,

KWDT will continue to encourage

savings among women as well as ensure

access to low interest credit for socio-

economic investment. This program will

be expanded in terms of the credit

base as well as increase on the ceiling

for credit that can be extended to a

member at a given instance.

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Skills in investment evaluation and

repayment potential will be

emphasized for sustainability of both

the program and the members’

individual and group development.

2.5.2.3 Entrepreneurial development

This program will ensure some

sort of direction toward economic

independence and sustenance

among the members through

establishment of individual and or

group sustainable income

generating small scale and

medium size enterprises. The

enterprises will depend on the

individual or group interests,

availability of skills, market for

the products as well as supporting

infrastructure/services. Emphasis will

be put on entrepreneurial

identification, planning and

development skills as well as

investment capital sourcing and

sustainability.

2.5.2.4 Water, hygiene and sanitation

Access to a safe domestic environment

and safe drinking water is a

fundamental right to everyone more

importantly so in the rural less

privileged areas. KWDT will

aggressively advocate for and work

towards increasing the safe water and

sanitation coverage in the area of

operation in collaboration with

development partners.

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The program activities here under shall

be reinforced by establishment and

orientation of water user committees,

water and sanitation clubs in schools,

operation and maintenance trainings

and, community masons training.

Training of Trainers in hygiene

promotion, child to child approach in

hygiene promotion and training of hand

pump mechanics are also planned for

implementation.

There will be consistent follow up

meetings to check record keeping on

water user fee payments, lists of

community beneficiaries, service

tracking, as well as community

meetings minutes.

2.5.2.5 Infant, Reproductive and

Maternal Health

KWDT recognizes that socio-economic

empowerment includes health

empowerment of the beneficiary

groups. The economic and decision-

making muscle should translate into

standard health patterns for the

beneficiaries’ families. Infant,

reproductive and maternal health is

important in developing the standard of

living for the people. It is also in line

with Millennium Development Goal

No.5. The program shall ensure

awareness on infant health and

nutrition as well as reproductive and

maternal health.

2.5.2.6 HIV/AIDS, malaria and Water

related diseases awareness

In response to Millennium Development

Goal No. 6, KWDT will strongly broaden

her intervention in combating

HIV/AIDS, malaria and water related

diseases. The scope of this program will

be limited to most especially

knowledge building and

conscientisation (awareness creation)

around prevention, management and

advocacy for services. Collaborations

and partnerships will be established

with relevant national agencies and

civil society organizations for

synergistic operation and

implementation of the program.

In all KWDT’s programs, Sustainable

Development will deliberately be

mainstreamed in the design of the

projects and specifically through

environmental conservation practices.

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2.6 Broad objectives

(i) To modify Institutional building and capacity development for a more focused

and well defined operational structure/mechanism.

(ii) To attune the service delivery programs and projects to their relevance to

KWDT’s mission and the beneficiaries’ needs.

2.7 Strategies of the SP

Strategic Direction one: Objectives and strategies for Institutional Building and

Capacity Development

Objective 1: Broaden and strengthen resources available to KWDT for sustainable

service delivery

v Diversify the resource mobilization opportunities for KWDT

v Establish and strengthen international funding through grant application and

management

v Enhance the capacity of KWDT staff and members to locally fundraise for

projects

v Ensure timely accountability to partners and members

Objective 2: Revise the Secretariat structure for efficient and effective operation and

an enabling professional environment

v Streamline program implementation and function realignment

v Develop the capacity of staff to run the various programs of the Trust at

Secretariat and field levels

v Strengthen the advocacy and lobbying functions of KWDT

Objective 3: Develop a roadmap for establishment of multipurpose organizational

physical infrastructure.

v Identify the infrastructural needs and potentials of KWDT

v Facilitate the fulfilment of the legal architectural and physical infrastructural

development requirements.

15

Objective 4: Develop and strengthen a system of research and information

management to ensure relevance of the programs to the beneficiaries’ needs and

sustainability through monitoring and evaluation.

v Develop and follow a framework for research, monitoring and evaluation to

ensure

v sustainability of programs

v Strengthen and widen the scope of the KWDT information system for better

and accurate data management, analysis and use.

Objective 5: Enhance the capacity of women for individual and group development

management, leadership and political participation for greater social influence

v Prepare women with the requisite knowledge and information for leadership

and political influence (Mentoring women to participate in decision making

processes.)

v Supporting women to position themselves for acquisition of leadership and

political positions. (Train women leaders in and leadership skills, KWDT

advocates for recognition of women to participate in political leaderships.)

Strategic Direction two: Objectives and strategies for enhancement of service

delivery programs and projects.

Objective 1: Expand and extend projects for integrated sustainable agriculture for

better income generation and nutrition of the beneficiary households.

v Acquire a fast tracked mechanism for extending hybrid animals

v Scale up the engagement in commercial fish farming

v Engage in diverse but complementary agriculture production

v Support processing of agricultural produce to add value and shelf life.

v Supporting cooperative marketing and acquisition of inputs

v Equipping women with knowledge and skills to practice sustainable agriculture

through organic farming.

