a river blue reviewed strategic plan

A RIVER BLUE (ARB)

P.O. Box 504 Lira, Uganda

Tel: +256 772313338 Email: [email protected]

REVIEWED FIVE YEAR STRATEGIC PLAN

(2012 - 2017)

APPROVED AND ADOPTED AS AN

OFFICIAL WORKING DOCUMENT ON

OCTOBER 26TH 2012

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Table of Contents Executive Summary 3 Chapter 1 6

Background 6

Origin, Governance and Development of ARB 9

Mission Statement: 11

Vision: 11

Niche of ARB 11

Chapter 2 12

INTERNAL RESOURCE MANAGEMENT: 12

Chapter 3 17

Situation Analysis 17

SWOT Analysis 18 Chapter 4 20 The Five (05) Year Strategic Plan (2009-2014) 20

Programme Statement/Programme Rationale 20

The five year strategic planning framework 21

The Strategic Programme Issues(SPI): 21

The programme Support Strategic Issues (PSSI) 21 Strategic Programme Issues and Strategic Objectives 22

Strategy 1; Lobbying and Advocacy 22

Strategy 2 Information Gathering and Dissemination 22

Strategy 3 Capacity Building 23 Strategy 4 Safe Water, Sanitation and Environment 24

Strategy 5 Health 24

Strategy 6: Human Rights Awareness 25

Strategy 7: Humanitarian Support 26

Strategy 8: Basic Education 26 Strategy 9: Vocational Skills Training 27

Strategy 10: High Value Crops and Animal Husbandry 28

Strategy 11: Research 29 Programme support strategic issues: 29

Strategy 12: Resource Mobilization 29

Strategy 13: Management and administration 30

Strategy 14: Finance and Accountability 31 LOGICAL FRAMEWORK 33

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Executive Summary

A River Blue (ARB) is community based and a non-governmental organization. It has a bottom –top approach in terms of power flow. This gives the general membership of ARB to be involved in preparation, planning, decision making, monitoring and evaluation.

The supreme decision making body is the General Assembly/Delegates Conference and it’s held after every five (05) years. The secretariat is the internal human resource of the entire ARB organization while the organization has outlets referred to as breathing points/focal points/branches and affiliate member organizations/Institutions/actors at grass root/villages.

With initial funding support from Barefoot Workshops, ARB was initiated in 2008 as a community based organization by a group of visionary persons from Lango sub-region in Northern Uganda. This was in response to the twenty one year war in northern and eastern Uganda that forced many families to internally displaced person’s camps (IDP’s).

The after effects of the war resulted into the destruction of social and economic infrastructures, with other adverse effects on the children, young people and the general community. Children were forced to the streets; there was general lack of food, shelter, access to basic education and domestic needs.

The breakdown in social values led to promiscuity, adultery/fornication/divorce coupled with alcohol abuse predisposing them to HIV/AIDS and dependency syndrome.

ARB came in to address social and economic crisis by imparting knowledge and skills on vocational and basic education to street children, orphans and other vulnerable groups for self-sustenance.

The reviewed five year strategic plan is based on governance which is user friendly and participatory to the general membership of ARB as per the recently held general assembly. It is projected at achieving vision values to the following beneficiaries:

Street children.

The last 10-20% of the vulnerable children and young people and

Marginalized groups, in the war affected regions of northern and eastern Uganda as a whole.

The mission statement or the statement of purpose gives clear roadmap of the dreams of the Organization how can be attained through service delivery in our breathing outlets/focal points at grassroots/village level for improved livelihood of the vulnerable community members.

The reviewed strategic plan derives its direction from the following; - Situational analysis - SWOT analysis.

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This is divided into two parts namely; (a)-strategic program issues (SPI), (b)-programme support strategic issues (PSS I). The strategic program issues (S PI) are:-

Lobby and Advocacy

Information gathering and dissemination

Capacity building

Planning and Research.

Safe water, sanitation and environment

Health (HIV/AIDS, safe motherhood, malarial control, reproductive health).

Humanitarian support.

Human rights awareness, policy and monitoring development.

Vocational skills training

High value crops and animal husbandry

Basic Education

And the programme support strategic issues (PSSI) have the following:

Resource mobilization

Management and administration

Finance and Accountability

Appendix is the Logical frame work for the five (5) year strategic plan 2017 with the following;

Intervention areas

Verifiable indicators

Output

Means of verification

Critical success factors.

Maps have been appendixed.

a- Map of Uganda showing location of Alebtong district b- Map of Alebtong district c- Map of community project area

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Chapter 1

1.1. Background

Alebtong District

Alebtong district is located in northern Uganda but basically in Lango sub-region. The district headquarters are at Alebtong town council (Map: 1). a. Climate: It shows small variations of temperatures humidity and winds in the districts. The districts experiences rainfalls from March-May and July- November, with dry seasons extending from December to February.

b. Culture and Religion: The community in Alebtong district is composed of the people known as Langi, and Luo (Langi) is the widely spoken language. Christianity is the predominant religion, with a majority being Catholics and Anglicans. The majority of the population is employed in subsistence agriculture with few involved in very small retail businesses. There are no more conflicts in this region; the Langi tribe is very social and gives high welcome to foreign visitors. The community is moderately educated with many people having a grasp of spoken English. The main custodian of the cultural heritage is the paramount chief of Lango-“Won Nyaci”. The people here enjoy a wealth of cultural values and traditions in forms of clans systems, language, dressing, folklore, food, music, dance, drama and crafts. There has been changing cultural values due to the influence of western culture and education. c. Political and administrative structures: The district local council is the highest political authorities in the districts and has an average of 20 members headed by the district local council chairpersons (L.C.V’s). This serve as the political heads of the district. The district local council has technical teams divided into departments; Finance and Planning, Production and Marketing, Technical services, Health and Environment, Education and Sports, Community Services and Management Support services for implementation of the council resolutions. The Chief Administrative Officer heads the technical department of the whole district.

d. Demographic Characteristics

Dis t r i c t 2010 2011

H o u s e h o l d s Population H o u s e h o l d s Population

Male Female Total Male Female Total

Alebtong 44,716 102,400 109,100 211,500 46,189 106,100 112,700 218,800

Abako 10,127 24,100 25,800 49,900 10,455 24,900 26,600 51,500

Aloi 12,377 28,000 30,000 58,000 12,805 29,300 31,100 60,400

Amugo 5,642 12,600 13,500 26,100 5,817 13,000 13,900 26,900

Apala 8,421 19,300 20,500 39,800 8,699 19,900 21,200 41,100

Omoro 8,150 18,400 19,300 37,700 8,412 19,000 19,900 38,900

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e. Social economic factors: Agriculture: Is by far the main economic activity in the the district and recent studies and surveys indicating that over 86% of the population depends on subsistence farming as their main source of livelihood. The rest of the population depends on employment income, trading and cottage industries.

The major crops are; sunflower, soya beans, finger millet, sorghum, cassava, beans, sesame, groundnuts, sweet potatoes, peas. Fruits include mangoes, oranges and avocado. Poultry farming is also growing in urban areas for commercial purposes.

Fishing Industry: Though it’s still at infancy, fishing has a greater potential to contribute to the district development programs. Lake Kyoga, over 100 km away is the main fishing ground in the region. At a smaller scale, fishing is also done in swamps and rivers by the local community. At a limited scale commercial fish ponds are being undertaken by some few groups of people in the community.

Forestry: The district is estimated to have forest coverage of 19%. This coverage is diminishing due to; rampant encroachment, charcoal burning, bush fires, overgrazing and higher dependency on firewood as a source of fuel.

Industry: This activity is still limited in the district. There are some few small scale industries involved in processing agricultural products. Processing industries is predominated by oil mills, grains and cereals processing, cotton gins and food processing.

There is also small scale workshops engaged in metal fabrication, woodwork, handicraft and clay works. Most of the industrial activities are located in urban centers along the national grid. The major constraints facing the industrial development are lack of capital, entrepreneurship skills and unavailability of electricity in the rural areas.

Education: War and armed conflict deprives millions of children in northern Uganda from access to quality education. There is a misconception that education in conflict situation is a luxury; “no one dies from not going to school, other life threatening needs for; - food, water, shelter or healthcare - many at first glance, seem more pressing” In northern Uganda, war has gutted the education system. During the height of the conflict, over 737 schools (approximately 60% of schools) in northern Uganda were closed1. Throughout the region, many schools are dilapidated, the quality of education is weak, and many children dropped out of school due to fear of abduction, displacement or lack of resources and poverty in their households.

Over 250,000 children do not access school in the region despite the government program of Universal Primary education (UPE) that emphasizes free education for all children. In displaced camps, learning centers were created to try and address the educational needs of the hundreds of thousands of displaced children. However, the

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term “learning center” quickly became synonymous with very poor learning facilities and nearly non-existent infrastructure and school supplies. To illustrate, the teacher pupil ratio was impossibly high, with some areas reporting 1:300.

Dropout rates are alarming. Even though Uganda has UPE, where schools are functioning, many children are forced to leave due to hidden costs; including books, uniforms and basic supplies. Children work to provide labor and food for their households keeping them out of school. The Uganda Demographic and Health Survey (2000/2001) found that 17 percent of school going age children was not attending school. At the same time, the current transition rate from primary to secondary school is a mere 14%, with disproportionate burden of girls failing to proceed to secondary education3. Children and young people who drop-out before and after completing grade 7 or who discontinue secondary studies without passing ordinary level of education face limited non-academic or employment skills training opportunities.

Vocational Training (VT) is exceptionally positioned to meet the demands of youth who fall out of school and at the same time address the wider goals of socioeconomic reconstruction. VT is a main driver that can fuse economic recovery, education rehabilitation and reintegration as a way to ensure development through upgrading of the labor force which is essential for the holistic development of societies coming out of armed conflict. Effective VT provides skills for both agricultural and non-agricultural livelihoods, for employment and self-employment.

VT should avail youth the opportunity to find employment or self-employment and become more self-reliance. However, there are significant variations in VT programs provided in northern Uganda; length, comprehensiveness and quality of training, the complementary skill courses offered, funding sources and the populations they target. There is complete disconnection between participant expectations and program objectives and level of comprehensiveness frequently leading to disappointment and frustration on the part of the vulnerable young people. To be effective, accurate information on market realities will improve the ability of VT graduates to access sustainable livelihood opportunities. Increased access to information will guide service providers in a demand-driven approach, matching youths’ interests, skills and available resources to market opportunities for employment and self-employment4.

