Ngonedo Strategic Plan 2008 - 2011

NGO NETWORK FOR
DODOMA
NGONEDO

STRATEGIC PLAN

JAN 2008 DEC 2011

Tel : +255 26 2321290
Fax : +255 26 2321513
E-mail : ngonedo@yahoo.com

NGO NETWORK FOR
DODOMA
P.O.Box 2983
DODOMA, TANZANIA

NGO Network for Dodoma
NGONEDO

Strategic Plan
Jan 2008 Dec 2011

Approved by the Management team of NGONEDO

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

NGONEDO Strategic framework Jan 2008 Dec 2011
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CONTENTS

EXECUTIVE SUMMARY 2

CHAPTER 1 INTRODUCTION 4

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

CHAPTER 3 SITUATIONAL ANALYSIS
External Environment 8
Political environment 8
Economic environment 8
Social environment 9
Environment analysis 9
Technological environment 10
Internal Organisational Analysis 10
Stock taking of the first plan 10
SWOT analysis (Organizational assessment) 11
Implications of Environmental Analysis for 12
NGONEDO and the Strategic Plan

CHAPTER 4 STRATEGIC FOCUS AREAS, OBJECTIVES AND ACTIONS 14
Our Intentions 14
Programme Approaches 14
Strategic goals, Objectives and Actions 15
Strategic Goal 1 - Capacity building 16
Strategic Goal 2 - Organizational Development 16
Strategic Goal 3 - Lobbying & Advocacy 19
Strategic Goal 4 - External relations 21
Strategic Goal 5 - Information sharing (Information Technology) 23
Strategic Goal 6 - Fundraising and Marketing 24
Strategic Goal 7 - Gender mainstreaming 25
Measuring Impact 27

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

CHAPTER 6 MOVING FORWARD 31
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Conclusion 31

EXECUTIVE SUMMARY

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

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

The Plan provides an account of the history and background of NGONEDO since its
establishment in the early 2000. Since its establishment in September 2000,
NGONEDO has been committed to working with its members, the Government and
the communities in Dodoma. It has done this through its long-term development
vision. The NGONEDO Strategic Plan Jan 2008 Dec 2011 builds on the experience
gained over the years since its foundation. It takes account of the many significant
changes in the external environment since the first plan was formulated. In
particular, it seeks to locate NGONEDOs future work within the context of the
National Development Vision
2
, which guide economic and social development
efforts up to the year 2025.

Our first plan signalled transformation in organisational approach towards a greater
emphasises on Capacity building and External relations. This transformation
reflected the lessons we had learned in working with our partners and also the
changed reality of our area by comparison to the earlier years of NGONEDO.

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

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In leaner-centred approach, every resource person is a participant and every participant is a resource person. No body knows
everything and nobody knows nothing but everybody knows something.
2
The objective of Development Vision is to awaken, coordinate and direct peoples effort, minds and our national resources
towards those core sectors that will enable us attain our development goals and withstand and expected intensive economic
competition ahead of us
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In terms of programme focus, it is agreed that NGONEDO will continue focus on
Capacity building to its members; Lobbying & Advocacy; Information sharing;
Organizational development; external relations; and Resource mobilization. The
focus on these areas means that we will commit to building up personnel and
organisational competencies in these areas. There will be an increasing emphasis on
advocacy work, focused on those areas in which NGONEDO and its members can
draw on its experience to advocate meaningful change.

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

The development of NGONEDO organisational capacity and of human resources
will determine what further growth can be envisaged for the organisation. Growth
is not just about the number of NGOs members we work with or the number of
people, which NGONEDO works with. It is also about the quality of the work we
do. We are developing a comprehensive longer-term plan for our work to take
account both of the needs, which confront us and our capacity to respond to these
needs.

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

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

Overall, this Strategic Plan aims to provide a framework for more effective planning
and implementation of our programmes, which will be focused on the organisational
priority areas. It should also provide a framework for a greater coherence in our
work, involving development and advocacy. All of this has to be underpinned by an
organisational culture, which succeeds in retaining top quality people, attracting
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new ones and challenges all of us within the organisation to do meaningful and
effective work.

NGONEDO Strategic Plan
Jan 2008 Dec 2011

CHAPTER 1 INTRODUCTION BACKGROUND OF NGONEDO

NGONEDO is proud of its history and of the work it has done in Dodoma region.
We believe that NGONEDO has remained true to its mandate and core values. Since
its establishment, NGONEDO has sought to build strong networks at both district
and regional levels.

A second area where we believe we have remained true to our core values is in
terms of valuing people who work for the organisation as well as the members.
There has been, from the beginning, an attempt to generate a spirit of friendliness
and comradeship among staff as well as its members and this has led to a genuine
commitment to the organisation and its work. While it would be foolish to claim
that every staff and member NGOs has had a positive experience with the
organisation, the balance sheet is overwhelmingly favourable.

