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KAPOETA STATE STRATEGIC PLAN 2015 - 2020
Kapoeta State Mission:
To build a self-sustaining state with a Vibrant Economy and
a Solid Political System with the capacity for participatory,
quality and transparent service delivery.
Francis Bainomugisha (Lead Facilitator), Hon. Sam Felix Makuja, Hon. Epone
Emmanuel Lolimo, Hon. George Echom Ekeno , Locheria Albert Lolibes, Lokuda Elia
Lonyia
3
TABLE OF CONTENTS
Contents TABLE OF CONTENTS ........................................................................................................................ 3
1. FOREWORD .............................................................................................................................. 4
1. EXECUTIVE SUMMARY ............................................................................................................. 5
2. ACRONYMS USED ..................................................................................................................... 6
3. STATE DESCRIPTION ................................................................................................................. 7
4. VALUES, VISION AND MISSION STATEMENTS .......................................................................... 8
5. STRATEGIES .............................................................................................................................. 9
6.1 Strategic Objectives ................................................................................................................ 9
6. GOVERNANCE STRUCTURE .................................................................................................... 14
7. COMMUNICATION OF PLAN .................................................................................................. 16
8. MONITORING & EVALUATION OF PLAN................................................................................. 17
9.1 Regular Monitoring of Priority activities by programme staff ............................................. 17
9.2 In-built Monitoring mechanisms .......................................................................................... 17
9.3 Mid Term Evaluation and End of Project Cycle Evaluations ................................................ 18
9.4 Feedback: ............................................................................................................................. 18
9. SUSTAINABILITY OF PLAN ......................................................................................................... 0
9.6 ACTION PLAN – 5 YEARS ((JANUARY 2016 –– DEC 2020) .......................................................... 1
9.7 STRATEGIC ANALYSIS DATA ....................................................................................................... 4
9.8 : LIST OF SEVEN (7) MINISTRIES FOR THE GOVERNMENT OF KAPOETA STATE ..........................
4
1. FOREWORD
This document represents the Strategic plan for Kapoeta State for the Five years period January 2016 to December 2020. We believe that a government that focuses on Human Security through quality service delivery can and, will have a major positive impact in our common struggle to create a self-sustaining state. Good Governance is and should be different in Kapoeta State, given the social/cultural context. We believe that the State currently has a unique opportunity to emphasize this and it is our stated mission to transform this belief
into action for the benefit of the people. The contents of this Strategic plan are hereby approved by the Governor for immediate implementation. All key stakeholders are encouraged to read and understand the fundamental reasons for Kapoeta State’s existence, and participate where appropriate in the strategic directions indicated herein. Congratulations to all those Steering Committee members who spent their valuable time and energy participating in the Strategic planning process. It has
been much anticipated and discussed over the last month or more, with the formal process actually starting in January 2016 and taking 1 month to get to this stage. We hope that the end result makes it easy for the reader to grasp quickly just what Kapoeta State stands for. This document is flexible, and is indicative of an ongoing process rather than a one-off document ‘set in stone’. Over the period 2016 to 2020, as a government we will be periodically reviewing our progress towards the goals and objectives we have set ourselves, and continuously adapting our activities to suit the national
cum external environments and our internal capacity. We enthusiastically welcome you, the reader, to join in this journey with us at Kapoeta State.
Kapoeta, 29the
January 2016
Signed ____________________________ H.E Louis Lobong Lojore. 1st Governor Kapoeta State
5
1. EXECUTIVE SUMMARY
Kapoeta State is one of the newly formed states of the Republic of South Sudan by
the Presidential order Number 36/2015 of October 2nd, 2015 that enabled the
creation of 28 states from the former 10 states. This new State was curved out of
the former Eastern Equatoria state. The state capital is Kapoeta. The Vision of
Kapoeta State is to see “A United, Peaceful, Harmonious, Prosperous and Secure
State based on Justice, Equality, and Respect for Human Rights, Dignity and Rule
of Law”. Our stated Mission is “to build a self-sustaining state with a Vibrant
Economy and a Solid Political System with the capacity for participatory quality and
transparent service delivery”.
