ii Strategic Plan 2017 – 2021
TABLE OF CONTENTS
TABLE OF CONTENTS .................................................................................................................................... iEXECUTIVE SUMMARY ............................................................................................................................... iiiACRONYM ...................................................................................................................................................... ivPREFACE ......................................................................................................................................................... viACKNOWLEDGEMENT ............................................................................................................................... viiLIST OF TABLES .......................................................................................................................................... viii
PART ONE: INTRODUCTION ......................................................................................................................11.1 ProfileofADPMbozi ................................................................................................................................11.2 Performancereview ...................................................................................................................................11.2.1 Achievements ...........................................................................................................................................11.2.2 Challenges ...............................................................................................................................................21.2.3 Lessons learnt ..........................................................................................................................................3
1.3 The Strategic planning process ..................................................................................................................3
PART TWO: CONTEXTUAL ANALYSIS ....................................................................................................42.1 SocioEconomicContextofTanzania ........................................................................................................42.2 ContextoftheSouthernHighlandsofTanzania ........................................................................................42.3 SWOT analysis ..........................................................................................................................................52.3.1 Internal context analysis of ADP Mbozi ...................................................................................................52.3.2 External context analysis of ADP Mbozi ..................................................................................................72.2.3 ADP Mbozi target groups .........................................................................................................................8
PART THREE: LOOKING AHEAD – THE STRATEGIC DIRECTION OF ADP MBOZI ...................93.1 Summaryofcriticalissues .........................................................................................................................93.2 VisionandMissionstatements .................................................................................................................113.3 ADPMbozistrategicareasoffocus ........................................................................................................123.4 Strategicobjectivesandstrategies ...........................................................................................................133.5 Thelogicalframework .............................................................................................................................143.6 OrganizationandManagement ................................................................................................................143.7 Resourcesrequirement .............................................................................................................................143.8 Sustainability............................................................................................................................................153.9 Riskanalysisandmitigation ....................................................................................................................153.10 Operationplanandbudget .......................................................................................................................163.11 Financing plan ..........................................................................................................................................17
PART FOUR: MONITORING AND EVALUATION .................................................................................194.1 MonitoringandEvaluationframework ....................................................................................................19
5. APPENDICES .............................................................................................................................................20Appendix5.1:LogframeoftheADPMboziStrategicplan2017–2021 .......................................................20Appendix5.2:Implementationplan. ...............................................................................................................24 Appendix5.3:ADPMboziOrganizationalstructure. .......................................................................................24Appendix5.4:MapofTanzaniashowingSouthernHighlandofTanzaniaregions .........................................24
iiiStrategic Plan 2017 – 2021
EXECUTIVE SUMMARY
Thisdocumentisafiveyearstrategicplan(January2017toDecember2021)forActionsforDevelopmentProgrammes(ADP)Mbozi.Thedocument,amongothersshowsthemajordirectionoftheorganizationforthenextfiveyearsandmajorstrategiesandinterventionstoachievethestatedobjective.Thenewstrategicplanwasdevelopedbecausethepreviousplan(January2014toDecember2016)wascomingtoitsend.Timewasripetherefore,fortheorganizationtostopforawhileandlookbacktoassesstheperformance(wherearewe?)andbasedontheassessmentdeterminenewdirection(wherewewanttogo?)andfinallydefinehowwegetthere.Duringtheyear2016theorganizationrealizedanumberofchangesincludingreviewofitsconstitutionandsomeofitspoliciesandanabruptincreaseinnumberofprojectsimplementedandthereforenumberofstaff.Allthesenewdevelopmentswereconsideredwhiledevelopingthestrategicplan. Additionallyforthepast30yearsADPMbozihasmainlybeenoperatinginMboziandMombadistrictsandinthepastsixyearshasexpandedtoalldistrictsinSongweregion,fourdistrictsinMbeyaregionandonedistrict inNjombeRegion. It is time therefore to develop a new strategic plan as it serves as a roadmapfor programming and operationalizing of the organization over the comingfive years, so as to effectivelyaccomplishitsmissionandcontributetorealizationoftheorganization’svision.ThemostimportantstakeholdersofADPMboziparticipatedindevelopingthestrategicplan.Theyincludedrepresentativesofthecommunityserved,sisterNGOs,DistrictCouncilsandprivatecompanies.Theanalysisofexternalenvironmentandbeneficiariesyieldedopportunitiesandchallengesthatwereconsideredduringdesigningstrategies.Internalorganizationwascriticallyanalyzedsoastoidentifyweakpointstogetridofandstrengthstotakeonboardinthecomingphase.ADPMbozistakeholderswerelistedandtheircontributiontowards enhancing the organizations’ performance assessed. Through this process the critical issues wereidentifiedandformedthebasisfordevelopingobjectivesandstrategies.
Theclusteringofthecriticalissuesleadtheorganizationanditsstakeholderstodeterminethestrategicfocusareasaslistedbelow;-1. SustainableFoodSecurityandNutritionDevelopment.2. EntrepreneurshipandMarketsdevelopment.3. EnvironmentalandClimatechangemanagement.4. CommunityEmpowermentonChildren’swelfare,HIVandAIDS,GenderandGoodGovernance5. ADPMboziinternalcapacitystrengthening.
Foreachfocusareatheobjectivesandstrategiesweredevelopeddependingontheneedsofthetargetgroupandtheinternalcapacityoftheorganizationtoimplementprojects.Foreachstrategyanumberofactivitiesweredeterminedandthisallowedbudgetpreparation.TheimplementationofallstrategicfocusareasisestimatedtocostTZS9,370,618,500.Thissumofmoneyisexpectedtobecontributedbydonorcommunitywithinandoutsidethecountryandcontributionfromtheorganization’sownsourcesandinkindcommunitycontribution.
vStrategic Plan 2017 – 2021
ACRONYM
ADDA AgricultureDevelopmentDenmarkandAsiaADP ActionsforDevelopmentProgrammesAGRA AllianceforaGreenRevolutioninAfricaAIDS AcquiredImmuneDeficiencySyndromeAMCOS AgricultureMarketingCooperativeSocietiesARI AgricultureResearchInstituteCDO CommunityDevelopmentOfficerCED CommunityEconomicDevelopmentCORDAID CatholicOrganizationforReliefandDevelopmentAidCSO CivilSocietyOrganizationDCC DistrictConsultativeCommitteeDKA DevelopmentCooperationAgencyfortheCatholicChildren’sMovementAustriaDIVEO DivisionalExtensionOfficerESO EconomicStrengtheningOfficerFE FemaleFEHH FemaleHeadedHouseholdsFCS FoundationforCivilSocietyFORUMCC ForumforClimateChangeGBV GenderBasedViolenceHHs HouseholdsHIV HumanImmune-deficiencyVirusLISF LocalInnovationFundMBENGONET MbeyaNonGovernmentalOrganizationsNetworkM&E MonitoringandEvaluationMIVARF MarketInfrastructure,ValueAdditionandRuralFinanceMNN MboziNonGovernmentalOrganizationsNetworkMVC MostVulnerableChildrenNGO Non-GovernmentalorganizationOD OrganizationalDevelopmentPESTE Political,Economical,Social,TechnologicalandEnvironmentalPELUM ParticipatoryEcologicalLandUseManagementPLHA PeopleLivingwithHIV/AIDSPSI PopulationServiceInternationalSILC SavingsandInternalLendingCommunitySHILDA SouthernHighlandsLivestockDevelopmentAssociationSHT SouthernHighlandsofTanzaniaSW StrengthsandWeaknessesTACAIDS TanzaniaCommissionforAIDSTANGO TanzaniaNonGovernmentalOrganizationsTCDC TanzaniaCommunicationandDevelopmentCentreTHMIS TanzaniaHIV/AIDSandMalariaIndicatorTPHC TanzaniaPopulationandHousingCensusTZS TanzaniashillingVECO VerdeiseilandenCountryOfficeVEO VillageExecutiveOfficerVICOBA VillageCommunityBankVCT VoluntaryCounsellingandTestingVSL VillageSavingsandLendingWASH WaterSanitationandHygieneWDC WardDevelopmentCommitteeWRS WarehouseReceiptSystem
PREFACE
Actions forDevelopmentProgrammesMbozi (ADPMbozi) isa registerednationalNGOwith itsheadquarters based inVwawa, Songwe region.The organizationwas officially registered on 10th October2005underNonGovernmentalOrganization’s(NGO)Actnumber24of2002,section11(3)Act.OriginallytheorganizationwasregisteredundertheTrusteesIncorporationOrdinanceCap.375on 29thNovember1995afteroperatingfortenyearsasanagriculturaldevelopmentprojectfrom1986to 1995.