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

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

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

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

The objectives of Strategic Plan
NGONEDO decided to develop a strategic plan for the following reasons:
To help leadership to think creatively about the focus and direction of
NGONEDO and its activities. Strategic plan provides a big picture of what the
institution is doing and where it is going.
To strengthen team approach by defining together a clear focus and direction
To provide a framework against which to monitor progress, learn from
experience and make changes necessary to improve effectiveness and impact of
the NGONEDOs work
To enable NGONEDO leadership to make key decisions on the best use of
available resources such as human, financial and material.
To solve long term and short term problems of NGONEDO through the process
of strategic thinking and management.

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

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

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

Mandate and scope of work
Non-Government Organizations Network for Dodoma (NGONEDO) gets its
mandate to operate through its legal registration, its Vision & Mission and
community acceptance. The mandate and scope of NGONEDO can be viewed in two
aspects of thematically and geographical coverage. Geographically, NGONEDO
operates in Dodoma Region.

Legal Status
NGONEDO was established in September 2000 during a meeting of all NGOs held
in DONET offices. It was officially registered with the Ministry of Home Affairs on
March 26
th
2002 with registration number SO. 11423.
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As NGO Network, NGONEDO also involves itself in capacity building, resource
mobilization, Sensitization, awareness creation, Lobbying and Advocacy towards
crosscutting issues such as environment, HIV/AIDS and gender issues.

CHAPTER 2 THE POLICY FRAMEWORK

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

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

MISSION
To develop a strong Network of NGOs in Dodoma through sharing and exchange of
information, skills, experience, responsibilities and resources within and amongst
NGOs; strengthening the capacity of the NGOs and Civil Society for efficient and
effective services delivery; Building of better linkages and support systems with
other stakeholders; Lobbying & advocating for issues of concern to NGOs and the
community

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

To achieve our mission, the organisation:

Is prepared to work effectively with member NGOs and other stakeholders
Facilitate the formation of alliances and working arrangements amongst member
NGOs, other organisations and government bodies
Balances enthusiasm and necessary risk-taking with prudent judgement and a
professional approach
Uses creativity and pragmatism in the face of obstacles to its work

At the heart of NGONEDOs operations is a spirit of enthusiasm and shared
commitment on the part of its entire staff. This spirit is also given expression by the
enthusiasm and dedication of volunteers who works for NGONEDO and its
supporters.
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CORE VALUES
While contributing to the NGONEDO objectives this Strategic Plan sets out the core
values for the organization. These are included here, as they form the basis for
NGONEDOs work:

Unity and Solidarity
NGONEDO believes in Solidarity among member NGOs and other stakeholders
through coalitions and other relevant means.

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

We value the benefits of being ourselves a learning organization and participating in
networks with other organizations to share experiences and learn from them.
Transparency and Accountability
NGONEDO believes that organizations should be open and accountable to their
primary stakeholders and donors. This is a fundamental basis of promoting a
genuine and sustainable democratic culture especially among civil society
organizations

We also attach great value to innovation, teamwork and life-long learning among
staff. We promote and develop these qualities in our staff in the belief that they
contribute significantly to fulfilment of their potential and our organizations
development.
Gender equity and equality
NGONEDO is aware that women and men do not have equal access to and equal
opportunity to control resources and participate in decision-making and we aim to
redress this imbalance in our activities. (NGONEDO is committed to towards
working for a gender-balanced community for sustainable development)
Environment protection
Along with social equity issues, we also acknowledge the importance of the physical
environment in our work and the need to ensure that our development efforts are
consistent with promoting the conservation of natural resources and the sustainable
management of the environment
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Volunteerism
NGONEDO values the sacrifices made by individuals and member organizations in
pursuance of organizational interests.

CHAPTER 3 - SITUATIONAL ANALYSIS

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

EXTERNAL ENVIRONMENT
An in-depth analysis of key issues was done to uncover the real situation of external
environment of NGONEDO. The external environment analysis was done so as to
identify the needs and interest of member NGOs, Donors, communities and other
stakeholders with which NGONEDO serve or works with.

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

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

The political environment analysis revealed that there is inadequate involvement of
civil societies in the policy making in the government, particularly in the
development sector, which at the end affects the contribution of the NGOs and civil
societies in bringing the development of people of Dodoma. This includes also
inadequate representation of special groups such as women, aged and disabled in
the decision-making bodies.

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Economic environment
Unemployment, which is both wage and self-employment, is a serious problem
facing the community and the people of Dodoma with no exception. Production is
low due to poor production skills that go hand in hand with market unreliability and
competition on account of free market and production costs as well as span for
revenue returns. As a result, the community faces difficulties in economic aspect.

Infrastructure affects the accessibility of markets, raw materials, as most roads are
seasonal while other means of communication are not easily attainable. Other causes
affecting NGONEDO and its members as well as the whole community at large,
include adverse national, international development and economic policies for
example, globalisation and privatisation, which at transition period, left many
people unemployed. Deterioration terms of international trade for example, low
prices for agriculture products and rapid increase in population without
corresponding increase in production of goods and services. Other reasons includes
poor utilization of resources located in the region, inadequate awareness by most
people on their rights, and mostly lack of investments which lead to economic and
development multiplier effects in the region.