The Government of Uganda through the line Ministry of Education has come up with the Uganda Vocational Qualification Framework (UVQF) under the department of vocational training with the view to make VT friendlier. In line with this, VT assessments will now emphasize practical skills than theoretical skills, allowing average learners continuation to higher level of education in VT. The emphasis on modular trainings also provides more flexibility to match the needs and expectations of learners from poor backgrounds who need to divide their time between the family and learning skills for self-reliance.

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f. Health

The most causes of morbidity are upper respiratory infections, intestinal worms, trauma, diahoreal diseases, skin diseases and malnutrition. The HIV/AIDS scourge has complicated the health situation and increasing opportunistic infections and mortality. Though HIV/AIDs awareness is 85%, there is still need to sensitize the public because the rate of infections continues to rise.

The major constraints includes; many health units need completion/repair, equipping and staffing, inadequate awareness by the masses on the causes and control of the diseases, low immunization coverage, Inefficient health information systems, low access to safe water and sanitation, inadequate supervision of health units, private clinics and drug shops, poor remuneration of health staff, inadequate distribution of health units.

1.2 Background to the Origin, Governance and Development of ARB

1.2.1. Origin and Development of ARB A River Blue (ARB) is a non-governmental organization formed in 2008 by a group of people from the Lango sub region. The idea came as a result of the effects of the war in northern Uganda from 1980s to late 2007 that forced many people beyond the edge of survival.

The effects of poverty and social disintegration forced many families to the limits, with no fall back and buffer to provide for their needs, leading many children to turn to the street for survival. ARB came into being to deal with this situation by providing alternative skills to enable such young people to earn income in more socially acceptable way and in more decent environment.

With the relative peace, much effort are centered on socioeconomic reconstruction without any clear programming approach to reach young people who have lost many school years during the war without any skills for self-reliance.

In early 2008 to date, with initial funding support Barefoot Workshops (www.barefootworkshops.org), ARB received funding to provide skills training to disadvantaged young people and youth in Alebtong district.

ARB is currently operating in Alebtong District where it runs outreach centers in the subcounties and one main vocational centre located in Aloi sub county ,thirty(32) kilometers along Lira- Aloi highway.

ARB is one of the major national NGO’s with interventions focusing on the following core programmes: -

(i) Income generation (Vocational skills, high value crops and animal husbandry). (ii) Health (HIV/AIDS, Safe Motherhood, Malaria Control, Reproductive Health). (iii) Safe Water, Sanitation and Environment.

http://www.barefootworkshops.org/

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(iv) Humanitarian Support. (v) Human Rights Awareness, Policy and Monitoring Development.

The above programs are geared towards the following categories of people.

(a) Children (b) Young People (c) Women (d) Elderly (e) Marginalized Groups.

Currently we are covering three (03) districts (Lira, Alebtong and Otuke) in Northern Uganda. Our strategy is to cover the remaining districts of Northern Uganda and extend to Eastern, Western, Buganda and Kampala regions.

The position of ARB has changed drastically after the recent General Assembly which has answered issues on the followings: -

Governance

Strategic Directions

Human Resources

Clarified Objectives, aims, mission statement, vision and niche. The recent new constitution of ARB places the General Assembly as the supreme decision making body.

The user friendly and participatory governance to the general membership of ARB has resulted into the followings: -

Ensuring efficient and effectiveness in resource mobilization and accountability.

Provides a basis for monitoring and evaluation.

Creates an environment for fund raising drives and marketing strategies.

It is important to note that the process of strategic planning utilizes a number of participatory methodologies which are based on need to incorporate the views of different stakeholders. The methodologies include the followings: -

Organizational assessment.

Focused group discussions.

Workshops.

Review of documents.

1.2.2. ARB Governance Structure and Systems

The present governance structures as per the new constitution adopted by the recent General Assembly. The governance structure of ARB involves the following: - 1.2.2.1. The General Assembly/Delegates Conference: - This is the supreme decision making body in ARB organization and it’s held after every five (05) years.

1.2.2.2. The Board of Advisors/Patrons It has the authority on buildings, land, immovable properties and all investments’ securities vested at their levels.

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1.2.2.3. Board of Directors Council It is the policy making body of the organization.

1.2.2.4. Committee of Arbitration and Disciplinary

This handles impeachments and imbalances in the whole organization and gives recommendations to higher organs to take actions.

1.2.2.5. Secretariat Is the internal human resource of ARB or technical back up of the organ.

1.2.2.6. Regional Executive Council Is to facilitate and strengthen roles of regional executive council to interface with district executives and coordination mechanism within the given region.

1.2.2.7. District Executive Council To collaborate/network with outreaches/branches in coordination with stakeholders supporting the district base organizations by contributing to the overall goal strategy of the district plans.

1.2.2.8. Community Groups/Organized Groups/Local Initiatives Members of the community who come together for a common purpose and goal to initiate feasible and viable activities in the community

1.3.4. Strategic Objectives of ARB

1.3.4.1. To impart knowledge and skills in income generation activities (vocational skills, high value crops and animal husbandry) to the vulnerable groups of people in the designated areas to improve livelihood.

1.3.4.2. To improve the health conditions of the community in the four (04) sub-core programmes ( HIV/AIDS, Safe Motherhood, Immunization/Malarial Control and Reproductive health)

1.3.4.3. To promote and facilitate sustainable land use, environment, safe water and sanitation.

1.3.4.4. To provide humanitarian relief to community affected by conflicts and disasters. 1.3.4.5. To promote human rights awareness, policy and monitoring development.

1.3.5. Mission Statement: To promote community participation in income generation, empowerment, health, environment protection, human rights, humanitarian relief, policy and monitoring development. 1.3.6 Our Vision

The basic needs of Vulnerable Children & Youth and their families are better satisfied

through long-term benefits from skills training, income generation and job placement

program. “While building our vision, the most significant out-put expected is that children

and youth make significant and measurable contributions towards improvement of their own

livelihoods, those of their families and creatively transforming their communities”.

1.3.7. Niche of ARB Livelihood skills training and community group’s formation.

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Chapter 2

2.0. INTERNAL RESOURCE MANAGEMENT: 2.1. National Headquarters/Secretariat: There is a national headquarters/secretariat composed of the following staff to be appointed by the Board of Directors Council: -

Executive Director/Program Director

Program Coordinator

Accountant

Program Officer

Heads of Departments

Secretary

Finance Officer

2.1.1 Functions of the secretariat as provided for by ARB constitution:

Day to day administration of the head office and its activities.

Facilitating the development programs for the various levels of the organization and coordination with branches and other registered partner organizations/institutions.

Production and exchange of information.

Ensuring the accountability at national level and promoting accountability at other levels of the organization.

Carrying out public relations and report building for the organization.

Fundraising and resource mobilization.

Initiating and making recommendations to the Board of Directors Council.

Initiating ideas, actions on development provision of intellectual and innovative leadership.

NB: The duties of an individual member of staff shall be spelt out by the Board of Directors Council in accordance with the functions of the secretariat laid down in the constitution.

The secretariat comprises of the following departments: -

Capacity Building and Education

Planning and Research

Health

Human Rights Awareness

Policy and Monitoring Development

Humanitarian Relief

Safe water, Sanitation and Environment

Youth, Children and Women Affairs.

The department of Capacity Building and Education comprises of: -

Community Based Training

ARB Vocational Training Centre and its Outreaches

Affiliate Vocational Institutions and Primary Schools.

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2.2. The main Vocational Training Centre

ARB vocational school is named Alebtong River Blue Vocational Training Centre, a

community based, not for profit organization registered by the registrar of companies as a

company limited without shares registration No.156325 and a member of Uganda

Association of Private Vocational Institutes (UGAPRIVI) Registration No. 674, and

registered as an Assessment & Testing Centre by the Directorate of Industrial Training

(DIT) of the Ministry of Education No. MAC/0138.

The major purpose of founding ARB VTC was to ensure that sources of income generation

for Vulnerable Children and Youth and their families are increased through skilled

employment and business opportunities.

2.2.1 Courses Offered for Non Formal Skills’ Trainings Programs:-

a) Agriculture and Animal husbandry sector

Sustainable Tropical Agriculture

Agro-forestry

Horticulture

Animal Care and Management

Livestock / Poultry vaccinator

b) Garment Sector

Tailor children

Tailor men

Tailor ladies

c) Construction sector

Mason

Building carpenter

Shuttering carpenter

d) Arts , Culture and Media Sector

Music, dance and Drama

Bead Making

photography

On completion the graduates are awarded Trade Test (Certificate of non-formal) of the Directorate of Industrial Training, Ministry of Education and Sports.

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2.2.2 Courses offered as conventional/formal vocational trades Comprises of the

following: -

Tropical Agriculture ( Stage 1 & 11)

Carpentry and Joinery (2 Years).

Block Laying and Concrete Practices (2 years).

Motor vehicle Mechanics (2 Years).

Welding and Metal Fabrication (2 years).

Catering and Hotel management ( 2 Years).

Tailoring and Cutting Garment (2 Years).

On completion the graduates are awarded Trade Test (Grade II) of the Directorate of Industrial Training, Ministry of Education and Sports.

2.3. Rural Outreach Vocational Training Centers

The outreach/community based vocational skills training programmes are created on case basis, especially in sub counties. These are usually tailor made and are targeting mostly grown-up youths who never had opportunities to attend UPE during their several years of living in IDP Camps. The programme usually combined literacy education and vocational skills training.

The courses offered are: -

Carpentry and Joinery

Block laying and Concrete Practices

Tailoring and Cutting Garment

Catering and Hotel Management

Welding and Metal Fabrication

Bicycle Repair and Assembling

Agricultural development Systems

Appropriate Technology

The graduates are awarded the following: -

Modular Training Approach; Provided with Certificates of Competency (3-9 Months)

Intermediate Term; Are provided with Intermediate Certificates (12-18 Months)

Apprenticeship Training; Awarded with Certificate of Competency (1-6 Months).