This Five year Strategic Plan sets out the strategies to be employed, the outputs generated, and the objectives that will need to be reached along the way, over the period January 2016 - December 2020.
The Strategic Objectives are:
SO1. Promote effective governance and service delivery practices in the democratic context;
SO2. Increase recognition of Peace and Security as critical to effectiveness of governance and development programming;
SO3. Strengthen state capacity, credibility and visibility of Kapoeta state.
The government will support and administer Kapoeta state’s programs and activities. It is envisaged that the government should not be a large and costly institution, but will work specifically to harness the energy, skills and experience of the citizens in improving the use of valuable resources for Peace, Security and Development issues across the state. After all, it is the capacity of the community members themselves that will be built in various state locations and fields of work.
The executive will execute while the legislature oversees the whole process, and through a handful of sub-committees, supervise the build-up and implementation of these activities.
The key inputs available are 1) funds (budget) allocated by national government to the State of Kapoeta and 2) Human resources of the Cabinet, Directors and the ministry officials. It is already clear that a robust resource mobilization strategy will need to be written and implemented to fund the full extent of this plan (see Appendix 1).
The development of this Strategic Plan took over a month (December 2015-
January 2016), and was highly participative, drawing on the views and experience of numerous stakeholders. These included lengthy in-person contributions of the Steering Committee members, the state Government, MPs, Community members and a Consultant to facilitate the process.
6
2. ACRONYMS USED
BAA : BUYA ADMINISTRATIVE AREA
BUDI: BUYA/DIDINGA
CPA : COMPREHENSIVE PEACE AGREEMENT
DPS: DISPUTED POPULATION CENSUS
EES: EASTERN EQUATORIA STATE
J/M AA: JIE/MOGOS COUNTY
KAA : KAUTO ADMINISTRATIVE AREA
KEC : KAPOETA EAST COUNTY
KNC : KAPOETA SOUTH COUNTY
KSC: KAPOETA SOUTH COUNTY
KS : KAPOETA STATE
OD : ORGANIZATIONAL DEVELOPMENT
SO : STRATEGIC OBJECTIVES
7
3. STATE DESCRIPTION
Kapoeta State is one of the newly formed states of the Republic of South Sudan by the Presidential Order Number 36/2015 of October 2nd, 2015 that enabled the creation of 28 states from the former 10 states. This new State was curved out of the former Eastern Equatoria state. The state capital is Kapoeta, the former district headquarters during the British colonial administration. Kapoeta was also the Capital of Eastern Equatoria State
during the Arab regime but was transferred to Torit after the CPA by the then Parliament. The state is composed of Eight counties of Kapoeta North, Kapoeta East, Kapoeta South
and Budi, Ngauro, Kimotong, Kauto,JIMO as well as two administrative areas of Katiko
and Karkomuge
Currently the state population is estimated at 1 Million persons though as per the 2008 Disputed Population Census, Kapoeta State has a total Population of 445,750. At that time a big population of the state was not registered due to displacement, refuge, nomadism of the people.
Geographically, the State strategically lies at the South Eastern corner of the Republic of
South Sudan. It has three international boundaries with Uganda to the south, Ethiopia to
the East and Kenya to the south east including the disputed Ilemi Triangle. Internally, it
is also bordered by Boma State to the north and Imotong State to the west.
The state is inhabited by diverse ethnic background that includes the Toposa speaking
groups (Nyangatom, Jie, Teus and Toposa), Didinga and Buya tribes. All of them are Agro-
pastoralist.
The state has rich and diverse physical features and climate. It has mountains and
scattered hills separated by extensive flatlands and valleys though mostly covered with
plains and grasslands. The most outstanding feature is the great Kidepo Valley. The
Climate is so beautiful with a six-month uni-modal rainy period, which promotes a flush
evergreen belt especially to the Southern mountainous part of the State.