16

Objective 2: Provide microcredit finance opportunities for viable development and

sustainable improvement of the members’ social and economic enterprises

v Harness savings among rural women members to buffer the microcredit

scheme

v Enhance the accessibility to credit by the members

v Enhance the capacity of members in credit book keeping and records

management skills

Objective 3: Build and strengthen the capacity of women to engage in entrepreneurial

development

v Develop women’s skills in entrepreneurial planning and business management

v Provide advice and support to women on financial matters.

v Introduce and run an integrated literacy program

Objective 4: Increase safe water coverage for the rural community and standardize

schools, household and community hygiene and sanitation

v Assist in providing domestic and communal rain water harvesting to increase

access to safe drinking water for improved health

v Facilitate construction and protection of community shallow wells and spring

wells

v Support the construction of VIP and EcoSan latrines for households and schools

for better sanitary standards

v Encourage and support the establishment of health/sanitation clubs in schools

v Equip the women with knowledge and skills to improve hygiene and sanitation

at household and community levels.

Objective 5: Promote the creation of awareness about HIV/AIDS, Malaria and Water

related diseases prevention and management among the vulnerable target groups

v Create awareness on HIV/AIDS prevention and care for PLWA

17

v Promote preventive mechanisms against malaria and water related diseases in

rural households

v Facilitate and encourage the provision of primary care and referral services

for infected and affected persons

v Advocate for improved services and rights observance for people living with

HIV/AIDS.

Objective 6: Calibrate Infant, Reproductive and Maternal Health at household and

community levels to reduce infant and maternal death

v Create awareness on infant, reproductive and maternal health maintenance

v Advocate for improved health services provision by the local and central

governments.

23

3.0 Log fra

me

Key Activ

ities

Verifia

ble Indicators

Expected outcomes

Timefra

me

Budget

Stra

tegic Dire

ctio

n one: In

stitutio

nal B

uild

ing and Capacity

Development

Objectiv

e 1: B

roaden and stre

ngthen re

sources a

vaila

ble to

KWDT fo

r susta

inable se

rvice

deliv

ery

Stra

tegy 1: D

iversify

the re

source mobiliz

atio

n opportu

nitie

s for K

WDT

Identify

and

enter

corporate

partn

ersh

ips

Proportio

n of partn

ersh

ips

negotia

ted

Exp

anded

base

for

development p

artn

ersh

ips

Improved visib

ility

2012-2016

$ 9,167

22,000,800

Marke

t and publicise

KWDTs activitie

s and best p

ractice

s Reports,

website

, exh

ibitio

ns

Stra

tegy 2: E

stablish

and stre

ngthen in

ternatio

nal fu

nding th

rough grant a

pplicatio

n and management

Identify

relevant

internatio

nal

and

natio

nal d

onor a

gencie

s/partn

ers

No of proposals

prepared

and su

bmitte

d

No of p

roposals fu

nded

No

of

dire

ct onlin

e

donatio

ns to

projects

Incre

ased

funding

for

projects

Financia

l susta

inability

Improved

efficie

ncy

in

service

delive

ry

2012-2016

$ 2,142

5,140,800

Prepare and su

bmit fu

ndable proposals

to donor a

gencie

s/partn

ers

Update,

activa

te and operatio

nalise

onlin

e donatio

n functio

n on KWDT

website

2012

$ 1,285

3,084,000

Develop

a

donors’

database

and

catalogu

e

A catalogue with

donatio

n

details

Improved

financia

l acco

untability

2012-2016

$ 1,070

2,568,000

Stra

tegy 3: E

nhance th

e capacity

of K

WDT sta

ff and members to

locally fu

ndraise

for p

rojects

Train

staff

in

local

resource

mobiliza

tion skills

No of tra

inings o

rganise

d

and held

Knowledge

and

skills atta

ined in

fundraisin

g

2014

$ 1,900

4,560,000

Assign

responsib

ility for fundraisin

g to

(a le

ad m

ember /

team of sta

ff) A project

office

r in ch

arge

of fu

ndraisin

g Orga

nise

d lo

cal fu

ndraisin

g fra

mework

2014

24

Orga

nize

and

implement

local

fundraisin

g events

No of fundraisin

g drive

s held

Amount

of

funds

from

local so

urce

s

Widened re

source

base

Financia

l susta

inability

More projects fu

nded

Locally

2015 & 2016

$ 3,440

8,256,000

Stra

tegy 4: E

nsure tim

ely accountability

to partn

ers a

nd members

Adopt

and adhere to the donors’

