KARMA RURAL WOMEN DEVELOPMENT ORGANIZATION (KRUWODO) STRATEGIC PLAN 2017 2021
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KARMA RURAL WOMEN DEVELOPMENT
ORGANIZATION (KRUWODO)
STRATEGIC PLAN 2017 – 2021
CONTACT ADDRESS
P. O. Box 37313 Kampala
Tel: 0312 103761
Email: info@kruwodo.org
kruwodoug@yahoo.com
kruwodoug@gmail.com
January
TABLE OF CONTENTS
EXECUTIVE SUMMARY ................................................................................................................................................... 4
1.0 BACKGROUND INFORMATION ON KRUWODO ................................................................................. 7
2.0 CONTEXTUAL ANALYSIS .............................................................................................................................. 9
3.0 2017 – 2021 STRATEGIC PLAN ..................................................................................................................11
3.1 STRATEGIC FOCUS .......................................................................................................................................11
3.2 KRUWODO STRATEGY MAP......................................................................................................................12
4.0 IMPLEMENTATION APPROACH AND RATIONALE............................................................................15
4.1 TRAINING AND AWARENESS CREATION..............................................................................................15
4.2 NETWORKING, LEARNING, PLANNING AND PARTNERSHIP BUILDING ...................................15
4.3 FACILITATIVE GOVERNANCE, LEADERSHIP AND SUSTAINABILITY.............................................15
4.4 SCOPE AND COVERAGE OF TARGET COMMUNITIES .......................................................................16
5.0 LESSONS FROM THE PREVIOUS STRATEGY .........................................................................................16
6.0 LEARNING, MONITORING AND EVALUATION OF THE STRATEGY .............................................17
7.0 NETWORKING AND PARTNERSHIP BUILDING ..................................................................................18
7.1 LINKING WITH GOVERNMENT ..................................................................................................................18
7.2 NETWORKING WITH CIVIL SOCIETY ORGANIZATIONS ...................................................................18
7.3 COLLABORATION WITH PRIVATE SECTOR ...........................................................................................18
8.0 STRATEGIC RISKS AND A RISK MANAGEMENT PLAN ......................................................................18
9.0 KRUWODO MANAGEMENT STRUCTURE...............................................................................................20
10.0 REQUIRED RESOURCES AND SOURCES ................................................................................................21
11.0 ACTIVITY PLAN FOR FIVE YEARS ..............................................................................................................23
12.0 BUDGET..............................................................................................................................................................26
2EXECUTIVE SUMMARY
KRUWODO Strategic Development Plan 2017 – 2021 highlights the prospective path
towards socio-economic transformation of women and youth in Uganda. The plan is in line
with the government of Uganda second National Development Plan (NDPII), which
emphasizes commercialization of agriculture, to increase production and productivity
along the value chains with focus on agro-processing and marketing as a launch path to
industrialization1.
The plan builds on the performance of the completed strategic plan 2012 – 2016 while
taking into consideration the achievements registered, challenges encountered and lessons
learnt during its implementation. The completed 2012 – 2016 strategic plan focused on five
program areas namely: (a) household income security (b) agriculture and food security (c)
water hygiene and sanitation (d) environmental conservation and climate change
adaptation (e) sexual reproductive health and HIV/AIDS. These strategic programs resulted
into implementation of projects which included: (i) farm production and household income
enhancement and (ii) rural healthcare support and income enhancement.
The new strategic plan 2017 – 2021 is an impetus of the completed plan and is designed to
propel economic empowerment of women and youth through agriculture, savings and
credit and healthcare information. This will be achieved through training and mentoring
coupled with planning, learning, networking and partnership building in relation to these
key intervention areas. KRUWODO is to strengthen her internal institutional capacities at
various levels particularly governance so as to effectively achieve the key intervention
programs. This new plan progressed out of various contributions from staff and members
of the board, facilitated by the consultants. The four days participatory planning process
included the outcome of an organizational survey that had taken place in June 2016, which
enabled KRUWODO to surface its institutional development questions, assess performance
of the completed strategy, identify opportunities and threats in her external environment
and define a strategic direction. During this process, KRUWODO also defined functional
areas based on internal and external factors that influence processes, systems and
programs within the organizational environment. KRUWODO also reaffirmed its identity
through a process of reviewing its vision, mission and values.
1
Second National Development Plan (NDPII) 2015/16 – 2019/20
3In the next five years 2017 – 2021, KRUWODO plans to focus on women and youth as
fundamental players for socio-economic transformation of less privileged communities.
This is because; women and youth are most affected by poverty in Uganda, and yet they
are very vital to its reduction mainly because they constitute the largest component of the
productive labour force contributing 88% of agricultural labour force an activity that
contributes to 76% of Uganda's economy. In addition, the Uganda national development
agenda highlights women and youth as key players in the reduction of poverty. The
increasing interest in agribusiness and financial services with government priority on
empowerment of women and youth creates opportunities for KRUWODO to contribute to
their socio-economic transformation. On the other hand, traditional gender practices and
norms have precipitated conflict over ownership of resources, particularly land coupled
with male dominated decision-making process which denies women and youth the
opportunity to generate, own and control economic resources. This calls for KRUWODO’s
effort to empower women and youth so as to address gender related issues. In addition;
the livelihood of women and youth especially in rural areas is greatly affected by their
health status which is influenced by lack of effective health facilities and care as well as lack
of sufficient health related information. While there are government efforts towards
disease prevention and community health improvement, there are still big challenges in
the area of skills of village health personnel. This further limits women and youth
opportunities to access information on healthcare provision and utilization. KRUWODO
therefore plans to contribute to supporting government efforts in enhancing the capacity
of community health personnel to perform their roles effectively and contribute to
community development. KRUWODO also recognizes that transformative leadership is
very key in the organization to influence performance and effectiveness in fulfilling mission
and vision as well as strategy implementation. The new strategic plan therefore outlines
how KRUWODO will strengthen her own capacity in facilitative leadership and purposeful
governance that will enable her sustained institutional growth and development.