The Economy of the state presents a huge opportunity for economic growth and
development thanks to the strategic location with multiple bordering countries and nation
states for cross border trade. The state private sector remains undeveloped which
presents an opportunity for local and foreign investment.
The State is endowed with diverse natural resources, both renewable and non-renewable,
ranging from the rich alluvial agricultural land for farming, animal resources, wildlife
conservation, forests resources that include; timber, Gum Africa (Arabica) and abundant
mineral deposits such as Gold, Oil, Uranium, Diamond and Mercury. Agriculture, Animal
Resources, Wildlife Conservation and Tourism are the key potential sources of a vibrant
economy.
8
4. VALUES, VISION AND MISSION STATEMENTS
During the course of the strategic planning process the following statements were
produced by general consensus of participants at various meetings. They are internally
coherent, building one on the other: Mission - on Vision - on Values. These now
guide and direct all future activity and actions by Kapoeta state:
The Vision of Kapoeta state is what our dreams are made of… • A United, Peaceful,
Harmonious, Prosperous and Secure State based on Justice, Equality, and
Respect for Human Rights, Dignity and Rule of Law.
The Mission of Kapoeta state is the reason we exist … • To build a self-sustaining state
with a Vibrant Economy and a Solid Political System with the capacity for
participatory quality and transparent service delivery.
The Values of Kapoeta state are the fundamental guiding principles that shape the
way we think and behave. We are committed to…
….. Patriotism ….Unity and Commitment
…. Empowerment ….Diversity, Harmony &
Inclusiveness
…. Dignity and Integrity …. Equality and Equity
…. Transparency …. Accountability
…. Stability …. Ownership
….. Creativity ……Inovation
….. Selflessness ….. Hard work and Self-reliance
…. Success …. Sustainability
9
5. STRATEGIES
6.1. Strategic Objectives
This plan seeks to achieve its mission by delivering service in a transparent and
accountable manner based on equity and equality to all stakeholders. We shall be
providing good governance to facilitate creation of a vibrant economy and functional
political systems. To achieve this we shall equip all stakeholders with tools, developing
capacity and promoting quality systems such that, at the end of the period, a review of
progress will find that work has been carried out as described in the three Strategic
Objectives as follows:
SO1. Promote effective governance and service delivery practices in the democratic context;
SO2. Increase recognition of Peace and Security as critical to effectiveness of governance and development programming;
SO3. Strengthen state capacity, credibility and visibility of Kapoeta state.
The complete list of outline proposed activities, together with the required inputs of
finance and human resources can be found in the Action Plan log frame at Appendix 1.
The implementation of the plan will require a great deal of flexibility and initiative from
the implementers in order to be successful, and therefore the outline activities and input
required in the Appendix shall only be regarded as a guideline to the implementation of
the plan, which will have to be developed and expanded as experience is gained.
It is imperative though that the government of Kapoeta State enforces the implementation through its monitoring and evaluation unit.
10
KAPOETA STATE ACTION PLAN LOG FRAME
KAPOETA STATE VISION
A United, Peaceful, Harmonious, Prosperous and Secure State based on Justice, Equality, and Respect for Human
Rights, Dignity and Rule of Law.
KAPOETA STATE MISSION
To build a self-sustaining state with a Vibrant Economy and a Solid Political System with the capacity for
participatory quality and transparent service delivery.
STRATEGIC OBJECTIVES
I. Promote effective governance and service delivery practices in the democratic context;
II: Increase recognition of peace and Security as critical to effectiveness of governance and development programming;
III: Strengthen state capacity, credibility and visibility of Namorunyang state.