reportin

g require

ments a

nd tim

elin

es

Reports

compile

d in lin

e

with

donors’ gu

idelin

es

Improved complia

nce to

donor

require

ments

and

accu

rate

financia

l reportin

g Financia

l acco

untability

2012-2016

$ 430

1,032,000

Produce

and

disse

minate

financia

l reports w

ithin th

e re

quire

d tim

elin

es

No

of

staff

adoptin

g diffe

rent re

portin

g form

ats

Produce

and

disse

minate

audite

d

financia

l reports o

n annual b

asis

No of

audite

d reports

in

place

every ye

ar

2012-2016

$ 8,325

19,980,000

Objectiv

e 2: R

evise

the Secretaria

t structure fo

r effic

ient and effe

ctiv

e operatio

n and an

enablin

g professio

nal enviro

nment

Stra

tegy 1: S

treamlin

e program im

plementatio

n and fu

nctio

n re

alignment

Conduct a

human re

source

audit

Human

resource

audit

report

Identifica

tion

of

human

resource

needs

Exp

anded

Secre

taria

t operatio

nal stru

cture w

ith

well

defin

ed

job

descrip

tions

Exp

anded

and

efficie

nt

work fo

rce

2013

$ 1,720

4,128,000

Design

mid-te

rm

role/responsib

ility reassign

ment to

availa

ble sta

ff Detaile

d jo

b descrip

tion

Revise

and

exp

and

the

KWDT

Secre

taria

t structu

re

Revise

d

Secre

taria

t stru

cture in

place

Recru

it contra

ct sta

ff in

crucia

l positio

ns

No

of

contra

ct sta

ff recru

ited

2014

$ 1,285

3,084,000

Recru

it and orie

ntate volunteers

and

interns

No of vo

lunteers re

cruite

d

2013-2016

$ 690

1,656,000

Staff re

muneratio

n and su

pport

No of sta

ff on sa

lary

No

of

Volunteers

supporte

d

A motiva

ted and relia

ble

workfo

rce

2012-2016

$ 256,950

616,680,000

Stra

tegy 2: D

evelop th

e capacity

of sta

ff to ru

n th

e vario

us p

rograms o

f the Trust a

t Secretaria

t and fie

ld

levels

25

Conduct sta

ff capacity b

uild

ing re

treats

No of re

treats h

eld

Knowledgeable

staff

on

KWDT operatio

n

2014 & 2016

$ 3,334

8,001,600

Support

staff

to underta

ke relevant

professio

nal tra

ining

No of

staff

supporte

d for

professio

nal tra

ining

More skille

d and qualifie

d

staff

2012-2016

$ 8,340

20,016,000

Conduct b

i-annual a

ll-staff o

pen sh

arin

g and evaluatio

n fo

ra

No of sh

arin

g and evaluatio

n

meetin

gs held fo

r staff

More

focu

sed

and

open

workfo

rce

2013-2016

$ 3,330

7,992,000

Stra

tegy 3: S

trengthen th

e advocacy and lo

bbying fu

nctio

ns o

f KWDT

Publish

a

KWDT

annual

onlin

e

newsle

tter/news b

riefs

On

line

newsle

tters

uploaded on website

Publicity

of

ongoing

projects

Sharin

g of co

ntemporary

and best p

ractice

s

2013-2016

$ 336 806,400

Contrib

ute advocacy a

rticles in

natio

nal

and in

ternatio

nal p

erio

dica

ls No of article

s publish

ed in

newsle

tters a

nd co

nferences

2012-2016

$ 420

1,008,000

Enter m

emoranda of u

ndersta

nding w

ith

relevant

Government

ministrie

s and

CSO

s

No

of

partn

ersh

ips

negotia

ted

Up sca

led co

llaboratio

n and

influ

ence

2013-2016

$ 336 806,400

Objectiv

e 3: D

evelop a ro

admap fo

r esta

blish

ment o

f multip

urpose organizatio

nal p

hysic

al

infra

structure.

Stra

tegy 1: Id

entify

the in

frastru

ctural n

eeds a

nd potentia

ls of K

WDT

Consult

and agre

e upon the facilitie

s require

d in

the lo

ng te

rm

Title

deed fo

r KWDT

Land site

for K

WDT

Suita

ble plot(s)

of land for

office

complex

2012

$ 42 100,800

Scout

for

and acq

uire

suita

ble land

locatio

n/plot(s)

2012-2015

$ 83,350

200,040,000

Stra

tegy 2: Facilita

te the fulfilm

ent of the legal archite

ctural and physic

al infra

structural development

require

ments

Contra

ct a consulta

nt

to develop an

arch

itectu

ral p

lan and approved by th

e

Authoritie

s

Approved

KWDT

office

complex stru

ctural p

lan

Constru

ction

strategy

for

KWDT office

complex

2016

$ 5,000

12,000,000

Design

a co

nstru

ction fu

ndraisin

g plan

Constru

ction committe

e set

up

$ 210 504,000

26

Objectiv

e 4: D

evelop and stre

ngthen a sy

stem of re

search and in

form

atio

n m

anagement to

ensure relevance of the programs to the benefic

iarie

s’ needs and susta

inability

through

monito

ring and evaluatio

n.

