STRATEGIC PLAN

FOR

CATHOLIC DEVELOPMENT COMMISSION IN MALAWI

Empowering Communities

CADECOM

October 2008- September 2013

CADECOM – A member of Caritas Internationalis

CADECOM

TABLE OF CONTENTS

Acronyms and abbreviations………………………………………………..………3

Executive summary……..………………………………………………………......4.1.0 BACKGROUND………………………………………………………………. 5

1.1 Catholic Development Commission in Malawi…………………………….51.2 Rationale for the strategic plan…………………………………………….. 81.3 Strategic planning process………………......……………………………....91.4 Strategic thinking process…..…………………….………………………...101.5 Review process…………………………………………………………….. 11

2.0 CADECOM STRATEGIC PLAN: GOAL, PURPOSE AND OBJECTIVES… 12

2.1 Vision………………………………………………..…………...................122.2 Mission……………………………………………………………………...122.3 Goal of strategic plan…………………………………………...………..…122.4 Purpose of strategic plan…………………………………………………....122.5 Strategic objectives and framework………………………………………...12

Table 1: Strategic plan framework………………………………...…………..……13

3.0 STAKEHOLDERS……………………….…………………...……………….. 19

4.0 GUIDING PRINCIPLES…………………………………………..…………. 19

5.0 RESOURCE MOBILIZATION..………………………..……..……………... 21

6.0 MONITORING AND EVALUATION…….………..……………………….. 21

Annex 1: Episcopal Conference of Malawi – Organizational chart……….………. 22

2

Acronyms and Abbreviations

AIDS: Acquired Immune Deficiency SyndromeBOD: Board of DirectorsCADECOM: Catholic Development Commission in MalawiCAFOD: Catholic Agency for Overseas DevelopmentCCC: The Catechism of the Catholic ChurchCDCC : Churches Development Coordinating CommitteeCISANET: Civil Society Agriculture NetworkCORDAID: Catholic Organisation for Relief and AidCRS: Catholic Relief ServicesCURE : Coordinating Unit for the Rehabilitation of the EnvironmentDoDMA: Department of Disaster Management AffairsDRR: Disaster Risk ReductionECM: Episcopal Conference of MalawiFEWSNET: Farming Early Warning Systems NetworkGS: Gaudium et Spes (Vatican II Documant on Pastoral Constitution of

the Church in the Modern World)HIV: Human Immune DeficiencyIEC: Information, Education and CommunicationM&E: Monitoring and EvaluationMVAC: Malawi Vulnerability Assessment CommitteePESTEL: Political, Economical, Social, Technological, Ecological and

LegislativePP: Populorum Progressio (An Encyclical by Pope Paul VI on

Development of Peoples)SCIAF: Scottish Catholic International Aid FundSWOT: Strength, Weakness, Opportunities and ThreatsTFT: Training For TransformationWUSC: World University Services of Canada

3

Executive summary

The Catholic Development Commission in Malawi commissioned the development of its second strategic plan, which comes after the 1999 to 2004 plan. The strategic plan outlines its aspirations to be accomplished in the next five years beginning 2008 to 2013. The strategic plan is expected to form a solid foundation upon which the entire Secretariat’s operations, programs and activities will be based.

In coming up with the issues that are addressed in this plan, we have taken into consideration the various observations that were made during consultations with various stakeholders and members of staff. The principle pertaining to the implementation of the strategic plan is centered on accountability and transparency, efficiency and effectiveness, commitment, time consciousness, equal dignity of human beings based on Catholic moral values, the principle of the common good, gender sensitive, principle of subsidiarity, preferential option for the poor, solidarity, prudent financial management and coordination and collaboration with other commissions.

The plan is divided into two parts. The first part of the plan covers, among other things, the introduction, background, rationale for strategic planning and the strategic planning process. The second part of the plan is the strategic analysis which dwells on the environmental analysis, identification of strategic issues and challenges and the strategic framework which spells out the vision and mission, identified core values, goals, objectives, strategies and outcomes. The strategic plan deals with eight strategic issues, including: poor monitoring and evaluation, lack of organizational polices and procedures, limited capacity of communities and CADECOM structures at national, diocesan and community level, absence of sustainability plans and strategies, lack of coordination among sister commissions, HIV/AIDS and gender based violence, natural disasters and climate as well as food insecurity.