KEY ACTIVITIES
• Establish and form a state government • Conduct a strategic planning conference with elites/intellectuals of the state • Formation of model cooperatives and re-
instatement of old ones
• Document best practices & lessons learnt • Identify, negotiate and sign MoU with Air
transport companies in Juba for regular flights
to Kapoeta-Juba, Juba-Kapoeta
• Establish and facilitate a Banking System
• Organize annual focused workshops and conferences • Identification of Resources for Participation in
the state and National programmes
• Improve livestock production by cross-
breeding and market identification and input
provision
• Conduct Reconciliation , Peace and Healing Conferences • Urgent opening of Loele –Naita
road , deployment of police and
wildlife rangers
• Design advocacy strategy, implement, monitor, and evaluate effectiveness • Develop and strengthen partnerships for promotion of Education • Baseline Survey of the Conflict
and Development situation
• Deployment of security and
organized forces in core areas
• Ensure access to clean
drinking water
• Survey of Kapoeta City (master plan)
• Visits to the model Countries for information
exchanges and inter-governmental linkages
• Recruit staff for government ministries and
departments
• Develop and implement
resource mobilization strategy
• Opening of the core roads
• Renovate and Relocate Kapoeta Airstrip • Develop financial and
administrative systems
• Send delegations to various Countries to lobby
for investments to the State
• Capacity building and Planning for Human
Resource in the state
• Establish an interactive website
• Survey and exploration of natural resources in
the State
• Develop Training tools and materials in areas of
Peace building
• Mobilize resources and citizens to urgently open roads for access to market and security
OUTPUTS
1.1 Quality in Governance promoted 1.2 Governance practitioners provided with tools, resources and lesson learned 1.3 Centres of Excellence & Governance established
2.1 Advocacy conducted for Democracy and Good Governance as an integral component of human security and development programming
3.1 Governance and administrative structures strengthened 3.2 Communications strengthened between duty bearers and rights holders 3.3 Bilateral relationships established
KEY INDICATORS OF PROGRESS
• Number of downloads of strategic resource materials on website links or distributed copies • Number of practitioners assessed and certified in Governance competencies • Number of courses offered and individuals trained in Governance and Service delivery
• Number of participants at regional workshops and conferences • Number of key HS&D program managers, decision- makers, donors that received documentation of the effectiveness of Education for Peace and Security
• Number of bilateral partners • Number of quarterly work-plan targets met 100%
11
SO1. Promote effective governance and service delivery practices in the
democratic context;
Many different methods will be used to get democracy, good governance and development
messages across to the public effectively. If we assume that good governance enhances
the effectiveness of service delivery and state development programming, then we should
take steps to highlight effective methodologies and effective programs. In this way, others
may follow the example, raise the overall standards, and reach the recipient with the
message.
African democracy and development issues are unique. We believe that it is not wholly
appropriate to simply copy approaches and strategies created and intended for another
social/cultural context, for use in Kapoeta state setting. For example, in Kapoeta state it
is largely the interpersonal approaches which have been shown to work, rather than a
mass-media approach.
The strategies necessary to achieve the above Strategic Objective are:
− Document and disseminate evidence that democracy actually
works in Namorunyang state;
− Define and promote quality in service delivery, by publicizing
lessons learnt (positive and negative), setting appropriate standards of
practice and establishing an annual benchmark award for excellence in the
field;
− Provide practitioners with the tools and resources they need by
gathering and sharing lessons learnt and promising practices;
− Build the capacity of the chosen “Canters of Excellence”
Activities will be carried out as follows:
• Establish and form a state government
• Conduct a strategic planning conference with elites/intellectuals of the state
• Formation of model cooperatives and re-instatement of old ones
• Document best practices & lessons learnt
12
• Identify, negotiate and sign MoU with Air transport companies in Juba for regular
flights to Kapoeta-Juba, Juba-Kapoeta
• Establish and facilitate a Banking System
• Improve livestock production by cross-breeding and market identification as well
as provision of core inputs for production
• Organize annual focused workshops and conferences
• Identification of Resources for Participation in the state and National programs
SO2. Increase recognition of Peace and Security as critical to effectiveness of governance and development programming;
Whilst practitioners in this field are clear about the importance of Peace and Security for
ensuring effectiveness of governance and development programs, this is not always true
of other stakeholders, e.g. donor agencies, national governments, non-governmental
organizations. Kapoeta state will seek to drive home the clear message that peace and
security are critical, and will do this using evidence and theory compiled in Africa. This
advocacy is expected to be fielded in places of influence both within and outside Kapoeta
state.