Achievements of the Vocational Skills training Centre

The principal has completed a diploma in institutional management supported by Uganda Private Vocational Institutions (UGAPRIVI) in collaboration with German Technical Corporation (GTZ);

Three (3) teachers have gone for further studies for a certificate in Technical Teacher Education in Kyambogo University supported by Uganda Private Vocational Institutions (UGAPRIVI) in collaboration with German Technical Corporation (GTZ);

New trades have been introduced at the main centre, these are Catering and Hotel Management and knitting and weaving;

Affiliated Skills Development Network (ASDN) assisting in training teachers in skills to get the markets;

Extra Curriculum Activities have promoted inter personal relationship;

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Is a member of Straight Talk Club which raises awareness on HIV/AIDS prevention and mitigation;

20 acres of land has been donated by the community to establish the main agribusiness training centre.

Set up production unit which is yet to be fully equipped; a piggery sty has been constructed and is nearly on completion

Solar powered water supply system is set to be constructed with support from EWB-GT.;

The environment of the main training centre is disability friendly.

Instructors were trained in Savings and Loans Association (SLA) concepts

Instructors were trained in Guidance and Counseling to handle traumatized war affected victims;

Establishment of Child Rights Clubs, sensitizing the communities on the importance of girl child education, HIV/AIDS prevention, peace building and environmental protection;

Learning environment improved through the construction of workshop shades, stores;

Challenges

Overwhelming numbers of applicants of trainees;

Preference of boy child to girl child has affected the number of girls that are taking trades within the main training centre and at the outreach centers;

Inadequate infrastructures at both the main centre and outreach centers;

Insufficient remuneration for workshop assistants.

Strategies for Addressing the Challenges

Attachment of the target group on the short list to the Savings and Loans Association (SLA);

Soliciting for more financial support from foreign donors to scale up the construction of the main centre, to become agribusiness incubation and entrepreneurship development centre. A River Blue is pioneering a new approach to promoting agricultural innovation and improving tertiary agribusiness education in Uganda, by proposing the establishment of an ‘Agribusiness Incubation and Entrepreneurship Development Centre” through a private public partnership approach, the project which involves a replication of the ‘Songhai Model” is intended to develop an entrepreneurial and agribusiness development programme in Uganda based on the proven concept of the Songhai model, in Benin. The Songhai model is an integrated value chain development model, which incorporates training and technological innovation with production, mechanization, agro processing, marketing, recycling and services provision under a unified management and operation.

Demystifying the negative cultural values towards the girl child and being outward looking;

Develop an infrastructure plan and solicit for funds;

Expanding the income base through increasing the local production.

2.4. Community Based Training Community based training is an approach to training whose objectives depend on community demand as opposed to conventional training that is fixed around the curricular. Further, it is implemented along the modular format whose duration ranges from between (3 -9) months.

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2.5. ARB’s Achievement as an Organization

Registered as an NGO with the National Board of NGO Registration, Ministry of

Internal Affairs, Ministry of gender, labor and Social development, District Local

Government.

Establishment of a functional fully fledged secretariat.

Carrying out supervision, monitoring and evaluation of programs

Independent Policy Formulation and the development of guidelines for operationalization of programmes.

Promotion of Savings and Loans Associations, Self Help groups, Cluster level

Associations into community based organizations registered at the district level leading into a federation which is the umbrella organization of the Self Help Groups of the poorest of the poor women that is the first of its kind in Uganda.

Support to basic education.

Acquired 20 acres of land for the construction of the main vocational centre through donations by members of the community.

2.5.1 Summary of funding history Our first funding partner was Barefoot Workshops, a not for profit organization based in

New York in US, who has funded our programs for the last three years and yet to continue.

No DATE FUNDER TYPE COUNTRY AMOUNT REASON

1 2008-10 Barefoot

Workshops

International

not-for-profit

organization

USA US $

125,000.

Vocational training

& School fee support

to 150 OVCs in

Alebtong district

2 2010 Edukan

Foundation

International

NGO

Netherlands UGX 13.5 m Basic education and

vocational training for

70 vulnerable children

& young people

3 2011 MoES Government Uganda UGX 6.6m Non-formal vocational

training for 30 youth

in Alebtong

4 2012 Office of the

Prime Minister

thru Northern

Uganda Youth

Development

Centre ( NUYDC)

Government Uganda UGX

55.0m

Skills training for 100

youth in Alebtong

district -northern

Uganda

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Chapter 3

3.0 Situation Analysis

Precisely the people in this region are living in total abject poverty clearly manifested by poor health, low household income, poor household housings, and high numbers of illiteracy especially amongst women and youth, high numbers of school dropout and out migration of young people in search of cash paying jobs in tea and sugar plantations in affluent districts in western Uganda. These entire occurrences were brought about by over 20 years of civil wars and strife, which deprive people of time and morale to carryout productive work.

3.1 Overview In this situation analysis, ARB examines the Government of Uganda Policy environment under which the strategic plan will be implemented. The analysis is further extended to assess the strengths, weaknesses, risks, threats and the opportunities within ARB as an organization in designing and implementing program activities. This will enable ARB to understand the internal strengths challenges as well as examine the external opportunities and threats that affect the organization/capacity and ability to fulfill the mission and vision.

3.2. Government of Uganda Policy

Like most other African countries, poverty remains the greatest challenge facing the people of Uganda. Poverty has been defined not only as lack of incomes but also as the inability to meet basic and social needs, the feeling of powerlessness to break out of the cycle of poverty, and insecurity of persons and property. In 1992 poverty rates in Uganda stood at 56% but declined to 44% in 1997, 34% in 1999/2000, then rose to 38% in 2002/2003 before falling again to 31% in 2005/2006. The population in Uganda is predominantly rural and agricultural based. There are significant regional disparities in poverty levels, with the highest incidence in the north of the country. In these regions, long affected by conflict, all the MDG indicators fare very poorly, although the ongoing peace talks between the Government and the LRA rebels bring promises of peace and sustainable development for Northern Uganda at last. The Government of Uganda has tried to address these challenges through a comprehensive national poverty reduction strategy, the Poverty Eradication Action Plan (PEAP), a fundamental instrument which acts as the overarching framework for national development. The PEAP sets an ambitious target of reducing the proportion of the population living in absolute poverty from 44% in 1997 to below 10% by 2017. This is well above the MDG 1 Target of halving the proportion of people living below the poverty line in 1990 by 2015.

This is the most important development agency which is fully committed to improve the social welfare of the rural population of Uganda. This is done through the efforts and partnership that will ensure effective delivery of basic social services to households, and establishment of sustainable community based income generating activities geared towards sustainable community development and improve the quality of life of the poor.

http://www.undp.or.ug/undpug/download.php?f=PEAP%202004.pdf

http://www.undp.or.ug/undpug/download.php?f=PEAP%202004.pdf

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3.2.1. The 1995 Constitution of the Republic of Uganda In its political objectives (v) and (vi), the 1995 Uganda constitution recognizes the role of NGO’s and CSO’s as key partners of Government in development. ARB’s five (05) years strategic plan has been designed in line with the above constitutional provision.

3.2.2. Decentralization Policy (2008) - Local Government Act 1997

Government of Uganda began decentralization in 1995 and is committed to its implementation through the Local Government Act (1997). Through its program areas of ARB’s strategic plan is designed to support government aspiration that will ensure effective participation and influence of grass root communities in social services delivery mechanisms. The strategic plan aims at strengthening Government and NGO collaborative efforts, partnerships towards improved social services delivery and management at household level.

3.2.3. Poverty Eradication Action Plan (PEAP)

In 1997, the government of Uganda introduced the poverty eradication action plan (PEAP) which is now the overall development planning framework for Uganda. PEAP adopts a multi-sectoral and sector wide approach were NGO’s, CBO’s and private sector are recognized as key actors and contributors to the realization of PEAP goal. Therefore, the five (05) year strategic plan is designed with strategic objectives to support and complement Government Efforts towards the set Goal and Objectives of the PEAP. 3.2.4. District Development Programs (DDP) The ARB five (05) year strategic plan is within the district development programmes namely; Poverty Alleviation Action Fund (PAF), Poverty Action Eradication Action Plan(PEAP), Universal Primary Education (UPE) and Local Government Service Delivery Programme ( LGSDP). The district aims at strengthening capacity of CSO’s in the dis trict to effectively plan, implement and integrate gender, environment and human rights awareness in all member organizations development programmes.

3.2.5. The Millennium Development Goals (MDG’s) ARB organizational strategic objectives address six pillars of the millennium development goals (MDG). This places our organization to give effective and efficient service delivery to our vulnerable children/less fortunate people in the marked areas of operations.

3.3. SWOT Analysis To establish priority issues upon which the five (05) year strategic plan should focus on as an organization, ARB carried out an analysis of the existing institutional capacity and external social surroundings underlying program implementation.

3.3.1. Strength

Secretariat existing and functional

Has technical human resource

Has its own values, beliefs and principles.

It has ability to impart skills

Has ability to address the real needs.

ARB has taken the advantage of the political will.

Relevant and attractive programmes

Well spread membership.

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Has an existing structure

Credible organization

Existence of operational policies

Functional constitution which provides for the best practice structure

Legally registered and recognized

3.3.2. Weaknesses

It has not assisted its membership to develop reading, writing culture and surfing on the internet.

It does not have the Board of Directors Council and Board of Advisors/patrons appraisal system.

It has less output to meet the member organizational expectations.

Inadequate training facilities in terms of space equipment/tools and materials.

Low staff remuneration.

Inadequate staff.

Lack of annual consolidated budget.

Logistics and inadequate funding

3.3.3. Opportunities

The political will

Decentralization policy in place and being implemented

Government is willing to work with the civil society organizations in different specialties.

Have values to lobby for financial support.

ARB is respected in civil society organization arena.

Donor support is outside in the community.

There is wide spread membership for our program areas.

Community support and willingness to donate land in the outreaches.

Prevailing peace and tranquility.

Market availability for skills training.

3.3.4. Threats

Non-performing CSO’s and government institutions.

Interference from intermediary agency organizations.

HIV/AIDS impacts and effects.

Global Economic crunch may affect donor funds.

High poverty level in the community.

a) Strategies to address the threats

Intensification of capacity building.

Awareness raising and education.

Sustainability measures for activities.

Empowering the community with small income generating activities.

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b) Strategies to address the weaknesses

Provision for the reading culture e.g. resource centre at our branches and outreaches and training community on internet surfing.

