ngonedo strategic plan 2008 - 2011

8/12/2019 Ngonedo Strategic Plan 2008 - 2011

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NGO NETWORK FOR

DODOMA

NGONEDO

STRATEGIC PLAN

JAN 2008 DEC 2011

Tel : +255 26 2321290

Fax : +255 26 2321513

E-mail : [email protected]

NGO NETWORK FOR

DODOMA

P.O.Box 2983

DODOMA TANZANIA


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NGO Network for Dodoma NGONE O

Strategic PlanJan 2008 Dec 2011

Approved by the Management team of NGONEDO

This document was written and compiled by CHINGOLE, Andrew Stanley Consultant (October, 2007)


3/36NGONEDO Strategic framework Jan 2008 Dec 2011 1

CONTENTS

EXECUTIVE SUMMARY 2

CHAPTER 1 INTRODUCTION 4

CHAPTER 2 THE POLICY FRAMEWORK 6Vision Statement 6Mission Statement 6Core Values 6

CHAPTER 3 SITUATIONAL ANALYSISExternal Environment 8

Political environment 8Economic environment 8Social environment 9Environment analysis 9Technological environment 10

Internal Organisational Analysis 10Stock taking of the first plan 10SWOT analysis (Organizational assessment) 11

Implications of Environmental Analysis for 12NGONEDO and the Strategic Plan

CHAPTER 4 STRATEGIC FOCUS AREAS, OBJECTIVES AND ACTIONS 14Our Intentions 14Programme Approaches 14Strategic goals, Objectives and Actions 15

Strategic Goal 1 - Capacity building 16Strategic Goal 2 - Organizational Development 16Strategic Goal 3 - Lobbying & Advocacy 19Strategic Goal 4 - External relations 21Strategic Goal 5 - Information sharing (Information Technology) 23Strategic Goal 6 - Fundraising and Marketing 24Strategic Goal 7 - Gender mainstreaming 25

Measuring Impact 27

CHAPTER 5 MANAGEMENT OF THE PLAN 28 Planning, Implementing and Monitoring & Evaluation 28 Assumptions and Risk Assessment 29Guidelines Framework 30

CHAPTER 6 MOVING FORWARD 31



Conclusion 31

EXECUTIVE SUMMARY

This Strategic Plan outlines main goals, objectives and strategies for NGONEDO inthe four-year period starting from Jan 2008 Dec 2011. It has been prepared in aparticipatory process involving NGONEDO staff members, its members as well asexternal stakeholders such as local government.

In terms of the methodology, the workshop adopted the famous Learner-Centred 1 ,Problem Posing and Action Oriented (LePSA) approach. Other approaches usedincluded group discussions, role-plays, and case studies presentation. The objectivesof the workshop was to facilitate the participants acquire skills in formulatingstrategic plan and enable them to share, exchange ideas and experiences amongstthemselves on various development issues.

The Plan provides an account of the history and background of NGONEDO since itsestablishment in the early 2000. Since its establishment in September 2000,NGONEDO has been committed to working with its members, the Government andthe communities in Dodoma. It has done this through its long-term development

vision. The NGONEDO Strategic Plan Jan 2008 Dec 2011 builds on the experiencegained over the years since its foundation. It takes account of the many significantchanges in the external environment since the first plan was formulated. Inparticular, it seeks to locate NGONEDOs future work within the context of theNational Development Vision 2 , which guide economic and social developmentefforts up to the year 2025.

Our first plan signalled transformation in organisational approach towards a greateremphasises on Capacity building and External relations. This transformation

reflected the lessons we had learned in working with our partners and also thechanged reality of our area by comparison to the earlier years of NGONEDO.

This plan therefore, signals a further development in organisational approach,towards the use of a right-based approach to our work. However, further workneeds to be done in developing the practical implications of using this approach, interms of programming and working methodologies.

1 In leaner-centred approach, every resource person is a participant and every participant is a resource person. No body knowseverything and nobody knows nothing but everybody knows something.2 The objective of Development Vision is to awaken, coordinate and direct peoples effort, minds and our national resourcestowards those core sectors that will enable us attain our development goals and withstand and expected intensive economiccompetition ahead of us



In terms of programme focus, it is agreed that NGONEDO will continue focus onCapacity building to its members; Lobbying & Advocacy; Information sharing;Organizational development; external relations; and Resource mobilization. Thefocus on these areas means that we will commit to building up personnel andorganisational competencies in these areas. There will be an increasing emphasis on

advocacy work, focused on those areas in which NGONEDO and its members candraw on its experience to advocate meaningful change.

There will be an increased emphasis on equality in the organisations work andoperation. NGONEDO will prioritise initiatives that help create conditions thatempower women by increasing their skills, capacities, rights and opportunities.

The development of NGONEDO organisational capacity and of human resourceswill determine what further growth can be envisaged for the organisation. Growthis not just about the number of NGOs members we work with or the number ofpeople, which NGONEDO works with. It is also about the quality of the work wedo. We are developing a comprehensive longer-term plan for our work to takeaccount both of the needs, which confront us and our capacity to respond to theseneeds.

Fundamental to the attainment of all the objectives in the Strategic Plan is having thenecessary quantity and quality of human resources. The organisation must strive to become an employer of choice within which the existing staff feel challenged andfulfilled and in which there is a culture of quality in all aspects of its work. Theremust be a commitment to invest significantly in training and developing our existingstaff and in recruiting top quality staff. As far as is possible, we will seek to createthe right work environment, match people to competent managers and provideinteresting work and career opportunities. Development of such an organisationalculture will also bring with it standards of accountability in relation to performanceand commitment.

In terms of fundraising and marketing, NGONEDO values the support receivedfrom member NGOs and the public over years. This support has been of crucialimportance, not just in terms of fundraising but also in terms of rooting NGONEDOas a vibrant NGO network. This support provides legitimacy for the workNGONEDO does and the advocacy positions it adopts. Over the course of this plan,there will be an increased emphasis on improving communications with oursupporters.

Overall, this Strategic Plan aims to provide a framework for more effective planningand implementation of our programmes, which will be focused on the organisationalpriority areas. It should also provide a framework for a greater coherence in our

work, involving development and advocacy. All of this has to be underpinned by anorganisational culture, which succeeds in retaining top quality people, attracting



new ones and challenges all of us within the organisation to do meaningful andeffective work.

NGONEDO Strategic PlanJan 2008 Dec 2011

CHAPTER 1 INTRODUCTION BACKGROUND OF NGONEDO

NGONEDO is proud of its history and of the work it has done in Dodoma region.

We believe that NGONEDO has remained true to its mandate and core values. Sinceits establishment, NGONEDO has sought to build strong networks at both districtand regional levels.

A second area where we believe we have remained true to our core values is interms of valuing people who work for the organisation as well as the members.There has been, from the beginning, an attempt to generate a spirit of friendlinessand comradeship among staff as well as its members and this has led to a genuinecommitment to the organisation and its work. While it would be foolish to claim

that every staff and member NGOs has had a positive experience with theorganisation, the balance sheet is overwhelmingly favourable.