Social Environment
The social environment analysis was done so as to identify the needs and interest of
the partners whom NGONEDO serve or works with. It was found out that
NGONEDO and its partners work with the communities that have a wide range of
cultural diversity and interactions. Local taboos and customs in some societies had
been affected the work of NGOs in certain aspects; for instance the analysis revealed
that women were overworked both at family and community levels. They have also
no decision on different affairs, thereby allowing men to dominate in decision
making both at family and community levels.

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

Environmental analysis
The efficiency of work in NGONEDO activities is influenced by the environmental
impacts within and beyond its boundaries. Destruction of environment by people
who live within NGONEDO operation areas include:

Over cutting of trees (deforestation)
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Over cultivation and poor methods of farming
Overgrazing
Destruction of sources of water etc

These human activities have resulted in an adverse change of climate which affects
the economic activities particularly agriculture production. Natural hazards have
also greater impact on the environment; these include things such as floods and
droughts.

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

In respect of each of the above topic, an attempt is made below to identify the main
relevant facts and developments so as to provide a context within which
NGONEDOs priorities can be situated.

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

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

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

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

The above changes formed part of the backdrop to the planning and consultative
process for this Strategic Plan. In addition, stocktaking was made of the first plan as
well as an assessment of the current organisational strengths and weaknesses. The
participants also pointed out the opportunities and threats.

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

Lack of clear organization structure with clearly defined lines of authority and
responsibilities
Lack of focus and coherence between programme objectives, advocacy and
support functions
The absence of a marketing strategy to provide a consistent income stream for
development work
Problem of translating commitments on gender and equality into reality
Lack of management policies to ensure regular audits of organizational
development
Absence of formal and broad based review mechanisms

SWOT Analysis
3

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

3
SWOT = Strengths, Weaknesses, Opportunities and Threats
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Legal recognition and registration
(registered according to relevant
legislation)
Strong agencies as members that want to
make it work
Strong networking and linkages with
member NGOs
A good reputation and relationship
between NGONEDO, its member NGOs,
government agencies and donor
community
Expertise in supporting and developing
the capacity of partners to respond to the
needs of people in development
Strong public support particularly from
the community
Good team spirit
The ability to share learning across our
partner and assist our partners in staying
abreast of critical developments
Presence of Leadership and management
structure
Respect for staff and other stakeholders
Spirit of volunteerism
Relatively secure (short term) funding

Poor publicity of NGONEDOs work
Lack of proper documentation and a
culture of information sharing amongst
staff
Poor feed back and information sharing
especially amongst members
Poor communication of how to achieve
its desired outcomes or the route to
achieve them. Not clear, not concise
Unclear functions (roles and
responsibilities)
Lack of proper procedures and policy
manuals
Inadequate capacities in developing
managerial and operational systems
Limited knowledge on project planning,
managerial skills and operational
systems (e.g. members fees collection
systems)
Limited membership, therefore not seen
as representative or having a critical
mass
Failure to meet members requirements
and expectations
Ineffective organization structure
(Inadequate number of staff)
Weak financial base (Limited financial
resources)
Lack of staff self motivation and
initiative
Opportunities Threats
Presence of required staff/expertise in the
labour market
Strong potential for membership growth
Prospects for strengthening collaboration
with other networks
Equal opportunity and access to training
Funding security and goodwill of donor
to support NGONEDOs commitment.
Support from the government agencies,
NGOs and other stakeholders
Availability of improved communication
systems
Existence of higher learning institutions
in the area for professional support,
research and consultancies

Frequent changes of Government and
Donor policies
High funds requirements from member
NGOs
Loss of support of existing members if
their needs are not addressed and met
Financial instability e.g. Inflation
Donor fatigue

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IMPLICATIONS OF SITUATIONAL ANALYSIS FOR NGONEDO AND THE
STRATEGIC PLAN

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

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

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

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

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

The objective of sustainable development permeates all our activities and rightly
so. But there are many circumstances where provision for welfare is necessary if
people are to survive at the most basic standards. While always asserting the
primacy of sustainable development, NGONEDO should not hesitate to confront
governments and donors with the reality of poverty and with practical proposals
as to what should be done about it.

The HIV/AIDS Pandemic:
The scale of the HIV/AIDS pandemic in Africa is such that it must realistically be
factored into everything we do. In this area above all others, there is a need for
partnership between governments, civil society and business. Crucially, ordinary
people must be persuaded through education to change their lifestyles. A key
challenge for NGONEDO, and for other NGOs committed to combating
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HIV/AIDS, is to define how they can make the most impact and what are the
most effective partnerships to enter into.

NGONEDOs Responsibilities to its member and its Donors:
NGONEDO has received generous and sustained support from the members
over the years. We use the resources to raise additional resources from
governments and donor agencies.