Initiate appraisal systems for the Board of Advisors and Board of Directors.

Develop member’s sense of belonging and ownership of the organizational activities.

Provision of enough training space, training materials and equipments.

Expand the income base through quality product of vocational skills, run viable and feasible income generating activities.

Recruit workers for the missing positions (Posts).

Put in place the consolidated annual budget.

Expanding the local fund base and soliciting for funds from donors.

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Chapter 4

4.0 The Five (05) Year Strategic Plan (2012-2017)

ARB has held discussions, assessments, interviews, workshops/seminars, meetings in consultation with member organizations and stakeholders. In view of the entire programming process within the socio-economic and political environment in Uganda, ARB deemed it necessary to engage in strategic planning process and output of which is this Five (05) Year Strategic Plan.

The five year strategic plan is designed to give ARB a sense of direction and increase ARB’s complementary role in supporting Government of Uganda and other development partners efforts of eradicating poverty particularly in pillar two, three and four of poverty action eradication plan. And to participate in the government’s call on Peace, Rehabilitation and Development Programme (PRDP) in slated to reshape northern Uganda match with other regions.

4.1. Programme Statement/Programme Rationale

There is need to build the capacity starting at the grass roots to effectively participate in development and the implementation of the pro-poor policies that create change the government recognizes as the role played by the civil society organization in advocacy and monitoring key ingredients of poverty eradication action plan (PEAP) and millennium development goals (MDG’s) and as well as building partnerships despite the efforts, coordinated services delivery culture to be a major challenge.

In many communities in Alebtong district which is ARB’s constituency; There is lack of access to development information, uncoordinated service delivery in development work by civil society organizations, local governments and central government on; HIV/AIDS, scourge, low incomes at household level to mention but a few.

These among others continue to undermine community capacity to fight poverty. Despite these constraints, it’s the civil society organizations that have contributed towards grassroots development to date.

Their bottom-up approach in development has democratized development and promoted good governance that is essential for sustainable poverty reduction. In light of the above ARB has identified fourteen (14) areas of interrelated intervention that will be focused to improve on livelihood and facilitate all systems of ARB organization and other member actors in development to do their work.

These are;

Management and Administration


Capacity building for member organizations,

Lobbying and advocacy



High value crops and Animal husbandry

Human rights awareness, policy and monitoring development

Humanitarian relief

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Safe water, sanitation and environment,

Planning and research

Health(HIV/AIDS, safe motherhood, Immunization, malarial control and reproductive health)

Basic Education.

Finance and accountability

4.2. The five year strategic planning framework In this planning period, ARB will focus on the following strategic planning issues (a) Strategic Planning Issues(SPI)

(b) Programme Support Strategic Issues(PSSI)

4.2.1 The Strategic Programme Issues (SPI): These include development challenge that needs to be tackled with partner organizations/institutions so that the quality of life of the community is improved.

These are:-

Lobby and Advocacy


Capacity building

Planning and Research.

Safe water, sanitation and environment

Health (HIV/AIDS, safe motherhood, malarial control, reproductive health).

Humanitarian support.

Human rights awareness, policy and monitoring development.


High value crops and animal husbandry

Basic Education

4.2.2 The programme Support Strategic Issues (PSSI) These are organizational development issues that need to be addressed so that ARB can more effectively support partner organizations in efforts to address development needs and priorities.

These are;


Management and administration

Finance and Accountability

In this strategic plan, ARB outlines how to tackle programme issues and programme support issues.

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4.3. Strategic Programme Issues and Strategic Objectives

Strategy 1: Lobbying and Advocacy

ARB and government institutions will continue to support the community and other actors in order to improve the social, economic, cultural and religious values of the under privileged. ARB will strive to influence social and economic policies that affect the interest of the poor and marginalized so that the situations can be ideal for the grass root people. ARB will further lobby and advocate for changes in policies in order to increase civil society participation and access to resources in the context of decentralization (political will).

Lack of awareness and knowledge among the civil society organizations has also tended to hinder the community to utilize many opportunities (gaps at their disposal) keeping them in their peripheral vicious cycle of poverty. We have made serious attempts in promoting awareness, mobilization, sensitization and education in order to achieve the community needs.

Strategic Objectives: 4.3.1. To advocate and lobby for changes in policies and programmes to increase

member organizations participation in development process, access, resources in the context of decentralization beginning with the first year by the Board of Directors Council.

4.3.2. The Board of Advisors/Patrons and Board of Directors Council to create and improve with stake holders through defined areas of cooperation by the end of the year 2014.

Possible Intervention areas 1.1 Facilitate member organizations in the planning and research department to carry out

joint research on identified issues for advocacy. 1.2 Present and deliver advocacy and lobbying messages to the relevant audiences.

1.3 Monitoring and Evaluating advocacy activities

1.4 To create and promote good working relationships with key stakeholders.

Strategy 2: Information Gathering and Dissemination

There are so many civil society organizations and government institutions in the region that have not networked. There is need to strengthen and streamline service delivery, research, monitoring and evaluation.

Furthermore the developing of guidelines on advocacy and lobbying areas that needs to be included in the information gathering and dissemination.

Strategic Objectives: 4.3.3. To avail the secretariat statutes, policies and statutory instruments affecting the

operations of the civil society organizations and government institutions to enable effective management, lobby and advocacy within the first year of operation.

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4.3.4. To establish functional resource centre at the secretariat and outreaches by the end of the year 2015.

Possible Interventions

2.1 Collect all necessary documents and access them for stakeholders.

2.2 Develop and document clear, beliefs and principals of ARB. 2.3 Establish and equip the resource centers at the outreaches and secretariat. 2.4 Data collection and analysis.

2.5 Accessing of data by members of the organizations and member organizations/institutions.

2.6 Dissemination of information using information, communication and education materials.

2.7 Improving linkages with information and dissemination networks. 2.8 Using media Channels.

Strategy 3: Capacity Building Community based organizations/institutions are highly mobilized with goodwill to address community felt needs. Being micro-organizations within communities they form a response avenue through which development and social welfare opportunities can be channeled to local man at the grass roots.

However, these organizations face challenges of inadequate organizational capacity to fully utilize resources at their disposal for benefits of the local people, hence there is need to build their capacity to enable them implement activities which can enhance community development.

Most international support agencies prefer working in partnership with government or religious institutions or baptism renowned organizations and this precedent has led some of these institutions/organizations to be over resourced.

Strategic Objectives: The secretariat is;

4.3.5. To equip members of ARB and other actors with skills, knowledge, ability in strategic thinking, planning, resource mobilization and management by the year 2014.

Proposed areas of interventions 3.1 Establish 8-man Core training Team of Trainers (ToT), the ToT’s training of staff

members of ARB as an organization and other actors to facilitate training programmes.

3.2 To develop data and information exchange model. 3.3 Promoting ARB and it members, actors and activities.

3.4 Arrange exchange visits at all levels.

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Strategy 4 Safe Water, Sanitation and Environment Alebtong district has various water access points which include swamps, springs, valleys dams, most of which form dirty and contaminated water sources. Women and children walk a distance of an average of five (05) kilometers in search for water for domestic use.

Safe water coverage is 51% from the last financial year 50% is provided through the springs, deep boreholes, shallow wells, rain water tanks, dug water and piped waters. ARB will network/link with member organization to assist the community to access cheap harvesting of water through imparting of knowledge skills, creating awareness and organizing workshops.

Strategic Objectives

4.3.6. Provision for opening water source points in the community to access safe water. 4.3.7. Training the community in forming water standing committees and keeping for sanitary

measures.

Intervention areas

4.1 Outsourcing service providers in terms of financial support to assist in the opening up of water source and points.

4.2 Training community on sanitary measures at the water source point and personal hygiene.

Strategy 5 Health (HIV/AIDS, Safe motherhood, Immunization, malarial control and reproductive health) The health situation is generally poor and characterized by high mortality rate (119/1000) and high maternal mortality rates (650/100,000). The most common causes of morbidity are malaria, measles, upper respiratory, infection, intestinal worms, and trauma, Diahorreal diseases, skin diseases and malnutrition.

The HIV/AIDS scourge has complicated the health situation to increasing opportunistic infections and mortality. The major constraints facing the health sector include:

Many health units need completions/repair, equipping and staffing.

Inadequate awareness by the community on the cause of prevention and control of diseases.

Low immunization coverage.

Inefficient health information system.

Low access to safe water and sanitation

Inadequate supervision of health units, private clinics and drug shops

Poor remuneration of health staff

Inadequate distribution of health units

The health situation in Northern part of Uganda was complicated by the insurgency culminated into about 90% of people being squeezed and congested in the internally displaced people’s camps.

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Goal: Access to quality health services.

Strategic Objective

4.3.8. To improve the health condition of the community in the five sub-core programme areas of health (HIV/AIDS, Safe Motherhood, Immunization, Malarial Control and Reproductive Health).

Possible Intervention Areas: 5.1 Sensitization of the community. 5.2 Training of the community.

5.3 Designing and developing of the Information, Communication and Education Materials.

5.4 Designing a management information system. 5.5 Networking with actors in the fields dealing in the five sub-core areas of health.

5.6 Establishment of referral health centers within one community.

Strategy 6: Human Rights Awareness, Policy and Monitoring Development. In the last twenty one years of rebel insurgency in Northern Uganda, the fundamental human rights of the entire populace were grossly violated especially children and women were greatly affected.

Another awkward scenario was on lack of the basic domestic needs, social services and the total breakdown of the family units to cater for its own people. There is need to develop policy and guidelines from the secretariat data to assist us in the proper decision making and influencing bad decisions made by other actors in the field.

Draft design and development mechanisms to monitor the implementation and impact of pro-poor policies and plans, comparing and contrasting information on poverty and dissemination.

Goal: Better social and economic living standards.

Strategic Objective 4.3.9. To increase knowledge of human rights awareness, policy and monitoring development

in the community.

Possible areas of intervention 6.1 Media awareness for the people’s rights. 6.2 Strategic plans which involves members in the monitoring of social, economic and

civil rights. 6.3 Provision of the accurate and up to date information and statistics on poverty status.

6.4 Creation of the opportunities for members to come together and participate in government consultations where policies are discussed.