It was against the background of this history and set of values this Strategic Plan wasformulated. This plan acknowledged the significant changes that were occurring inthe external environment. It also signalled changes in organisational approach,notably through a greater emphasis on Capacity building and building up ourexternal relations, which it was necessary to commit in order to meet the changes inthe environment. It also provided a framework for a growth in activity over theperiod of the plan.

While the overall experience of drawing up and implementing the first Plan, waspositive, we learned that the plan contained some shortcomings. It is within thiscontext in October 2007 NGONEDO embarked on drawing up this Strategic Plan.The process has been inclusive, involving members of the Executive Council,NGONEDO staff, Senior Management, representatives from member NGOs andother stakeholders.

The aspiration for this Strategic Plan is that NGONEDO will continue to work withNGOs towards the day when we can make a significant difference in the fight to endabsolute poverty in Dodoma Region.



This plan is intended to bring a greater sense of quality, efficiency and coherence toour work. It seeks to build on the approaches set out in the first plan, and, in certaincases, to break new ground, in terms of; Cross cutting issues such as rights basedapproaches, gender equity, environmental sustainability, participation andpartnership will be enshrined in our approach.

The objectives of Strategic PlanNGONEDO decided to develop a strategic plan for the following reasons:

To help leadership to think creatively about the focus and direction ofNGONEDO and its activities. Strategic plan provides a big picture of what theinstitution is doing and where it is going.

To strengthen team approach by defining together a clear focus and direction To provide a framework against which to monitor progress, learn from

experience and make changes necessary to improve effectiveness and impact ofthe NGONEDOs work

To enable NGONEDO leadership to make key decisions on the best use ofavailable resources such as human, financial and material.

To solve long term and short term problems of NGONEDO through the processof strategic thinking and management.

This plan therefore, carries forward from the first plan with the focus on targetingthe beneficiaries, the use of participatory methodologies and the retention ofcapacity building and empowerment as a central feature of our work.

It is our hope that this Plan will enhance Alliance amongst the member NGOs andprovide a basis for a deeper partnership with our major Institutional Donors andother stakeholders.

This Strategic plan covers the period from Jan 2008 to Dec 2011 and will be reviewedin between when deemed necessary.

Mandate and scope of workNon-Government Organizations Network for Dodoma (NGONEDO) gets itsmandate to operate through its legal registration, its Vision & Mission andcommunity acceptance. The mandate and scope of NGONEDO can be viewed in twoaspects of thematically and geographical coverage. Geographically, NGONEDOoperates in Dodoma Region.

Legal Status

NGONEDO was established in September 2000 during a meeting of all NGOs heldin DONET offices. It was officially registered with the Ministry of Home Affairs onMarch 26 th 2002 with registration number SO. 11423.



As NGO Network, NGONEDO also involves itself in capacity building, resourcemobilization, Sensitization, awareness creation, Lobbying and Advocacy towardscrosscutting issues such as environment, HIV/AIDS and gender issues.

CHAPTER 2 THE POLICY FRAMEWORK

This part of the plan assembles the various policy instruments, which inform itsoverall design.

VISIONNGONEDO strives to be a strong Networking Institution that unifies and facilitateNGOs in provision of effective services so as to improve the well being of men,women and children of Dodoma region while operating within values oftransparency, accountability, gender equality and solidarity.

MISSIONTo develop a strong Network of NGOs in Dodoma through sharing and exchange ofinformation, skills, experience, responsibilities and resources within and amongstNGOs; strengthening the capacity of the NGOs and Civil Society for efficient andeffective services delivery; Building of better linkages and support systems withother stakeholders; Lobbying & advocating for issues of concern to NGOs and thecommunity

To this end we will work with the member NGOs, local and international partnerswho share our vision to create just and peaceful societies where the poor can exercisetheir fundamental rights.

To achieve our mission, the organisation:

Is prepared to work effectively with member NGOs and other stakeholders Facilitate the formation of alliances and working arrangements amongst member

NGOs, other organisations and government bodies Balances enthusiasm and necessary risk-taking with prudent judgement and a

professional approach Uses creativity and pragmatism in the face of obstacles to its work

At the heart of NGONEDOs operations is a spirit of enthusiasm and sharedcommitment on the part of its entire staff. This spirit is also given expression by theenthusiasm and dedication of volunteers who works for NGONEDO and its

supporters.



CORE VALUES

While contributing to the NGONEDO objectives this Strategic Plan sets out the corevalues for the organization. These are included here, as they form the basis forNGONEDOs work:

Unity and SolidarityNGONEDO believes in Solidarity among member NGOs and other stakeholdersthrough coalitions and other relevant means.

NetworkingNGONEDO believes in building positive relationships, sharing information,promoting dialogue with those organizations that support in furthering its mission.Participatory development and learningNGONEDO believes in the right of people to participate in their own self andcommunity development which from our perspective is a basic pre-requisite tosustainable development, this informs our emphasis on participatory learningmethodology.Learning CultureNGONEDO believes in promoting mutual learning processes between individuals,an organization, different groups within the organization and among differentmember organization and other stakeholders

We value the benefits of being ourselves a learning organization and participating innetworks with other organizations to share experiences and learn from them.Transparency and AccountabilityNGONEDO believes that organizations should be open and accountable to theirprimary stakeholders and donors. This is a fundamental basis of promoting agenuine and sustainable democratic culture especially among civil societyorganizations

We also attach great value to innovation, teamwork and life-long learning among

staff. We promote and develop these qualities in our staff in the belief that theycontribute significantly to fulfilment of their potential and our organizationsdevelopment.Gender equity and equalityNGONEDO is aware that women and men do not have equal access to and equalopportunity to control resources and participate in decision-making and we aim toredress this imbalance in our activities. (NGONEDO is committed to towardsworking for a gender-balanced community for sustainable development)Environment protection

Along with social equity issues, we also acknowledge the importance of the physicalenvironment in our work and the need to ensure that our development efforts areconsistent with promoting the conservation of natural resources and the sustainablemanagement of the environment



VolunteerismNGONEDO values the sacrifices made by individuals and member organizations inpursuance of organizational interests.

CHAPTER 3 - SITUATIONAL ANALYSIS

This chapter seeks to look at the various forces both external and internal that havean impact on the organisation, which promote or inhibit its movement towards theachievement of its purpose. It seeks to analyse some of the major changes, which arelikely to have an impact on the organisation during the period of this plan. Finally,it attempts to assess the implications of the environmental changes for NGONEDOswork and the strategic choices made in later chapters of this plan.

EXTERNAL ENVIRONMENTAn in-depth analysis of key issues was done to uncover the real situation of externalenvironment of NGONEDO. The external environment analysis was done so as toidentify the needs and interest of member NGOs, Donors, communities and otherstakeholders with which NGONEDO serve or works with.