KRUWODO will implement her strategy through three functional areas namely; (a) training
and awareness creation, (b) networking, learning, planning and partnership building, (c)
Facilitative governance, leadership and sustainability. Therefore, KRUWODO strategic
objectives in the next five years are:
1. Enhanced knowledge and skills of women and youth for increased income,
improved healthcare, farm production, gender sensitive leadership and decision
making;
2. Enriched KRUWODO capacity to learn, respond and provide quality services that
address socio-economic empowerment of women and youth in target
communities;
3. Increased KRUWODO capacity to develop as an institution and sustain her
performance, financial base and identity.
4By fulfilling the above objectives, KRUWODO desires to achieve the following outcomes:
1. Transformed livelihoods of women and youth benefiting from socio-economic
initiatives by government in target communities;
2. Sustained organizational development and quality service delivery by KRUWODO;
3. Improved access to healthcare information and better quality healthcare services in
target areas;
4. Gender responsive environment enhancing women and youth participation in
decision making and ownership of economic resources.
We aspire to empower women and youth to be in control of their own economic destiny
and attain financial freedom through their own participation. Consideration is majorly put
on community needs aligned in the perspective of Ugandan National Development Plan.
We strongly believe that with a purposeful board, passionate staff, sound financial base
and capital resources, less privileged communities will attain a transformed life leading to
national social and economic development.
51.0 BACKGROUND INFORMATION ON RUHEPAI
Karma Rural Women’s Development Organization (KRUWODO) is an indigenous
development oriented Community Based Organization with Registration number BUS/96.
The organization was founded in March 2006 to serve less privileged communities in
Uganda. Our Basic principle is rooted in mentoring and empowering women and youth to
transform their own socio- economic environments.
Since inception in 2006, KRUWODO has contributed to improving the lives of rural people
particularly in the Mityana district; implementing projects that address farm production,
household income, environmental conservation, water, hygiene and sanitation, health care
support, sexual reproductive health and HIV/AIDS. Since existence, KRUWODO has
recorded a number of achievement which include the following:
i. Community Empowerment: in the 10 years of existence, KRUWODO built capacity of
1,815 women rural farmers in Mityana district resulting into adoption and adaptation
of better farming practices leading to increased food production and better yields.
ii. Engagement and Participation: for 10 years, KRUWODO put citizens in charge of
their own development to work their way out of poverty through their own
participation. As a result our participants initiated activities that advanced economic
and social progress in a systematic and sustainable manner.
iii. Household income enhancement: in the period of 10 years, KRUWODO enriched
people’s incomes at household level through training in income generating
approaches, provision of revolving funds to enable initiation of income generating
projects and establishment of saving and micro credit schemes. This has witnessed
wealth and assets’ acquisition, credit access, value addition and economic freedom
especially to women.
iv. Increased production, better yields and food security: KRUWODO’s approach to
train, equip, empower and involve participants provided a right direction to farmers
to acquire knowledge and skills required for increased farm production leading to
better yields, food security and income earnings. As a result, our farmers have
embraced farming as business characterized by production of enough food for
home consumption and a surplus for sale to earn income. Establishment of
demonstration sites for learning and skills acquisition led to attainment of better
yields and increased production.
6v. Water sources construction and protection: KRUWODO’s commitment of giving a
service to the community was further manifested in construction and protection of
water sources to ensure safe and clean water access. In Maanyi sub-county of
Mityana district. KRUWODO constructed and protected 72 shallow wells 7 school
water tanks, 31 water jars for the elderly and disabled people, 6 school latrines (10
stances each) that currently serve a population of more than 14,445 people from
more than 1,645 households.
vi. Increased awareness and information on sexual reproductive health: KRUWODO
response to maternal health, sexual reproductive health and HIV/AIDS was achieved
through implementation of the project on single teenage motherhood and
HIV/AIDS. This led to improved health seeking practices by single teenage mothers
in Mityana district. Focus was majorly on family planning, HIV testing and
prevention of mother to child HIV transmission (PMCT).
vii. Office acquisition and ownership: KRUWODO acquired office premises where her
field office in Mityana district is currently housed increasing her potential to own
assets and property while reducing on operational costs. In addition, KRUWODO
has equipment namely; motorcycles, computers and furniture.
viii. Networking and Learning: since inception, KRUWODO has networked and linked
with various agencies and this has enabled KRUWODO to learn and gain knowledge
on various aspects contributing to her development and growth.
ix. Partnership building: over her life of 10 years, KRUWODO has built partnerships with
international and national development agencies that have supported her efforts to
deliver services to the communities.
KRUWODO aspires to build on the above achievements in a strategic and effective way
hence the development of its new strategic plan that will run from 2017 to 2021.
72.0 CONTEXTUAL ANALYSIS
Globally, economic advancement is at every nation’s development agenda. While the
poverty gap worldwide is reported to have fallen from 19% in 1981 to 10.7% in 20135, not all
countries are making progress towards ending extreme poverty. In Uganda, poverty has
remained a significant challenge and its reduction is a high priority goal on the national
agenda. The number of people living in poverty has reduced from 7.5 million to 6.7 million
and national poverty rate has fallen from 24.5% in 2009/10, to 19.7% in 2012/13. Uganda’s
economic growth rate has averaged at 5.5% between 2010/11 and 2013/14, with the highest
being 9.7% in 2010/116. Uganda second National Development Plan (NDPII) emphasizes
commercialization of agriculture, to increase production and productivity along the value
chains with focus on agro-processing and marketing. However, unequal opportunities
between women and men continue to hamper women’s ability to lift themselves from
poverty and gain more options to improve their lives. Conflict over ownership and decision
making denies women and youth the opportunity to generate, own and control economic
resources.