4

1.0 BACKGROUND

1.1 Catholic Development Commission in Malawi (CADECOM)

The Episcopal Conference of Malawi (ECM) established the Catholic Development Commission in Malawi (CADECOM) with the mission of creating awareness and empowering disadvantaged men, women and the youth at all levels to undertake development which is integral, gender and environment sensitive, sustainable and which promotes justice, human dignity, self reliance with the active participation of the people themselves so that they take up the responsibility of their own destiny.

This mission is in line with Jesus’ own mission as clearly outlined at the beginning of his public ministry where he was set to bring good tidings to the poor, liberty to the captives, recovery of sight to the blind and freedom to the oppressed (Luke 4:18-19). This leads to integral development which is the core purpose of CADECOM.

Integral Development focuses on the development that should touch upon the whole human person. Pope Paul VI in his encyclical (On the Progress of People-PP) speaks about a new concept of development, which should aim at developing each person and the whole person (PP 14).

Integral Development places the human person at the centre of all development efforts. Thus each person has the obligation to self-fulfillment(PP15-16), which means the human person must be fully involved and participate in his/her own development.

The structures of CADECOM operate at four main levels: national, diocesan and deanery/parish. These structures also operate at the outstations and the activity community/group levels. The National office facilitates and coordinates CADECOM’S work, but does not directly implement any activity. As a service arm of ECM, National CADECOM is also available to the Diocesan CADECOMs to render technical support where necessary and assist in capacity building in the dioceses with their close collaboration. At National level, the Secretary General is the legal holder of all CADECOM projects. The National Secretary is responsible for overall management of National CADECOM staff as well as coordination and facilitation of the Diocesan programs.

The Diocesan CADECOMs are each headed by a Bishop elected by the Conference, linking it with the office of the National CADECOM Secretary through office of the Secretary General. Diocesan offices facilitate, coordinate and implement CADECOM’s work in the dioceses through the deaneries/parishes and activity groups in the communities. At Diocesan level, the Bishop is the legal holder of all CADECOM projects.

The Diocesan CADECOM Secretary is responsible for overall management of CADECOM in the Diocese and facilitates and coordinates development and relief

5

programs. The Secretary is also responsible for soliciting funding for projects accepted and approved by the Diocesan CADECOM Board. In addition, he/she is a link between the diocese and other dioceses, national office, international agencies, district assemblies and other development agencies and stakeholders.

At the deanery/parish level, there is a CADECOM committee at each parish with the overall task of overseeing development and relief work in the parish. The committees identify developmental and relief needs of all people in the parish develop activity plans and ensure activities are implemented and monitored. The parish committees are also responsible for receiving project proposals from the activity groups and submitting them to the office of the Diocesan CADECOM. As per CADECOM policy, at least 50 percent of committee members must be women. CADECOM works in six strategic areas: food security and nutrition, relief and rehabilitation, health and sanitation, environmental management, Training for Transformation and crosscutting issues (gender and HIV/AIDS).

The core activities include: promotion of crop diversification, promotion of livestock production and multiplication, small-scale irrigation and winter cropping, promotion of sustainable agricultural technologies (e.g. agro forestry, vetiver grass planting, use of organic manure), promotion of value adding and processing technologies, promotion of village grain and seed banks, facilitation of formation of associations and cooperatives, mainstreaming of HIV/AIDS and gender, Training for Transformation (TfT), implementing Disaster Risk Mitigation Projects and provision of relief food to affected and vulnerable households. Currently, CADECOM is reaching out to over 80,000 households in Malawi.

CADECOM’s activities are in line with several national and international policy documents and agreements including, but not limited to: Millennium Development Goals, Malawi Growth and Development Strategy, Malawi’s National Food and Nutrition Security Policy, National Adaptation Programmes of Action as well as national and international gender and human rights documents.

CADECOM has established good networking and collaborative partnership with Caritas International, Caritas Africa, CISANET, CURE, CDCC, Christian Service Committee, Ministry of Agriculture and District Assemblies.

Over the past years, the following partners have funded CADECOM programs and interventions.