Stra

tegy 1: D

evelop and fo

llow a fra

mework fo

r research, m

onito

ring and evaluatio

n to

ensure su

stainability

of p

rograms

Identify

and prio

ritize the thematic

areas fo

r research

List

for

prio

rity research

areas

An

orga

nise

d

research

stra

tegy

2012

$ 167 400,800

Conduct

situatio

n analysis

and other

research

es

Situatio

nal a

nalysis re

port

Other re

search

reports

Inform

atio

n

base

for

inform

ing

practice

and

publica

tions

2013-2015

$ 7,500

18,000,000

Design

progra

m based monito

ring

and

evaluatio

n tools

complia

nt

with

the

data base

Monito

ring

and evaluatio

n

tools in

place

A

systematic,

effe

ctive

and efficie

nt

monito

ring

and evaluatio

n fra

mework

A syste

m of stre

ngth

ening

ongoing p

rojects

2012 & 2013

$ 1,250

3,000,000

Train sta

ff in m

onito

ring a

nd evaluatio

n

tools u

se and data entry

No of sta

ff tra

ining in M&E

tools u

se and data entry

2013

$ 210 504,000

Conduct

quarte

rly comprehensive

monito

ring visits

No of

monito

ring

visits made

No of m

onito

ring re

ports

2013-2016

$ 11,200

26,880,000

Stra

tegy 2: S

trengthen and w

iden th

e sc

ope of th

e KWDT in

form

atio

n sy

stem fo

r bette

r and accurate data

management, a

nalysis a

nd use.

Upgra

de KWDT’s d

atabases

Functio

nal d

ata base(s)

An inform

atio

n-rich

data

base fo

r KWDT

Incre

ased ease to acce

ss

project in

form

atio

n

An eased re

portin

g system

2013

$ 1,670

4,008,000

Train sta

ff in report

generatio

n fro

m

data base

No of sta

ff trained in

report

generatio

n

2013

Produce

and ke

ep a re

cord of q

uarte

rly project d

ata re

ports

No of re

ports ge

nerated

2013-2016

$ 320 768,000

Database m

aintenance co

sts

2012-2016

$ 400 960,000

27

Objectiv

e 5: Enhance the capacity

of

women for

individual and group development

management, le

adersh

ip and politic

al p

artic

ipatio

n fo

r greater so

cial in

fluence

Stra

tegy 1: Prepare women with

the requisite

knowledge and inform

atio

n for leadersh

ip and politic

al

influ

ence

Engage

women is fo

rmulatio

n of sim

ple

group le

vel a

nnual p

lans

No of gro

up annual p

lans

Focu

sed

and

systematic

implementatio

n of p

lans

Skille

d and exp

erie

nced

leaders

of

groups

and

communitie

s

2013-2016

$ 1,320

3,168,000

Conduct le

adersh

ip se

minars

No of

leadersh

ip seminars

conducte

d

2013 & 2015

$ 2,500

6,000,000

Initia

te and im

plement

a mentorsh

ip

progra

m for women to particip

ate in

Decisio

n-m

akin

g

Mentorsh

ip plan in

place

Staff

member

assign

ed to

steer th

e progra

m

2013-2016

$ 816

1,958,400

Stra

tegy 2: S

upportin

g women to

positio

n th

emselves fo

r acquisitio

n of le

adersh

ip and politic

al p

ositio

ns a

t diffe

rent le

vels

Build

este

em among w

omen fo

r socia

l, politica

l and fin

ancia

l acco

untability

No

of

women

in

the

acco

untability cru

sade

A socia

lly and politica

lly

progre

ssive and influ

entia

l

membersh

ip in

socie

ty

2012-2016

$ 800

1,920,000

Identify a

nd co

nnect w

omen in

tereste

d

in

politica

l positio

ns

to

campaign

stra

tegists

No of women with

interest

to

contest

for

politica

l positio

ns

2014-2016

Stra

tegic Dire

ctio

n tw

o: E

nhancement o

f service delivery programs a

nd projects

Objectiv

e 1: E

xpand and extend projects fo

r integrated su

stainable agric

ultu

re fo

r bette

r income generatio

n and nutritio

n of th

e benefic

iary households.

Stra

tegy 1: A

cquire

a fa

st tracked mechanism

for e

xtending hybrid

animals

Strength

en

heife

r committe

e’s

capacity- w

ith active

members

Functio

nal H

eife

r committe

e

in place

An active

and susta

inable

heife

r project

An exp

anded heife

r base

for m

embers

2013

$ 160 384,000

Procure m

ore hyb

rid anim

als (co

ws)

No of co

ws p

rocu

red

2014

$ 33,330

79,992,000

Inseminate th

e co

ws (b

oth th

e new and

old)

No of in

-calf h

eife

rs 2

012-2016

$ 5,110

12,264,000

Secu

re a ve

terin

ary d

octo

r atta

ched to

Agre

ement to atta

ch a Vet

An

efficie

nt

response

$ 800

28

KWDT

Docto

r to KWDT projects

mechanism

to emerge

ncie

s 2013

1,920,000

Train

women

in

financia

l records

keeping

No of

members

trained in

records ke

eping

Bette

r records

keeping

practice

s by

heife

r beneficia

ries

2013 & 2015

$ 820

1,968,000

Stra

tegy 2: S

cale up th

e engagement in

commercial fish

farm

ing

Train intereste

d members

in modern

fish fa

rming m

ethods a

nd te

chniques

No of

members

trained in

fish fa

rming te

chniques

Skilled members

in fish

farm

ing

Exp

anded

membersh

ip

engaged in

fish fa

rming

Model

fish

ponds

for

learning p

urposes

2014

$ 1,040

2,496,000

Assist

the intereste

d women gro

ups in

land m

apping a

nd pond co

nstru

ction

No of fish

ponds co

nstru

cted

2014-2016

$ 30,000

72,000,000

Procure fish

fry (seeds)