From the time itwas a project,ADP-Mbozi has beenworking inMbozi andMomba districts inSongweregion.CurrentlytheorganizationisimplementingprojectsinallfourdistrictsofMbozi,Ileje,MombaandSongweinSongweregion;fourdistricts(Mbeya,Chunya,RungweandKyela)inMbeyaregionandWanging’ombedistrictinNjomberegion.Inallthesedistrictstheorganizationhassubofficesand/orhasestablishedcontactpersons.
From its inception the organization has had a number of participatory reflections that inform itsfuturedirection.Theyear2016markedtheendofthestrategicplan2014to2016andthusayearofyetanotherreflectionsoastodeterminethefuturedirectionoftheorganizationtakingintoaccountchangeswithinandoutsidetheorganization.Whilereflectingonthefutureoftheorganizationitwasdecided topreparefiveyear strategicplan insteadofa threeyears strategicplansashasbeen thecustominthepast.
Thisstrategicplanisaproductofdedicationbyvariousindividualswithinandoutsidetheorganizationincludingthebeneficiaries.Thishasbeenintentionallydonesothatinfulfillingtheorganization’svisionandmissioninthenextfiveyearsweremainfocusedinourintenttocontributetobringingaboutpositivedevelopmentchanges in the targetgroupsand theirhouseholds in thecommunitieswhichweserve.Thestrategicplanhasbeenpreparedtoenablesharingofwhattheorganizationintendstodo,amongdifferentpeople/stakeholderswithaninterestinenabling/facilitatingmarginalizedgroupsinTanzaniaandespeciallyintheSouthernHighlandsofTanzaniainbringingabouttheirowndevelopment.
ItismyhopethatafterreadingthisdocumentyouwillfindroomofpartneringwithussothattogetherwecancontributetothedevelopmentofthemarginalizedgroupsparticularlyintheSouthernHighlandsofTanzania.
FinallyIbelievethatyouwillenjoyreadingthroughthisstrategicplanandIwelcomesuggestionsandideasfromyouwhichcanassistinimprovingthedeliveryofourservicetothecommunitiesthatweserve.
LebaiT.H.NsemwaBoardchairmanADPMbozi
vi Strategic Plan 2017 – 2021
ACKNOWLEDGEMENT
ThisdocumentisastrategicplanofADPMbozithatwillguidetheorganization’sinterventionsanddirectionforthenextfiveyears.Thepreparationofthisdocumentstartedinthemiddleofyear2016byinformationanddatacollectionwithregardstoexternalandinternalcontextoftheorganization.ThisinitialworkwasaccomplishedthroughgoodcooperationandteamworkspiritprevailingamongADPMbozitechnicalstaffandthemanagementteam.
The second stage in this process was organizing a strategic plan workshop in which importantstakeholderswereinvited.Iappreciatethegoodworkdonebythestrategicplanworkshopparticipantswhoanalyzedmostoftheinformationanddatapresentedbythemanagementteamandfinallycameupwithavision,missionandnecessarystrategicobjectivesandstrategies to implement thisplan.MoreoverIammuchindebtedtotheworkshopfacilitatorMrEmanuelKwiligwa,formeremployeeofTRACEODFacilitationandCapacityBuildingCenter,whosetirelesseffortsandvastexperienceasafacilitatormadeitpossibleforparticipantstocontributetheirviewsfreelywhichinturnenrichedtheconstructionofthisdocument.Healsocontributedpositivelyinreviewingthefinaldocument.
IrecognizethevastandrichexperiencesharedbythegovernmentrepresentativesfromMbozidistrictandSongweregion.IespeciallyappreciatethecontributionofthedonorrepresentativeswhoincludedSavetheChildrenandPSI,andthebeneficiariesfortheirdedicationandcooperationwithoutwhichthestrategicplanwouldnotbeinitscurrentform.Shouldtherebeanyshortcomingsinthisdocumenthowevertheyarenottoblame.
ThisworkcouldnotbepossiblewithouttheinputsmadebytheADPMbozistaffmembers,theBoardofDirectorsandmembers.Apartfromtheircontributions theyalsoapprovedthefinaldraftof thestrategicplan.Therearemanyotherswho,inonewayortheother,contributedtotheproductionofthisdocumentanditisnotpossibletolistalltheirnamesherebutsufficestosaywethankallofthemfortheirinputs.
Lastbutnot leastmayIextendmygratitude to theBoardChairperson,Mr.LebaiNsemwa,who,amongotherthings,wasverycloseinthepreparationofthestrategicplan,supportingthemanagementthroughadvisoryroleandalsoparticipatedinproofreadingthefinaldocument.
VictorY.El-Nshau ExecutiveDirector ADPMbozi
viiStrategic Plan 2017 – 2021
LIST OF TABLES
Table1:PopulationdistributioninSouthernHighlandsofTanzania .............................................................5
Table2:SummaryofstrengthsandweaknessesofADPMbozi ....................................................................6
Table3:SummaryofopportunitiesandthreatsofADPMbozi ......................................................................7
Table4:DirectbeneficiariesofADPMbozi ..................................................................................................8
Table5:Summaryofcriticalissues ...............................................................................................................9
Table6:AreasofinterventionforADP-Mbozi ............................................................................................12
Table7:Strategicobjectivesandcorrespondingstrategies ..........................................................................13
Table8:SummaryofrisksinimplementationoftheSPofADPMbozi ......................................................15
Table9:Thestrategicplanbudgetsummary ................................................................................................16
Table10:Summaryofthefinancingplan(sourcesoffundstoimplementthestrategicplan) .......................17
1Strategic Plan 2017 – 2021
PART ONE: INTRODUCTION
1.1 Profile of ADP Mbozi
ADP-MboziTrustFundwasregisteredasanNGOon29thNovember1995undertheTrusteesIncorporationOrdinanceCap.375. Followingthechangesin thelawgoverningtheestablishmentofNonGovernmentalOrganizationsinTanzania(section11(3)ofNonGovernmentalActNo.24,of2002),ADPMbozicompliedwiththislawon10thOctober2005andwasgivenregistrationnumber1639.Oneoftheimportantdevelopmentsasaresultofcomplianceisthattheorganizationcannowoperatethroughoutthecountry.Duringcompliancetheorganizationtookthatchancetoalsochangeitsnamebecauseitoperateswiderrangeofprojectsotherthanagricultureproduction.Thenewnameoftheorganization(todate)becameActions for Development Programs (ADP), Mbozi.