Trocaire Caritas Austria Caritas Australia Cordaid CAFOD CRS Malawi Caritas Luxembourg Caritas Germany

6

Caritas Belgium Caritas Taiwan Caritas Japan NYCS Caritas Norway SCIAF WUSC

This has been possible with the able facilitation of our network, Caritas Internationalis and Caritas Africa

7

1.2 Rationale for the strategic plan

CADECOM developed a strategic plan for period from 1999 to 2004. The major areas of focus in the strategic plan included capacity building, decentralization in decision-making, active participation, networking, mainstreaming gender and environment, promoting sustainability, promoting health and minimizing pain, suffering, and raising awareness of stakeholders. Caritas Malawi was renamed CADECOM to attempt to change its image as a relief organization to a development organization, but remains a member of Caritas Internationalis.

Since 2004, CADECOM has operated without a strategic plan. In addition, CADECOM continues to encounter challenges, including lack of proper financial systems and procedures, lack of proper policies (recruitment, staff development, gender and HIV/AIDS at workplace, health and security policy, boarding of assets, work ethics and compensation). Other challenges include lack of understanding of meaning and rationale for integration, lack of skills in monitoring and evaluation, poor program reporting and poor coordination. Occurrence of disasters, poor understanding of autonomy by some dioceses and personalization of projects and donors continue to affect CADECOM. In addition to the above, lack of publicity, lack of self-sustainability, poor communication and unprofessional approach to programming, low donor base and the HIV/AIDS pandemic that affects programming are also some of our problems.

CADECOM, therefore, commissioned the development of a second five year strategic plan in order to be responsive to needs of communities, improve integration with other sister commissions, ensure professional approach to programming and implementation and fair favorably with the rest of Caritas members. This strategic plan, therefore, outlines the aspirations to be accomplished in the next five years beginning from June 2008 to May 2013. The strategic plan is expected to form a solid foundation upon which the national and diocesan operations, programs and activities will be based. As a result, in coming up with the issues addressed in this plan, CADECOM has taken into consideration the various observations that were made during consultations with various stakeholders and members of staff.

The Strategic Plan is intended to empower CADECOM to enable it effectively respond to the ever increasing demand of its services among disadvantaged communities(GS 1) in the country, so that all human beings are recognized as full images of God (Gen.1:27) regardless of gender or status. Furthermore, history shows that God has always taken the side of the poor, the sick and the oppressed in times of difficulties as captured in Amos 5:10-15; Jeremiah 7:6-7; and the beatitudes where the poor are promised to be heirs of the God’s Kingdom (Mat.5:1-12). In summary, the strategic plan is expected to set a clear direction for the future, be used as a management tool to facilitate performance management, address stakeholders’ needs and expectations, manage and adapt to change effectively (GS 44).

8

1.3 Strategic planning process

The strategic planning process started in October 2006, when CADECOM management undertook the development of a strategic plan that would provide a sense of direction and improve decision making, effectiveness, efficiency improved performance and image.

Stage 1: Compilation of stakeholder opinions and reports

Using information collected during management and technical meetings, Bishops’ plenary sessions and field visits conducted from 2005 to 2007, a comprehensive report was compiled to capture stakeholders’ opinions and needs at both national and diocesan level. This report provided a wide-ranging collection of important issues for use in developing the draft strategic framework.

Stage 2: Production of a draft strategic plan To do this, a two-day workshop was organized. During this workshop, participants conducted SWOT and PESTEL analysses, isolated issues and developed themes, defined vision, mission, values and strategic objectives, specific objectives, strategies and resources. Group work and plenary sessions were used to ensure maximum participation. This workshop was attended by: CADECOM staff at both national and diocesan level, CADECOM Board of Directors and ex-officios, representatives of sister commissions, Government representatives, Donors and other stakeholders.

Stage 3: Validation of the draft strategic plan

To do this, a one day workshop was organized to review the draft plan and make recommendations. Group work and plenary sessions were used in this workshop. The meeting was attended by those who attended workshop in stage 2.

Stage 4: Finalizing and approving the strategic plan

The approval was done by ECM during the September 2008 Plenary.

Stage 5: Launching of the strategic plan

After the approval, the strategic plan was launched.