6.5 Communities to consider how specific policies and priorities in the district are made.

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Strategy 7: Humanitarian Support Northern parts of Uganda have been engulfed in rebel insurgency for twenty one years. When insurgency ended in 2006, another natural disasters caused by floods destroyed the social economic infrastructures such as schools, roads/bridges, residential houses, crops and other livelihood structures.

All these disasters caused unbearable sufferings to the local community. There is need for full scale interventions to rebuild the community. In an attempt to address the issue, the government had put in place programmes like programme for Peace, Recovery and Development Plan (PRDP), Northern Uganda Social Action Fund (NUSAF).

These programs are meant for the recovery of Northern and eastern Uganda. However, as the programme is well intentioned, cases of corruption, misuse of funds and lack of strategies to reach the target group through the government mechanism didn’t meet the desired expectations of the community.

Goal: Restore the livelihood means of the affected community.

Strategic Objective 4.3.10. To provide humanitarian relief to communities affected by conflicts.

Possible Interventions 7.1 Scholastic materials e.g. books, pens 7.2 Supplies of food and non-food items.

7.3 Medical supplies. 7.4 Rehabilitation of economic infrastructures like roads, bridges, schools, health units,

social infrastructures e.g. houses, markets, commercial premises, food security stores), clothes, shoes, soap, vocational tools and equipment, transport facilities.

7.5 Materials for medical units.

Strategy 8: Basic Education The Education system in Northern and parts of Eastern Uganda was interrupted by the rebel insurgency for nearly twenty one years.

The conflict stagnated and in some cases worsened the human development and welfare indices in the regions as compared to the national average statistics. The educational sector just like other social sectors suffered significantly as a result of this conflict. This affected the access, quality, efficiency and effectiveness of the educational system in Uganda.

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Goal: Access of children and young people to basic education

Strategic Objectives 4.3.11. To improve on the infrastructure of the primary schools within the mapped areas

of operation. 4.3.12. To give better guided practical on better sanitation and environment for primary

schools. 4.3.13. To carry out capacity building for teachers and pupils on guidance and

counseling in the affiliated primary schools and vocational training centers. 4.3.14. To give skills and knowledge on how to have a good relationship for primary

school and the community where they operate. 4.3.15. To give guided practical on the formation of clubs, societies to encourage child

participation and retention in schools.

4.3.16. To build capacity of the management and staff of the partner institutions (primary schools and vocational training schools), training those ones on curricular development to mainstream vocational skills training and innovations.

4.3.17. To impart skills on the importance of school gardens as a means to boost food security.

Possible intervention areas: 8.1 Building, renovation /repairs of classroom buildings, staffs and administrative

buildings.

8.2 Architectural modification to enable the established structures to be disability friendly.

8.3 Erection of wheelchair accessible pit latrines. 8.4 Training teachers in counseling to mitigate stigma for children living with

HIV/AIDS and better communication skills to children affected war.

8.5 Make pupils discover their in-born skills (talents). 8.6 Make schools initiate school gardens as a means to boost food security.

Strategy 9: Vocational Skills Training ARB was established and registered in 2008 as a local non-governmental organization. In an attempt to address the plight of the vulnerable children and young people, the organization set-up a vocational skills training centre to respond to the needs of the target groups and local community.

ARB uses both center based and community based approaches (Community Outreaches) to undertake vocational skills training. The outreach approach is a strategy to increase visibility and accessibility to vocational skills training for the last 10-20% of the vulnerable young people in the community.

These target groups are vulnerable and disadvantaged and are in need of vocational training, since they don’t have any access to any other skills training opportunities. ARB has designed a sustainability plan for the project by integrating savings and loans associations/business plans where the graduates are encouraged to save and also help train their peers as apprenticeships.

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ARB also provides post training support to their trainees to ensure that they establish small and medium scale enterprises. ARB also links these groups to financial institutions to access credits to support their businesses.

Goal: Self-reliant community

Strategic Objectives 4.3.18. To provide technical skills to the vulnerable children and young people by the technical

experts within Northern Uganda for self-reliance by the year 2017.

Possible areas of interventions 9.1 Provision of agribusiness incubation and entrepreneurial skills 9.2 Provision of new technology in ceramics (housewares, jewelry, interlocking stabilized

soil blocks, airbricks, compound tiles and energy saving stoves. 9.3 Provision of training on electronics, electrical installation, bakery computer

training, hairdressing, plumbing, painting and decoration.

9.4 Mainstreaming cross-cutting activities into vocational skills training in the areas of entrepreneurship and business skills training.

9.5 Psychosocial support programmes. 9.6 Empowering the target groups of the last 10-20% of the vulnerable children and

young people in the community.

9.7 Training in traditional courses (Tailoring, welding, carpentry, Block laying, mechanics, bicycle repair and assembling, catering and hotel management).

Strategy 10: High Value Crops and Animal Husbandry 80% of Uganda’s population relies on agriculture for livelihood. The only way of increasing domestic earnings is by empowering her citizens with high value crops and animal husbandry to improve their economic viability.

In this region of Northern and Eastern part of Uganda, which has been having a number of insurgencies for the last twenty one years, there is need for the communities to be empowered with enough functional skills.

Goal: Better sustainable livelihoods

Strategic Objectives: 4.3.19. To empower the community to access income generating activities.

Possible intervention areas 10.1 Credit and savings schemes.

10.2 Introduction and development of Agricultural development systems( fishery, animal husbandry, fruit farming, poultry, food production and processing, horticulture, storage, market and general value addition).

10.3 Food security( promotion facilitation and dissemination of soil science, management, conservation, crop rotation, rain fall trend analysis, pests and diseases control, post-harvest handling, market information, seed and food bank established at the village level).

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Strategy 11: Research The ever changing social and economic conditions of the people of northern and eastern Uganda has direct impacts on programmes being implemented by ARB. As a result, there is need for continuous course re-direction to match the adverse impacts of the changing conditions to meet the desired objectives.

Research is a basis for generating new knowledge, identifying trends and encouraging participation by the community which is linked to development of ARB activities. ARB requires strengthening its research system to ensure continued accuracy, validity and reliability of the actual facts on the ground.

The research carried out by other actors may not give out the true findings as they may not know language and they are not habituated to mapped areas of operations. Therefore needs to strengthen the existing research programme to enrich the present programming and knowledge base for ARB and other stake holder’s consumptions.

Goal: Better Quality programmes and Services

Strategic objectives: 4.3.20. To identify areas of research in each department of the secretariat. 4.3.21. To improve knowledge base for information dissemination and sharing. 4.3.22. Identifying areas of possible research and conducting research in those areas in every department.

Possible areas of intervention 11.1 Identifying areas of research 11.2 Conducting research 11.3 Disseminating research findings 11.4 Documentation of research findings.

PROGRAMME SUPPORT STRATEGIC ISSUES:

Strategy 12: Resource Mobilization

In order to raise funds for the projects for ARB, in the first place it encourages its members and affiliate members actors to look around them and see what resources can be mobilized for activities they want to carry out.

ARB then works to supplement these locally available resources and be able to

Provide some financial assistance to members to SLA’s to develop their activities.

To provide equipment/materials for activities.

Assist in establishing income generating activities for the self-help groups, cluster level associations and savings and loans associations.

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In the five year strategic plan of ARB all the programme areas has been developed for the sole purpose of mobilizing resources to support implementation of the five(05) year strategic plan.

Goal: Enhanced mobilization of resources for effective implementation of the programme

Strategic Objectives 4.3.23. To identify possible sources of funding starting with first year by the resource

mobilization task force.

4.3.24. To carry out negotiations with potential donors starting with the first year by the resource mobilization task force.

4.3.25. To develop project proposals by the resource mobilization task force in the first two months.

4.3.26. To develop and implement proper management information system of SLA’s, CLA’s, SHG’s, Branches and government institutions on income generating activities (IGA’s).

4.3.27. To develop and implement a membership drive strategy continuity by the resource mobilization task force.

4.3.28. To develop and implement a membership drive strategy within two years by the members organizations capacity building department.

Possible intervention areas 12.1 Project proposal writing and concept papers 12.2 Fundraising events

12.3 Mobilize SLA’s, SHG’s, and CLA’s, branches, affiliate institutions and government institutions to pay membership fees.

12.4 To identify donor agencies 12.5 To encourage members and government institutions to participate in income

generating activities (IGA).

12.6 Organize Charity walks 12.7 Set-up credit/savings and micro-finance enterprises. 12.8 Strengthening and creating more partnerships.

Strategy 13: Management and administration The Board of Directors Council of ARB is responsible for policy and management. Effective policy management requires efficient staff for its management. ARB needs staff and volunteers to carry out day to day administrative duties.

A lot of resources and logistics are required to facilitate administration and management of ARB. ARB needs to mobilize resources required for efficient implementation of the strategic plan.

The following are senior management staff:-Executive Director/Program Director Program Coordinator Accountant Programme Officer Heads of Department

Secretary

Account Assistant

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vii. Training Officers in the Departments viii. Lobbying and Advocacy Officers ix. Resource Mobilization Officer

Strategic Objectives 4.3.29. To recruit and deploy 10 competent staff and 60 volunteers in the first year of the Board

of Directors Council 4.3.30. To provide Secretarial office with equipment and tools by the Board of Directors

Council in the first year,

4.3.31. To draft new policies and review existing ones and develop data which the Board of Directors Council shall use to set-up policies on Governance, Finance, management Information System(MIS), Human Resource within the first two years.

4.3.32. To establish and document beliefs within the first year of administration.

Possible areas of Interventions 13.1 Recruitment of 10 competent staff and 60 volunteers 13.2 Equipping staff with logistics 13.3 Procurement of Office supplies and equipment

13.4 Building a complete office structure comprising of the office of the secretariat, resource centers and conference hall.

13.5 Be an ignition for the second strategic plan for ARB. 13.6 Developing data to be used by the Board of Directors Council to set up policies. 13.7 Monitoring and support supervision of the staff in the organization.

Strategy 14: Finance and Accountability There must be a transparent way of making decisions on how business is conducted. ARB financial management has effective administrative and management structures that exhibit high degree of accountability.

This accountability includes finances and output accountability. The organization has strengthened and institutionalized a sound and proven financial management system and relevant accountability procedures manual.

ARB’s planning puts emphasis on the following:

Strengthening of financial management system.