Since inception and throughout its development the organization has been expanding its scope aswell asconstituencyfromonedivision inMbozidistrictandnowcovering thewholeofSongweregion.Plansareunderwaytoenable theorganizationundertakeprogrammesin thewholeof theSouthernHighlandsof thecountrythatincludeMbeya,Ruvuma,Rukwa,KataviandIringaRegions.WiththisspirittheorganizationisalreadyworkinginWaging’ombeDistrictofNjombeRegion.
ThesupremeorganoftheorganizationistheGeneralMeetingcurrentlycomposedoffivefoundermembersandeightordinarymembers.TheManagementandControloftheaffairsofADPMboziisentrustedtotheBoardofDirectorswhichreportstotheGeneralMeeting.
The management team of the organization, on the other hand, guides the execution of the day to dayimplementationoftheprogrammesandorganizationalprocesses.Themanagementteamiscomposedofheadsofdepartments.Otherkeymembersofstaffmaybeco-opted.Thecurrentdepartmentsof theorganizationare: Sustainable Food Security and Nutrition development; Entrepreneurship and Market Development;CommunityEmpowerment;EnvironmentandClimateChangeManagement;andFinance,AdministrationandOrganizationalDevelopment.HeadsofdepartmentsreporttotheExecutiveDirector.
ADPMboziimplementsprogramsandactivitieswithintheframeworkofstrategicplanswhicharedevelopedeveryafterthreeyearsofoperation.ThelaststrategicplanendedinDecember2016andtheleadershipoftheorganizationthereforefounditnecessarytoengageinaprocessofpreparinganewstrategicplan.DuetothefactthatADPMboziisgrowingfastthestakeholdersfounditprudentthistime,toprepareafiveyearsstrategicplan(2017–2021).
1.2 Performance review
1.2.1 AchievementsThefollowingarethemajorachievementsinimplementingthepreviousstrategicplanofADPMbozi;-a. TheconstitutionofADPMboziwasreviewedtosuitthepresentlegalrequirement(NGOsRegistrar).The
organizationnowhasamembershipstatus.b. Improvedpoliciesandsystemsofhumanandfinancialresources.c. Completion of annual progress reports prepared in an attractive version as a strategy to market the
organization.d. Increasednumberofprojectsduetoeffortsregardingresourcemobilizationthroughproposalwriting.The
projectshave increasedfrom9 in2013to14 in2016.Thenewdevelopmentpartners includeSave theChildrenInternationalTanzania,WalterReed,PopulationServiceInternational(PSI)Tanzania,AllianceforaGreenRevolutioninAfrica(AGRA),MarketInfrastructureandValueAddition,RuralFinance(MIVARF),TanzaniaCommunicationandDevelopmentCentre(TCDC),AgricultureDevelopmentDenmarkandAsia(ADDA)andHORIZONT3000.
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e. ExpansionofservicesonfoodsecurityfromMombatoSongwedistrict,startinginJuly2016.f. Expansionofworkingareas–Chunya,IlejeandSongweinSongweregionandMbeya,RungweandKyela
inMbeyaregion.g. Increasednumberofemployeesfrom21to35whilemaintaininggenderbalance(17femalesand18males).h. Stakeholdersnowtrusttheorganization–rewardedavehiclewithregistrationnumberDFP8710byUSAID.i. Strategies for publicity of the organization are in place i.e. calendar, leaflets, website and visiting
stakeholders.Thesestrategieshavehelpedtheorganizationtobeknownbydifferentstakeholdersandthusdrawtheirattentionforcollaboration.
j. Theorganizationreceivedmanyvisitorsforthepurposeoflearning,inauguratingprojects,capacitybuildingofstaffandestablishingwaysofcollaboration.TheyincludedvisitorsfromPactNigeria,Tchibo,USAID-NAFAKA,MatchMaker,WaterAidTanzania,AGRA,ADDATanzania,SavetheChildrenDar,Twaweza,ACT,MinistryofAgricultureandMbeyaregion.
1.2.2 Challenges ADPMbozihasbeenfacingsomechallengeswhenimplementingthepreviousstrategicplan.Thesechallengesarelargelyshownamongweaknesses,threatsandrisksmentionedinthisplan.a. Absenceofprojectsfocusingonenvironmentandhowtodealwithchallengesofclimatechange.b. Inadequatefunding(institutionalbudget)forinternalcapacitybuildingoftheorganization–manydonors
nowgivefundsprimarilyforprojectsimplementation.c. Uncertaintyonemploymentbecauseitislinkedtothelifeoftheproject–leadingtostaffdisappointment
someofwhostartlookingforemploymentelsewhere.d. Delayonagreedperiodicaldisbursementoffundsbysomedonorsleadingtodelaysinimplementationof
theprojects.ThishasaconsequenceofmistrustbybeneficiariesofADPMbozi.
1.2.3 Lessons learntOvertimeADPMbozihaslearntsomelessonsthatareworthwhiletakingupinthestrategicplanningprocess.• Thereisaneedtobefirmonpriorityareasfortheorganizationratherthantryingtodoeverythingbecause
ofavailabilityoffunds.Thiswillhelptheorganizationmaintainagoodname.• Efficientandeffectiveimplementationofprojectisthebasisforattractingdevelopmentpartnerstowork
withtheorganization.• Publicity is an important strategy inmarketing anorganization that canhelp togetmoredevelopment
partners.• Commitmentandprofessionalismarekeyelementsinattractingdevelopmentpartners(donors).
1.3 The Strategic planning process
Theprocessofpreparing this strategicplan involved twophases.The initialphasewas carriedoutby themanagementofADPMbozibypreparingtheexternalcontextanalysisfocusingonpolitical,economic,social,technologicalandenvironmentalchangescurrentlyoccurringinthecountryandtheSouthernHighlandsofTanzaniainparticular.Atthisstagethemanagementalsoconsideredthepastperformanceoftheorganizationasregardsimplementationofthepreviousstrategicplan.
Thesecondstage involvedconducting thestakeholderworkshopwhich,amongother issues,discussed thereportofexternalenvironmentwithinwhichtheorganizationisoperatingincludingthelessonslearntwhileimplementingpaststrategicplans.Throughdiscussingthisreportthestakeholders’workshopcameupwithalistofopportunitiesandthreats.Furthermoretheyassessedtheimportantstakeholdersandhowtocorporatewiththemtogetoptimumresultswhenworkingwiththetargetcommunities.Theinternalcontextanalysiswasconductedinthisworkshopwherebystrengthsandweaknessesoftheorganizationwererevealed.
The above assessment enabled the workshop participants to revise the organizations’ vision andmission,developstrategicobjectivesandstrategiesthereof.