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

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

A further important dimension of NGONEDOs relationship with the member
NGOs is in terms of the legitimacy it provides to NGONEDO as a vibrant NGO
network. NGONEDO is a membership organisation with a democratically
elected Council. In a very real and practical sense, it has always sought to
connect NGOs and civil societies here in Dodoma. By seeking to be rooted
within these respective societies, NGONEDO feels that it draws a strong
legitimacy, both for its work and for the advocacy positions, which it espouses.

CHAPTER 4 STRATEGIC FOCUS (PRIORITY GOAL), OBJECTIVES AND
ACTIONS

OUR INTENTIONS
This part of the plan states the strategic objectives, which have been set. Some may
be achieved early in the plan period and some are intended to be achieved by the
end of the plan. The path to some objectives is obvious and their achievement can be
assessed numerically. The path to others is more complex in that NGONEDO will
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have to develop new ways of thinking and working in order to achieve them. This
new thinking is the main learning agenda for NGONEDO over the next four years.

None of the objectives are set in stone but it is incumbent on all NGONEDO staff to
work towards them until such time as our monitoring shows them to need
adjustment. (Senior Management must sign off adjustments).

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

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

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

With respect to empowerment we must be sensitive enough to realize that only certain
organisations have the capability to effect real change. A case in point might be the capacity
to engage with the PRSP (Poverty Reduction Strategic Paper) process. So we must put more
effort into building a knowledge base about what constitutes civil society
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Towards a Rights Based Approach
In recent years, there has been increasing discussion, at international level, on the
issue of a rights based approach to development. The proponents of this approach
argue that the right to development is a basic human right and that the elimination
of poverty will be an expression of the fundamental rights enshrined in the
Declaration of Human Rights and is the responsibility of all people rich and poor.

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

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

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

While acknowledging that there is work to be done and a learning process to be
undertaken, we are embarking on this route on the basis that, over time, the rights
based approach will offer us added value in terms of opportunities for international
partnership and mechanisms for public accountability, of NGONEDO, Governments
and other public bodies. And, most importantly, that it will ultimately be of benefit
to whom we work with.

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

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

1. The need for deliberate efforts for NGONEDO to continue doing Capacity
building to its members and stakeholders. (Capacity building)
2. The need to instil the culture of information sharing amongst NGONEDO,
member NGOs and other stakeholders (information sharing /flow)
3. Low implementation capacity of NGONEDO due to shortage of competent
personnel, lack of clear policies and equipment (Institutional Development)
4. The need for nurturing and maintaining relationships between NGONEDO and
its stakeholders such as primary stakeholders, government and donors (External
relations)
5. The need to Fundraise and market NGONEDO work to increase the financial
base (Fundraising & Marketing for Programme sustainability)
6. The need to promote Gender equality & equity in all activities as a cross cutting
issue (Gender mainstreaming)

Strategic Goal 1: Capacity building
Also called capacity development or capacity strengthening, Capacity Building refers
to those activities that will equip individuals, a community, organization or
institution to undertake the necessary functions of governance and service provision.
For NGONEDO, it refers to both a relationship and to a goal and of itself. That goal
is to empower individuals, communities and organizations to define and act upon
their development priorities, while giving them the tools to do so themselves well
into the future.
17

Strategic Objective: Improve the competence of NGOs and civil society
organizations in Dodoma to effectively conduct their
development programmes more efficiently

Objective Indicators
Quality of services delivered by NGOs to their beneficiaries/clients increased
Effectiveness and efficiency of member NGOs increased by at least 80% by the
end of 2011

Actions Indicators
Action 1. Conduct more systematic
training needs assessment

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

Action 2. Prepare a plan to meet
the training needs identified

Existence of training action plan

Action 3. Offer standard trainings
and workshop to respond to
specific demands and needs of
member agencies through tailor
made courses

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

Action 4. Train NGO members and
leaders on fund raising techniques
Number of NGO members and leaders who
have attended trainings
Amount collected from various fundraising
activities

Action 5. Conduct study
(Organizational Capacity
Assessment) to establish the level
of efficiency in member NGO
performance

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

Action 6. Facilitate exchange
programmes
Number of exchange programme facilitated
Number of people willing to volunteer

Action 6. Facilitate and Conduct
study tour
Number of study tours conducted

Action 7. Offer relevant
consultancies to facilitate more
learning
Consultancy/Advisory plan in place
Type and number of advisory sessions
undertaken
Consultancy reports prepared

18
Strategic goal 2: Organizational development
A unique approach with certain processes and values towards functionality of the
organization

Strategic Objective: To strengthen the overall capacity of the organization

Level of efficiency and competence of NGOs increased

Actions Indicators
Governance:
Action 1. Select board members
who are capable to carry out key
roles such as policy formulation,
fund raising, public relations,
financial oversight and lobbying

Board composed of committed members who
represents the varied of interests of
stakeholders
Board provides overall direction and
oversight
Mechanisms are in place for obtaining
appropriate input from stakeholders