Strict adherence to financial policies.

Ensure timely financial report.

Induction and training made for staff on financial procedures and policies.

We have just completed to develop and managing a consolidated budget and audit of ARB.

Goal: A sound, transparent and accurate financial and accounting system

Strategic Objectives 4.3.33. To provide accountability in a transparent and professional context that ensures

provision of accountability to the donors, partners and stakeholders. 4.3.34. To provide financial statements that adheres to nationally and internationally acceptable accounting standard.

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4.3.35. To ensure compliance on appropriate practice in financial management of grant and partnership projects.

Possible areas of intervention 14.1 Producing accountability for the consumption of the donors, partners, and

stakeholders and for the organization.

14.2 Implementing an appropriate book keeping system as well as a simple system of internal controls at all levels.

14.3 Preparing financial statements according to the required standards to present to independent registered audit firms approved by the General Assembly. 14.4 Enabling reliability and integrity of financial reporting.

14.5 Reviewing of the financial management policy manual that adhered to standard of the financial management procedures.

Strategy 15: Investment Plan for the Vocational School

The table below shows a list of the proposed investment required to make the main vocational

centre run sustainable income generating skills programmes for vulnerable children and youth in

the district during the next five years:-

PRIORITY INVESTMENT

CONCEPT

INVESTMENT PACKAGE

A. Construction and

equipment for

vocational

education and

training

infrastructure

1. Eight classrooms and furniture

2. Administrative Office

3. Eight workshops, equipped with accredited tools and equipment

4. Four Staff semidetached houses

5. Water borne washrooms ( 12 stances)

6. Reception area

7. Catering facilities & Kitchen

8. Purchase of school vehicle

9. Football pitch

10. Solar powered Water plant

11. First aid & medical examination room

12. Counseling/meeting room

13. Computer/ICT library

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14. Land registration and fencing

B. Investment in

Income Generation

infrastructure

majoring on

agribusiness

incubation and

entrepreneurship

development

1. Piggery farm with Bio-digester

2. Poultry Farm

3. Tree nursery

4. Apiary

5. Fish pond ( 1 acre)

6. Animal feed machinery

7. Bakery

8. Horticulture/orchards(with drip irrigation)

9. Plantation woodlot

10. VIP Guest house

11. Dairy cattle farm

12. Goat farm

13. Brass Band

14. Solar Powered Drip Irrigation vegetable Test Plots

C. Community

investments

i. Community Hall/Art Centre

ii. Community Health and HIV/AIDS Care Centre

D. Recreation VIP Guest House and Restaurant. Our goal is twofold: Create decent

accommodation for our foreign expert volunteers and income generation

with the proceeds going to support local orphan programs. Our intention is

to create a model that is local led and monetarily sustainable, independent

from the need of outside support.

NB: Each investment package will be treated as a separate project and detailed project plan

is prepared depending on the availability of funding source.

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15.1 Funding the Plan - Sustainability Vision

15.1.1 Introduction

This vision for sustainable ARB VTC lays out the proposed plan to ensure that over the

next five years ARB VTC is able to generate the necessary income from its asset base to

cover core staff costs, and thereby no longer be dependent on other funders by 2015. We

have used SMART principles to ensure that our sustainability targets are specific,

measurable, achievable, realistic and timely.

15.1.2 Background

Since ARB VTC started operation in 2008 core funding has been secured through

Barefoot Workshops. In 2010 funding reduced substantially making us to get some short

falls which resulted into delays on implementation of some planned activities. In an attempt

to diversify our funding streams last year, we secure an income various other local

partners. Currently our income generation through our local investments remains very poor

to mention. We aim to meet this income gap by increasing our local income generation

activities by 10% in the next five years and further diversifying our funding sources.

15.1.3 Role and reputation

ARB VTC over the last three years developed a strong reputation in Alebtong and to the

donor partners. We receive an average of 200 applicants wanting to train at the centre on

sponsorship. We receive over 400 local visitors to the centre. All services delivered are at

planned capacity, with courses not subscribed by our institution referred to other centre

away from Alebtong. There is definitely a demand for the services we provide, and we also

have the resources of land space and local staff time to expand and diversify our provision

to respond to the needs of these needy communities.

15.1.4 Future Vision

Make ARB VTC centre an ideal model standard to deliver vocational learning in northern Uganda.

Introduce Vulnerable Family and Children’s services to do more intensive work with parents and young who enroll for vocational training at ARB VTC centre.

Develop youth training and personal development for NEET’s (Not in Education, Employment or Training) and provide additional support to the mobilized youth groups as a strategy to re-integrate young people into universal vocational learning.

To introduce and sustain social enterprise hub to creatively meet the needs and

improve the economy of the target local community.

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Explore the management of additional community assets for the benefit of the local community.

Market the expertise and knowledge base of the staff at ARB VTC to deliver additional piece of work across the community.

15.2 Sustainability

Over the next five years we are aiming to establish an income generating facilities which

can generate average income threshold of US $10,000 per year. This would raise

additional funds for administration and management of the projects which can be used to

offset part of the income gap of donor remittances.

We are thinking of introducing cost sharing; especially students should pay for feeding and

accommodation to reduce on our spending per student.

Other revenue source will include gate collections from visitors, researchers and high

school scholars which cannot yet be estimated at this level of planning.

The centre is likely to attract more fund raisers and donations if the basic school

infrastructures are put in place before the end of 2015. Our fundraising strategy will target

funders and projects that complement our current area of work.

ARB’S LOGICAL FRAMEWORK APPROACH FOR STRATEGIC PLAN (2009-2014)

S.No. INTERVENTION AREA OUTPUT VERIFIABLE INDICATORS MEANS OF VERIFICATION CRITICAL

SUCCESS

FACTORS

1.0 STRATEGY 1: LOBBYING AND ADVOCACY

1.1 Facilitate member organizations in the planning and research department to carry out joint research on identified issues for advocacy.

¾ Members trained on planning and research.

¾ No. of members trained. • Attendance lists.

• Certificates awarded.

• Training manuals. • Training Reports.

~ Willingness of the member institutions.

1.2 Present and deliver advocacy and lobbying messages to the relevant audiences.

¾ Members/Stakeholders with relevant messages.

¾ • Testimonies. • Positive feedback responses.

Validity of the Communication channels.

1.3. Monitoring and Evaluating lobbying and advocacy

¾ Lobbying and advocacy implemented.

¾ Good policies and decision making by

institutions/

• Written documents on policies and decision making.

Cooperation of members/actors

activities. Organizations in place.

1.4. To create and promote good working relationship with key stakeholders.

¾ Harmonious relationship established.

Sharing of ideas and experiences.

Having one common goal and interests.

Using same resources.

¾ Avoid duplication of resources.

• Interjoint meetings. • Charity walks. • Exchange visits.

Cooperation of members/actors

.

2.0. STRATEGY 2: INFORMATION GATHERING AND DISSEMINATION

2.1. Collect all necessary documents and access them to stakeholders.

¾ Documents in place. ¾ Accessing organizational

documents.

Utilization of our data base. • Clearance forms to allow stakeholders access our documents.

Availability of the upto date registry.

2.2. Develop and document clear values, beliefs and core principals of ARB.

¾ Clear values, beliefs and core principals in place.

Utilization of core values, principals and beliefs by our members.

• Behavioral change and communication towards the organizational activities.

Cooperation of members/actors.

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2.3. Establish and equip the resource centers at our outreach level, secretariat and branches.

¾ Resource centers at the outreaches, branches and secretariat.

¾ Members and stakeholders use of the resource centers.

• List of membership of those using the resource centers.

~ Availability of technical experts to handle the resource centers.

2.4. Data collection an analysis ¾ Accurate, reliable and actual data in place.

¾ Utilization data. • Written documents on data collection.

~ Availability of technical personnel.

2.5. Dissemination of information using information, communication and education materials.

¾ Awareness raising on organization activities.

¾ Publicity in place. • Testimony of members on the organizational activities.

• Information, Education and Communication materials in place.

• Talk shows and receipts given.

~ Availability of funds. ~ Willingness of the

community.

2.6. Improving linkages with information dissemination networks.

¾ Better coordination. ¾ Attending meetings/conferences. ¾ Dialogue. ¾ Interpersonal contact.

• Attendance lists.

• Minutes.

• Memorandum of Understanding.

~ Cooperation of the members.

2.7 Usage of media channels ¾ Media channels selected ¾ Announcements. ¾ Talk shows. ¾ Public address systems. ¾ Visual and audio communication

systems.

• Photographs. • Testimony from community. • Receipts. • Reports.

~ Availability of funds.

3.0. STRATEGY 3: CAPACITY BUILDING

3.1. Establish 8-man Core training Team of Trainers (ToT), the ToT’s training of staff members of ARB as an organization and other actors to facilitate training programmes.

¾ Eight core team in place ¾ Trainer of Trainees in place ¾ Other actors

¾ The trainings take place. ¾ Task force for training.

• Registration of members • Training reports • Training manuals • Certificates of attendance


~ Willingness of other stakeholders.

3.2. To develop data and information exchange modules.

¾ No. of modules developed. ¾ Utilization of modules. • Documented manuals on exchange modules.


3.3. Promoting ARB and its member organization and actors activities.

¾ Promoted activities. ¾ Increased participation of members and other actors in ARB activities.


• Reports. • Meetings. • Minutes.

~ Cooperation of members and other actors.

39

3.4. Arrange exchange visits at all levels.

¾ Exposure visits made. ¾ Participation in the exposure visits by other actors.

• Lists.

• Photographs. • Video coverage. • Correspondences.


STRATEGY 4: SAFE WATER, SANITATION AND ENVIRONMENT

4.1. Outsourcing service providers in terms of financial support to assist in the opening of water points.

¾ Service providers in place. ¾ Constructing the water source points. ¾ Owning the water points by forming

water source point committee. ¾ Community utilization of safe water

source points.

• Memorandum of Association between ARB and the donor.

• Photographs of water source points.

• Certificates of completion. • Water standing committee

minutes.


4.2. Training the community on sanitary measures at the water source points and personal hygiene.

¾ Sanitation measures in communities and personal hygiene in place.

¾ Sanitation measures use at the water source points and at home.

¾ Practicing personal hygiene in the community.


• Reports. • Training manuals. • Photographs.