3Strategic Plan 2017 – 2021
PART TWO: CONTEXTUAL ANALYSIS
2.1 Socio Economic Context of Tanzania
TheUnitedRepublicofTanzania is locatedSouthof theEquator, lyingmostlybetween latitudes1°Sand12°S,andlongitudes29°Eand41°E.Thecountrycoversapproximately945,300squarekilometres.ThereisawidevarietyofphysicalfeaturesextendingfromanarrowcoastalbeltofthewesternIndianOceanwithsandybeachestoanextensiveplateauwithaltituderangingfrom1000to2000metersabovesealevel.
Ingeneral,annual rainfallvaries from550mmin thecentralpartof thecountryup to3,690mminsomeparts of south-westernhighlands (Chang’aet al., 2010).Temperaturevaries according to thegeographicallocation,reliefandaltitude.Alongthecoastandintheoffshoreislandstheaveragetemperaturerangesbetween27°Cand29°C,whileinthecentral,northernandwesternpartstemperaturesrangebetween20°Cand30°C.TemperaturesarehigherbetweenthemonthsofDecemberandMarchandcoolestduringthemonthsofJuneandJuly.
AgriculturecontinuedtosupportlivelihoodsofthemajorityofTanzanians;yet,itremainsunderdevelopedandgenerallyvulnerabletothewhimsofnature.Still,theagriculturesectorprovidesabout66.9%ofemployment,accountsforabout23%ofGDP,30%ofexportsand65%ofinputstotheindustrialsector.
Onnutrition,Tanzaniahasmadeprogressinreducingchildundernutritionwithreductionofchildunderweightto 16% (2010) from 27% (1996) and child stunting to 42% (2010) from 48% (1996). Nevertheless, theprevalenceofchildunderweightandstuntingin2010arestillunacceptably‘high'accordingtocriteriaoftheWorldHealthOrganization(WHO,1995).
On the issue ofHIV, statistics indicate that six regions in the SouthernHighlands Zone (Njombe, Iringa,Mbeya,Ruvuma,RukwaandKatavi),hadHIVprevalenceratesabovethenationalaverageof5.3%inTanzaniamainland.
TheTanzaniathirdNationalMulti-SectoralStrategicFrameworkforHIVandAIDS(2013/14–2017/18)reportindicatesthat;GenderinequalityandgenderbasedviolencehavebeencitedinvariousreportstocontributetoHIVinfection.Unequalpowerrelationsbetweenmenandwomenlimitdecisionmakingforwomenandgirlsinnegotiatingforsafesexandcondomuse,andincreasestheextentofviolationofwomen’sandgirls’rights.
2.2 Context of the Southern Highlands of Tanzania
The Southern Highlands of Tanzania (SHT) is situated between latitudes 70 to 90 South and longitudes300to380East.Itcomprisesofsevenadministrativeregions,whichareMbeya,Songwe,Ruvuma,Iringa,Rukwa,KataviandNjombe(referappendix5.4).Theseadministrativeregionsarecurrentlycomposedof27administrativedistricts,whichtogetheroccupyanareaof245,000km2(28.5%ofmainlandTanzania).
The SHT is very diverse in terms of topography,weather, soils and farming systems.The altitude rangesfrom400to3,000metersabovethesealevel,whichhasadirectinfluenceonclimateofthearea.Theclimatevariesfromtropicaltotemperate.Therainfallpatternismono-modal,withtherainseasonstartinginOctober/
4 Strategic Plan 2017 – 2021
November throughApril/May.Theannual rainfall ranges from600mm(insomeparts) toover2,600mmonthemountainsandalongLakeNyasa.TheSHTisahighpotentialproductiveareaforcropsandlivestockenterprises.Mostsoilsarewelldrainedandgenerallyfairlyheavybuttendtobeacidicinsomeparts/areaswithlowtomediumlevelsofnutrientsandloworganicmattercontent.
Fromthe2012nationalcensus;andtheprojectionsofyear2015theareahadanestimatedpopulationofabout7.8million(tablebelow),over80%ofhouseholds,derivetheirlivelihoodsfromagriculturebasedactivities
Table 1: Population distribution in Southern Highlands of Tanzania
Region 2002 Census
2012 Census
Intercensal growth rate
2015
Njombe 648,464 702,097 0.8 719,063Iringa 840,404 941,234 1.1 973,784Mbeya 2,063,328 2,707,410 2.7 2,937,310Rukwa 729,060 1,004,539 3.2 1,105,931Ruvuma 1,113,715 1,375,891 2.1 1,467,362Katavi 408,609 564,604 3.2 622,121Total 7,825,571SourceURT2015TanzaniainFigures;June2016.
2.3 SWOT analysis
2.3.1 Internal context analysis of ADP MboziThe internalcontextofADPMboziwasassessedusinga toolpopularlyknownasSWOTbut focusingonStrengthsandWeaknesses. Theassessmentwasguidedbyamodelthatperceivesanorganizationasalivingsystemmadeupofeightcomponents(subsystems),namelygovernance,managementstyle,humanresource,financial/physicalresource,servicedelivery,externalrelationssustainabilityandadvocacy.AsummaryoftheemergingstrengthsandweaknessesofADPMboziisshownonthetablebelow:
Table 2: Summary of strengths and weaknesses of ADP MboziSTRENGTHS WEAKNESSES
• Boardmembershavedifferentprofessionalbackgrounds.• Theboardparticipatesinresourcemobilizationthrough
advisoryrolesinproposalwrite-up.• Goodsupervisionontheuseofresourcesandpoliciesin
generalwhilerespectingboundariesofresponsibilities.• TheBoardevaluates theperformanceof theExecutive
Directorannually.• ADPMbozihasavisionandmissionwhichareshared
bymostofthestakeholders.• Competenceinpreparationofproposalwrite-ups.• Managementworksasateam.• Membersofthemanagementteamknowtheirrolesand
theboundariesofresponsibilities.• Employmentsystemisopenandcompetitive.• Dedicationandperformanceofemployeeshas resulted
intopositiveimpactinthecommunity.
• Some of the policies and systems havenotbeenimproved/revised.
• GenerallytheBoardisweakinresourcemobilization.
• Knowledgeandskillsonproposalwritingislimitedtoafewmembersofstaff.
• Lackofsuccessionplan.• Not easy to organize staff meetings
becauseofdisparitiesinprojectworkingareas.
• ADP Mbozi has not adequately tappedthe potential of its land as a source ofincome.
• Delaysingettingfundsfromdevelopmentpartners.
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• Thereisapolicythatguidesemployeestoironouttheirgrievances,todoevaluationofperformanceofstaff.
• Dedication and commitment of staff has resulted intohavingmanyprojects.
• ADPMbozi is inaprocessofestablishinganeconomicunit.
• Expansionofworkingareasasperneedsofcommunities.• Theservicesdeliveredareaccordingto theneedsof the
people.• Beneficiarieshavechangedpositivelyandhaveimproved
livelihooddueservicesofADPMbozi.• Thereisagoodframeworkonmonitoringandevaluation,
includinganexpertonthesame.• Good relationship with donors and target groups, other
NGOsandNetworks.• Thereisanexchangeofinformationandknowledge/skills
withdistrictcouncilsandotherlike-mindedinstitutions.• Thereisaplantoenhancethefinancialresourcesofthe
organization.• Publicity materials are prepared and distributed e.g.
calendars,brochuresandradioprograms.• Expertise on lobbying and advocacy exists in the
organization.• Promotion of interventions on good governance and
accountabilityatthelevelofwardandvillage.