Stage 6: Dissemination of strategic plan to dioceses, donors and stakeholders

Copies of the strategic plan were disseminated to all participating partners after approval.

Stage 7: Develop annual work plans to operationalize strategic plan

An implementation plan as well as a monitoring and evaluation strategy were completed to accompany this strategic plan and to assist in successful implementation of the plan.

9

1.4 Strategic thinking process

A comprehensive strategic thinking process was conducted at Msamba Catholic Centre, for a period of two days from 20th to 21st November, 2007 to determine CADECOM strategic issues and draft a strategic plan for the period 2008-2013. Thirty-two (32) participants attended the workshop and included CADECOM staff, CADECOM Board of Directors, Bishop’s Ex-Officials, donors and stakeholders and representatives of sister commissions.

The major activities during the workshop included conducting SWOT (Strength, Weakness, Opportunities and Threats) and PESTEL (Political, Economical, Social, Technological, Ecological and Legislative) analyses of current CADECOM strategies, objectives, service providers, services provided (programs and activities) systems, resources and stakeholders, defining and isolating strategic issues, agreeing on critical issues for the strategic plan, defining the strategic objectives, specific objectives, resources, activities, target group and guiding principles. At the end of the SWOT analysis, each group isolated strategic issues and ranked them according to priority. Out of this list, a summary of twenty-five (25) strategic issues to be included in the strategic plan were produced. The list of issues was presented to the participation for validation. After validation, participants were asked to prioritize ten issues out of twenty five (by way of scoring) that should be considered for the strategic plan. Based on these scores, eight strategic issues were identified for the strategic plan as follows:

1. Poor/lack of M&E system2. Lack of organizational policies and procedures3. Limited capacity of communities and CADECOM structures at national, diocesan

and community level4. Absence of sustainability plan and strategies5. Lack of coordination among commissions under ECM6. HIV/AIDS and Gender Based Violence7. Natural disasters and climate change8. Food insecurity

Participants were then divided into three groups. Each group was asked to develop strategic objectives, specific objectives and strategies for three strategic issues (see table 1).

10

1.5 Review process

A comprehensive review process of the draft strategic plan was conducted at Msamba Catholic Centre in Lilongwe on March 31, 2008. The workshop aimed to review the draft strategic plan and make recommendations. Fifteen participants attended the workshop and included CADECOM staff national and diocesan offices, Bishop’s Ex-Officio from Zomba Diocese, donor and partner organizations such as WUSC, Trocaire and CRS, representatives from the Catholic Health Commission and Catholic Commission for Justice and Peace.

The major activities during the workshop included presentation of the strategic plan, group work to review the strategic plan and make recommendations and plenary sessions. The basic questions during the group work and plenary sessions were: does the strategic plan assist CADECOM achieve its vision and mission? If not, why? What is missing? What should be taken out? Are there any issues appearing in other documents (ECM, donor, government, sister organizations) that are relevant to the strategic plan? For each strategic plan: does it make sense? Is anything missing from the specific objectives and strategies? What should be taken out? All recommendations made during this workshop have been incorporated in the strategic plan presented in table 1.

During the review process, participants recommended that the following issues should be incorporated in the plan:

Gender Justice and human dignity Youth participation in CADECOM programs Advocacy Adult literacy Water and sanitation Rights based approach Publicity of CADECOM activities

Participants felt the issue of strengthening coordination and collaboration among ECM Commissions should be addressed at ECM level. As a result, the issue was taken out of the plan and was included as one of the factors for success (guiding principles).

11

2.0 CADECOM STRATEGIC PLAN: GOAL, PURPOSE AND OBJECTIVES

This chapter deals with CADECOM vision, mission statement, goal and purpose of the strategic plan, strategic and specific objectives and strategies.

2.1 Vision

A Holy Spirit filled family of God committed to holistic evangelization and integral development for all.

2.2 Mission

To create awareness and empower disadvantaged men, women and the youth at all levels to undertake development which is integral, gender and environmentally sensitive, sustainable and which promotes justice, human dignity, and self reliance with the active participation of the people themselves so that they take up the responsibility of their own destiny.

2.3 Goal of the strategic plan

To empower CADECOM and enable it to effectively respond to the ever-increasing demand for its services in Malawi.