Economic empowerment of women and youth through agriculture, saving and credit coupled
with healthcare support is an essential ingredient of economic growth and poverty reduction.
In Uganda, agriculture remains the backbone of the economy while saving and credit are
essential elements to increasing household income for micro-enterprise development and
agriculture investment. In 2012/13, the agriculture sector accounted for 25.3% of the country’s
GDP from 24.7% in 2010/11, employing about 72% of the total labour force (formal and
informal), of whom 77% are women, and 63% are youth, mostly residing in the rural areas.
Similarly, saving and credit schemes are a proven potential for financial solution to people with
low income levels especially women and youth engaged in agriculture. It helps very poor
households meet life basic needs and is associated with household economic welfare
improvements. This results into women economic participation and empowerment hence
promoting gender equity. Relatedly, a healthy population is a major determinant of national
efforts towards socio-economic transformation which requires healthcare support services.
According to the second National Health Policy 2010; there is a direct relationship between
poverty and diseases prevalence7. Poor health has also been cited as one of the most
important factor pushing households into poverty and destitution majorly affecting women
and youth. Poor women find it difficult to access healthcare facilities due to distance to the
health centre, lack of money for medical treatment, lack of time and dependency of men for
permission to leave home to go and seek health services. Sexually transmitted diseases such as
syphilis, candida and genital sores combined with inadequate family planning services affect
women more than men.
5 Our World Data website
6 PovertyStatus Report 2014
7 Second National Health Policy 2010
8Mityana district which is a home to 328,964 people comprised of 163,247 males and 165,717
females8, has continued to experience limited opportunities to agriculture extension services,
credit access and healthcare support. Agriculture is still dominated by smallholder farmers
engaged in food and cash crops, horticulture, fishing and livestock farming 9. Saving and credit
is still characterized by limited information on available opportunities to financial access and
utilization. Most rural women and youth do not have financial products and services designed
to meet their needs limiting their potential and capacity to venture into agribusiness, agro
processing, value addition and agriculture investment. Furthermore, healthcare services such
as immunization, family planning, antenatal and postnatal care, maternal and childbirth are
insufficiently provided in poorly equipped centres and by inadequate and unskilled personnel.
This limits women’s capacity to remain economically productive. This situation makes
agriculture extension, saving and credit and healthcare services very critical requirements to
social transformation of people in this area.
Training and awareness creation by KRUWODO in various aspects of socio-economic
advancement of women and youth play a fundamental role in transforming lives of women
and youth to contribute to socio-economic development of their environments. For
instance, KRUWODO efforts and engagement in training, information provision and skills
building in agribusiness, farm production, agro processing, crop specialization, product
marketing, saving and credit approaches, sexual reproductive health, family planning, child
diet and nutrition provide an opportunity to women and youth in rural communities to get
exposed to new methodologies and technologies in agriculture, saving and credit
approaches and healthcare services. This is made possible through networking, learning,
planning and partnership building and institutional governance. This is because, all the
above stated efforts can only be achieved with facilitative leadership and purposeful
governance within the organization which enables growth and sustainability as well as
enhancing confidence, trust, innovativeness, resource mobilization and capacity
enhancement. Thus a strategic approach to institutional strengthening is to be pursued
focusing on institutional governance, strategic financial resource mobilization and
investment, staff capacity building, networking and learning. KRUWODO is to focus on
ensuring that its core governance and management structures are fully functioning and
providing strategic direction for achievement of objectives under this strategic plan.
Therefore, in the next five years, KRUWODO is to lay emphasis on awareness creation,
knowledge provision and skills development with particular focus on agriculture extension,
saving and credit and healthcare information so as to advance socio economic
transformation of women and youth.
8 Uganda National Census Results 2014
9
Second National Development Plan (NDPII) 2015/16 – 2019/20
93.0 2017 – 2021 STRATEGIC PLAN
This new strategic plan is designed based on the reviewed and restated vision, mission and
values that were agreed upon during the planning process.
VISION:
A society in which women live to their full potential, their dreams and aspirations fulfilled.
MISSION:
To enable women take their place as equal partners in determining the values, Governance
and direction of their community and country.
VALUES:
Team work
Respect
Solidarity
Transparency
Persistence
Integrity
Courage
Commitment
Participation
3.1 STRATEGIC FOCUS
KRUWODO is to respond to the above context through a five year strategy which aims at
socio-economic empowerment of women and youth in less privileged communities in
Uganda. The strategic focus is detailed in the strategy map in section 3.2 below; which
highlights key driving forces that stand out as opportunities and threats that inspire
KRUWODO to respond with strategies for intervention. The map contains functional areas,
objectives to be achieved, expected outcomes and impact indicators to be made in the
next five year period. Strategic objective indicators are mainly to measure progress and
performance in short and long run and in relation to functional areas linked with strategic
responses that originate from the driving forces. Driving forces are the reason KRUWODO
is responding to internal and external environments (both opportunities and threats).
Furthermore, strategic outcome indicators are to measure change made i.e. long term
impact achieved as a result of driving forces and strategic responses.