Action 2. Develop and align all
strategies with organization
mission

Implementation and Action plans developed
NGONEDO has clearly articulated
mission/goals
NGONEDOs mission is understood by all
the stakeholders
All strategies clearly aligned with
organization mission

Action 3. Jointly involve senior
management, staff and other
appropriate stakeholders in
developing plans

Leadership style of senior management team
is participatory
Participatory planning methodology in place
Staffs understand there roles and
responsibility

Action 4. Recognize and treat
stakeholders as partner

Key stakeholders identified
There is recognition of the stakeholders as
partner
Results of stakeholder needs assessment
integrated into the planning process
Stakeholders involved in the review of
NGONEDOs constitution, mission and
strategies

Management Practices:
Action 5. Clearly define lines of
authority and responsibility

Organization structure for NGONEDO is
clearly developed
Staff Job description developed

Action 6. Develop management Management policies & procedures
19
policies & procedures to ensure
regular audits of organizational
development and mutual
accountability to key stakeholders

developed and in place by mid 2008
Systems are put in place for regular measure
of congruence between stated mission and
operating culture
System developed to ensure appropriate
involvement of all levels of staff in decision
making

Action 7. Update plans and
implement in reflection to a
strategic plan

Implementation plans developed
Implementation plans updated regularly to
reflect a strategic plan
Flexibility exists to adjust plans as a result of
monitoring & evaluation process

Action 8. Train staff to improve
their ability to produce appropriate
programme reports

Staff able to produce appropriate reports
Good regular activity progress, evaluation
reports produced
Reports format are flexible, varied and
respond to stakeholder information
requirements

Personnel/Human resources:
Action 9. Develop and define
clearly recruitment process as well
as staff job descriptions

Staff recruitment process clearly defined and
administrative procedures and manual exist
Staff recruitment process are transparent and
competitive
Staff Job descriptions prepared and
distributed alongside with job offers
Staff Job descriptions documented and
updated

Action 10. Identify and recruit
programme personnel as per
organization structure

All vacancy posts promptly filled

Action 11. Conduct regular staff &
stakeholders meetings

Staff meetings are held regularly
Existence of team work
Information shared freely among all
members
Existence of self motivation and initiative

Action 12. Supervise activities in
regular basis
Activities supervised regularly
Human resources development plans
developed and implemented

Financial resources:
Action 13. Develop and maintain
proper financial procedures and
reporting systems
Regular financial reports prepared
Annual financial reports prepared published
and disseminated accordingly
20

Action 14. Establish and use proper
stock/inventory control and
procurement systems
Inventory control and procurement system in
place
Stock and assets are properly registered

Action 15. Conduct internal and
external audits on a regular basis
Regular audits reports available

Action 16. Develop strategy to
diversify funding sources (income
base)
NGONEDO has multiple funders
A cost recovery/income generation plan in
place
Tender contracts

Service delivery:
Action 17. Keep up capability of
adapting programme and service
delivery to changing needs of
stakeholders
Relevant sartorial expertise exists within the
organization
Expertise recognised by the full range of
stakeholders

Action 18. Identify indicators for
each programme objective
Indicators identified to each programme
objectives

Action 19. Educate and build
organization awareness among
stakeholders
Programmes actively marketed to
stakeholders
All stakeholders are aware of NGONEDOs
activities

Strategic goal 3: Lobbying and Advocacy

NGONEDO has been involved in advocacy, at different times and on different
issues, since its foundation. The common thread in our advocacy positions over the
years was that we spoke from our experience, from what we had seen on the
ground. However, it was also the case that not all our experience led to formal
lessons being drawn, which then became reflected in advocacy positions. In recent
years, there has been a growing view within the organisation that there should be a
more formal approach to advocacy. It was seen that advocacy could, and should, be
a necessary complement to our work. We must therefore be prepared to influence
policy makers to take the type of political action, which will eventually end
structural injustice.

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

A cross organisational group of key decision makers will be set to think through
what should be our essential approach in developing an advocacy programme
21
which will increase the volume of our advocacy work, and enhance its quality and
coherence. This work will not only deal with the key issues the organisation should
focus upon but will also discuss the internal management process appropriate to
agreeing final advocacy positions.

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

Extent of improvement/transformation influenced in an area of laws, policies and
regulations
Presence of NGO friendly policies laws and regulations

Actions Indicators
Action 1. Assess the overall
context in which NGONEDO and
its members operate

Main forces and power relationship that may
be affecting NGONEDOs work identified
and understood
Action 2. Analyze areas of
Lobbying and Advocacy

Areas and issues of Lobbying & Advocacy
analysed

Action 3. Prepare an Action plan to
meet the Lobbying and Advocacy areas
identified

Action plan prepared and available

Action 4. Network through
coordinating multiple advocacy
strategies
Resources are shared
Large number of actors are involved in
advocacy activities
Negotiation capacity of members
strengthened

Action 5. Train members to
understand National policy making
process to increase the NGOs
capacity to engage in advocacy
activities

NGO Members understands the various
stages of policy making to help them develop
appropriate strategies