This Strategic Objective is dependent on the prior enabling provided by activities to be
carried out under SO1 and SO3. Therefore SO2 activities should be integrated throughout
this Strategic Plan.
The Strategy necessary to achieve the above Strategic Objective is:
− Conduct advocacy for ‘Peace and Security as an integral
component of human security and development’, amongst
influential policy- and decision-makers in Kapoeta state and
Beyond;
Activities will be carried out as follows:
• Conduct Reconciliation , Peace and Healing Conferences
13
• Urgent opening of Loele – Naita road , deployment of police and wildlife
ranger
• Design advocacy strategy, implement, monitor, and evaluate effectiveness
• Deployment of security and organized forces in core areas
• Ensure access to clean drinking water through establishment of water
supply areas.
• Develop and strengthen partnerships for promotion of Peace and Security
• Baseline Survey of the Conflict and Development situation
• Document and disseminate existing evidence of Peace and Security used
in nation building and development programming;
• Devise and write an appropriate advocacy strategy, using primary
research data collected from key respondents within South Sudan;
• Launch and implement that strategy, through developing specific
partnerships with influential individuals and institutions within and outside
South Sudan ;
• Evaluate effectiveness and redesign strategy as necessary.
SO3. Strengthen state capacity, credibility and visibility of Kapoeta state.
Kapoeta state was just created in December 2015 by presidential Order and has with
doubt achieved much in that time. The little so far achieved is in the face of very limited
internal capacity and volunteers. Administrative and financial systems are undeveloped
and totally reliant upon the current governor, the Ag. Secretary General and other
government stakeholders. All these inadequacies cannot remain this way if SO1 and SO2
are to be fulfilled. Hence SO3 seeks to build sustainable internal capacity, increasing
staffing and equipping them with policies, plans and diversified funding sources. It will
also find ways of promoting Namorunyang state by and through the work that is being
done in SO1 and SO2. The state exists for its leadership and the public, and leadership
should be as broad as there is demand for services, not just in governance but in the
wider economic, political, socio-cultural and development spheres in Kapoeta state.
The strategies necessary to achieve the above Strategic Objective are:
− Strengthen the governance and administrative structures of
Kapoeta state, ensuring that it is legally constituted, appropriately
14
staffed and funded for sustainability, and that roles and responsibilities of
the cabinet and government are clearly defined;
− Strengthen communication between the government and
public, through the web portal, conferences, e-mail and postal mail
correspondence, posters, list servers etc. and facilitate linkages between
public to develop local and national forums;
− Broaden ownership, technical areas and focus beyond state
governance, by recruiting members from diverse sectors, geographical
and technical areas, and offering tools and resources relevant to their
work;
Activities will be carried out as follows:
− Review and define staffing requirement for the government, then carry
out an appropriate recruitment exercise to fill vacancies and induct staff;
− Survey of Kapoeta City (master plan)
− Visits to the model Countries for information exchanges and inter-
governmental linkages
− Recruit staff for government ministries and departments
− Mobilize resources and citizens to urgently open for access to market and
security
− Develop and implement resource mobilization strategy
− Renovate Kapoeta Airstrip
− Develop financial and administrative systems
− Send delegations to various Countries to lobby for investments to the State
− Capacity building and Planning for Human Resource in the state
− Establish an interactive website
− Survey and exploration of natural resources in the State
− Develop Training tools and materials in areas of Peace building
It is important to acknowledge the fact that these core strategic objectives, strategies and activities thereof are a reflection of the Kapoeta state priorities attached in Appendix
15
1. GOVERNANCE STRUCTURE
The following structure will be necessary to provide oversight and management of the
state during the period of this strategic plan. Ministerial sub-committees may be added or
removed from time to time as required, and these decisions will be taken by the Cabinet.