• Inadequate documentation of bestpractices.
• Poor use of technology especiallyregardingCamera/GPS.
• Inadequate use of communicationtechnologies e.g. cell phones, radio andnewspapers..
• ADP Mbozi has not set standards onservice delivery e.g. improved localchicken.
• Thewebsiteof theorganizationhasnotbeenimproved/updatedregularly.
• ADPMbozi has not lobbied enough togetownershipcertificateoftheresources(land)available.
2.3.2 External context analysis of ADP MboziTheexternalcontextanalysisofADPMboziwasdoneusingatoolknownasPRESTELi.e.Political,Religious,Economic,Social,Technological,Environmentalandlegalaspects.Theanalysiswasdoneatcommunity,religionandgovernmentlevelstoidentifyrelevantchangesandthusdetermineopportunitiesandthreatsthatareimportantforADPMbozi’sperformanceandsurvivalinthenextfiveyears.AsummaryofthemisshownonTable3below.
Table 3: Summary of opportunities and threats of ADP MboziOPPORTUNITIES THREATS• ADP Mbozi will remain relevant and can get
resourcesfromdevelopmentpartners.• Enhanceddemocratizationprocessesinthecountry.• Enhanceddistributionofagriculturalinputs.• Promotionofprocessingofcrops(valueaddition).• Untapped irrigation potential in the country (large
areathatissuitableforirrigation).• Enhancementofagriculturalproductiontechniques.• Promotion of conservation agriculture and agro-
forestrytechniques.• Promotionof interventions onnutrition, especially
tochildren.• Availabilityofawidevarietyoffoodstuffs.• ADPMbozihaslongexperienceinHIVprevention
andimpactmitigation.• Possibility ofmainstreamingHIVandAIDS in its
interventions.• Relevantexperience inaddressingHIVandAIDS,
GenderandGBV.• ADP Mbozi has an opportunity to develop fully
fledgedprojectsonclimatechange.• Increase efficiency and effectiveness of the
interventionsbyuseoftechnologiese.g.cellphones.
• CompetitionforresourcesfromotherNGOs.• Politicalinstabilityresultingfromdifferences
inideology.• Corruption could limit the number of
beneficiaries.• Distributionof‘fake’agriculturalinputsdoes
ill-affectproductivityandprofitability.• Agriculturenotgiventhepriorityitdeserves.• Environmentaldegradation.• Poorinfrastructureintheruralareas(e.g.road
network)• Unsupportivetraditionsandculture.• Bad eating habits – concern for traditional
foodratherthannutrition.• MisuseofthetechnologybystakeholdersCybercrime.
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2.2.3 ADP Mbozi target groupsThetargetgroupsofADPMboziinthenextfiveyearswereidentifiedplustheirchallengesasshownonTable4below.ThechallengesofthetargetgroupswerethebasisfordevelopingthestrategicinterventionsareasforADPMboziinthenewstrategicplan.
Table 4: Direct beneficiaries of ADP MboziName of the target group Challenges
Smallholderfarmers • Notorganized.• Lowproductivity.• Lowcapital.• Insufficientknowledgeandskills.• Politicalinterferences.• Useofpoortechnologies.• Unreliablemarkets.• Insufficientknowledgeonclimatechange.• Lackofinsuranceschemeforfarmers.
Lowincomewomen • Harassments;undermined.• Poorhousingconditions;deniedofpropertyorresources;lack
ofeconomicprojects.• IndangerofbeinginfectedwithdiseasesandHIV.• Notinvolvedindecisionmakingprocesses.
Widows/widowers • Asforlowincomewomenandsmallholdersfarmersabove.• Stigmatization.
MVC/OVC (1 - 18 years) plusfamilies
• NotgettingprimaryneedsasperNCPA.• Notparticipatingonissuesthattouchtheirlife.
Youths (18 – 24 years) living invulnerableenvironment
• Illiteracy.• Lowincome;lowcapital(nottrustedtogetloans);unemployed.• Lackknowledgeandskills.• Getblamesallthetime.• Drugabuse;earlypregnancies;notorganized.• Misusedbypoliticians.• Forcedtoinheritwidowsandwidowers.
7Strategic Plan 2017 – 2021
PART THREE: LOOKING AHEAD – THE STRATEGIC DIRECTION OF ADP MBOZI
3.1 Summary of critical issues
Theexternalcontextanalysis,stakeholders’analysisandinternalcontextanalysiscarriedoutbyADPMbozimanagementandstakeholdersoftheorganizationelicitedsomeimportantcriticalissuesthatwereconsideredwhenpreparingthenewstrategicplanofADPMbozi.Thesecriticalissueswereclusteredintoprogramandorganizationasshowninthetablebelow:
Table 5: Summary of critical issuesCritical issues related to strengthening
PROGRAMSCritical issues related to strengthening the
ORGANIZATIONTo Improve nutrition status• Howtodealwitheatinghabits.• Lownutritionstatusincommunities.• Stuntedgrowthamongchildren.
To Enhance financial capacity of ADP Mbozi• Expansionofthefinancialresourcebase.• Certificate of ownership of centers of the
organization.• Landownedbytheorganizationtobeusedas
sourceofincome.• EnhanceinternalcapacityofADPMbozi.• Strengtheningtheeconomicunit.• Donors are reducing financial support to
developingcountries.• Board not active enough in resource
mobilization.Accessibility of more reliable markets• Valueadditiontoproducts.• Sellofproduceoutsidethecountry.• Improvemarkets.• Improveprocessingmachines.• Recognize the needs of the last actor in the value
chaini.e.consumer.• Promotevaluechaintechniques.
To Improve policies, systems of the organization• Successionplan.• Implementingjointprojects.• Toimprovepoliciesoftheorganization.• Standardsinservicedelivery.• ADPMboziasamembershiporganization.• Contributionbybeneficiaries.• Expand working areas.
• Increasenumberofdistrictshavingprojects.• Participate in PPP.• TappingopportunitiesinMDG.• Howtointegrateactivitiesoftheorganization.• Howtoholdstaffmeetings.• Useoftechnologiesininterventionse.g.cell
phones.
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Good governance and accountability• Goodgovernanceandaccountabilityamongleaders.• Introduce a system of reflectionwith target group
(PIM).• Advocacyisacrosscuttingissue.
To Improve storage and retrieval of information• Howtodocumentbestpractices.• InformationManagementSystems(IMS)• Toimprovewebsiteoftheorganization• Useoftechnologies(camera/GPS)
To strengthen organizational capacity of target groups.• Farmerstoundertakelobbyingandadvocacy.• Strengthenfarmersgroups.• Distributionof‘fake’agriculturalinputs.• Inadequatesupplyofimprovedagriculturalinputs.• Howtointroduceinsuranceinfarming.To promote sustainable agriculture• Howtodealwithlowcropandlivestock
productivity.• Enhancepostharvestmanagement.• Promoteappropriateagriculturaltechnologies• ProductionofQDSseeds.• Irrigationprojects.To Strengthen the financial capacity of target groups• EnhanceoperationsofVICOBA.• Howtoreducepovertyamongwomen.• Howtoincreasecapitaloftargetgroups.Rights and security of children• Howtoimproveformaleducation.• Howtostrengthenclubsofchildren.• Howtoreducebrutalityonchildren.