Moreover, in course of this analysis the broad topics that appear most relevant toframing this analysis are:

Political EnvironmentNGONEDO is working within the community, which has its political forms. Itsexistence therefore may be affected in one way or another. For instance, unclearpolicies in different aspects may cause problems in the operation of the NGONEDO;hence becomes very difficult to implement its mission in such an environment.Taking into consideration that NGONEDO is working hand in hand with thegovernment. Therefore, any diverse or change in terms of policies or strategies aboutsocial services or community development issues either by the government or anyother development practitioners, may automatically affect NGONEDO as well.

The political environment analysis revealed that there is inadequate involvement ofcivil societies in the policy making in the government, particularly in thedevelopment sector, which at the end affects the contribution of the NGOs and civilsocieties in bringing the development of people of Dodoma. This includes also

inadequate representation of special groups such as women, aged and disabled inthe decision-making bodies.



Economic environmentUnemployment, which is both wage and self-employment, is a serious problemfacing the community and the people of Dodoma with no exception. Production islow due to poor production skills that go hand in hand with market unreliability andcompetition on account of free market and production costs as well as span for

revenue returns. As a result, the community faces difficulties in economic aspect.

Infrastructure affects the accessibility of markets, raw materials, as most roads areseasonal while other means of communication are not easily attainable. Other causesaffecting NGONEDO and its members as well as the whole community at large,include adverse national, international development and economic policies forexample, globalisation and privatisation, which at transition period, left manypeople unemployed. Deterioration terms of international trade for example, lowprices for agriculture products and rapid increase in population withoutcorresponding increase in production of goods and services. Other reasons includespoor utilization of resources located in the region, inadequate awareness by mostpeople on their rights, and mostly lack of investments which lead to economic anddevelopment multiplier effects in the region.

Social EnvironmentThe social environment analysis was done so as to identify the needs and interest ofthe partners whom NGONEDO serve or works with. It was found out thatNGONEDO and its partners work with the communities that have a wide range ofcultural diversity and interactions. Local taboos and customs in some societies had been affected the work of NGOs in certain aspects; for instance the analysis revealedthat women were overworked both at family and community levels. They have alsono decision on different affairs, thereby allowing men to dominate in decisionmaking both at family and community levels.

Diseases such as HIV/AIDS were found to be a big threat to development. This crisisis probably the single greatest challenge facing humanity.The disease is having devastating effects on families and communities. For exampleit was learned that there were many people in the communities served byNGONEDOs member NGOs who were either direct victims or had been affectedindirectly. Apart from the human and social cost, there are major economic costs interms of reduced output, both now and in the future. With the loss of many skilledresources, governments face a huge challenge in providing economic and socialservices.

Environmental analysisThe efficiency of work in NGONEDO activities is influenced by the environmentalimpacts within and beyond its boundaries. Destruction of environment by people

who live within NGONEDO operation areas include:

Over cutting of trees (deforestation)



Over cultivation and poor methods of farming Overgrazing Destruction of sources of water etc

These human activities have resulted in an adverse change of climate which affects

the economic activities particularly agriculture production. Natural hazards havealso greater impact on the environment; these include things such as floods anddroughts.

Technological EnvironmentThere is inability to cope with new inventions as technology is changing globally.This has been not only for people living in Dodoma, but the country at large.Affordability of new technology is also minimal to many people, which they find itvery expensive to buy and maintain the new inventions, because it is expensive tomaintain.

In respect of each of the above topic, an attempt is made below to identify the mainrelevant facts and developments so as to provide a context within whichNGONEDOs pri orities can be situated.

INTERNAL ORGANISATIONAL ANALYSISWith regards to analysis of the internal environment, participants examined themain areas covered by NGONEDO operation area. It also considered theconsiderable change within the organisation during the period of its existence. Mostof these changes were in line with what had been signalled in the plan. Otherchanges were made as a response to new situations and challenges.

Among the more significant changes for the organisation have been the following:

An expansion in our fundraising base through the development of regulardonations from members. The key motivation for expanding in this way was theneed to have a more predictable income stream, which then gave a bettercapacity to plan our work, particularly on our long-term plan.

An enhancement of policy capacity. There is need for policies in place for fouraspects of Resources (Human Resources, Finance, Logistics and Marketing). Inaddition, Programme Policies which include Capacity Building. Policy papers onGender, HIV/AIDS and Human Rights etc are to be prepared.

The above changes formed part of the backdrop to the planning and consultativeprocess for this Strategic Plan. In addition, stocktaking was made of the first plan aswell as an assessment of the current organisational strengths and weaknesses. The

participants also pointed out the opportunities and threats.



Stocktaking of First Plan While it was agreed that the first plan provided a very useful framework fororganisational development, some shortcomings were identified:

Lack of clear organization structure with clearly defined lines of authority and

responsibilities Lack of focus and coherence between programme objectives, advocacy and

support functions The absence of a marketing strategy to provide a consistent income stream for

development work Problem of translating commitments on gender and equality into reality Lack of management policies to ensure regular audits of organizational

development Absence of formal and broad based review mechanisms

SWOT Analysis 3 This strategic plan addresses the following key organisational Strengths andWeaknesses of the organization, and the external Opportunities and Threats facingthe organization, which were identified during the workshop process: Perceived Strengths Perceived Weaknesses

3 SWOT = Strengths, Weaknesses, Opportunities and Threats



Legal recognition and registration(registered according to relevantlegislation)

Strong agencies as members that want tomake it work

Strong networking and linkages withmember NGOs

A good reputation and relationship between NGONEDO, its member NGOs,government agencies and donorcommunity

Expertise in supporting and developingthe capacity of partners to respond to theneeds of people in development

Strong public support particularly fromthe community

Good team spirit The ability to share learning across our

partner and assist our partners in stayingabreast of critical developments

Presence of Leadership and managementstructure

Respect for staff and other stakeholdersSpirit of volunteerism

Relatively secure (short term) funding

Poor publicity of NGONEDOs work Lack of proper documentation and a

culture of information sharing amongststaff

Poor feed back and information sharingespecially amongst members

Poor communication of how to achieveits desired outcomes or the route toachieve them. Not clear, not concise

Unclear functions (roles andresponsibilities)

Lack of proper procedures and policymanuals

Inadequate capacities in developingmanagerial and operational systems

Limited knowledge on project planning,managerial skills and operationalsystems (e.g. members fees collectionsystems)

Limited membership, therefore not seenas representative or having a criticalmass

Failure to meet members requirementsand expectations

Ineffective organization structure(Inadequate number of staff)

Weak financial base (Limited financialresources)

Lack of staff self motivation andinitiative

Opportunities Threats Presence of required staff/expertise in the

labour market Strong potential for membership growth Prospects for strengthening collaboration

with other networks Equal opportunity and access to training Funding security and goodwill of donor

to support NGONEDOs commitment. Support from the government agencies,

NGOs and other stakeholders Availability of improved communication

systems Existence of higher learning institutions

in the area for professional support,research and consultancies

Frequent changes of Government andDonor policies

High funds requirements from memberNGOs

Loss of support of existing members iftheir needs are not addressed and met

Financial instability e.g. Inflation Donor fatigue



IMPLICATIONS OF SITUATIONAL ANALYSIS FOR NGONEDO AND THESTRATEGIC PLAN

We need to draw together the various strands of the situational analysis presented inthis chapter and make a link to the strategic choices and actions, which are discussed

in subsequent chapters.