103.2 KRUWODO STRATEGY MAP
Prioritized strategic issues in KRUWODO’s external and internal environments (DRIVING FORCES)
1. Increasing government 2. Facilitative governance 3. Lack of skilled and 4. Conflict over ownership
focus on agribusiness and leadership enables trained village and decision-making
and financial services for growth and health personnel denies women and
Sustainability for limits women and youth the opportunity
women and youth
KRUWODO. youth from to generate, own and
creates opportunities for
acquiring control economic
KRUWODO to contribute information and resources.
to their socio-economic services on
empowerment and healthcare access,
transformation. provision and
utilization
Functional areas STRATEGIC RESPONSES Strategic Objectives Objective Indicators
A. Training and A1. Develop strategies that A2. Create spaces for A3. Support national A4. Strengthen KRUWODO’s 1. Enhanced i. Types and number of
awareness enable women and youth to learning to strengthen skills efforts that strengthen capacity to promote and knowledge and Income generating
creation benefit from profitable and capacity for facilitative Village Health Teams advocate for gender skills of women and agribusiness
agriculture and embrace leadership and governance (VHT) / Community equality in targeted and youth for projects by women
saving and credit schemes. Practices within KRUWODO. Health Extension communities through increased and youth.
Workers (CHEWs) to Sensitization on gender income,
ii. Type of health
perform their roles to sensitive practices. improved
Information
increase healthcare healthcare, farm
demanded,
access, delivery and production,
accessed and
utilization. gender sensitive
utilized by women
leadership and
and youth
decision making.
iii. Improved application
of gender
knowledge in
KRUWODO and
gender sensitive
practices in target
Communities.
12B. Networking, B1. Align KRUWODO work B2. Develop strategies such B3. Develop strategies B4. Develop networking 2. Enriched i. Increased
learning, and with government efforts of as learning and reflective that will enhance strategies that will enable KRUWODO KRUWODO
partnership empowering women and sessions that advance learning, knowledge KRUWODO to learn, and capacity to learn, coverage and
building
youth in commercial KRUWODO’s capacity exchange and improve practice with respond and scope of activities
for provide quality
agriculture, saving and credit leadership and improvement of practice regard to advocating for services that in communities.
initiatives. organizational learning in within the village health and implementing gender address socio- ii. Quality and
the local and external system responsive interventions economic number of
partnership environments empowerment of partnerships built
women and and networks
youth in target joined.
communities.
iii. Systems and
processes in place
to enhance
organizational
learning in
KRUWODO
C. Facilitative C1. Work within the C2. Formulate strategies C3. C4. Strengthen 3. Increased i. Improvement in
governance, government regulations and such as board involvement KRUWODO’s compliance KRUWO financial
leadership and framework of institutional in planning and with gender equality DO resources
sustainability
governance and leadership performance review that provisions and practices capacity to
ii. Systems in place
enhance transformational develop as a
to improve
leadership practices, shared transformative
performance
decision making and institution and
responsibility taking for sustain her iii. Enabling policies
resource mobilization and performance, in place to
organizational sustainability financial base ensure collective
and identity. participation for
women
economic
empowerment
within KRUWODO
Outcomes 1. Transformed livelihoods of 2. Sustained organizational 3. Improved access to 4. Gender responsive
13women and youth benefiting development and quality healthcare information environment enhancing
from socio-economic service delivery by RUHEPAI and better quality women and youth
initiatives by government in healthcare services in participation in decision
target communities. target areas. making and ownership of
economic resources.
Outcome i. Feasible and sustainable i. Passion, commitment, i. Vigilant and i. Shared roles and
Indicators businesses owned by vibrancy and creativity committed VHTs / responsibilities of men
women and youth by RUHEPAI team CHEWs and women
ii. Women and youth access ii. Development partners ii. Effective performance ii. Women and youth
credit at affordable rates willing to work with by the VHTs engaged in income
RUHEPAI generating activities
ii. Women and youth ii. Educative Health
benefiting from iii. Substantial financial base Information provided iii. Gender mainstreaming
agribusiness to support and sustain to women and youth in RUHEPAI programs
RUHEPAI
Over all outcome: Sustainable development of KRUWODO and reached communities experiencing productive lives.
KEY TO NOTE: the four prioritized strategic issues stated above are driving forces which inspire KRUWODO in the external and
internal environments as opportunities and threats. These were identified during the Organizational Development (OD)
survey held in June 2016 and also during the strategic planning process held in October 2016 in which an environmental
scanning was done to assess internal and external factors that affect organizational growth. Consideration was majorly put on
political, social, cultural, business, economic, technological and legal current trends. These were agreed on as important and
relevant because of their influence on growth and sustainability of the organization. For instance, reflection was on issues that
stand out as critical for KRUWODO development, factors that are helping or enabling growth of KRUWODO and those factors
that hinder growth of KRUWODO. These were again linked to mission and vision to obtain a basis for intervention.
144.0 IMPLEMENTATION APPROACH AND RATIONALE
KRUWODO’s theory of change is based on its values of participation, mentoring, passion
and commitment. KRUWODO believes that desired and sustainable change is achieved
through capacity building, equipping, and empowering the target group as a way of
enabling them to take charge of their own development. Engaging and involving the
target groups in the planning processes for selected interventions ensures and enhances
ownership. KRUWODO also believes that learning from others as an institution, as well as
enabling their target groups to learn from others will enhance skills development, improve
practice and facilitate knowledge creation. These outlined principles will be the catalysts for
change to happen in both KRUWODO and among the communities it serves. Below is a
more detailed outline of the implementation approach:
4.1 TRAINING AND AWARENESS CREATION
This will entail aspects that advance health and economic empowerment of women
and youth while enriching staff capabilities in quality service delivery techniques.
Emphasis is to be put on training, mentoring, giving of information, inputs and tools so
as to address socio-economic transformation of less privileged communities. The idea
is to enhance and strengthen abilities, competences and skills of women and youth in
the target communities to achieve transformed lives through their own participation.
This will also be emphasized within the organization to enable staff and board acquire
new ideas and knowledge on various aspects such as health, gender, micro credit and
agriculture extension.