~ Cooperation of the community.


STRATEGY 5: HEALTH( HIV/AIDS, SAFE MOTHERHOOD, MALARIA CONTROL AND REPRODUCTIVE HEALTH)

5.1. Sensitization of the community.

¾ Awareness created. ¾ Reduction of the infectious/epidemic diseases.

¾ Data at health centres and referrals from outreach branches to health centers.

• Photographs. • List of referrals.

• Reports. • Medical forms. • Records at health units and

outreach branches.

~ Willingness of the community members.

~ Political will. ~ Availability of

funds.

5.2. Training of the community ¾ Community trained on the four(04) sub-core program areas of health.

¾ Participation of members/actors in the training.

• Attendance list

• Training manuals. • Photographs. • Reports. • Literature reviews.


~ Willingness of the community.

5.3. Designing and developing of the Information, Education and Communication materials.

¾ Information, Education and Communication materials availed.

¾ Utilization of Information, Education and Communication materials by the public.

• Posters.

• Stickers.

• Newspapers. • Radios.

• Television.


40

• Records.

• Reports. • Prospectuses. • Organizational Leaflets. • Brochures.

5.4. Designing Management Information System.

¾ Management Information System in place.

¾ Usage of computers by members and other actors on information collected on the four (04) sub-core areas of health. ¾ Viewing the video coverage by members and community.

• Feedback by the community. • Photographs.


5.5. Networking with actors dealing in the four (04) sub- core areas of health.

¾ Network and collaboration. ¾ Attending meetings. ¾ Conferences. ¾ Exposure visits.

• Photographs. • Reports. • Minutes.

• Video coverage. • Talk shows.

• Certificates.

• Interviews.

~ Cooperation at all levels.


5.6. Establishment of referral health centers within the community

¾ Referral health centers functional.

¾ Community utilization of the health centers and referrals made by our branches.

• Certificates of completion. • Photographs. • Reports. • Attendance lists.


~ Political will.

6.0. STRATEGY 6: HUMAN RIGHTS AWARENESS, POLICY AND MONITORING DEVELOPMENT

6.1. Media awareness on human rights.

¾ Human rights awareness created.

¾ Categories of people in the community being functionally literate on human rights.

¾ Observance of human rights.

• Talk shows. • Human rights commission Acts.


~ Favorable government policies.

6.2. Strategic plans which involve members in the monitoring of social, economic and civil rights.

¾ Plans for monitoring of social, economic and civil rights in place.

¾ Participatory monitoring. • Talk shows.

• Reports. • Photographs. • Minutes.

• Meetings.



funds.

6.3. Well researched information and statistics on poverty

¾ Poverty index statistics in place. ¾ Community dialogue with field workers. ¾ Satisfactory assessment by field

• Photographs. • Reports.


41

status.

workers and community. • Attendance Lists.

• Video coverage. • Research documents.


~ Political will by local leaders.

6.4. Creation of opportunities for members to come together

and participate in government consultations

were policies are discussed.

¾ Members involved in consultative forum where government consultations on making policies are established.

¾ Participation of the members in government consultation meetings/fora


• Invitation letters.

• Reports. • Video coverage. • Minutes.

~ Political will.

6.5. Communities to consider how specific policies and priorities in the district are made.

¾ Specific policies and priorities meeting community needs.

¾ Community members participate in data priority needs that result into better policies.

• Photographs. • Reports. • Attendance lists.

• Meetings. • Video coverage.

~ Political will.

7.0. STRATEGY 7 : HUMANITARIAN SUPPORT

7.1. Provision of scholastic materials.

¾ Scholastic materials availed. ¾ Vulnerable children and young people with scholastic materials.

• Distribution lists.

• Delivery notes. • Stores entry and exit

documents. • Receipts.


7.2. Supplies of food and non- food items.

¾ Food and non-food items provided to the vulnerable groups.

¾ Delivery and acknowledgement of food and non-food items.

• Way bills. • Distribution lists.

• Photographs. • Delivery notes. • Stores inventory. • Contract agreements. • Bid documents.

• Procurement documents.

• Minutes.

• Receipts. • Proforma invoices.


~ Political will.

7.3. Medical Supplies ( drugs and materials)

¾ Drugs and materials in place. ¾ Medical drugs and other materials in stores.

• Distribution lists.

• Photographs. • Delivery notes. • Contract agreements.


funds.

42

• Bid documents.

• Procurement documents.

• Receipts. • Proforma invoices.

7.4. Rehabilitation of economic infrastructures( roads. Bridges, schools, health units, social infrastructures i.e. churches, security, stores, markets, vocational

tools for skills training.

¾ Economic infrastructures in place. ¾ Provision of tool kits and machinery.

¾ Our experts participating in making infrastructures in community.

¾ Inventories for stores.

• Certificate of completion. • Photographs. • Video coverage. • Receipts. • Certificates of award.


~ Political will.

8.0. BASIC EDUCATION

8.1. Building, renovation/repairs of classrooms, staff and administrative structures.

¾ The following in place:- ¾ Classrooms, workshops, staff

houses and administration structures.

¾ Participation of the constructors and the community.

• Finished structures. • Certificates of completion. • Contract agreements. • Payment vouchers. • Receipts. • Bids submission registers,


8.2. Architectural modification to make the structures to disability friendly.

¾ Disability friendly structures. •

¾ Usage of the modified structures. • Architectural plan. • Site plan. • Finished structures. • Bids submission registers


8.3. Erection of wheelchair accessible pit latrines.

¾ Wheelchair accessible pit latrines in place.

¾ Participation of the constructors and community.

• Architectural plan. • Site plan. • Finished structures. • Bids submission registers


8.4. Training teachers on career guidance, counseling and psycho-social support.

¾ Effective and efficient communication by teachers to

pupils/students and parents.

¾ Involvement and participation of children subject.

¾ Future job creation. ¾ Global local market opportunities.

• Training manuals. • Testimonies.

• Attendance List.

• Reports. • Photographs. • School registers.


~ Cooperation of teachers and parents.

9.0. VOCATIONAL SKILLS TRAINING

9.1 Provision of new technology ¾ Appropriate technology on ISSB, ¾ Trainee’s participation in new • Certificates awarded. ~ Availability of

43

In ISSB, air bricks, compound tiles, energy saving stoves and maize shellers to boost agricultural activities.

air bricks, compound tiles, energy saving stoves.

technology. ¾ Affiliate institutions and primary schools adopting this new technology.

• Photographs. • Machines/Equipments. • Training manuals. • Attendance lists.

funds.

9.2 Enriching the curriculum on vocational skills training and basic education.

¾ Improved curriculum on vocational training and basic education including modular training.

¾ Participation of the teaching staffs, other actors dealing in the same field.

• Attendance list.

• Photographs. • Training manuals.

~ Availability.

9.3 Training provided in the new Areas identified by the community on(electronics,electricalinstallation, Computer training, hairdressing, plumbing, painting and decoration).

¾ Training on the identified courses by the community.

¾ Participation of the trainees at the outreaches, branches, affiliated vocational training schools, primary schools and main vocational training centre.

• Training manuals. • Reports by : • Outreaches.

• Branches. • Vocational Institutions.

• Primary schools. • Photographs. • Video Coverage.


9.4 Mainstreaming cross cutting activities into vocational training in the area of entrepreneurship and business skills training and psycho-social support.

¾ Mainstreamed activities into vocational training.

¾ Participation of trainees into:- entrepreneurship, business skills training and psychosocial support programme.

• Training manuals. • Photo graphs. • Video coverage • Attendance list.

~ Availability of Funds

9.5 Empowering the target groups (the last 10-20% of the vulnerable children and young people) in the community with livelihood and social skills.

¾ Target group of the last 10-20% of the vulnerable children and young people empowered with livelihood and social skills.

¾ Participation of the target groups of the last 10-20% of the vulnerable young people.


• Training manuals. • Photographs. • Video coverage. • Award of certificates.


9.6 Training in traditional courses (tailoring, welding, building, catering and carpentry).

¾ Training provided in traditional courses.

¾ Participation of trainees. • Attendance list

• Training manuals. • Photographs. • Certificates awarded.


10.0. HIGH VALUE CROPS AND ANIMAL HUSBANDRY

10.1 Credit and savings schemes. ¾ New groups formed and old ones strengthened.

¾ Groups engaged in feasible and viable IGA’s.

• No. of groups formed. • No. of groups strengthened.


44

¾ Groups accessing credits. • Viable IGA’s in the community. • Individual’s passbooks. • Minutes.

• Registers. • Attendance list.

10.2 Introduction and development of Agricultural development system (fish, animal husbandry, fruit farming, poultry, food

production), food processing, storage and marketing.

¾ Agricultural development system in place.

¾ Participation of the community in the agricultural development programs.

• Photographs. • Training reports. • Training manuals. • Agricultural statistical data’s.


10.3 Food security( promotion, facilitation, and dissemination of soil science, management, soil conservation, crop rotation, rainfall trend analysis, pest and diseases control, post harvest handling, market information, seed and food bank establishment at village levels.

¾ Food security in place.

¾ Production. ¾ Storage. ¾ Consumption by the community.

• Participation of the community in food security.

• Storage. • Agricultural records on food

security. • Meetings. • Attendance lists.


11.0. RESEARCH

11.1 Identifying areas of research ¾ Areas of research identified.

¾ Participation of our field workers of the

research departments.

• Research document. ~ Community willingness.

11.2 Conducting research ¾ Research conducted.

¾ Participation of community and field

workers

• Research documents in place. ~ Willingness of the community.


11.3 Disseminating research findings.

¾ Awareness raised. ¾ Testimonies by the community. ¾ Participation in dissemination.

• Testimonies of the community. ~ Availability of funds.

~ Willingness of the community and other actors..

45

11.4 Documentation of research findings.

¾ Documents in place. ¾ Involvement of research assistants and the community.

• Research documents. ~

~

Willingness of the community. Availability of funds.

12.0 RESOURCE MOBILISATION

12.1 Project proposal writing concept notes

¾ Project proposal in place ¾ The whole membership and other actors participate in the proposal writing.

• Proposal documents. • Concept documents. • Literature reviews.

• Assessment documents.

~ Availability of the strategic plan.

12.2 Fundraising drives ¾ Fund raising drive events in place.

¾ Participation of members and other actors.