At a very broad level the analysis points to the following key issues:

Partnership:It is clear that the development of partnerships, at various different levels, willgrow in importance. The different agents with which NGONEDO will berequired to work in partnership will include government bodies, both at centraland local level; NGO networks; other stakeholders and donor agencies.

Maintaining a Distinctive NGONEDO Perspective:NGONEDO has more than 6 years experience of working as NGO network inDodoma. We believe that experience is valuable and should be factored into theway we work and into the perspectives we bring to discussions on how bestNGOs in Dodoma can work with the people to improve their current welfare andprovide a basis for working their way out of poverty.

We believe that, in certain cases, our experience will require us to challenge someof the orthodoxies of development thinking, either at governmental level orwithin donor agencies. While we are committed to increasing partnership withother NGOs, we believe that the presence of NGONEDO as NGO Network inDodoma can make a key contribution to ensuring that programmes areimplemented to optimum effect. We also believe that such a presence isimportant in maintaining public and political support within the country fordevelopment assistance and for advocating fairer trading arrangements.

The objective of sustainable development permeates all our activities and rightlyso. But there are many circumstances where provision for welfare is necessary ifpeople are to survive at the most basic standards. While always asserting theprimacy of sustainable development, NGONEDO should not hesitate to confrontgovernments and donors with the reality of poverty and with practical proposalsas to what should be done about it.

The HIV/AIDS Pandemic:The scale of the HIV/AIDS pandemic in Africa is such that it must realistically befactored into everything we do. In this area above all others, there is a need forpartnership between governments, civil society and business. Crucially, ordinary

people must be persuaded through education to change their lifestyles. A keychallenge for NGONEDO, and for other NGOs committed to combating



HIV/AIDS, is to define how they can make the most impact and what are themost effective partnerships to enter into.

NGONEDOs Responsibilities to its member and its Dono rs:NGONEDO has received generous and sustained support from the members

over the years. We use the resources to raise additional resources fromgovernments and donor agencies.

We must always remember that we receive the support, from the members andfrom institutional donors, on two key understandings: (a) that we will use ourresources efficiently and effectively to build the capacity of the NGOs in Dodomain order for them to be able to improve the lives of the poor and (b) that we arefully accountable in the use of these resources.

We believe that we attain high standards in regard to each of these criteria.During the course of this plan, our aim is to sustain and, where possible, improvethese standards. We also aim to improve our capacity to communicate with ourdonor base on how the money, which they contribute is used.

A further important dimension of NGONEDOs relationship with the memberNGOs is in terms of the legitimacy it provides to NGONEDO as a vibrant NGOnetwork. NGONEDO is a membership organisation with a democraticallyelected Council. In a very real and practical sense, it has always sought toconnect NGOs and civil societies here in Dodoma. By seeking to be rootedwithin these respective societies, NGONEDO feels that it draws a stronglegitimacy, both for its work and for the advocacy positions, which it espouses.

CHAPTER 4 STRATEGIC FOCUS (PRIORITY GOAL), OBJECTIVES ANDACTIONS

OUR INTENTIONSThis part of the plan states the strategic objectives, which have been set. Some may be achieved early in the plan period and some are intended to be achieved by the

end of the plan. The path to some objectives is obvious and their achievement can beassessed numerically. The path to others is more complex in that NGONEDO will



have to develop new ways of thinking and working in order to achieve them. Thisnew thinking is the main learning agenda for NGONEDO over the next four years.

None of the objectives are set in stone but it is incumbent on all NGONEDO staff towork towards them until such time as our monitoring shows them to need

adjustment. (Senior Management must sign off adjustments).

To ensure that we are efficient and effective in working towards them requires thatat all levels of the organisation we develop better systems of communication. Thetone for this will be set by communications from the Senior Management Team.

PROGRAMME APPROACHESThe approaches we adopt in our programmes derive from our perspective on themandate and memorandums of understand with our stakeholders/member NGOs(Chapter 1), our experience and our analysis of the external environment (Chapter3). We aim to adjust our approaches, where necessary, to take account of changingcircumstances. We believe that we have learned from our experience during the firstplan and we seek to incorporate such lessons into this plan.

To have an impact, which is sustained over time, we need to achieve this through building the capacity of NGOs in service delivery. The participatory methodologiesand capacity building approach will continue and be enhanced with the objective ofempowering members to effectively deriver their services.

With respect to empowerment we must be sensitive enough to realize that only certainorganisations have the capability to effect real change. A case in point might be the capacityto engage with the PRSP (Poverty Reduction Strategic Paper) process. So we must put moreeffort into building a knowledge base about what constitutes civil society 4

Towards a Rights Based ApproachIn recent years, there has been increasing discussion, at international level, on theissue of a rights based approach to development. The proponents of this approachargue that the right to development is a basic human right and that the eliminationof poverty will be an expression of the fundamental rights enshrined in theDeclaration of Human Rights and is the responsibility of all people rich and poor.

In this plan, NGONEDO is committing itself to adopting a rights based approach toits work. The rights based agenda runs parallel to the agenda of InternationalDevelopment Targets as well as National Development Vision, which deal witheconomic, social and environmental development and focus on poverty and humandevelopment. A rights based approach recognises that all human rights are both

4 It is important to remember that civil society means more than just development focused NGOs. Civil society organisations (CSOs) more broadly defined,such as church groups, farmers associations, trade unions and so on, are key to the success of PRSP, especially the participatory process. They oftenhave large memberships, and are well organized at grass-roots level



components of development and the means of achieving it. Thus gender equality isgood in itself but also a necessary condition for development.

While acknowledging that there is work to be done and a learning process to beundertaken, we are embarking on this route on the basis that, over time, the rights

based approach will offer us added value in terms of opportunities for internationalpartnership and mechanisms for public accountability, of NGONEDO, Governmentsand other public bodies. And, most importantly, that it will ultimately be of benefitto whom we work with.

STRATEGIC GOALS, OBJECTIVES AND ACTIONSThis section seeks to identify a future strategic intention, objectives and action pointsto give effect to them.