4.2 NETWORKING, LEARNING, PLANNING AND PARTNERSHIP BUILDING
KRUWODO is to deepen efforts on sharing ideas and experiences to explore and gain
skills on creativity, innovativeness and experimentation needed for addressing
community needs. This builds confidence, trust, passion and capacity for resource
mobilization necessary for both internal and external collaboration. It also strengthens
connectivity, linkage, collectiveness and relationships which are vital to KRUWODO
performance, growth and expansion. Networking and partnership building will also be
facilitated for the target groups through learning forums, dialogues and visits to share
information, exchange ideas and learn from others in similar situations.
4.3 FACILITATIVE GOVERNANCE, LEADERSHIP AND SUSTAINABILITY
KRUWODO priority is to improve her effectiveness in leadership, shared responsibility
taking and performance in delivery of organization’s programs and activities. The
major purpose is to strengthen the capacity of the organization for resource
mobilization and advocacy.4.4 SCOPE AND COVERAGE OF TARGET COMMUNITIES
KRUWODO is mandated to operate in Mityana district and shall continue to operate in
Mityana district as the key primary intervention base. A baseline survey is to be undertaken
to establish feasible and viable groups that can effectively and actively participate in
agribusiness training, enterprise development, saving and credit schemes establishment.
Mityana district is a home to 328,964 people comprised of 163,247 males and 165,717
females 10. The district consists of 9 sub counties, 59 parishes and 695 villages. Women
form the majority of the population thus a need to empower women and youth to achieve
equal socio- economic status in their societies. Group formation is going to be the integral
part of KRUWODO work to promote cohesion and team work amongst groups. However,
while Mityana district remains our key primary intervention base, consideration to expand
and spread to eastern and northern regions of Uganda is put into consideration.
5.0 LESSONS FROM THE PREVIOUS STRATEGY
Reflecting on the completed five years strategic plan (2012 – 2016), a number of key issues were put
into consideration to determine future KRUWODO purpose, identity and growth.
The reflection was facilitated through questions that centered on; what was done well, what was
helpful, what was not done very well and what hindered performance. Lessons through KRUWODO
experience and the implications from it were also reflected on. The positive aspects identified during
the strategic planning in reference to strategic plan of 2011 – 2016 and Organizational Development
survey of 2015; include: improvement in Partnership building, valuable resources in place namely; staff,
equipment (motorcycles, computers), office building and furniture; board involvement in planning,
guiding and leadership (strengthened governance); skilled experienced staff with willingness to learn,
commitment and passion to work with less privileged communities; compliance with
recommendations originating from various reports, trainings and review meetings; positive national
development policies that are in line with KRUWODO purpose and excellent projects’ performance for
the last ten years.
However, not everything was positive. There were a few negative aspects which hindered KRUWODO
growth and expansion. For example, over time, the focus to develop the organization has been under
looked and instead it has been on project implementation which has greatly affected the visibility as
well as ability to mobilize resources and potential of KRUWODO growth as an institution. Also,
documentation and sharing of our best practices and learnt lessons has been inadequate to reach out
to some potential development partners hence limited capacity for marketing KRUWODO work
leading to over reliance on donor support limiting KRUWODO’s effort to mobilize resources locally.
10 Uganda National Census Results 2014
166.0 LEARNING, MONITORING AND EVALUATION OF THE STRATEGY
This strategic plan is to be implemented, monitored and evaluated in multiple ways, basing
on our current M&E plan which focuses on Results Based Model (RBM). A four-step
process is to be followed to review and evaluate this strategic plan:
i. Baseline survey at the onset of the plan implementation to have a benchmark for
measurement of our strategic objectives and outcomes to ascertain performance.
Emphasis is to be put on situation analysis round each of the strategic objectives that
are in response to specific driving forces which are KRUWODO’s basis for intervention.
ii. Annual Program Reviews, done at the end of each financial year. Reviews are to focus
on progress attained and how this is contributing to achievement of the overall goals
as stated in this strategic plan. Information from reviews will inform subsequent year
annual operating plan and will retrospectively contribute to the preparation of
KRUWODO Annual Performance Report. Project evaluations and field performance
reports will form part of the input for annual reviews.
iii. Mid-term Review to be undertaken during the third year of the strategic plan to offer
an opportunity for KRUWODO staff and partners to reflect on related experiences and
learning from the plan implementation. The purpose of the review is to particularly
check whether the implementation of the strategic plan is on track, whether the results
are in line with strategic objectives, what progress has been made against performance
and impact indicators, and what adjustments might be needed in the implementation
of the plan.
iv. Impact Assessment and Evaluation to be done at the end of the five years to reflect on
the performance, achievements, impact made and existing gaps that need to be
reviewed. This is to integrate audits and financial reviews to assess the performance of
the plan against achievements, challenges encountered and future prospects for
improvement.
177.0 NETWORKING AND PARTNERSHIP BUILDING
Establishing networks and building partnerships is one of the key priorities of KRUWODO
in this new strategic plan. KRUWODO is to identify and engage influential stakeholders,
including government, private sector, civil society and farmers’ organizations. In addition,
emphasis is to be laid on impact cause through Implementation of action plans that
advance agriculture, health and income.
7.1 LINKING WITH GOVERNMENT
KRUWODO is to work with government ministries, departments and agencies on various
developmental issues with special emphasis on women and youth socio-economic
transformation. In particular, we shall link with Ministry of agriculture on modern
technologies, data and statistics on natural resources and any other related development
issues. We shall also collaborate with Ministry of Health to obtain information on emerging
health trends that affect women and youth. We shall further network with Ministry of Trade
and Industry for saving and micro-credit establishment procedures while Ministry of
Gender, Labour and Social development is to be consulted for available opportunities for
women and youth projects. In addition, we shall closely work with Mityana district local
government on all issues concerning women and youth.