Gender and HIV and AIDS• HowtoreducespreadofHIV.• Howtoreducegenderviolenceandbrutality.Environment and climate change mitigation• Howtoadapttoclimatechange.• Conservationagriculture.• Environmentasacrosscuttingissue.• Agro-forestry.• Howtoimprovehygieneandsanitation.• How to provide safe and clean water in the
community.
3.2 Vision and Mission statements
Thevision,missionandcorevaluesdeterminetheidentityofanorganization.Themissionisaholisticexpressionofwhattheorganizationdoes,withwhomandwhy.Italsoexpresseshowtheorganizationdoeswhatitdoes.
Participantshadanopportunitytorevisitthevision,missionandcorevaluesofADPMbozi.Apparentlytherewerenofundamentalchanges.
a) Vision statement of ADP-MboziADP Mbozi envisions rural and urban communities attaining livelihood security and sustainably managing their resources.
9Strategic Plan 2017 – 2021
b) Mission statement of ADP-MboziADP Mbozi is a leader in facilitating socio-economic empowerment of marginalized rural and urban communities in Southern Highlands of Tanzania through promotion of improved agriculture production and food utilization, entrepreneurship and market development, addressing challenges of environment and climate change and community empowerment on children issues, gender, HIV and AIDS and good governance. Moreover the organization will strive to strengthen its internal capacity in order to implement successfully the above mentioned focus areas.
c) Core values of ADP Mbozi• Commitment: Webelievecommitmenttoourworkshallleadtorealizationofsignificantpositivechanges
inourorganizationandthecommunityweworkwith.• Sharing out: We believe that development is brought about through combining efforts of different
stakeholders;thereforethecommunitiesweworkwithhaveasignificantcontributiontowardstheirowndevelopment.
• Transparency: Wecommitourselvestobetransparentinourorganizationandweshallinspirethesametothecommunitiesweworkwith.
• Trustworthy:Webelievethattrustworthinesscanhelpusworkasateamandthereforeachieveourgoalsmuchmoreefficiently.Wearealsoconvincedthattrustworthy,incaseoftargetgroup,isapre-requisiteforsuccessfulachievementoftheirobjectives.
d) Approaches of ADP MboziInthenextfiveyearsADPMboziwilloperateusingthefollowingapproaches:a. Workingwithtargetbeneficiariesthroughgroups.b. Useofcommunityvolunteers.c. Farmersfieldschools.d. ValueChainDevelopment.e. NetworkingandOutsourcing.f. ResourceEfficientAgriculture.g. Referralsandlinkagesh. Integrationwithintheorganizationandbetweenorganizations.
3.3 ADP Mbozi strategic areas of focus
ThestrategicplanningprocessofADPMboziestablisheddifferentareasofinterventionatprogramaswellasorganizationlevelasshownonTable6below.
Table 6: Areas of intervention for ADP MboziProgram areas of intervention Organization areas of intervention
• Improvenutritionstatusincommunities.• Accessibilityofreliablemarkets.• Goodgovernanceandaccountability.• Strengthenorganizationalcapacityoftargetgroups.• Promotesustainableagriculture.• Strengthenfinancialcapacityoftargetgroups.• Promoterightsandsecurityofchildren.• Promoteand/ormainstreamgenderandHIVand
AIDS.• Enhanceclimatechangeandvariability
management.• Promoteaccesstosafe,adequateandsustainable
watersupplyservices.
• EnhancefinancialcapacityofADPMbozi.• Improvehumanresourcemanagement.• Improvepolicies,systemsandprocedures.• Improvestorageandretrievalofinformation.• Enhancenetworkingandcollaboration.
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TheADPMbozistrategicpriorityareas,therefore,tobeaddressedinthenextfiveyearsasfollows;-i. Sustainable Food Security and Nutrition development.ii. Entrepreneurship and Market development.iii. Environmental and Climate change management. iv. Community Empowerment on (Children, Gender, HIV/ AIDS, and Good Governance). v. ADP Mbozi internal capacity strengthening
TheorganizationwillimplementprojectsinallfourdistrictsofMbozi,Ileje,MombaandSongweinSongweregionandinotherregionsintheSouthernHighlandsofTanzania.Inallthedistrictswhereproject/sarebeingimplementedtheorganizationhassubofficesand/orestablishedcontactpersons.
3.4 Strategic objectives and strategies
WhilepreparingthestrategicplanofADPMbozi,criticalissuesandthemissionstatementwereusedasthebasisfordevelopingthedesirablefuturesituations(strategicobjectives)thatneedtobeaccomplishedinfiveyearstocome.
Fourprogramme-related strategicobjectives andoneorganizationobjectivewere formulated.Strategies toachieveeveryoneoftheobjectiveswerethendevelopedasshownonTable7below:
Table 7: Strategic objectives and corresponding strategiesStrategic objective Strategies1. Sustainable food security and
nutrition status in communitiesimproved.
1.1Toincreasecropandlivestockproduction.1.2 To strengthen post harvest practices.1.3Toimprovefoodbudgetingathouseholdlevel.1.4Toimprovenutritionstatusathouseholdlevel.1.5Topromoteappropriatefarmingtechnologies.
2. Entrepreneurship and marketaccessibilityenhanced.
2.1TostrengthenProducers’marketinggroupsandassociations.2.2Topromotebusinessdevelopmentskills.2.3Topromoteaccesstomarketsinformationbyproducers.2.4ToenhanceProducers’andtraders’linkage.2.5 To enhance access to Financial Services.
3. Ahealthyandfriendlyenvironmentincommunitiespromoted.
3.1Enhancehygiene, sanitationand safe andcleanwater in thecommunity.
3.2EnhanceClimateChangeandvariabilitymanagement.4. Enhanced community
empowerment in dealing withchildren, gender, HIV/AIDS, andGoodGovernance.
4.1Topromoterightsandsecurityofchildren.4.2Topromotegenderequalityandequity.4.3EnhanceHIV/AIDSpreventionandImpactmitigationincluding
O/MVCsupport.4.4.EnhanceGoodgovernance.
5. Governance and managementcapacity of ADP Mbozistrengthened in order to operateefficientlyandeffectively.
5.1ToenhancefinancialcapacityofADPMbozi.5.2Toimprovepolicies,systemsandprocedures.5.3Toimprovehumanresource.5.4Toimprovestorageandretrievalofinformation.5.5Toenhancenetworkingandcollaboration.5.6ToenhancepublicityofADPMbozi.
3.5 The logical framework
Alogicalframeworkwasdevelopedforthestrategicplanasawayofpresentingsubstanceoftheplaninacomprehensiveandlogicallyunderstandableform.Theunderlyingobjectiveswereplacedagainsttheirrespectivestrategies.IndicatorswerethendevelopedagainsttheobjectivesandtheirrespectiveMeansofVerification.
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Assumptionstoindicatethefactorsintheenvironmentthatwillallowforsuccessfulimplementationoftheplanwerealsoshownagainsteveryobjective.
ThedetailedlogicalframeworkisannexedtothisdocumentasAppendix5.1.