Action 6. Test the appropriateness
of given existing policies in terms
of addressing NGO priorities
Policy gaps identified
Policy analysis tools that can be applied at
organizational level as well as grassroots
level to identify inadequacies in policies
available

Action 7. Plan and facilitate
networks, alliances & coalition
building among the like minded
NGOs, Lobbying, Public
awareness, Media campaigns etc
Face to face meetings done
Briefing packets
Open letters
Posters and fliers produced
Press release and conferences done
22
Video/documentaries

Action 8. Organize forum on
themes of common interest to
provide opportunity for interaction
and shared learning among
different partners

Number of Public debates done by the end of
the project

Action 9. Design a systematic way
of identifying and following up
systems on areas of common
interest arising from the workshops
or any other forums
System designed to identify and follow up
the areas of common interest aroused in
workshops
Action 10. Invite the policy makers
to see those directly affected by the
policy
Number of policy makers invited
Policy changes made in favour of NGO
initiatives

Strategic goal 4: External relations

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

Improved communication and collaboration between the Stakeholders
The level and quality of information shared amongst the stakeholders
Willingness of various organizations in the region to cooperate and where
possible share resources in order to accomplish specific programmes of a mutual
beneficial

Actions Indicators
Action 1. Conduct study to
establish gaps in communication
and consultation systems

Communication gaps identified

Action 2. Prepare a plan to fill the
identified gaps

Gap filling plans prepared and met

Action 3. Link various like-minded
organizations in the region to
accomplish specific
programmes/activities with
strategic significance to
NGONEDO

Level of collaboration amongst NGOs
increased for over 50% by the end of 2008
Expansion in the area of operation
Decrease in duplication of efforts and
resources

Action 5. Link NGOs with
International, higher education
institutions, government entities,
Cooperation among the organization
Number of researches done
23
research institutes, civic institutions
and donors
Action 6. Play a role in promoting
coalitions/networks to share
resources amongst members

Number of joints projects done
Number of agreements reached jointly
Type and number of collaboration meeting
held
Exchange of resources occurred between
members

Action 7. Make contact with policy
makers and engage them in various
dialogues

No of contacts made with decision makers
Number of police makers, local authority
leaders approached and convinced
Number of police makers, political leaders
able to support NGOs

Action 8. Conduct regular planned
meetings between the member
NGOs and other stakeholders.

Meetings conducted regularly as per plan
Feed back system in place

Action 9. Organize public debates
and dialogue on burning issues

Number of debate, round table discussion
and dialogue conducted
Action 10. Engage in open and
frank dialogue with donor/funders
to maintain positive image
Donors response in the meetings and reports
Donors response towards project proposals

Action 11. Develop and implement
a corporate communications
strategy, inclusive of all
NGONEDO family members, and
plan to ensure that all of
NGONEDOs external messages
are consistent and reflect our work
Policy framework developed and used
Integration of communications planning into
Programme planning
A brand awareness and development plan
used
NGONEDO website created and used

Action 12. Put structure in place to
facilitate working relations between
NGO and civil society in Dodoma
Coordination meetings
Number of General meetings held per plan
per year
Action 13. Create strategy to work
with media and attract positive
media attention
Extent of cooperation from the media
Media consults NGOs on relevant issues

Strategic goal 5: Information sharing

Strategic Objective: To facilitate information sharing amongst member NGOs and
other stakeholders
Increased Level of awareness of NGONEDOs work
Improved communication and collaboration among the stakeholders
24

Actions Indicators
Action 1. Establish and maintain
up to date Resource center (data
bank)

Presence of room for information/data
storage
Proper Data bank system established by the
mid 2008
Type of data and information kept
Quality and quantity of the information
stored
Time spent in accessing information

Action 2. Conduct workshop to
educate members on the
importance and use of data bank

Number of workshops conducted by the end
of 2008
Number of people educated on the
importance of and the use of data bank
Number of NGOs and other stakeholders
using the stored data and information

Action 3. Design training
programmes for staff, leaders and
members on information collection,
dissemination skills and how to use
data bank

Training programme action plan prepared
Type of trainings conducted and people
involved in the training
Quantity and quality of information collected
and disseminated

Action 6. Design data and
information collection and
dissemination formats and criteria
Presence of various formats of
data/information collection and
dissemination

Action 4. Collect and
avail/disseminate information on
the NGOs activities among
stakeholders
Type of information available at resource
center
Printing and publications available e.g.
Brochure, project profiles etc

Action 5. Establish website for
NGONEDO and its members for
social marketing and sharing of
information
NGONEDO website lunched by the end of
2008
Level of feed back received from those able to
visit the website

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

25
Strategic Objective: To ensure long-term continuation of NGONEDO
Programme/Projects without relying on external donor
assistance.
Total income reaches at least.. Million by end 2011
No single donor provides more than 20% of total income

Actions Indicators
Action 1. Put up system to collect
annual members fees and other
cost recovery mechanisms into
service delivery where appropriate

Amount of member fees and subscriptions
collected annually
Number of members who have their
contributions paid