7.2 NETWORKING WITH CIVIL SOCIETY ORGANIZATIONS
KRUWODO is to build networks with various Civil Society Organizations (CSOs) for more
effectiveness and advocacy on issues that are key in its strategy. This will be done through
various means including; joining relevant networks, communicating through social media,
website, exchange/learning visits and learning forums. In particular, we shall network with
local, national and international agencies to share ideas and experiences on socio-
economic empowerment of women and youth.
7.3 COLLABORATION WITH PRIVATE SECTOR
KRUWODO recognizes the role private sector agencies play in the development sector
particularly saving and credit initiatives. KRUWODO is to collaborate with private sector
agencies particularly those that promote saving and credit delivery, health and agriculture
for linkage and collaboration to enhance improved livelihoods of rural communities.
188.0 STRATEGIC RISKS AND A RISK MANAGEMENT PLAN
In the process of strategic plan implementation, risks are anticipated to occur which need a
plan to manage them. The following is a plan of how risks are to be managed:
Possible risk Level Mitigation
Inadequate funding High Intensify efforts to solicit resources from local and
international donors
Intensify networking strategies
Identify local contributions
Cumulative, old, existing High Mentoring, training and coaching to develop key
mindset and fear of change players and change management skills
Exposure of key players to other organizations
Deeply entrenched cultural Medium Build strategic partnerships for teaching and
practices and belief may outsourcing expertise
hinder gender Deliberately have gender inclusive process interventions
responsiveness
Unpredictable weather Medium Mainstream water conservation methodology and
patterns that may affect awareness on climate change in agricultural programs
agricultural activities
Changes in national policies Medium Adapt to the new policy
Collaborate with relevant policy makers to work within
the changed policies.
199.0 KRUWODO MANAGEMENT STRUCTURE
Karma Rural Women’s Development Organization
ORGANOGRAM
BOARD OF TRUSTEES (BOT) 7 MEMBERS
COUNTRY DIRECTOR/EXECUTIVE DIRECTOR
HUMAN PROGRAMS GRANTS & FUNDRAISING FINANCE & ADMINISTRATION
RESOURCE DIRECTOR MEAL DIRECTOR
DIRECTOR DIRECTOR
DIRECTOR
SRHR Governance Child Knowledge
Health Senior Procurement Community
& Advocacy Protection & Communications
Manager Manager Accountan & Logistics Livelihood
Manager Manager Innovations Manager
t Manager Manager
Manager
Agricultur Child
Health WASH Nutrition Livelihoo Counselin Emergency Media Admin &
e Protection Public Front
Officer Officer Advocacy &
Officer d Officer g Officer & Relief Logistics Relations Desk
Extension Officer Documentatio
Officer n Officer Officer Officer Officer
Officer
Girls and Girls and Girls and
Women Women Women Girls and
Ambassadors Ambassadors Ambassadors Women
Ambassadors
Transport Security
Officer Officers Interns Messengers Drivers11.0 ACTIVITY PLAN FOR FIVE YEARS
STRATEGIC OBJECTIVES STRATEGIC FOCUS ACTIVITIES
1.1 Agriculture Build capacity of staff in agriculture research and
Objective 1: extension documentation to promote agribusiness support for
Enhanced knowledge and women and youth in communities
skills of women and youth Revise and enrich KRUWODO agriculture training manual
for increased income, to focus on commercial farming
Awareness creation on agribusiness with a theme
improved healthcare,
“farming as a business” amongst 120 women and youth
farm production, gender
groups in 2 sub-counties of Maanyi and Busimbi in
sensitive leadership and Mityana district.
decision making. Train 120 women and youth groups in crop specialization
to promote commercial farming in 2 sub-counties of
Maanyi and Busimbi
Build capacity of 120 women and youth groups in
marketing and negotiation skills for better prices of their
farm produce
Work with government officials to establish a farmers
training centre at sub-counties to promote improved
farming practices, value addition and agro-tourism in
Mityana district.
Monitoring, follow up and assessment of initiated agri-
businesses and other enterprises by women and youth
groups in Maanyi and Busimbi sub-counties
Program evaluation to assess its effectiveness and
performance
1.2 Saving and credit i. Build capacity of staff to train women and youth in micro
saving and credit approaches
ii. Build capacity of staff to develop, manage, operate and
deliver micro loans
iii. Develop systems and structures for micro-credit delivery
(documents, laws)
iv. Develop a saving and micro credit training manual to
guide KRUWODO in management and operations of
the scheme
v. Undertake awareness creation outreaches in 3 sub-
counties of Mityana district namely: Maanyi, Busimbi
and Kakindu with inclusion of Mityana Town council to
build clientele and confidence for micro-credit delivery
21and operations
vi. Train women and youth groups in credit access,
utilization, management, repayment and record keeping
vii. Train women and youth groups in enterprise
development and business management with integration
of records and books keeping
viii. Set up a micro credit scheme to offer loans to women
and youth groups in 3 sub-counties and 1 Town council
namely; Maanyi, Busimbi, Kakindu and Mityana
ix. Provide credit to women and youth groups for business
enterprise and agriculture investment
x. Launch of micro-credit scheme as a separate entity from
KRUWODO to exclusively provide small loans to women
and youth groups in Mityana district. Rural Income
Support and Empowerment (RISE) supported by
Exchange Belgium is to be formalized and launched
xi. Monitoring and follow up of loan recipient groups to
ensure provided loans are put to proper use
xii. Program Evaluation to assess its effectiveness and
performance
1.3 Healthcare i. Create awareness on disease prevention, management
support and treatment with special focus on malaria and
HIV/AIDS in Maanyi sub-county – Mityana district. This
is to be done by KRUWODO through the VHT training
and VHTs will disseminate information to the
households.