No of fish

ponds w

ith fish

fry 2014

$ 2,500

6,000,000

Professio

nal

support

and monito

ring

exp

enses

2014-2016

$ 2,400

5,760,000

Stra

tegy 3: E

ngage in

diverse

but c

omplementary agric

ultu

re productio

n

Carry o

ut a

n agricu

ltural p

roject n

eeds

asse

ssment

Needs

asse

ssment

report

produced

Identifie

d

agricu

ltural

engage

ment p

reference

s by

members

2013

$ 850

2,040,000

Train w

omen in

mushroom gro

wing fo

r commercia

l purposes

No of

members

trained in

mushroom gro

wing

Members

with

skills

in

mushroom gro

wing

2013

$ 3,750

9,000,000

Training o

f Trainers fo

r women in

Bee-

keeping fo

r honey

No of

members

with

TOT

skills in bee ke

eping

Members

with

skills

in

training

others

for

bee-

keeping

2013

Train women in horticu

lture and agro

forestry

No of

women tra

ined in

horticu

lture

and

agro

forestry

Members

with

skills

in

horticu

lture

and

agro

forestry

2013

Procure prim

ary in

puts fo

r bee ke

eping

and se

edlin

gs for a

gro fo

restry

Amount

of

seed

mushrooms p

rocu

red

No of b

ee-hive

s procured

No

of

tree

seedlin

gs procured

Acce

ss to seed support

for

members

to

start

productio

n

2013

$ 2,400

5,760,000

29

Amount

of

flower

seeds

procured

Stra

tegy 4: S

upport p

rocessin

g of a

gric

ultu

ral p

roduce to

add value and sh

elf life

Exp

and th

e m

ilk coolin

g plant

No of co

olers in

place

Relia

ble su

pply o

f inputs fo

r yogh

urt a

nd ice

cream plant

2014

$ 4,200

10,080,000

Train m

embers in

yoghurt a

nd ice

cream

processin

g and sta

ndard packa

ging

No of

members

trained in

yogh

urt

and

ice

cream

processin

g

Skilled

processo

rs of

yogh

urt a

nd ice

cream

Productio

n

of

standard

products

Good manage

ment of the

yogh

urt

and ice

cre

am

plant

2014

$ 860

2,064,000

Set

up

and

train

the

project

management co

mmitte

e

A fu

nctio

nal co

mmitte

e

2014

$ 350 840,000

Procure processin

g equipments

An operatio

nal p

lant

Litre

s of

yoghurt

and ice

cre

am produced

2014

$ 2,090

5,016,000

Train w

omen in

cleaning a

nd packa

ging

agricu

ltural

products

for

sale

(mushrooms, h

oney, e

tc)

No of

women tra

ined in

standardisa

tion

and

packa

ging

Incre

ased

demand

for

women’s p

roducts

Incre

ased re

venue

2012

$ 820

1,968,000

Stra

tegy 5: S

upportin

g cooperativ

e marketin

g and acquisitio

n of in

puts

Design

term

s of re

ference

and stru

cture

for co

operative

(s) Term

s of re

ference

in place

A

guided

operatio

nal

structu

re of co

operative

(s)

2012

$ 170 408,000

Set u

p m

arke

ting co

mmitte

es

Operatio

nal

committe

es

with

full m

embersh

ip

Harm

onise

d

system

of

marke

ting p

roducts

Greater

sales

from the

products

Incre

ased

demand

for

products/

wider m

arke

t Im

proved sh

elf life

Maintained product q

uality

Value additio

n

2013

$ 300 720,000

Train

marke

ting

committe

es

in

marke

ting skills

No of committe

e members

trained in

marke

ting skills

2013

$ 420

1,008,000

Identify

and

standardise

poolin

g ce

ntre

s/sto

res/warehouses fo

r products

No of sto

res e

stablish

ed

No

of

members

contrib

utin

g produce

2013 & 2014

$ 5,000

12,000,000

Upgra

de th

e ca

pacity o

f the m

aize

mill

Amount o

f maize

processe

d

Quality o

f the products

2015

$ 2,100

5,040,000

30

Stra

tegy 6: E

quipping w

omen w

ith knowledge and sk

ills to practic

e su

stainable agric

ultu

re th

rough organic

farm

ing

Train women in sim

ple irriga

tion skills

and te

chnologie

s like bucke

t irrigatio

n

No of

women tra

ined in

irrigatio

n te

chnologie

s No of

women practicin

g sim

ple irriga

tion

Susta

ined

agricu

ltural

productio

n

Reduced dependence on

rain/seasons

for

cultiva

tion

Strength

ened

orga

nic

agricu

lture

Pragm

atic e

xposure durin

g

training

2013

$ 820

1,968,000

Train

women

in

orga

nic

manure

productio

n

No of

women tra

ined in

orga

nic m

anure productio

n

2013

Esta

blish

model

farm

s for

practica

l tra

ining

No of

women with

model

farm

s

2014

$ 500

1,200,000

Objectiv

e 2:

Provide microcredit

finance opportu

nitie

s for

viable development

and

susta

inable im

provement o

f the members’ so

cial a

nd economic enterprise

s Stra

tegy 1: H

arness sa

vings a

mong ru

ral w

omen members to

buffe

r the microcredit sc

heme

Encourage

individ

ual a

nd gro

up sa

vings

by w

omen

No of

women consiste

ntly

depositin

g their sa

vings

An exp

anding cre

dit b

ase

Economic su

stainability

Incre

ased persu

asio

n for

savin

gs

2012-2016

$ 850

2,040,000

Generate re

gular a

nd tim

ely re

ports fo

r individ

ual a

nd gro

up sa

vings

No

of

savin

gs reports

publish

ed

2013-2016

$ 320 768,000

Stra

tegy 2: E

nhance th

e accessib

ility to

credit b

y th

e m

embers

Incre

ase on th

e cre

dit b

ase and ce

iling

Amount o

f cash availa

ble fo

r micro

credit

Incre

ased acce

ss to lo

ans

2015

$ 84,000

201,600,000

Revie

w and design

clear re

gulatio

ns a

nd

guidelin

es o

n se

curin

g loans

Design

ed agre

ements

with

gu

idelin

es o

n lo

ans

Improved loan repaym

ent

practice

s Sch

eme effe

ctiveness

and

susta

inability

2012

$ 160 384,000

Stra

tegy 3: E

nhance th

e capacity

of m

embers in

credit b

ook keeping and re

cords m

anagement sk

ills Train women in individ

ual and gro

up No of w

omen tra

ined in

loan

Accu

rate

follo

w

up

on

$ 820

31

loan re

paym

ent b

ook ke

eping

repaym

ent b

ook ke

eping

individ

ual and gro

up loan

repaym

ent

Improved loan repaym

ent

management

and

enforce

ment

2012

1,968,000

Carry o

ut p

erio

dica

l analysis o

f women’s

loan re

paym

ent re

cords

No of

records

asse

ssment

visits made

2013-2016

$ 2,000

4,800,000

Objectiv

e 3: Build

and stre

ngthen the capacity

of women to engage in entre

preneuria

l development

Stra

tegy 1: D

evelop women’s sk

ills in entre

preneuria

l planning and busin

ess m

anagement

Train women in

busin

ess d

evelopment

No of

women tra

ined in

busin

ess d

evelopment

Skilled entre

preneurs

2013

$ 820

1,968,000

Support w

omen in

busin

ess le

gal a

ffairs

No of

busin

esse

s meetin

g legal re

quire

ments

Complia

nce of b

usin

esse

s to

natio

nal e

conomic syste

m

2013-2016

$ 1,660

3,984,000

Stra

tegy 2: P

rovide advice and su

pport to

women on fin

ancial m

atte

rs Design

and

implement

a

financia

l mentorsh

ip progra

m

Progra

m

for

financia

l mentorsh

ip in

place

A

supportive

entre

preneuria

l system

2013-2016

$ 4,000

9,600,000

Offe

r progre

ssive busin

ess

monito

ring

and adviso

ry service

No of

monito

ring

visits made

Busin

ess a

dviso

ry seminars

held

2013-2016

Stra

tegy 3: In

troduce and ru

n an in

tegrated lite

racy program

Conduct a

literacy n

eeds a

ssessm

ent

Lite

racy

needs

asse

ssment

report

An

attra

ctive

and

orga

nise

d

functio

nal

literacy p

rogra

m

Reductio

n in

illiteracy ra

te

Incre

ased productivity

of

the le

arners

Enhanced so

cial e

steem

2013

$ 850

2,040,000

Design

a

comprehensive

lite

racy

progra

m

Design

ed lite

racy cu

rriculum

2013

$ 900

2,160,000

Design

and produce

learning m

ateria

ls No of m

ateria

ls produce

d

2013

$ 1,000

2,400,000

Identify a

nd tra

in lite

racy in

structo

rs No of

literacy

instru

ctors

trained

2013

$ 1,650

3,960,000

32

Recru

it and in

struct le

arners

No of le

arners e

nrolle

d

2013-2016

$ 15,000

36,000,000

Objectiv

e 4: Increase safe water coverage for the rural community

and sta

ndardize

household hygiene and sa

nita

tion

Stra

tegy 1: Assist

in providing domestic

and communal rain water harvestin

g to increase access

to safe

drin

king water fo

r improved health

Conduct co

mmunity m

asons tra

ining

No of community

members

trained in

mason skills

Acce

ssibility

to

workm

anship m

ason skills

Systematic

and

progra

mmed

tank

provisio

n that

facilita

tes

planning

Incre

ased acce

ss to safe

water

Reduced

water

related

dise

ases

2014

$ 1,400

3,360,000

Esta

blish

a ta

nk p

rovisio

n se

quence fo

r members a

nd sch

ools

A

schedule

for

tank

provisio

n in

place

2012

$ 130 312,000

Constru

ct Ferro

cement

tanks

for

member h

ouseholds a

nd, sch

ools

No of ta

nks co

nstru

cted in

households

No of ta

nks co

nstru

cted at

schools

2012-2016

$ 50,000

120,000,000

Stra

tegy 2: F

acilita

te constru

ctio

n and protectio

n of c

ommunity

shallo

w wells a

nd sp

ring wells

Mapping

of water-sca

rce but

shallo

w-

well p

otentia

l areas

No of

water

well

surve

ys done

Community o

wnersh

ip and

susta

inability

Cost sh

arin

g In