• Photographs. • Attendance lists.

• Receipts. • Video Coverage. • Reports. • Accountability records.

~

~

~

Availability of funds. Political will. Permission from security personnel.

12.3 Mobilization of Savings and loans Associations, Cluster Level Associations, Self Help Groups and branches and affiliates and government institutions to pay membership and subscription fees.

¾ Membership and subscription fees in place.

¾ Membership registry ¾ Annual subvention for government to

ARB

• Membership cards. • Receipts. • Lists of membership from

registry. • Government budget reflections

to civil society organizations.

~ Cooperation of members and other actors.

12.4 To identify donor agencies ¾ Donor agencies in place ¾ Visits of donor representatives to organizations.

• Memorandum of Associations between ARB and donor agencies.

~ Cooperation of the donor agencies.

12.5 To encourage members and government institutions to participate in income generating activities.

¾ Income generating activities in place.

¾ Feasible and viable projects within the communities.

• Photographs. • Video coverage. • Reports from beneficiaries. • Meetings.

~ Cooperation between beneficiaries and the government.

12.6 Organize charity walks ¾ Charity walks carried out. ¾ Increased awareness of the organs activities and raising funds.

• Photographs. • Video coverage. • Organizing committee reports. • Reports.

~

~

~

Cooperation of members. Political will. Availability of funds.

46

12.7 Set-up credit and savings scheme and micro-finance enterprises.

¾ Credit and savings schemes, micro-finance and enterprises in place.

¾ Access of clients to loans. • Records.

• Savings cards/passbooks


13.0. MANAGEMENT AND ADMINISTRATION

13.1 Recruitment of 10 competent staffs and 60 volunteers.

¾ 10 competent staffs and 60 volunteers in place.

¾ Workers and volunteers offering service delivery in the organization.

• Advertisements.

• Interview reports. • Appointment letters. • Human resource management records of ARB. • Training lists.

~ Loyalty and faithfulness.

13.2 Equipping staff with logistics ¾ Logistics in place. ¾ Workers with logistics. • Procurement documents.

• Stores Inventories.


13.3 Procurement of office equipments and supplies.

¾ Office supplies and equipments in place.

¾ Equipments and office supplies in office.

• Receipts. • Delivery notes. • Procurement documents.

• Stores inventions.


13.4 Building of a complete office structure comprising of office of the secretariat, resource centre and conference hall.

¾ Secretariat, conference halls and resource center in place.

¾ Construction of secretariat, resource center and conference hall.

• Certificates of completion. • Invitation for bids.

• Bid documents.

• Building plans. • Bid submission records.

• Award processes. • Contract/supplies agreements. • Payment vouchers.


13.5 Be an ignition for the second strategic plan of ARB.

¾ Second strategic plan of ARB in place.

¾ Participation of staff and members in the second strategic plan of ARB.


• Data collected.

• Literature review.

• Assessments

~

~

Cooperation of members. Availability of funds.

13.6 Developing data to be used by the Board of Directors Council to set-up policies.

¾ Data in place. ¾ Participation in data collection. • Data documents.

• Photographs.


13.7 Monitoring and support supervision of the staff in the organization

¾ Improved performance of staff and members

¾ Participation of staff members in the organization

• Evaluation results.

• Monitoring Checklist

~ Cooperation of members and staff.

47

14.0. FINANCE AND ACCOUNTABILITY

14.1 Making an accountability Which is presented to the donors, partners, and stakeholders and for the organizational consumption.

¾ Accountability in place. ¾ Budget –tracking records. ¾ Accurate books of accounts.

• Audited accounts by internal and external auditors.

• Approved plans and budgets.

~ Cooperation of all accounts

staff.

14.2 Implementing an appropriate book keeping system as well as a simple system on internal controls at all levels.

¾ Financial management system in place.

¾ Adherence to financial management principles and policies.

• Financial statements.

• Audited reports. • Ledgers. • Bank statements.

• Books of accounts.

• Balance sheets. • Monthly bank reconciliations.

~ Cooperation of the accounts staffs.

14.3 Preparing annual financial statements according to the required standards to present to an independent registered audit firm approved by the General Assembly of ARB.

¾ Effective and efficient financial statements and audit reports in place.

¾ Participation of accounts staff to achieve annual financial statements.

• Approved budgets/financial work plans.

~ Cooperation of the accounts staffs.

14.4 Reviewing the financial management policy manual that adheres to standards of financial management procedures.

¾ Reviewed financial management policy in place.

¾ Participation of the accounts staff and other actors.

• Reviewed financial policy document of ARB.


MAP 1: UGANDA

50

MAP 2: ALEBTONG DISTRICT

ANNEX: 1 ANNUAL BUDGET FOR PROVIDING VOCATIONAL SKILLS TRAINING FOR 100 VULNERABLE CHILDREN AND YOUTH IN ALEBTONG DISTRICT (2013 Prices)

ACTIVITY NO. BUDGET ITEMS UNITS

NO OF UNITS UNIT COST

FREQ.

AMOUNT UGX EXPLANATORY NOTES

Activity A026 Vocational Training

DIT exams fees Students 100 50,000 1 5,000,000

75 students in first year.

Exam Materials Students 100 100,000 1 10,000,000

Test materials for DIT Assessments ( three sessions)

Overalls/ uniform Students 100 50,000 1 5,000,000

Shirts (both), trousers(boys), skirts (girls)

Materials/Development fund Students 100 50,000 1 5,000,000

Payments for rents for premises

Contribution to staff salary Students 100 150,000 1 15,000,000

Monthly salaries to both teaching & non-teaching staff

Students ID Pieces 100 5,000 1 500,000 75 students in first year & 200 in second year

Student record cards/ files & Photos Students 100 10,000 1 1,000,000

75 students in first year & 200 in second year

Medical Students 100 15,000 1 1,500,000 First aid only

Books & Pens/ pencils Students 100 10,000 1 1,000,000 student composition books & pens

Training materials Students 100 300,000 1 30,000,000

For four departments (BCP, TCG, AGRIC, BAKERY)

Toilet tissues Rolls 100 10,000 1 1,000,000 For use in both staff & staff toilets

Meals Students 100 100,000 1 20,000,000 full day meals

Accommodation/ Hostel Students 100 0 0 0 Students walk from their individual homes

Repair and Maintenance Students 100 80,000 1 8,250,000 Centre reorganization and maintenance

Furniture Pieces 100 70,000 1 9,625,000 Purchase 275 new plastic chairs

0

75 students in the first year, 200 in the second year

Sub Total Students 1,000,000 112,875,000

Representing 67% of the total budget

Activity A026 Literacy

Books/ Charts Pieces 100 3,000 1 300,000

Wall charts and manila cards

Text books Pieces 100 15,000 1 1,500,000

Both written & numerical literacy training materials

Dictionary Pieces 25 15,000 1 375,000 Beginners english dictionaries

Pens/Pencils Students 200 1,000 2 400,000 Purchase and issued to students

Training materials Students 200 10,000 2 4,000,000 chalk, markers, manila cards, blackboard

Literacy Assessment Students 200 10,000 2 4,000,000 production of Test

52

materials for Literacy Assessments

Facilitation for Literacy trainers Person 2 150,000 18 5,400,000

remunerations for trainers

Recruitment and Training of Facilitators Person 1 500,000 3 1,500,000

remunerations for facilitators

Facilitation of literacy workshops and external facilitators sessions 1 500,000 3 1,500,000

stationaries & refreshments

0

Sub Total 18,975,000

Representing 7% of total budget

Activity A027 Life skills Students 100 5,000 3 1,500,000

0

0

0

Sub Total 1,500,000

Representing 1.7% of the total budget

Activity A029 Pscyho social students 100 25,000 3 7,500,000

Filing records on personal profiles & cases

0

0

Sub Total

7,500,000


Activity A030 Post training support 0

Mapping & linkage meeting with entrepreneurs Meetings 5 1,000,000 1 5,000,000

Tracer studies and follow up(stationery and fuel) person 1 45,000 100 4,500,000

Creating social network for tracer studies

Seed fund for 15 groups @ 15 members group 5 20,000,000 1 100,000,000

Seed funding to 5 student enterprise groups

0

Sub Total

109,500,000


GRAND TOTAL 250,350,000

100 students @ 2,503,500 including seed fund

Table 1: Lists of Secondary Stakeholders

Partner Organization Areas of Partnership

Partners who will directly work with ARB in the coming 5 years Oloo Primary School Rural Primary school

Alebtong Primary School Rural Primary school Iyama Primary School Rural Primary school Amuria Primary School Rural Primary school Kakira Primary School Rural Primary school Anara Primary School Rural Primary school Awiny Primary School Rural Primary school Ogogong Primary School Rural Primary school Other partner who ARB will be collaborating with in VT service delivery

Local and Central government Policy intervention Advocacy and lobbying Platform for Labor Action Advocacy and sensitization on Labor laws and employment, children and workers’ rights.

DETREC – Development and Training Research Centre

Capacity building for local groups in livelihoods and development programs

UGAPRIVI Advocacy, lobbying, capacity building, curriculum development, coordination and standardization of training programs

Lira District Farmers Association Provision of farm implements and seeds Mobilization of local farmers, farmers trainings etc

National Agricultural Advisory Services Agricultural services in agricultural productivity

Aids Information Centre (AIC) Voluntary Counseling and Testing and other Sexual reproductive health programs for young people

POBEDAM Technical input on basic education (Vocational skills training)

Family Planning Association of Uganda On reproductive health issues and sexual reproductive health services for young people

Uganda Joint Christian Council UJCC M&E

Action for development (ACFODE) Capacity building for SHGs – development community action plans.

NGO Forum Coordination activities, training in NGO management -- for members

PRIDE micro finance

Enterprise development to SLAs

Pride Micro Finance Enterprise development(support to SLAs)

SURENET(Sustainable Rural Enterprise Network ) Credit access to SLAs (Enterprise Development) developing and promoting Appropriately

54

ARB VTC PICTORIAL

ARB VTC STUDENS 2012 TONY, FORMER LRA REBEL COMBATANT AFTER TRAINING AT ARB VTC

ARB VTC STUDENTS POSED AT A CORN FIELD IN 2008 ARB VTC GRADUATION 2009

a river blue reviewed strategic plan

Government & Nonprofit