Having gone through the Internal, stakeholders and external environment analysisprocess and taking into consideration NGONEDOs mandate and scope of itsoperation, participants were able to Identify many issues concerning NGONEDO.Thereafter all the identified issues were grouped to form key strategic issues (focus)as follows:

1. The need for deliberate efforts for NGONEDO to continue doing Capacity building to its members and stakeholders. ( Capacity building)

2. The need to instil the culture of information sharing amongst NGONEDO,member NGOs and other stakeholders ( information sharing /flow)

3. Low implementation capacity of NGONEDO due to shortage of competentpersonnel, lack of clear policies and equipment ( Institutional Development )

4. The need for nurturing and maintaining relationships between NGONEDO andits stakeholders such as primary stakeholders, government and donors ( Externalrelations)

5. The need to Fundraise and market NGONEDO work to increase the financial base ( Fundraising & Marketing for Programme sustainability )

6. The need to promote Gender equality & equity in all activities as a cross cuttingissue ( Gender mainstreaming)

Strategic Goal 1: Capacity buildingAlso called capacity development or capacity strengthening, Capacity Building refersto those activities that will equip individuals, a community, organization orinstitution to undertake the necessary functions of governance and service provision.For NGONEDO, it refers to both a relationship and to a goal and of itself. That goal

is to empower individuals, communities and organizations to define and act upontheir development priorities, while giving them the tools to do so themselves wellinto the future.



Strategic Objective: Improve the competence of NGOs and civil societyorganizations in Dodoma to effectively conduct theirdevelopment programmes more efficiently

Objective Indicators Quality of services delivered by NGOs to their beneficiaries/clients increased Effectiveness and efficiency of member NGOs increased by at least 80% by the

end of 2011

Actions Indicators Action 1. Conduct more systematic

training needs assessment Number of trainings needs identified Area of capacity building dealt with Number of people involved Priority list of training needs

Action 2. Prepare a plan to meetthe training needs identified

Existence of training action plan

Action 3. Offer standard trainingsand workshop to respond tospecific demands and needs ofmember agencies through tailormade courses

Number of trainings conducted Number of tailor made courses conducted Number of people trained Topics taught Number and type of activities undertaken

Action 4. Train NGO members andleaders on fund raising techniques

Number of NGO members and leaders whohave attended trainings

Amount collected from various fundraisingactivities

Action 5. Conduct study(Organizational CapacityAssessment) to establish the levelof efficiency in member NGOperformance

Type of studies done Number of NGOs involved in the study Assessment tools used in place Efficiency standards established

Action 6. Facilitate exchangeprogrammes

Number of exchange programme facilitated Number of people willing to volunteer

Action 6. Facilitate and Conductstudy tour

Number of study tours conducted

Action 7. Offer relevantconsultancies to facilitate morelearning

Consultancy/Advisory plan in place Type and number of advisory sessions

undertaken Consultancy reports prepared



Strategic goal 2: Organizational developmentA unique approach with certain processes and values towards functionality of theorganization

Strategic Objective: To strengthen the overall capacity of the organization

Objective Indicators Level of efficiency and competence of NGOs increased

Actions IndicatorsGovernance: Action 1. Select board members

who are capable to carry out keyroles such as policy formulation,fund raising, public relations,

financial oversight and lobbying

Board composed of committed members whorepresents the varied of interests ofstakeholders

Board provides overall direction and

oversight Mechanisms are in place for obtaining

appropriate input from stakeholders

Action 2. Develop and align allstrategies with organizationmission

Implementation and Action plans developed NGONEDO has clearly articulated

mission/goals NGONEDOs mission is understood by all

the stakeholders All strategies clearly aligned with

organization mission

Action 3. Jointly involve seniormanagement, staff and otherappropriate stakeholders indeveloping plans

Leadership style of senior management teamis participatory

Participatory planning methodology in place Staffs understand there roles and

responsibility

Action 4. Recognize and treatstakeholders as partner

Key stakeholders identified There is recognition of the stakeholders as

partner Results of stakeholder needs assessment

integrated into the planning process Stakeholders involved in the review of

NGONEDOs constitution, mission andstrategies

Management Practices: Action 5. Clearly define lines of

authority and responsibility Organization structure for NGONEDO is

clearly developed Staff Job description developed

Action 6. Develop management Management policies & procedures



policies & procedures to ensureregular audits of organizationaldevelopment and mutualaccountability to key stakeholders

developed and in place by mid 2008 Systems are put in place for regular measure

of congruence between stated mission andoperating culture

System developed to ensure appropriateinvolvement of all levels of staff in decisionmaking

Action 7. Update plans andimplement in reflection to astrategic plan

Implementation plans developed Implementation plans updated regularly to

reflect a strategic plan Flexibility exists to adjust plans as a result of

monitoring & evaluation process

Action 8. Train staff to improvetheir ability to produce appropriateprogramme reports

Staff able to produce appropriate reports Good regular activity progress, evaluation

reports produced Reports format are flexible, varied and

respond to stakeholder informationrequirements

Personnel/Human resources: Action 9. Develop and define

clearly recruitment process as wellas staff job descriptions

Staff recruitment process clearly defined andadministrative procedures and manual exist

Staff recruitment process are transparent andcompetitive

Staff Job descriptions prepared anddistributed alongside with job offers

Staff Job descriptions documented andupdated

Action 10. Identify and recruitprogramme personnel as perorganization structure

All vacancy posts promptly filled

Action 11. Conduct regular staff &stakeholders meetings

Staff meetings are held regularly Existence of team work Information shared freely among all

members Existence of self motivation and initiative

Action 12. Supervise activities inregular basis

Activities supervised regularly Human resources development plans

developed and implemented

Financial resources: Action 13. Develop and maintain

proper financial procedures andreporting systems

Regular financial reports prepared Annual financial reports prepared published

and disseminated accordingly



Action 14. Establish and use properstock/inventory control andprocurement systems

Inventory control and procurement system inplace

Stock and assets are properly registered

Action 15. Conduct internal andexternal audits on a regular basis

Regular audits reports available

Action 16. Develop strategy todiversify funding sources (income base)

NGONEDO has multiple funders A cost recovery/income generation plan in

place Tender contracts

Service delivery: Action 17. Keep up capability of

adapting programme and servicedelivery to changing needs ofstakeholders

Relevant sartorial expertise exists within theorganization

Expertise recognised by the full range ofstakeholders

Action 18. Identify indicators foreach programme objective

Indicators identified to each programmeobjectives

Action 19. Educate and buildorganization awareness amongstakeholders

Programmes actively marketed tostakeholders

All stakeholders are aware of NGONEDOsactivities

Strategic goal 3: Lobbying and Advocacy

NGONEDO has been involved in advocacy, at different times and on differentissues, since its foundation. The common thread in our advocacy positions over theyears was that we spoke from our experience, from what we had seen on theground. However, it was also the case that not all our experience led to formallessons being drawn, which then became reflected in advocacy positions. In recentyears, there has been a growing view within the organisation that there should be amore formal approach to advocacy. It was seen that advocacy could, and should, bea necessary complement to our work. We must therefore be prepared to influencepolicy makers to take the type of political action, which will eventually endstructural injustice.