2.4 Purpose of the strategic plan

To set a clear direction for the future, be used as a management tool to enhance performance, address stakeholders needs and expectations and manage and adapt to change effectively.

2.5 Strategic objectives

The general framework for CADECOM strategic plan comprises strategic objectives with defined specific objectives and strategies for each of the strategic issues. After carefully analyzing strategic issues, seven strategic objectives were developed as follows:

1. To enable CADECOM to successfully monitor and evaluate its programs and progress 2. To enable CADECOM to effectively manage human, financial and physical resources3. To ensure the sustainability of CADECOM and its operations and functions 4. To implement integrated development programs that are responsive to the needs of

disadvantaged men, women and the youth5. To effectively mainstream HIV and AIDS, gender, youth and rights issues in all

programs 6. To contribute towards the mitigation of the impact of climate change 7. To prepare for and respond to emergencies effectively

12

Table 1: Strategic framework

STRATEGIC OBJECTIVE

SPECIFIC OBJECTIVE STRATEGIES OUTCOMES

1.0 To enable CADECOM to successfully monitor and evaluate its programs and progress

1.1.To assess current M&E system and practices

1.2. To develop and implement an effective M&E system

1.3 To establish M&E unit and train staff at national and diocesan level

1.1.1 Conduct situational analysis on the existing M&E systems

1.2.1 Develop an effective M&E system

1.2.2 Train staff on new M&E system

1.2.3 Establish data base

1.2.4 Establish and train CADECOM committees at all levels in the Church to monitor and evaluate programs

1.3.1 Recruit M&E personnel

1.3.2 Internalize M&E amongst CADECOM staff

An effective M &E system in place and operational.

Data base established for all programs.

Capacity of staff and communities in M&E strengthened.

Ability to monitor and evaluate programs enhanced.

Competent staff put in place

2.0 To enable CADECOM to effectively manage human, financial and physical resources

2.1 To assess current CADECOM and policies and procedures at all levels

2.2 To develop and implement required policies and procedures

2.1.1Consult relevant stakeholders

2.2.1 Review and modify existing policies

2.2.2 Disseminate policies to diocesan offices

2.2.3 Monitor implementation of policies

Policies and procedures to guide staff and management in place.

Human, financial and physical resources effectively utilized.

3.0 To ensure the sustainability of

3.1 To ensure effective structures at all levels 3.1.1 Conduct training in board governance

CADECOM has effective structures at all levels.

13

STRATEGIC OBJECTIVE

SPECIFIC OBJECTIVE STRATEGIES OUTCOMES

CADECOM and its operations and functions

3.2 To promote programs that ensure sustainability

3.3. To develop sustainability plans at all CADECOM structures

3.1.2 Facilitate exchange visits for boards and management

3.1.3 Review CADECOM Statutes

3.1.4 Orient staff and board members in Catholic Social Teachings.

3.1.5 Organize training for staff and board members in management skills

3.1.6 Promote TfT concepts in all programs as an entry point

3.2.1 Empower communities to sustain themselves

3.2.2 Provide civic education on self-reliance.

3.2.3 Use of participatory approaches in all program development processes.

3.2.4 Provide adult literacy education

3.2.5 Provide both technical and financial support at all levels.

3.2.6 Develop proposals which are community based and holistic.

3.2.7 Build capacity of staff in developing sustainable livelihoods programs.

3.3.1 Raise awareness at all CADECOM levels.

3.3.2 Develop and implement

Programs that ensure sustainability of CADECOM at all levels developed and implemented.

Sustainability policies and plans developed.

Contribution towards annual budgets from local resources increases from 10 % to 30 %.

14

STRATEGIC OBJECTIVE

SPECIFIC OBJECTIVE STRATEGIES OUTCOMES

3.4.To encourage use of locally available resources at national, diocese, deaneries and parishes to achieve self reliance

3.5 To maintain current donor partners and broaden donor funding base.

sustainability plans at all CADECOM levels.

3.3.3 Develop a sustainability policy at all CADECOM structures.

3.4.1. Establish inventory of available resources at all levels.

3.4.2 Analyze current use and establish potential uses of available resources.

3.4.3 Develop a plan to use available resources.

3.4.4 Reclaim and repossess properties that were encroached.

3.5.1 Encourage local fundraising in various ways.

3.5.2 Develop quality proposals to retain existing partners as well as attract others.

Plans to use locally available resources developed and implemented.