creased acce

ss to safe

water

Improved health

due to

reduce

d

water

related

dise

ases

2012

$ 1,250

3,000,000

Engage communitie

s in planning

and

resource

mobiliza

tion processe

s No

of

resource

mobilisa

tion m

eetin

gs held

Amount

of

resource

s contrib

uted

2012 & 2013

$ 500

1,200,000

Constru

ct community sh

allo

w wells

No

of

shallo

w

wells

constru

cted

2012 & 2013

$ 58,300

139,920,000

Esta

blish

and or stre

ngth

en and su

pport

water

user

committe

es

in protectin

g and m

anagin

g water so

urce

s

No

of

functio

nal/active

water user committe

es in

place

No of

meetin

gs held by

2012 & 2013

$ 260 624,000

33

water u

ser co

mmitte

es

Stra

tegy 3: Support

the constru

ctio

n of VIP and EcoSan latrin

es for households and schools

for bette

r sanita

ry sta

ndards

Mapping a

nd sch

edulin

g of a

reas in

need

of la

trines

Schedule

for

latrin

e

applica

nts in

place

Improved

health

and

sanita

tion in homes

and

schools

2012

$ 1,250

3,000,000

Constru

ct latrin

es

for

households

and

schools

No of latrin

es constru

cted

for h

ouseholds

No of latrin

es constru

cted

at sch

ools

2012-2016

$ 37,500

90,000,000

Stra

tegy 4: E

ncourage and su

pport th

e esta

blish

ment o

f health

/sanita

tion clubs in

schools

Conduct

health

and

sanita

tion

partn

ersh

ip

visits to

prim

ary

and

secondary sch

ools

No

of

partn

ersh

ip

visits made to

schools

Improved

colla

boratio

n

with

schools

Susta

inability

of

school

sanita

ry facilitie

s Responsib

le young leaders

in m

anage

ment

2013

$ 2,000

4,800,000

Facilita

te

the

esta

blish

ment

and

training

of health

and sanita

tion clu

b

leadersh

ip in

schools

No of h

ealth

and sa

nita

tion

club le

aders tra

ined

2013

Stra

tegy 5: E

quip th

e women with

knowledge and sk

ills to im

prove hygiene and sa

nita

tion at h

ousehold and

community

levels.

Conduct

sensitisa

tion

seminars

on

domestic h

ygiene and sa

nita

tion

No of

seminars

held on

domestic

hygie

ne

and

sanita

tion

No of p

eople se

nsitise

d on

domestic

hygie

ne

and

sanita

tion

A

hygie

nic

and

health

y community

2013

$ 1,600

3,840,000

Conduct

practica

l tra

inings

on

constru

ction

of

domestic

hygie

ne

facilitie

s

No of

people tra

ined in

constru

ction of hand pump

mechanics

and

other

facilitie

s

2013

$ 820

1,968,000

34

Objectiv

e 5: P

romote th

e creatio

n of a

wareness a

bout H

IV/AIDS, M

alaria

and W

ater re

lated

dise

ases p

reventio

n and management a

mong th

e vulnerable ta

rget g

roups

Stra

tegy 1: C

reate awareness o

n HIV/AIDS preventio

n and care fo

r PLWA

Sensitize

the members

and community

on HIV/AIDS

preventio

n and positive

livin

g

No of se

nsitisa

tion m

eetin

gs held

Incre

ased

awareness

on

HIV/AIDS

Reduced HIV in

fectio

n ra

te

Improved health

for P

LWA

2013-2016

$ 1,600

3,840,000

Record,

docu

ment

and

share

case

studies

of succe

ss sto

ries

on positive

livin

g

No

of

docu

mentarie

s recorded and sh

ared

2013-2016

$ 2,080

4,992,000

Stra

tegy 2: P

romote preventiv

e mechanism

s against m

alaria

and water re

lated dise

ases in

rural h

ouseholds

Sensitise

the co

mmunity o

n p

reventio

n

of m

alaria

and water re

lated dise

ases

No

of

sensitisa

tions

on

malaria

and water

related

dise

ases

Improved health

practice

s A health

y community

Integra

ted monito

ring

of

community

health

practice

s

2013-2016

$ 20,000

48,000,000

Engage

local authoritie

s in monito

ring

basic

precautio

ns against

malaria

and

water re

lated dise

ases in

households

No of

monito

ring

visits by

Local C

ouncillo

rs

2013-2016

Stra

tegy 3: Facilita

te and encourage the provisio

n of prim

ary care and referra

l services for HIV/AIDS

infected and affe

cted perso

ns

Conduct

occa

sional

Voluntary

Counsellin

g and Testin

g service

s No of

VCT out

reaches

orga

nise

d

No of p

eople ta

king a

n HIV

test

Community

members’

awareness

of

their

Sero

status

Community

members’

capacity

to plan for

a

health

y future

Improved manage

ment

of

AIDS a

mong p

atie

nts

2013-2016

$ 8,000

19,200,000

Provid

e

psych

osocia

l support

to

HIV/AIDS in

fecte

d and affe

cted people

No

of

people

acce

ssing

HIV/AIDS co

unsellin

g

2013-2016

$ 14,000

33,600,000

Make

referra

ls and follo

w up of

HIV

positive

cases

No of re

ferra

l cases m

ade

2013-2016

35

Stra

tegy 4: A

dvocate fo

r improved se

rvices a

nd rig

hts o

bservance fo

r people liv

ing with

HIV/AIDS.