ii. Create awareness on nutrition and dietary requirements
for children, pregnant women and persons living with
HIV/AIDS in Maanyi sub-county. This is to be done by
KRUWODO through the VHT training and VHTs will
disseminate information to the households.
iii. Train Village Health Teams (VHTs) / Community Health
Extension Workers (CHEWs) in healthcare provision in
Maanyi sub-county Mityana district
iv. Development and production of VHTs’ handbooks on
their roles and responsibilities
v. Train VHTs in group formation, dynamics and team
building
vi. Identify and link skilled community health personnel for
further training in healthcare provision
vii. Train VHTs in income generating activities, saving and
credit scheme initiatives as a financing strategy to
support and facilitate health group members to access
and utilize medical services. A “Health Cash Up Scheme”
22is to be initiated, introduced and promoted by
KRUWODO through income generating projects by
VHTs with a major aim of enabling them raise income to
support and facilitate their roles and functions.
viii. Train women and youth groups in re-usable sanitary
pads in Mityana Town Council
ix. Establish a link point for distribution of re-usable sanitary
pads to youth groups in Mityana Town council
x. Continuous monitoring and impact assessment
xi. Documentation of key lessons, good practices and case
studies
xii. Project evaluation and reporting
1.4 Gender and i. Build capacity of women and youth in leadership and
Leadership decision making
ii. Inclusion of men in gender trainings to create awareness
on equality and equity
iii. Awareness creation on gender roles and responsibilities
iv. Training women and men on gender and culture
Objective 2:
Enriched 2.1 Establishing i. Facilitate networking and learning meetings with various
KRUWODO Networks stakeholders particularly government agencies, district
capacity to learn, respond departments, civil society organization and private sector
and provide quality ii. Create and join new networks in the areas of agriculture,
services that address saving and credit, health, gender, etc
socio-economic iii. Make links with CBOs and NGOs in the target area for
empowerment of women joint implementation of projects
and youth in target
communities. 2.2 Learning and i. Attendance to international conferences and workshops
Planning by staff and board as opportunity arises for
organizational learning and adoption of best practices.
ii. Learning new skills in the use of learning tools such as
gender training tools, staff motivation and rewarding for
effective review of experiences for practice improvement
iii. Establish links and forums for learning, planning and
sharing of ideas and experiences
2.3 Building resource i. Follow up on past partnerships to request for renewal of
mobilization working relationships
Partnerships ii. Explore and create new partnerships with agencies that
address women and youth socio-economic
empowerment
iii. Research on potential and willing partners to work with
23to address socio-economic transformation of women
and youth.
Objective 3:
Increased 3.1 Governance i. Board’s involvement in development of organizational
KRUWO strengthening learning systems and processes;
DO capacity to develop as ii. Engagement of the board in review of formal structure
an institution and sustain toward supporting learning processes and facilitative
her performance, financial leadership and shared decision-making
base and identity. iii. Formulation of the Governance manual stipulating roles
and terms of the board
3.2 Internal
leadership i. Training in Facilitative Organizational Leadership skills
and change management;
ii. Establish processes and instruments that link staff
appraisal with mentorship and rewarding performance
iii. Motivate staff with competitive remuneration to achieve
stable and sustainable human resource
3.3 Resource
mobilization i. Initiate and develop a fundraising strategy for resource
mobilization
ii. Increase visibility and corporate identity through printing
of SCOPE publication, calendars, T-shirts for staff, bags
and putting up bigger signposts on the road
iii. Initiate and develop project ideas and write proposals for
fundraising
3.4 Policy i. Put in place effective financial systems to improve
formulation and organizational accountability and reporting
compliance ii. Improve human resource and financial manuals
iii. Develop and formulate a gender manual to guide
KRUWODO on gender aspects and content for training
in leadership and decision making.12.0 BUDGET SUMMARY
STRATEGIC PLAN: BUDGET SUMMARY FOR FIVE YEARS
ACTIVITIES AND REQUIREMENTS
CATEGORY YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 TOTAL
Staff salaries and Taxes 51,504,000 51,504,000 51,504,000 51,504,000 51,504,000 257,520,000
TOTAL 51,504,000 51,504,000 51,504,000 51,504,000 51,504,000 257,520,000
AGRICULTURE EXTENSION PROGRAM
Build capacity of staff in agriculture research and documentation to promote commercial farming
Revise and enrich KRUWODO agriculture training manual
Awareness creation on agri-business 21,360,000 - - - - 21,360,000
Train women and youth groups in crop specialization 28,260,000 28,260,000 28,260,000 28,260,000 - 113,040,000
Train women & youth groups in product marketing & negotiation skills 13,260,000 13,260,000 13,260,000 - 39,780,000
Work with government officials to establish a farmers' centres - - - - -
Monitoring and Evaluation 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 35,000,000
TOTAL 56,620,000 48,520,000 48,520,000 48,520,000 7,000,000 209,180,000