We define advocacy as embracing Campaigning, Lobbying, Networking andEducation. All our advocacy positions should be informed by our practicalexperience on the ground and should focus on issues, which are relevant to ourorganizational effectiveness in delivering our services.

A cross organisational group of key decision makers will be set to think throughwhat should be our essential approach in developing an advocacy programme



which will increase the volume of our advocacy work, and enhance its quality andcoherence. This work will not only deal with the key issues the organisation shouldfocus upon but will also discuss the internal management process appropriate toagreeing final advocacy positions.

Strategic Objective: To enhance ability of NGONEDOs member NGOs toinfluence change in a friendly and conducive environment.

Objective Indicators Extent of improvement/transformation influenced in an area of laws, policies and

regulations Presence of NGO friendly policies laws and regulations

Actions Indicators Action 1. Assess the overall

context in which NGONEDO andits members operate

Main forces and power relationship that may be affecting NGONEDOs work identified and understood

Action 2. Analyze areas ofLobbying and Advocacy

Areas and issues of Lobbying & Advocacyanalysed

Action 3. Prepare an Action plan tomeet the Lobbying and Advocacy areasidentified

Action plan prepared and available

Action 4. Network throughcoordinating multiple advocacystrategies

Resources are shared Large number of actors are involved in

advocacy activities Negotiation capacity of members

strengthened

Action 5. Train members tounderstand National policy makingprocess to increase the NGOscapacity to engage in advocacyactivities

NGO Members understands the variousstages of policy making to help them developappropriate strategies

Action 6. Test the appropriatenessof given existing policies in termsof addressing NGO priorities

Policy gaps identified Policy analysis tools that can be applied at

organizational level as well as grassrootslevel to identify inadequacies in policiesavailable

Action 7. Plan and facilitatenetworks, alliances & coalition building among the like mindedNGOs , Lobbying, Publicawareness, Media campaigns etc

Face to face meetings done Briefing packets Open letters Posters and fliers produced Press release and conferences done



Video/documentaries

Action 8. Organize forum onthemes of common interest toprovide opportunity for interactionand shared learning amongdifferent partners

Number of Public debates done by the end ofthe project

Action 9. Design a systematic wayof identifying and following upsystems on areas of commoninterest arising from the workshopsor any other forums

System designed to identify and follow upthe areas of common interest aroused inworkshops

Action 10. Invite the policy makersto see those directly affected by thepolicy

Number of policy makers invited Policy changes made in favour of NGO

initiatives

Strategic goal 4: External relations

Strategic Objective: To improve communication and collaboration betweenmember NGOs, Government and other organization,institutions and donors

Objective Indicators Improved communication and collaboration between the Stakeholders The level and quality of information shared amongst the stakeholders Willingness of various organizations in the region to cooperate and where

possible share resources in order to accomplish specific programmes of a mutual beneficial

Actions Indicators Action 1. Conduct study to

establish gaps in communicationand consultation systems

Communication gaps identified

Action 2. Prepare a plan to fill theidentified gaps

Gap filling plans prepared and met

Action 3. Link various like-mindedorganizations in the region toaccomplish specificprogrammes/activities withstrategic significance toNGONEDO

Level of collaboration amongst NGOsincreased for over 50% by the end of 2008

Expansion in the area of operation Decrease in duplication of efforts and

resources

Action 5. Link NGOs withInternational, higher educationinstitutions, government entities,

Cooperation among the organization Number of researches done



research institutes, civic institutionsand donors

Action 6. Play a role in promotingcoalitions/networks to shareresources amongst members

Number of joints projects done Number of agreements reached jointly Type and number of collaboration meeting

held Exchange of resources occurred between

members

Action 7. Make contact with policymakers and engage them in variousdialogues

No of contacts made with decision makers Number of police makers, local authority

leaders approached and convinced Number of police makers, political leaders

able to support NGOs

Action 8. Conduct regular plannedmeetings between the memberNGOs and other stakeholders.

Meetings conducted regularly as per plan Feed back system in place

Action 9. Organize public debatesand dialogue on burning issues

Number of debate, round table discussionand dialogue conducted

Action 10. Engage in open andfrank dialogue with donor/fundersto maintain positive image

Donors response in the meetings and reports Donors response towards project proposals

Action 11. Develop and implementa corporate communicationsstrategy, inclusive of allNGONEDO family members, andplan to ensure that all ofNGONEDOs external messagesare consistent and reflect our work

Policy framework developed and used Integration of communications planning into

Programme planning A brand awareness and development plan

used NGONEDO website created and used

Action 12. Put structure in place tofacilitate working relations betweenNGO and civil society in Dodoma

Coordination meetings Number of General meetings held per plan

per year Action 13. Create strategy to work

with media and attract positivemedia attention

Extent of cooperation from the media Media consults NGOs on relevant issues

Strategic goal 5: Information sharing

Strategic Objective: To facilitate information sharing amongst member NGOs andother stakeholders

Objective Indicators Increased Level of awareness of NGONEDOs work Improved communication and collaboration among the stakeholders



Actions Indicators Action 1. Establish and maintain

up to date Resource center (data bank)

Presence of room for information/datastorage

Proper Data bank system established by themid 2008

Type of data and information kept Quality and quantity of the information

stored Time spent in accessing information

Action 2. Conduct workshop toeducate members on theimportance and use of data bank

Number of workshops conducted by the endof 2008

Number of people educated on theimportance of and the use of data bank

Number of NGOs and other stakeholdersusing the stored data and information

Action 3. Design trainingprogrammes for staff, leaders andmembers on information collection,dissemination skills and how to usedata bank

Training programme action plan prepared Type of trainings conducted and people

involved in the training Quantity and quality of information collected

and disseminated

Action 6. Design data andinformation collection anddissemination formats and criteria

Presence of various formats ofdata/information collection anddissemination

Action 4. Collect andavail/disseminate information onthe NGOs activities amongstakeholders

Type of information available at resourcecenter

Printing and publications available e.g.Brochure, project profiles etc

Action 5. Establish website forNGONEDO and its members forsocial marketing and sharing ofinformation

NGONEDO website lunched by the end of2008

Level of feed back received from those able tovisit the website

Strategic goal 6: Fundraising & Marketing (Programme Sustainability)A Programme is sustainable when is able to deliver an appropriate level of benefitsfor an extended period of time after major financial, managerial and technicalassistance from an external donor is terminated



Strategic Objective: To ensure long-term continuation of NGONEDOProgramme/Projects without relying on external donorassistance.