Action 2. Create a sense of
ownership of benefits by the
members

Number NGO Members are able to pay there
annual membership fees promptly
Programmes are supported by those being
served NGONEDO

Action 3. Market NGONEDO to all
NGOs in Dodoma to increase
membership base

Number of NGO Members increased
Number of prospective contributors reached

Action 4. Increase financing to the
levels necessary to meet the annual
budget target

Financial targets set and met

Action 5. Seek out new
institutional donors

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

Action 6. Develop high-level
relationship with the Donor
community and the government
Regular contact at high levels leading to good
funding and optimising of programme
integration with donors. Formal agreements
documenting relationship where possible

Action 7. Link with other NGO
networks, education institutions,
governments entities, research
institutes, parastatals, civic
institutions and private sector
Formal agreements documenting partnership
Number of researches and consultancies
done by the end of 2011
Access to a diversified resources to contribute
to activities
Willingness of other organization to work
with NGONEDO where possible

Action 8. Set and identify fund
raising strategy
Number of new avenues for fund raising
identified
Number of Fundraising activities done

Action 9. Identify local fund Various local sources of fund identified
26
raising opportunities Fundraising plan developed
Amount of money raised from local
fundraising campaigns by the end of 2011

Action 10. Conduct fund raising
activities
Type and number of fund raising events
Amount collected from such events
Type and number of contributors
Action 11. Train staff and
members to implement the fund
raising activities
Fund raising plans prepared by member
NGOs
Number of trainings done on fundraising
techniques by the end of this plan
Number of Fundraising activities done

Action 12. Develop capacity for
staff to develop proposals and
respond to tenders
Number of Project Proposals written by the
members
Number of successful funded Proposals
Amount of money raised out of proposals

Diversify contacts within the
funding community
No of donors increased
An increase on financial base

Strategic goal 7: Gender mainstreaming
It is a way of working that takes gender into account in all issues of policy,
programmes & organizational practices as well as procedures and resource
allocation. Key aspects that NGONEDO intends to take into account in gender
mainstreaming include:
Emphasizes changing the mainstream to include women
Makes gender equity the objective rather that women as target group
Calls for transformation in power relationships to enable both men and women
to participate fairly in development
Emphasizes on empowering women as a mainstreaming strategy
Emphasizes on involving men in struggle for gender equity
Emphasizes the need to address both inequalities as well as needs
Addresses the cultural roots of gender inequalities

Strategic Objective: To ensure that NGONEDO achieves equality through its work
and through its internal structures procedures and policies.
Our aim is to promote equality, especially in relation to
gender, in all NGONEDOs work believing that womens
empowerment and equality between women and men are
prerequisites to development
At each NGONEDO location equal opportunities exist for employment and
career development for suitably qualified people as indicated by open
advertising
All projects identify inequalities and how they propose to address them, while
reports indicate how this has been done
27

Actions Indicators
Action 1. Acquire the necessary expertise, either in-
house, or through consultancy, which will enable
NGONEDO to deliver on the objective

Equality resources
acquired by mid 2008
Action 2. Adopt gender policy and formulate
strategies to implement the policy

Gender Policy developed
and plan completed by end
2008
Action 3. Ensure that our Programme design for
NGONEDO work mainstreams equality, especially
gender

All proposals and reports
refer to equality issues

Action 4. Develop tools for gender mainstreaming
such as gender analysis; desegregated data, gender
sensitive studies, guidelines and checklists

Tools for gender
mainstreaming developed
by the end of 2008

Action 4. Continue to work with the networks to
which we belong, through our partnerships and with
civil society generally to promote the concept of
equality

Equality issues feature in
all partnership
agreements and are
addressed in all networks
to which NGONEDO
belongs

Action 5. Build capacity for gender mainstreaming
through training:
Gender training
Training of trainers
Adopting a gender perspective in all training
programmes
Gender sensitisation

All NGONEDO members
receive trainings on gender
equality issues

Action 6. Establish a gender focal point in all
processes and with the support of senior management
and decision making level

Gender focal point facilitate
and conducts trainings as
planned
Update colleagues on the latest trends in gender
debates & discussions
Latest Gender debates &
discussion publications are
made available for easy
access in NGONEDOs
website as well as the
resource center

MEASURING IMPACT

A major thrust of this plan is to improve the impact of NGONEDOs work. To
sustain strategies outlined in this document NGONEDO will put in place measures
to ensure proper management. A later section deals with level of growth but there is
28
conformity that this should only be attempted if, at the same time, the quality of
work can be improved. NGONEDO is therefore committed to quality management
and regular review of performance so that we learn from our experience. This will be
built on experience gained over the years with a focus on three main areas
Organization structure and management; Human resources; and Financial resources.