Dependency on donors reduced.

4.0 To implement integrated development programs that are responsive to the needs of disadvantaged men, women and the youth

4.1 To improve food security of disadvantaged households

4.1.1 Promote improved varieties/breeds of crops and livestock

4.1.2 Provide extension services on modern methods of farming using CADECOM staff and farmer leaders.

4.1.3 Promote small-scale irrigation

4.1.4 Promote diversification and integration

4.1.5 Promote improved storage

Food security among disadvantaged households level improved.

15

STRATEGIC OBJECTIVE

SPECIFIC OBJECTIVE STRATEGIES OUTCOMES

4.2 To increase income earning opportunities amongst disadvantaged households.

techniques

4.1.6 Promote efficient preparation and utilization of food

4.1.7 Promote availability and proper handling of water and sanitation facilities

4.1.7 Train beneficiaries in nutrition

4.2.1 Facilitate formation of farmer groups (Associations and Cooperatives) to facilitate access to better markets.

4.2.2 Build capacity of farmers in value addition and marketing of crops and livestock products.

4.2.3 Build capacity of communities in business planning and development.

4.2.4 Promote business culture among communities.

Income earning opportunities among disadvantaged households increased.

5.0 To effectively mainstream HIV and AIDS, gender, youth and rights issues in all programs

5.1To incorporate crosscutting issues in all programs.

5.1.1 Conduct rapid assessment on issues affecting participation of women and youth in CADECOM programs.

5.1.2 Develop programs to address issues affecting women and youth

5.1.3 Build capacity of staff and farmer leaders in Rights Based Approach to program development and implementation

5.1.4 Promote a Rights Based Approach

Increased participation of women and youth in program development and implementation.

Crosscutting issues successfully mainstreamed in all programs.

16

STRATEGIC OBJECTIVE

SPECIFIC OBJECTIVE STRATEGIES OUTCOMES

5.2 To mitigate the impact of HIV/AIDS among staff and their families as well as in the communities.

in program development and implementation

5.1.5 Promote close collaboration with all commissions

5.2.1 Promote awareness on HIV/AIDS

5.2.2 Conduct awareness campaigns on behaviour change in conformity with the social teachings of the Catholic Church

5.2.3 Promote production of nutritious food crops

5.2.4 Promote production and use of indigenous herbs to enhance immunity

5.2.5 Promote close collaboration with the Health Commission

Increased knowledge about HIV/AIDS among beneficiaries.

Increased number of people promoting HIV/AIDS best practices.

Increased number of people growing at least 2 different nutritious crops.

Increasing number of people growing and using different indigenous immuno-enhancing herbs.

Number of staff accessing good health care services increased.

6.0 To contribute towards the mitigation of the impact of climate change

6.1 To promote sustainable strategies for management and utilization of natural resources through water shed management, promote rainwater harvesting and river bank rehabilitation.

6.2 To promote Disaster Risk Reduction (DRR) strategies in all programs

6.1.1. Build capacity of communities and staff in sustainable management and utilization of natural resources management strategies.

6.1.2 Promote strategies to manage and utilize natural resources in a sustainable manner

6.2.1 Mainstream DRR principles in all programs

6.2.2 Promote DRR strategies

Number of people practicing different sustainable natural resources management strategies increased.

Increased resilience among communities to natural disasters.

Reduced rate of degradation of natural resources.

Increased knowledge and practices among staff and communities on disaster risk reduction.

17

STRATEGIC OBJECTIVE

SPECIFIC OBJECTIVE STRATEGIES OUTCOMES

7.0 To prepare for and respond to emergencies effectively

7.1 To ensure access to up to date information on disasters.

7.2 To ensure availability of contingency funds and resources for effective response to disasters.

7.1.1 Strengthen linkages to district assembles

7.1.2 Improved networking with FEWSNET and DoDMA

7.1.3 Maintain active membership of MVAC

7.2.1 Assign a task force to investigate options and draft a plan on how to ensure the availability of contingent funds.

Increased awareness of approaching disasters

Increased capacity to respond to disasters when they occur.