Objective Indicators Total income reaches at least.. Million by end 2011 No single donor provides more than 20% of total income

Actions Indicators Action 1. Put up system to collect

annual members fees and othercost recovery mechanisms intoservice delivery where appropriate

Amount of member fees and subscriptionscollected annually

Number of members who have theircontributions paid

Action 2. Create a sense of

ownership of benefits by themembers

Number NGO Members are able to pay there

annual membership fees promptly Programmes are supported by those being

served NGONEDO

Action 3. Market NGONEDO to allNGOs in Dodoma to increasemembership base

Number of NGO Members increased Number of prospective contributors reached

Action 4. Increase financing to thelevels necessary to meet the annual

budget target

Financial targets set and met

Action 5. Seek out newinstitutional donors

Number of institutional donors increased NGONEDO is a member of key NGO

networks

Action 6. Develop high-levelrelationship with the Donorcommunity and the government

Regular contact at high levels leading to goodfunding and optimising of programmeintegration with donors. Formal agreementsdocumenting relationship where possible

Action 7. Link with other NGOnetworks, education institutions,governments entities, researchinstitutes, parastatals, civicinstitutions and private sector

Formal agreements documenting partnership Number of researches and consultancies

done by the end of 2011 Access to a diversified resources to contribute

to activities Willingness of other organization to work

with NGONEDO where possible

Action 8. Set and identify fund

raising strategy

Number of new avenues for fund raising

identified Number of Fundraising activities done

Action 9. Identify local fund Various local sources of fund identified



raising opportunities Fundraising plan developed Amount of money raised from local

fundraising campaigns by the end of 2011

Action 10. Conduct fund raisingactivities

Type and number of fund raising events Amount collected from such events Type and number of contributors

Action 11. Train staff andmembers to implement the fundraising activities

Fund raising plans prepared by memberNGOs

Number of trainings done on fundraisingtechniques by the end of this plan

Number of Fundraising activities done

Action 12. Develop capacity forstaff to develop proposals andrespond to tenders

Number of Project Proposals written by themembers

Number of successful funded Proposals Amount of money raised out of proposals

Diversify contacts within thefunding community

No of donors increased An increase on financial base

Strategic goal 7: Gender mainstreamingIt is a way of working that takes gender into account in all issues of policy,programmes & organizational practices as well as procedures and resourceallocation. Key aspects that NGONEDO intends to take into account in gender

mainstreaming include: Emphasizes changing the mainstream to include women Makes gender equity the objective rather that women as target group Calls for transformation in power relationships to enable both men and women

to participate fairly in development Emphasizes on empowering women as a mainstreaming strategy Emphasizes on involving men in struggle for gender equity Emphasizes the need to address both inequalities as well as needs Addresses the cultural roots of gender inequalities

Strategic Objective: To ensure that NGONEDO achieves equality through its workand through its internal structures procedures and policies.Our aim is to promote equality, especially in relation togender, in all NGONEDOs work believing that womensempowerment and equality between women and men areprerequisites to development

Objective Indicators At each NGONEDO location equal opportunities exist for employment and

career development for suitably qualified people as indicated by open

advertising All projects identify inequalities and how they propose to address them, while

reports indicate how this has been done



Actions Indicators Action 1. Acquire the necessary expertise, either in-

house, or through consultancy, which will enableNGONEDO to deliver on the objective

Equality resourcesacquired by mid 2008

Action 2. Adopt gender policy and formulatestrategies to implement the policy

Gender Policy developedand plan completed by end2008

Action 3. Ensure that our Programme design forNGONEDO work mainstreams equality, especiallygender

All proposals and reportsrefer to equality issues

Action 4. Develop tools for gender mainstreamingsuch as gender analysis; desegregated data, gendersensitive studies, guidelines and checklists

Tools for gendermainstreaming developed by the end of 2008

Action 4. Continue to work with the networks towhich we belong, through our partnerships and withcivil society generally to promote the concept ofequality

Equality issues feature inall partnershipagreements and areaddressed in all networksto which NGONEDO belongs

Action 5. Build capacity for gender mainstreamingthrough training:

Gender training Training of trainers Adopting a gender perspective in all training

programmes Gender sensitisation

All NGONEDO membersreceive trainings on genderequality issues

Action 6. Establish a gender focal point in allprocesses and with the support of senior managementand decision making level

Gender focal point facilitateand conducts trainings asplanned

Update colleagues on the latest trends in genderdebates & discussions

Latest Gender debates &discussion publications aremade available for easyaccess in NGONEDOswebsite as well as theresource center

MEASURING IMPACT

A major thrust of this plan is to improve the impact of NGONEDOs work. Tosustain strategies outlined in this document NGONEDO will put in place measuresto ensure proper management. A later section deals with level of growth but there is



conformity that this should only be attempted if, at the same time, the quality ofwork can be improved . NGONEDO is therefore committed to quality managementand regular review of performance so that we learn from our experience. This will be built on experience gained over the years with a focus on three main areasOrganization structure and management; Human resources; and Financial resources.

To improve quality we must define it and establish systems of learning . Quality can best be defined by setting financial and non-financial objectives at organisational anddepartmental levels. It can be assured by establishing and documenting proceduresand processes and seeing that they are widely understood, consistently implementedand regularly monitored. For various departments benchmarking against thestandards of other organisations will help set standards.

Learning can be achieved by: - Encouraging innovation which, while taking risks, is thought through Documenting experience and sharing it widely within NGONEDO and its stake

holders Progressive staff training and mentoring Setting learning targets in plans Sharing our experience with Alliance partners, networks to which we belong and

with other donors

To measure impact we must improve systems of monitoring and evaluation acrossthe organisation. This requires good management information systems. It isimportant that emphasis is given to collecting data which can guide managementdecisions and which are relevant to monitoring and evaluating projects. It is alsoimportant that such management systems are simple and robust rather thancomplex, provided they meet the management, monitoring and evaluationrequirements.



CHAPTER 5 MANAGEMENT OF THE PLAN

PLANNING, IMPLEMENTING, MONITORING & EVALUATIONIn anticipation of this plan a cross section of stakeholders were invited to theplanning workshop in the prior preparation of this document.

Implementation Planning for this Strategic Plan will be continuous throughout itsperiod. There will be joint planning sessions, involving a number of sectorsparticularly, to ensure a coherent approach to advocacy, and to raising funds frominstitutional and public donors. Specifically when the Annual Plan and Budget is being prepared, the board/Executives will have to jointly agree on how to fundprogrammes. A new management structure to support the plan will also beimplemented.

Each staff will be given responsibility for implementing appropriate tasks indicatedin this plan. The senior management will be responsible for overall guidance ofimplementation, monitoring and evaluation. Monitoring and evaluation areessential to ensure that necessary adjustments are made in a timely fashion. Therewill be annual reviews of whether the plan is achieving its objectives and the first ofthese will be held at the end of 2008 and will involve a broad representative group ofmanagers. Implementation will also be discussed as a standard item on the agendaof each Senior Management Team meeting. Executive council will receive updatesthrough reports from the Programme Coordinator. The work of all staff will belinked to the plan through the performance review system.

Coherence is the cornerstone of this plan. We therefore need a management tool tomeasure how we are achieving our objectives across all areas. The organizationalmonitoring and evaluation system is to be developed to measure impact and willinclude a strategic review system and become operational before the end of 2008.