We have the Governor, Deputy Governor, Three Advisors, Ministers, Commissioners,
Secretary General, Director Generals, Directors, and all other technical and support staff.
GOVERNOR
DEPUTY GOVERNOR
ADVISOR ADVISOR ADVISOR
MOIC Y& S
MOLG LEW
MOFE PIMI
MOEG&SW
MOH&E CSD
MOPI TRB
MOAF ARD
DIRECTOR GENERALS FOR MINISTRIES
DIRECTORS FOR MINISTRIES
TECHNICAL STAFF SUPPORT STAFF ADMINISTRATIVE STAFF
SECRETARY GENERAL
COUNTY COMMISSSIONERS
16
2. COMMUNICATION OF PLAN
This strategic plan needs to be owned by all stakeholders for it to be effectively
implemented and relevant. By implication it must be communicated accordingly to the
various stakeholders. For this to work attention should be paid to the following;
1) Note that certain groups of stakeholders might get complete copies of the plan,
including appendices, while other groups (usually outside of the government) might
receive only the body of the plan without its appendices.
2) Every member of the government should get a copy of the plan.
3) Distribute all (or highlights from) the plan to everyone in the state department. It's
amazing how staff members gain quick context, appreciation, and meaning from
review of the strategic plan.
4) Post the Mission and Vision statements and Values on the walls of the main office.
5) Publish all or portions of the plan on the government website, in the regular
newsletter, and advertising and marketing materials (brochures, ads, etc.).
6) Train the cabinet members and staff on portions of the plan during orientations.
7) Include portions of the plan in policies and procedures, including the human
resources/ employee manual.
8) Consider providing copies (or highlights) of the plan to major stakeholders, for
example, national government in Juba , funders/investors, professional associations,
potential collaborators, vendors/suppliers, etc.
17
3. MONITORING & EVALUATION OF PLAN
Monitoring and evaluation is an important activity for Kapoeta state work. Monitoring and
evaluation of the state will happen at different levels using strategies outlined below.
9.1 Regular Monitoring of Priority activities by programme staff
The state will engage a monitoring and evaluation (M&E) consultant to develop an M&E
framework that will be used to track progress made against achievement of state set goals
and objectives as outlined in activities for the SOs 1 to 3. All staff will receive training on
M&E. The M&E consultant will develop monitoring forms or a system that will be used by
staff to capture data on activity indicators. The monitoring information will be analyzed
regularly and documented in quarterly and annual monitoring reports.
9.2 In-built Monitoring mechanisms
The state will use a number of in-built systems to monitor progress on government work.
The in-built system will include monitoring by different stakeholders who include the
Executive, Legislature, Commissions and Funding Partners. The following avenues will be
used for monitoring government work on priority areas:
• Government and staff meetings: held at least once or twice a week
• Quarterly state Meetings: The Cabinet will provide programme updates to
the Governor
• Annual and Bi-Annual Conferences: The state will have opportunities to
bring together its stakeholders through conferences. Focused Conferences will be
organized annually. These conferences provide an opportunity for all implementing
stakeholders and possibly funding partners to share progress on achievement,
state goals and objectives.
18
• Donors Programme Updates: The government should organize donors up-
dates on priority areas at least twice a year. At such meetings the representative
of Cabinet will share highlights on programme updates and important policy issues.
9.3 Mid Term Evaluation and End of Project Cycle Evaluations
The state will commission independent external consultants to conduct both the Mid-Term
and End of Project Cycle Evaluations. The Mid-Term evaluation is scheduled for any one
month before and after mid-way through the project cycle. The results from the mid-term
evaluation will provide guidance for programme interventions during the second half of
the project cycle. An end of project evaluation is scheduled for any one month, three
months before completion of the project cycle. Both external evaluations will among other
things evaluate the following three broad components/areas of evaluations:
• Assessment of Programme effectiveness;
• Finance and Administration Issues; and
• Organizational Development (OD) issues - Governance and others.