3.6 Organization and Management
TheimplementationofthisstrategicplanisundertheleadershipoftheAGMandtheBoardofDirectors.ThecoordinationwillbeinthehandsoftheExecutiveDirectorwiththeassistanceofthemanagementteam.Theimplementationwill follow the structure asdepicted inAppendix5.4wherebyeach focus area fallsunderitsdepartment.TheheadsofdepartmentswillcoordinatealldepartmentaldutiesandreporttotheExecutiveDirectorwho in returnwill report to the Board ofDirectors before communicating to stakeholders. Theimplementationof thestrategicplanwillbeguidedbyannualplans that showactivity tobe implemented,target,precisetimeofimplementation,budgetrequirementandresponsibleofficer.Moreovermonitoringofimplementationwillbeguidedbyamonitoringplanshowingamongotherstheobjective,timeandfrequencyofmonitoring.Annualreviewmeetingswillincludeassessingtheprogressofimplementationandmayincludereviewingthestrategicplanitself.
3.7 Resources requirement
Theimplementationofthestrategicplanwillrequirebothhumanandotherphysicalresourcesinordertoattaintimelyandqualitywork.Currentlythestaffingis35(17fe).Outofthese30(14fe)arefulltimetechnicalstaffandtherestareCashier,Drivers,Secretaryandanofficeattendant.Thetechnicalstaffcontains4staffatmasterslevel,majorityatfirstdegreelevelandafewdiplomaandcertificateholders.Majordisciplinesincludeagriculture,agri-business,communitydevelopment,agricuturalengineering,nutritionandsociology.
Theorganizationhastransportfacilitiesofitsownthatinclude4vehiclesand10motorbikes.Otherequipmentare19computers,2photocopiersand4printers.Someoftheseequipmentwillrequirereplacementinorderto facilitateeffectiveoperationof thestrategicplane.g.avehicle,3motorbikes,4 lap topsand2printers.Moreoverthereshallbeaneedtorecruitadditionalstaffthatwillserveintheprojectsthatwillbesecured.Itisnoteasytodeterminethenumberofstafftobeemployedatthemomentuntilwegetapprovedprojects.
3.8 Sustainability
Inordertoensuresustainabilityoftheorganizationtherearespecificinterventionswithtargetssetinthemajorplansoftheorganization.Thiswillallowtheorganizationtocontinuouslymonitorifitismovingintherightdirection towards sustainability in termsoffinances, staffingandprojects.At the levelofprogrammes theorganizationusescommunityvolunteerswhoarechosenamongthetargetpopulationusingspecificcriteria.These volunteers are givenmore capacity in facilitation skills and specific project technical capacity thatwillremaininthecommunityevenaftertheprojectinterventionshaveended.Moreoverthetechniquesandapproachesusedbytheorganizationfostersustainabilityinthattheyareinlinewiththelevelofthetargetcommunityandcancontinue tobe replicatedandupscaledbycommunitymembers in theabsenceof theorganization.Such techniquesandapproaches include,manuremaking,QDSproduction,homegardening,foodbudgetingandpreparation,justtomentionafew.ADP Mbozi will involve local and central government by ensuring that organization’s interventions areknowntogovernmentleadersatalllevelsbyinvitingthemtoparticipateinsomeoccasionsincludingprojectsinauguration,supervisionandevaluations.Moreovertheywillbeinvitedasimportantstakeholdersinplanningandevaluationssessions.
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3.9 Risk analysis and mitigation
ADPMboziwillimplementthestrategicplaninachangingenvironment(internalandexternal)wherechangesmayimpactontheperformanceoftheorganizationandhencetheimplementationofthisstrategicplan.Itisthereforeofparamountimportancetoidentifytherelevantrisksanddevelopmitigationstrategiestoreducetheireffects.Themitigationcouldbeatthelevelofoperationsorincludedasstrategiesinthestrategicplan.Table8showstheimportantriskswhenimplementingthestrategicplanofADPMbozi.
Table 8: Summary of risks in implementation of the SP of ADP Mbozi.Risk Mitigation
MisuseofITbyemployees. - Establishbyelaws.- Installprotectiveprograms.
Increasedcybercrimes. - Selfdevelopment–skills,lawsandregulationsonIT.- Installprotectiveprogramsincomputers.- Establishapolicyoninformationtechnology.
Fakeinputs. - Linkfarmerswithcredibleinputssellers.- Sensitivefarmerstoaskforareceiptwhenbuyinginputs.- Sensitizefarmerstobuyinputscollectively.
Interferencewithpoliticalideology. - Standfirmontheorganizationconstitution.- Politicians should not take up leadership positions in theorganization.
Leadersdirectives. - Informleaderswithdatatheeffectoftheirdirectivestothetargetgroup.
- Sensitizetargetgrouptospeakupforissuesaffectingtheirlives.Staffleavingtheorganization. - Conduct regular staff meetings to allow staff to air out their
concerns.- Regularreviewofpoliciesandregulationstomatchwithcurrent
changes.Delayofdonorfundsdisbursement. - Continuousdiscussionwithdonorsfortimelyremissionoffunds.
- Abidebycontractespeciallybytimelysubmissionofreports.Badandunpredictableweather. - Promotedroughttolerantvarieties.
- Promotetechniquesthatconserveswater.Poorresponsefromthetargetgroup. - Needsassessment shouldalwaysbedonebeforeengaging the
community.- Conduct regular reflections to seek the opinion of the targetgroup.
Ghostgroups - Thoroughassessmentofgroupsbeforeengagement.- Setcriteriaofgroupstoworkwith.
3.10 Operation plan and budget
TheplanofoperationofthestrategicplanofADPMboziforthenextfiveyearsisannexed(Appendix5.2).Thisplanshowswhatstrategywillbecarriedoutinwhichyear.Theoperationalplanisspecificbutadaptabletochanges.Ifcircumstanceschangethentheplanwillalsochangetoaccommodatethosechanges.Detailedaction/workplans(annual,quarterly,monthlyandweekly)willbepreparedasandwhenresourcesareavailableforimplementationofthestrategicplan.
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Table 9: The strategic plan budget summary. Budget in Tanzania Shillings (TZS)
2017 2018 2019 2020 2021 TotalStrategic objective 1: Sustainablefoodsecurityandnutritionstatusincommunitiesimproved.
507,000,000 557,000,000 613,470,000 674,817,000 742,298,700 3,094,585,700
Strategic objective 2: Entrepreneurshipandmarketaccessibilityenhanced.
403,000,000 443,300,000 487,630,000 536,383,000 590,032,300 2,460,345,300
Strategic objective 3: A healthy andfriendlyenvironmentincommunitiespromoted.
25,000,000 27,500,000 30,250,000 33,275,000 36,602,500 152,627,500
Strategic objective 4: Enhancedcommunityempowermentindealingwithchildren,gender,HIV/AIDS,andGoodGovernance
555,000,000 610,500,000 671,550,000 738,705,000 812,575,500 3,388,330,500
Strategic objective 5: GovernanceandmanagementcapacityofADPMbozistrengthenedinordertooperateefficientlyandeffectively.