High quality systems have an important role in respect of: Consolidating and passing on institutional knowledge Making it easier to monitor performance Leaving people free to concentrate on strategy Convincing outsiders of efficiency The management or Human Resources unit will seek to modify the performance

management system so as to allow us all to see clearly how we contribute to theobjectives of this plan and ultimately to the achievement of our mission

Objective: To ensure the delivery of all objectives set out in this strategic plan.

Actions Indicators

Action 1. Planning Departments/sectors prepare their

plans by mid 2008 Plans available and include

monitoring details



NGONEDO make implementationplans before mid 2008

Action 2. Monitoring Overall monitoring system agreed by

end of September 2008 and in use byend 2008

Instruments in monitoring systemactioned

Among the instruments to be usedwill be:- Performance reviews- Monthly progressive reports- Quarterly, audit reports to Council

etc

ASSUMPTIONS & RISK ASSESSMENT

ASSUMPTIONSInternalOur strategy assumes that NGONEDOs income will continue to increase asplanned, and that we can respond effectively to donor and public demands fortransparency and accountability. We will continue to recruit and retain theexperienced, skilled and motivated staff and volunteers to achieve our goals.

ExternalFirst and foremost, we expect support for development and poverty eradication toremain a key priority for our Donors and the government throughout the strategicperiod. We are also confident that the public and our supporters will continue torespond generously to our appeals, and to the vital annual members contributions.

Finally, we hope that we will be able to help partners to scale up their capacity todevelop and implement effective programmes. We believe that issues of climatechange and environmental degradation will become increasingly prominent over thenext four years.

RISK ASSESSMENT This Plan is ambitious both in terms of expansion of activity and the evolution of itsworking philosophy. The achievement of each strategic objective is attended by anumber of internal and external risks, which must be identified, as far as possible,and minimised or obviated. In addition to these risks there other more generic risks,which could impact on the continuing effectiveness of the organisation. The maincategories of such risk can be summarised as follows: -

Operational Risks focusing on the day today activities of NGONEDO. Reputational Risk focusing on the reputation of the organisation as an effective

and ethically driven organisation



Environmental Risks - focusing on the external factors affecting NGONEDO Strategic Planning Risks Arising from the activity and environment

surrounding the delivery of the Strategic Plan

NGONEDO acknowledges that proactive risk identification and management are

basic components of organisation management and intends to meet its obligation.

In this regards therefore, strategic risk management is being regarded, as a strategicissue in itself and the Risk Assessment Report will have to exist side by side with theStrategic Plan. Risk identification and risk management are basic components oforganisation management.

GUIDELINES FRAMEWORKHuman ResourcesNGONEDOs most important resource is its staff. It must aim to have a committedand skilled staff. It must be prepared to invest in its staff and to provide them withchallenge and with career development possibilities, in so far as this is possible. Itmust seek to create an organizational culture, which will encourage existing staff tostay and attract new staff to wish to join. All of this points to the need for a top classHuman Resources policy within the organisation.

There are some obvious constraints for an organization like NGONEDO in securingand retaining staff. In the current tight labour market, it has proved difficult tocompete on salary terms with the other private sector. However, many of the peoplewho work for NGONEDO and in other charity sector are motivated not just bymoney, although, naturally, salaries have to be fair and competitive within thesector.

FinancialA strategic plans without a provision of resources to implement it is meaningless.For a Strategic Plan to be successfully implemented it is necessary to have thefinancial resources to underpin it.

The broad principles guiding financial management in NGONEDO were set out inthe first plan and these should be taken as given as regards this plan. The financesub-committee of the Executive Council fulfils a most important role in the corporategovernance of NGONEDO and with particular reference to internal audit. It alsoseeks to ensure that the organisation is fully compliant with the financialmanagement principles as well as auditors recommendations.

The Chairperson of NGONEDO also exercises a particular oversight in relation tocorporate governance. The respective roles of management and trustees are well

embedded in the culture of the organisation.



CHAPTER 6 - MOVING FORWARD

This strategic plan is the result of a long process of consultation culminating in it being approved by the Executive Council of NGONEDO. In the course of theprocess the various guiding policy of NGONEDO has been reviewed and provides

the basis for the plan. The traditional NGONEDO qualities of pragmatism,innovation and learning are necessary adjuncts so that our planning can betranslated into effective practice.

The plan is situated in the environment in which we find ourselves but of course wemust be watching for changes in that environment so that we can adapt asappropriate. Much of what was in our first plan is consolidated in this plan and wehave built on experience with that plan in introducing indicators and agreeing tohave a much more formal monitoring system.

There are ambitious learning targets in striving to build organisational programmesaround core competences, and in embracing the need to be seen as equality andrights based network. The acceptance of an enhanced role for advocacy and theneed to become more focussed in it can have far reaching consequences. Key toachieving our objectives will be success in moving towards the approach we haveagreed to human resource management.

The organizational development strategy is fundamental to achieving the overallthrust of the plan. That thrust is made possible by the success on marketingNGONEDO and through the support anticipated from various networks anddonors.

The need for more solidarity among member NGOs has never been greater. Thehoped for success of this plan in meeting that need depends on the commitment ofall NGONEDOs staff and Executive Council as well as members.

CONCLUSION This strategic plan, it is hoped, will reinvigorate NGONEDO and provide a sense ofcommon purpose for all associated with the organisation. Many objectives andactions have been identified and if the Executive Council of NGONEDO approvesthis plan it will be the task of management to set about the process ofimplementation. As noted in the introduction, the process of corporate strategyformulation is an ongoing activity and the strategic plan is the platform on which itis built.

While all the objectives of the plan are important there are a number of criticalsuccess factors for NGONEDO going forward;



The ability to embrace flexibility while maintaining a steady course towards ourobjectives;

The ability to bring cohesion and clarity of focus to the management ofNGONEDO;

The ability to recruit, retain and develop high quality staff;

The ability to improve the quality of our work by continuous learning andadoption of best practice in all areas;

The ability to increase donations and to manage the funding in line with theobjectives set.

At the end of 2011 therefore, we would hope that, as a network, NGONEDO isfirmly established. This would mean that it has credibility, legitimacy and hasevidenced value.

Through effective implementation of this 4-year strategic we expect that:- NGONEDO recognized accountability best practice and advocacy There is a general acceptance from the stakeholders that NGONEDO is a valuable

establishment Measurable improvement in the delivery of services by the NGOs in Dodoma has

been recorded (by beneficiaries and external evaluators) Institutional donors recognize and value NGONEDO initiatives and that this

recognition is displayed in their relationships with NGONEDO and its memberagencies

NGONEDO is seen as an organisation, which adds value through the provisionof services that build the agencies capacities to deliver efficiently andaccountably

The preparation of this plan has taken considerable time and resources and hasexposed certain tensions within the organisation. Perhaps because so much energy

has been expended in the debate, it may reasonably be claimed that it represents thecollective best judgement about the way forward. It is to be hoped that it will beseen in that light and that everybody will put their weight behind achieving itsobjectives


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