SAVING AND CREDIT PROGRAM
Staff training in saving and credit delivery and operations 2,790,000 - - - - 5,628,000
Survey and awareness creation on micro credit access 3,000,000 - - - - 5,200,000
Develop a saving and micro credit training manual, systems 6,000,000 - - - - 10,000,000
Train women and youth on credit access, utilization, 14,340,000 - - - - 21,480,000
repayment, record keeping and loans management
Train women & youth in enterprise development and business management 21,480,000 - - - 21,480,000
Set up a micro credit scheme to offer loans to women & youth 60,000,000 80,000,000 - - - 140,000,000
Provide credit to women & youth groups for agriculture investment - 100,000,000 160,000,000 200,000,000 460,000,000
Follow up and performance assessment - - 6,000,000 8,000,000 10,000,000 24,000,000
Program monitoring and evaluation - - 4,000,000 4,800,000 5,200,000 14,000,000
TOTAL 86,130,000 101,480,000 110,000,000 172,800,000 215,200,000 701,788,000
HEALTHCARE SUPPORT PROGRAM
VHT selection for training in healthcare delivery 1,292,500 - - - - 1,292,500VHT Sensitization on roles & responsibilities 2,392,000 - - - - 2,392,000
Content Development & production of VHTs handbooks 2,550,000 - - - - 2,550,000
Awareness creation on disease prevention & management - 21,160,000 21,160,000 21,160,000 - 63,480,000
Awareness creation on nutrition and dietary requirements - - 21,160,000 21,160,000 - 42,320,000
Train VHTs in Healthcare provision 18,162,000 - - - - 18,364,000
Village Health Teams (VHT) 3 days team building 2,376,000 - - - - 2,376,000
Train VHTs/CHEWS in reusable sanitary pads - 1,744,000 - - - 1,744,000
Impact Assessment and Monitoring of VHT activities 6,120,000 6,120,000 6,120,000 6,120,000 6,120,000 30,600,000
TOTAL 32,892,500 29,024,000 48,440,000 48,440,000 6,120,000 164,916,500
GENDER AND LEADERSHIP TRAINING PROGRAM
Gender manual development - - 5,000,000 - - 5,000,000
Staff training in gender aspects and training techniques - - 7,356,000 - - 7,356,000
Awareness creation on gender roles and responsibilities - - - 21,480,000 - 21,480,000
Build capacity of women & youth in leadership & decision making - - - 21,480,000 - 21,480,000
Train women and men on gender and culture - - - - 21,480,000 21,480,000
Train men and women in gender equality and equity - - - - 21,480,000 21,480,000
TOTAL 12,356,000 42,960,000 42,960,000 98,276,000
NETWORKING, LEARNING, PLANNING AND PARTNERSHIP BUILDING
Networking meetings every month with various stakeholders 1,200,000 4,800,000 4,800,000 4,800,000 4,800,000 20,400,000
Attendance to international conferences 12,000,000 12,000,000 12,000,000 12,000,000 12,000,000 60,000,000
Engagement of local, national and international partners 3,600,000 7,200,000 7,200,000 7,200,000 7,200,000 36,000,000
TOTAL 16,800,000 24,000,000 24,000,000 24,000,000 24,000,000 116,400,000
FACILITATIVE GOVERNANCE, LEADERSHIP AND SUSTAINABILITY
Learning and planning meetings 2,700,000 3,900,000 3,900,000 3,900,000 3,900,000 18,300,000
Policy development & formulation - 4,000,000 - - - 4,000,000
Visibility and identity 11,800,000 2,800,000 2,800,000 3,400,000 2,800,000 23,600,000
TOTAL 14,500,000 10,700,000 6,700,000 7,300,000 6,700,000 45,900,000
LEARNING, MONITORING & EVALUATION
Follow up field visits (fuel) (8 visits per month) 5,760,000 11,520,000 11,520,000 11,520,000 11,520,000 51,840,000
Midterm review meetings (board & staff) 800,000 800,000 800,000 800,000 800,000 4,000,000
29Annual program review meetings (board & staff) 600,000 600,000 600,000 600,000 600,000 3,000,000
Annual Financial Audits 2,500,000 2,700,000 2,700,000 2,700,000 2,700,000 13,300,000
Strategic Plan evaluation 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 9,000,000
TOTAL 11,460,000 17,420,000 17,420,000 17,420,000 17,420,000 81,140,000
ORGANIZATIONAL RUNNING
Office Rent (Kla office) 8,400,000 8,400,000 8,400,000 8,400,000 8,400,000 42,000,000
Email / Internet (Kla & field offices) 5,160,000 5,160,000 5,160,000 5,160,000 5,160,000 21,000,000
Motorcycle Fuel, spares parts and services 4,800,000 4,800,000 4,800,000 4,800,000 4,800,000 24,000,000
Telephone (Airtime) 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 6,000,000
Electricity (Kla & field offices) 960,000 960,000 960,000 960,000 960,000 4,800,000
Water (Kla & field office) 720,000 720,000 720,000 720,000 720,000 3,600,000
Office Supplies (sugar, tea, coffee, TP) 840,000 840,000 840,000 840,000 840,000 4,200,000
Postage 78,000 78,000 78,000 78,000 78,000 390,000
Repairs and Maintenance 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 20,000,000
Toner / cartridge, stationery 1,320,000 1,320,000 1,320,000 1,320,000 1,320,000 9,600,000
Bank Charges 663,000 663,000 663,000 663,000 663,000 3,315,000
Executive Board Meeting (3 in a year) 2,100,000 2,100,000 2,100,000 2,100,000 2,100,000 10,500,000
Annual General Meeting (meals & refreshments) 420,000 420,000 420,000 420,000 420,000 2,100,000
Website Hosting 250,000 250,000 250,000 250,000 250,000 1,250,000
TOTAL 30,911,000 30,911,000 30,911,000 30,911,000 30,911,000 154,555,000
CAPITAL EQUIPMENT
Motor Vehicle - - 75,000,000 - - 75,000,000
Computers - - 5,600,000 - - 5,600,000
Bookshelves (Kla & Field Office) - 1,200,000 - - - 1,200,000
Ipad / Tablet for social media networking 2,300,000 - - - - 2,300,000
Filing cabinets (Kla & Mityana offices) - 800,000 - - - 800,000
TOTAL 2,300,000 2,000,000 80,600,000 - - 84,900,000
GRAND TOTAL: 5 YEARS 303,117,500 315,559,000 430,451,000 443,855,000 401,815,000 1,848,897,500
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