45,000,000 49,500,000 54,450,000 59,895,000 65,884,500 274,729,500
Total1,535,000,000 1,687,800,000 1,857,350,000 2,043,075,000 2,247,393,500 9,370,618,500
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3.11 Financing plan
AdequateresourcesarerequiredtoimplementthestrategicplanofADPMbozi.Theseresourceshavetobesolicitedandraisedfromdifferentsources.Preparationofafinancingplanisessentialtoguidethesourcingofresourcesrequiredfortheimplementationoftheplan.Thefinancingplanclearlyindicateswherefundswillbeobtainedtoimplementthestrategicplan.Table10belowgivesthedifferentpossiblesourcesoffundstoimplementthestrategicplanofADPMbozi.
Table 10: Summary of the financing plan (sources of funds to implement the strategic plan)Source of funds TOTAL
Objective Own funds Target group
Donors in Tanzania
Donors outside
Tanzania1. Sustainable food
security and nutritionstatus in communitiesimproved.
77,364,643 154,729,285 - 2,862,491,772 3,094,585,700
2. Entrepreneurship andmarket accessibilityenhanced.
61,508,633 123,017,265 675,495,040 1,600,324,362 2,460,345,300
3 A healthy andfriendly environmentin communitiespromoted.
15,262,750 7,631,375 64,866,688 64,866,687 152,627,500
4 Enhanced communityempowerment indealingwith children,gender, HIV/AIDS,andGoodGovernance.
84,708,263 169,416,525 2,500,500,000 633,705,712 3,388,330,500
5. Governance andmanagement capacityof ADP Mbozistrengthened in orderto operate efficientlyandeffectively.
114,864,750 10,000,000 54,753,750 95,111,000 274,729,500
353,709,039 464,794,450 3,295,615,478 5,256,499,533 9,370,618,500
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PART FOUR: MONITORING AND EVALUATION
4.1 Monitoring and Evaluation framework
MonitoringandEvaluationisanimportantcomponentof thisstrategicplanandits implementationwillbeguidedby theMonitoring andEvaluation systemofADPMbozi.The coordinationof theMonitoring andEvaluationoftheinterventionswillbeundertheMonitoringandEvaluationsectionintheorganization.Themajorroleof thissectionwillbe to informthe projectstaff,managementhigher levelauthorityandotherstakeholders so as to take corrective measures regarding to the organization’s interventions.A particularmonitoringplanwillbedevisedandavarietyofdatacollectiontoolsandmethodswillbeemployedaimingatqualityandtimelyinformationdelivery.
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5. APPENDICES
Appendix 5.1: Log frame of the ADP Mbozi Strategic plan 2017 – 2021Objectives OVI MOV ASSUMPTION
Overall ObjectiveThe overall goal of ADPMboziistocontributetowardsimproving the quality of lifeof marginalized familiesin Southern Highlands ofTanzania through increasedhousehold food security,improved Nutrition uptake,income and livelihood assetsbyyear2021.
a) Increasedhouseholdassetsb) Increaseinnumberofhouseholds
with sufficient food throughoutthe year.
c) Increaseinincome
-Externalevaluation-Annualevaluation-Progressreport
-Favourableweatherconditionprevails.
-Politicalstabilityprevails.
Strategic objective one: Sustainable food securityand nutrition status incommunitiesimproved.
-Yieldincrease-Childrenunderfivewhos’cliniccardshowgreencolour
AnnualreportsProgress reports
-Favourableweather
-Conditionprevails
-Political stabilityprevails
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Objectives OVI MOV ASSUMPTIONStrategic objective two: Entrepreneurship and marketaccessibilityenhanced
-Tonsofproductaggregatedandlinkedtobuyers
-Farmersaccessingcreditforfarming
-Increasecollectivemarketinggroups
AnnualreportsProgress reports
-Favourablepolicies prevails
-Favourableweatherprevails
Strategic objective three: A healthy and friendlyenvironment in communitiespromoted
-Householdswithtoiletfacility-Householdgettingcleanandsafewater
-FarmerspracticingCAandAgroforestry
-Numberofforestmanagedbycommunity
- Numberoftreesplanted
Progress reports FieldreportsAnnualreports
-Goodcooperation betweenADPandcommunitiesprevails.
Strategic objective four: Community empowermentin dealing with children,gender,HIV/AIDS,andGoodGovernanceenhanced
-Numberofactivewomeninfamilydecisions(foodbudgeting)increased
-Numberofreportedcasesoffamilyconflictsreduced
-Numberofwomeninheritinglandfromtheirfamiliesincreased
-NumberofhouseholdsawareofcausesandeffectsofHIVandAIDS.
-NumberofMVCfamiliessupportingtheirchildrenwithbasicneedsthroughincomerealizedfromtheirincomegenerating activities.
-Numberofvillagesholdingvillagesassemblymeetingsaccordingtoregulationsincreased.
-Numberofvillagesdisplayingtheirfinancialreportsinpublicincreased
-Progress reports-Fieldreports
-Goodcooperation betweenADPandcommunitiesprevails.
Strategic objective five: GovernanceandmanagementcapacityofADPMbozistrengthenedinordertooperateefficientlyandeffectively
-EstablishmentofindependentunitbyJune2017.
-Atleast3newdonorsattractedbyJune2021
-Levelofdonorfundingincreasedby20%byJune2021
-Staffturnoverismaintainedlow(lessthan2staffinthreeyears).
-Financial reports-Progress reports
-Smoothflowofdonormoney.
-Favourablepolicies prevails.
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Appendix 5.2 Implementation plan
OBJECTIVE AND ACTIVITIES 2017 2018 2019 2020 2021Strategic objective 1: Sustainable food security and nutrition status in communities improved.
1.1: Increase Crops and livestock production
1.2: Enhance Post Harvest management practices.
1.3 Improve Food budgeting at household level
1.4 Improve Household nutrition
1.5 Promote appropriate farming technologies
Strategic objective 2: Entrepreneurship and market accessibility enhanced.2.1 Strengthen Producers’ marketing groups and associations
2.2 Promote business development skills.
2.3 Promote access to markets information by producers.
2.4 Enhance Producers’ and traders’ linkage
2.5 Enhance access to Financial Services
Strategic objective 3: A healthy and friendly environment in communities promoted.3.1 Enhance hygiene, sanitation and safe and clean water in the
community.
3.2 Enhance Climate change and variability management
Strategic objective 4: Enhanced community empowerment in dealing with children, gender, HIV/AIDS, and Good Governance.4.1 Promote rights and security of children
4.2. Gender equality and equity promoted
4.3 Enhance HIV / AIDS prevention and Impact mitigation including MVC support.4.4 Enhance Good governance:
Strategic objective five: Governance and management capacity of ADP Mbozi strengthened in order to operate efficiently and effectively.5.1 Strengthen Resource mobilization;
5.2 Improve Human resource (members, board and staff) management
5.3 Improve policies, systems and procedures in the organization
5.4 Enhance Networking and collaboration
5.5 To enhance publicity of the organization
5.6 To improve M & E and storage and retrieval of information
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Appendix 5.3: ADP Mbozi Organizational structure.
Annual General Meeting
Board of Directors
Executive Director
Management TeamM & E Section
OD, Finance and Administration
Dept
Environment and Climate change
Management Dept.
Community Empowerment
Dept.
Sustainable Food Security and
Nutrition Dev. Dept
Entrepreneurial & Markets
Development Dept.