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

Learning can be achieved by: -
Encouraging innovation which, while taking risks, is thought through
Documenting experience and sharing it widely within NGONEDO and its stake
holders
Progressive staff training and mentoring
Setting learning targets in plans
Sharing our experience with Alliance partners, networks to which we belong and
with other donors

To measure impact we must improve systems of monitoring and evaluation across
the organisation. This requires good management information systems. It is
important that emphasis is given to collecting data which can guide management
decisions and which are relevant to monitoring and evaluating projects. It is also
important that such management systems are simple and robust rather than
complex, provided they meet the management, monitoring and evaluation
requirements.

29
CHAPTER 5 MANAGEMENT OF THE PLAN

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

Implementation Planning for this Strategic Plan will be continuous throughout its
period. There will be joint planning sessions, involving a number of sectors
particularly, to ensure a coherent approach to advocacy, and to raising funds from
institutional and public donors. Specifically when the Annual Plan and Budget is
being prepared, the board/Executives will have to jointly agree on how to fund
programmes. A new management structure to support the plan will also be
implemented.

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

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

High quality systems have an important role in respect of:
Consolidating and passing on institutional knowledge
Making it easier to monitor performance
Leaving people free to concentrate on strategy
Convincing outsiders of efficiency
The management or Human Resources unit will seek to modify the performance
management system so as to allow us all to see clearly how we contribute to the
objectives of this plan and ultimately to the achievement of our mission

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

Actions Indicators
Action 1. Planning
Departments/sectors prepare their
plans by mid 2008

Plans available and include
monitoring details
30
NGONEDO make implementation
plans before mid 2008

Action 2. Monitoring
Overall monitoring system agreed by
end of September 2008 and in use by
end 2008
Instruments in monitoring system
actioned
Among the instruments to be used
will be:
- Performance reviews
- Monthly progressive reports
- Quarterly, audit reports to Council
etc

ASSUMPTIONS & RISK ASSESSMENT

ASSUMPTIONS
Internal
Our strategy assumes that NGONEDOs income will continue to increase as
planned, and that we can respond effectively to donor and public demands for
transparency and accountability. We will continue to recruit and retain the
experienced, skilled and motivated staff and volunteers to achieve our goals.

External
First and foremost, we expect support for development and poverty eradication to
remain a key priority for our Donors and the government throughout the strategic
period. We are also confident that the public and our supporters will continue to
respond generously to our appeals, and to the vital annual members contributions.

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

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

Operational Risks focusing on the day today activities of NGONEDO.
Reputational Risk focusing on the reputation of the organisation as an effective
and ethically driven organisation
31
Environmental Risks - focusing on the external factors affecting NGONEDO
Strategic Planning Risks Arising from the activity and environment
surrounding the delivery of the Strategic Plan

NGONEDO acknowledges that proactive risk identification and management are
basic components of organisation management and intends to meet its obligation.

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

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

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

Financial
A strategic plans without a provision of resources to implement it is meaningless.
For a Strategic Plan to be successfully implemented it is necessary to have the
financial resources to underpin it.

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

The Chairperson of NGONEDO also exercises a particular oversight in relation to
corporate governance. The respective roles of management and trustees are well
embedded in the culture of the organisation.

32
CHAPTER 6 - MOVING FORWARD

This strategic plan is the result of a long process of consultation culminating in it
being approved by the Executive Council of NGONEDO. In the course of the
process the various guiding policy of NGONEDO has been reviewed and provides
the basis for the plan. The traditional NGONEDO qualities of pragmatism,
innovation and learning are necessary adjuncts so that our planning can be
translated into effective practice.

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

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

The organizational development strategy is fundamental to achieving the overall
thrust of the plan. That thrust is made possible by the success on marketing
NGONEDO and through the support anticipated from various networks and
donors.

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

CONCLUSION
This strategic plan, it is hoped, will reinvigorate NGONEDO and provide a sense of
common purpose for all associated with the organisation. Many objectives and
actions have been identified and if the Executive Council of NGONEDO approves
this plan it will be the task of management to set about the process of
implementation. As noted in the introduction, the process of corporate strategy
formulation is an ongoing activity and the strategic plan is the platform on which it
is built.

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

33
The ability to embrace flexibility while maintaining a steady course towards our
objectives;

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

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

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

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

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

Through effective implementation of this 4-year strategic we expect that:-
NGONEDO recognized accountability best practice and advocacy
There is a general acceptance from the stakeholders that NGONEDO is a valuable
establishment
Measurable improvement in the delivery of services by the NGOs in Dodoma has
been recorded (by beneficiaries and external evaluators)
Institutional donors recognize and value NGONEDO initiatives and that this
recognition is displayed in their relationships with NGONEDO and its member
agencies
NGONEDO is seen as an organisation, which adds value through the provision
of services that build the agencies capacities to deliver efficiently and
accountably

The preparation of this plan has taken considerable time and resources and has
exposed certain tensions within the organisation. Perhaps because so much energy
has been expended in the debate, it may reasonably be claimed that it represents the
collective best judgement about the way forward. It is to be hoped that it will be
seen in that light and that everybody will put their weight behind achieving its
objectives

Ngonedo Strategic Plan 2008 - 2011

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Ngonedo Strategic Plan 2008 - 2011

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