It is important to note that external consultants will be identified from groups who will not
present a conflict of interest for the government. They will not, at least be identified from
members of the government or its donors.
9.4 Feedback:
Following periodic reports, information will be passed back to the state to take appropriate
action to bring activities in line with the plan, or to flex the plan to cope with new realities
in the environment.
9.5 Sustainability of plan.
It is critical that at the start of this three year planning period, the state put in place measures that
will prove sustainable over the medium-long term. The state should not be totally dependent on
the donor for everyday activities, but should be self-driven with funding from diverse sources (e.g.
state revenues and fees, institutional donors, corporate sponsorship, consultancy fee income etc.)
For these reasons the state government will put in place a sub-committee with the mandate to
drive and achieve the desired result (see Governance Structure diagram in 7. above).
The following are relevant activities to be carried out in the course of this planning period:
− Develop a resource mobilization plan which, when adopted, will provide the state with
financial sustainability by the end of this planning period;
− Devise and maintain appropriate systems that befit an independent organization
covering finance, human resources, operations/ administration, to include opening bank accounts,
policies and procedures;
− Develop guidelines to enable creation of sustainable mechanisms by stakeholders in various
counties;
− Broaden the government’s focus onto wider Human Security and development issues
- gather peace and security tools and materials in four technical areas beyond the existing
governance ;
− Provide a Kapoeta presence at international/ national conferences to recruit members and
publicize the state, its vision and mission;
− Develop a targeted stakeholder campaign to attract new development partners from related
professions/sectors;
1
Appendix 1: ACTION PLAN -- 5 YEARS ((JANUARY 2016 –– DEC 2020)
Vision:
•A United, Peaceful, Harmonious, Prosperous and Secure State based on Justice, Equality, and Respect for
Human Rights, Dignity and Rule of Law.
Mission:
• To build a self-sustaining state with a Vibrant Economy and a Solid Political System with the capacity for
Participatory quality and transparent service delivery.
Strategic Objectives , Outputs
and Work Activities: Means to implement
activities: personnel,
equipment, training,
studies, facilities etc.
Responsibility: Timeline and Budget Cost (US$):
Year 1 Yr. 2 Yrs. 3
1. PROMOTE EFFECTIVE GOVERNANCE AND SERVICE DELIVERY PRACTICES IN THE DEMOCRATIC CONTEXT
1.1 Quality in Governance
promoted
1.1.1 Establish and form a
state government
1.1.2 Conduct a strategic
planning conference with
elites/intellectuals of the state
1.1.3 Formation of model
cooperatives and re-
instatement of old ones
1.2 Governance practitioners provided with tools, resources and lesson learned
1.2.1 Establish and facilitate a
Banking System
1.2.2 Document best practices
& lessons learned
1.2.3 Organize annual focused
workshops and conferences
1.2.4 Identification of
Resources for Participation in
the state and National
programmes
2
1.3 Centres of Excellence &
Governance established
1.3.1 Identify, negotiate and
sign MoU with Air transport
companies in Juba for regular
flights to Kapoeta-Juba, Juba-
Kapoeta
1.3.2 Support CoEs to conduct,
document & disseminate
research
2. INCREASE RECOGNITION OF PEACE AND SECURITY AS CRITICAL TO EFFECTIVENESS OF GOVERNANCE AND
DEVELOPMENT PROGRAMMING;
2.1 Advocacy conducted for Democracy and Good Governance as an integral component of human security and development programming
2.1.1. • Conduct
Reconciliation , Peace and
Healing Conferences
2.1.2 • Urgent opening of
Loele –Naita road ,
deployment of police and
wildlife rangers
2.1.3 Design advocacy
strategy, implement, monitor,
and evaluate effectiveness
2.1.4 Develop and strengthen
partnerships for promotion of
Education
2.1.5 Baseline Survey of the