Lobbyin

g relevant go

vernment a

gencie

s for im

proved HIV/AIDS se

rvices

No of co

rdial m

eetin

gs held

with

relevant a

gencie

s Im

proved HIV/AIDS

service

provisio

n in

the co

mmunity

2012-2016

$ 3,100

7,440,000

Partn

er w

ith civil so

ciety o

rganisa

tions

for

conce

rted effo

rts to demand for

rights o

bserva

nce

for P

LWA

No of allia

nce

s joined with

other C

SOs

2012-2016

Strength

en th

e ro

le of th

e KWDT drama

group in

PLWA righ

ts advocacy

No

of

drama

shows

on

HIV/AIDS fo

r advocacy h

eld

2012-2016

$ 1,050

2,520,000

Objectiv

e 6: C

alib

rate Infant, R

eproductiv

e and Maternal H

ealth

at h

ousehold and community

levels to

reduce infant a

nd maternal d

eath

Stra

tegy 1: C

reate awareness o

n in

fant, re

productiv

e and maternal h

ealth

maintenance

Sensitise

the

community

especia

lly mothers o

n nutritio

n and prim

ary h

ealth

care provisio

n

No

of

sensitisa

tions

meetin

gs on nutritio

n and

prim

ary h

ealth

care

Improved in

fant h

ealth

2014 & 2016

$ 1,660

3,984,000

Provid

e re

productive

health

training to

youths a

nd adults

No

of

trainings

on

reproductive

health

issues

Reduced

reproductive

health

complica

tions

2013-2016

$ 5,000

12,000,000

Stra

tegy 2: A

dvocate fo

r improved health

services p

rovisio

n by th

e lo

cal and centra

l governments

Hold in

form

atio

n sh

arin

g meetin

gs with

the lo

cal go

vernment h

ealth

officia

ls No of

inform

atio

n sharin

g meetin

gs held

with

LG

health

officia

ls

Bette

r understa

nding

of

community

health

needs

by h

ealth

officia

ls Im

proved

response

to

community

health

needs

by h

ealth

centre

s

2013 & 2015

$ 420

1,008,000

Engage

in health

service

provisio

n

standards

monito

ring

at

the health

ce

ntre

s

No of visits m

ade to

Health

ce

ntre

s

2013-2016

$ 1,000

2,400,000

36

4.0 Implementation strategy

The SP 2012-2016 will mainly be

implemented by the KWDT Secretariat

under the guidance and supervision of

the Coordinator and or any other

officer that the coordinator may

appoint to assist in fast tracking the

implementation.

The annual work plans shall be drawn

to reflect the programs, projects and

activities from the mainstream SP for

implementation in a particular year.

Staff shall be assigned duties and

responsibilities depending on the

program/project activities running at a

given time. Teamwork will be

instrumental in the implementation

process.

As stipulated in the SP, project staff

and volunteers shall be recruited and

assigned duties when the

programs/projects necessitate and can

facilitate so.

5.0 Monitoring and

evaluation framework

The KWDT Secretariat shall take charge

of the monitoring and evaluation of the

SP performance. Monitoring shall be

executed internally through the KWDT

Secretariat and field structures. There

will be four main segments in the

monitoring and evaluation process.

37

5.1 Baseline

At the onset of implementation of the

KWDT SP 2012-2016, baseline

data/information shall be established

through both primary (the beneficiaries

and other on ground stakeholders) and

secondary (reports and other

documents) sources. The baseline data

will be the basis for measuring progress

and performance of the SP.

The baseline shall be conducted before

the end of the second quarter of 2012.

5.2 Ongoing monitoring

There will be consistent and regular

monitoring of the programs and

projects activities to ensure that

implementation is steadily progressive.

The different program based

monitoring tools shall be employed for

this purpose. The data from the

monitoring exercises shall be processed

and analysed to inform programs and

projects adjustments in

implementation. Monitoring will be

carried out preferably on a quarterly

basis.

5.3 Mid-Term Review (MTR)

Mid-term review shall be carried out in

the first quarter of 2014 to check on

the overall directional performance of

the SP. The mid-term review shall

involve looking at whether the

objectives of the SP are being achieved

and whether the results are worth the

resources invested. The intention of

the MTR will be to effect necessary

adjustments to the SP in case such are

evidently desirable, for better results.

5.4 End of term

evaluation/Impact Assessment

(IA)

In the last third quarter of 2016, an end

of term evaluation shall be conducted

for the SP 2012-2016. The impact of

the SP shall be assessed with regard to

the baseline data. It will be imperative

to find out how much change will have

been achieved considering the targeted

objectives of the SP. IA will employ

both qualitative and quantitative

methods to generate data that will be

analysed and, the findings used to

inform the strategic planning process

for the 2017-2021 period.