Conflict and Development
situation
2.1.6 Evaluate effectiveness &
redesign advocacy strategy
2.1.7 Ensure linkages to SO1
and SO3
3. STRENGTHEN STATE CAPACITY, CREDIBILITY AND VISIBILITY OF NAMORUNYANG STATE
3.1 Governance &
administrative structures
strengthened
3.1.1 Survey of Kapoeta City
(master plan)
-
3
3.1.2 Capacity building and
Planning for Human Resource
in the state including
recruitment of staff for
government ministries and
departments
.31.3 Develop a Resource
mobilisation plan & engage
potential funders
3.1.4 Develop finance and
administrative systems
including policy &
procedure manuals, HR,
operations management,
controls and reporting
3.1.5 Rehabilitate Kapoeta
Airstrip
3.1.6 Opening of the following
roads
3.2 Communications
strengthened between duty
bearers and rights holders
3.2.1 Establish an interactive
website
3.2.2 Develop Training tools
and materials in areas of Peace
building
3.2.3 • Survey and exploration
of natural resources in the
State
3.3 Bilateral relationships
established
3.3.1 Send delegations to
various Countries to
lobby for investments to
the State
3.3.2 Visits to the model
Countries for information
exchanges and inter-
governmental linkages
ANNUAL sub-totals (US$)
Total BUDGET (US$)
4
Appendix 2: STRATEGIC ANALYSIS DATA
The following table shows the results of a scan of the state environment in which Kapoeta State finds itself: Internal issues (Strengths and Challenges), and External issues (Opportunities and Threats).
STRENGTHS CHALLENGES
• Diversity of skills and experiences in state • Expanding large population • Competent communicators
• Existing institutional arrangements • Commitment and voluntarism • Strong technical support • Availability of financial resources ( budget allocation)
• Ability to communicate quickly electronically • A clear mission and vision • Strategic planning process begun
• Existing annual work plans
• Under-staffed secretariat • Voluntarism among ad hoc government committees
• Effectively reaching all stakeholders • Expanding at state level so quickly • No financial benefit to join/participate government activities
• Diverse languages among members • Only working in English • Sustainability challenges
• Gaps in funding • Low visibility of the Namorunyang state • Constituting a government body • No strategic plan yet (in progress)
OPPORTUNITIES THREATS
• Able to work with neighboring states (Imotong and Boma and neighboring Countries of Uganda, Kenya and Ethiopia) • Large donor community – expanded funding for Human Security • Emerging human security and development interventions –
Millennium Development Goals • Greater acceptance /opportunities for Pan-African programs • Tremendous need and demand for education services
• Increased general interest in Democracy and Governance • Increased demand to demonstrate impact / effectiveness of good governance • Expanding technology
• New opportunities with academia, and other NGOs • Deepening relationships with partner organizations • National fora for Peace building and Governance • Availability of materials on Peace , Security and Development
• Increased political will for Human Security
• Competition for donor funding • Donor agenda changing • Elimination of regional programs
• Brain drain (out of state and out of the field) • Unstable economic and political
environment • Social-cultural differences in South Sudan • Fear of change
• Limited number of educated professionals • Low political commitment
• Lack of coordination at country level • Lack of evaluation of Peace and Security programs
5
STATE MINISTRIES AND AGENCIES.
1. State Secretariat General
2. State Ministry of Local Government and Law Enforcement.
3. State Ministry of Finance and Public Service
4. State Ministry of Information, Culture and Youth and Sports.
5. State Ministry of Education, Gender and Social Welfare.
6. State Ministry Health and Environment
7. State Ministry of Physical Infrastructure
8. State Ministry of Agriculture, Animal Resources and Fisheries
STATE COMMISSIONS.
1. State Peace Commission
2. State Revenue Authority
3. State Investment Corporation.