18

3.0 STAKEHOLDERS

The following are stakeholders CADECOM will work with in implementation of this strategy:

1) Communities2) Parishes3) Government4) Board of Directors5) Staff at national and diocesan levels6) Donors7) Other NGOs and networks8) Bishops

The individual roles of these stakeholder groups are well documented in CADECOM’s statutes.

4.0 GUIDING PRINCIPLES

The implementation of the strategy will be guided by existing policies at CADECOM Secretariat, association and cooperative level. The strategy is guided by the following key principles (critical factors of success):

1) Accountability and transparencyCADECOM will conduct itself with transparency, mutual accountability, openness and honesty, recognizing these values as fundamental preconditions for the growth of our relationships.

2) Efficiency and effectivenessCADECOM will implement all activities and programs in an efficient and effective manner.

3) CommitmentCADECOM will be fully committed in serving the target communities.

4) Time consciousnessA monitoring and evaluation system will be put in place to ensure that all programs and activities will be carried out in a timely manner.

5) Equal Dignity of Human BeingsBy their very nature and origin, people are created and born equal in dignity. Their equality and dignity are acknowledged at the very beginning of the bible. The Book of Genesis says: “God created man in his own image, in the image of God he created him; male and female he created them”(Gen 1:27). Thus, creation by God is the fundamental basis for life to be protected at all costs. Furthermore, the body is a temple of the Holy Spirit. “Do you not know that your body is a temple of the Holy Spirit within you?” (I Cor.6:19). This demands a holistic approach to human life.

19

6) The Principle of the Common Good The common good entails that the sum total of social conditions which allow people, either as groups or as individuals, to reach fulfillment more fully and easily, be made readily available and accessible. In this way, all are entitled to share in available resources equitably, especially those resources that are needed to lead a truly human life.

7) Gender sensitiveWomen and men make their own unique contribution to our world. Where there is an imbalance in participation of men and women, we are the poorer in our work and in our relationships. Therefore, CADECOM is committed to ensuring the full participation of both women and men and to abiding by the ECM Gender Policy.

8) Principle of subsidiaritySubsidiarity points to the fact that a community of higher order should not interfere in the internal life of a community of lower order depriving the latter of its functions, but should rather support it in case of need to help coordinate its activity with the rest of the activities of society. In short, the powerful in society must empower the weak members with the necessary tools to be capable of solving their own problems. In this light, CADECOM is committed to the promotion and strengthening of national, diocesan and parish structures and returning the rightful ownership of projects and development processes to local communities as a way of working.

9) Preferential option for the poorCADECOM will have a special solidarity with those who are in any way deprived or disadvantaged in society as guided by Catholic Social Teachings.

10) SolidarityThe Church has a social responsibility to support the whole human race especially those whose life is in danger. Vatican Council II teaches: “The joy and hope, the grief and anguish of men of our time, especially of those who are poor or afflicted in any way, are the joy and hope, the grief and anguish of the followers of Christ as well (GS I).” This is a commitment by Christian communities or individuals to struggle and overcome the social injustices prevalent in the society. This entails commitment to justice and taking the side of the poor or taking up the cause of the poor in the fight against injustices.

11) Prudent financial managementCADECOM will exercise prudent financial management practices in all programs and activities.

12) Coordination and collaboration with other commissionsCADECOM will work with other ECM Commissions whenever possible to bring in expertise for effective implementation of programs and mainstreaming of crosscutting issues.

20

5.0 RESOURCE MOBILIZATION

The strategic plan sets out the strategic objectives with practical strategies to be executed in order to realize CADECOMs vision and mission. To turn CADECOM’s aspirations into reality, financial, physical and human resources have to be mobilized for the execution of the different strategies suggested in the document. Apart from this, those in leadership positions need to demonstrate commitment and political will.

6.0 MONITORING AND EVALUATION

A proper monitoring and evaluation system will enhance effectiveness of CADECOM by establishing clear links between the past, present and future interventions and results. Effective monitoring and evaluation will help CADECOM extract relevant information from past and ongoing activities, which can be used as the basis for programmatic fine-tuning, reorientation and planning.

Effective monitoring and evaluation systems provide CADECOM with a framework against which work can be evaluated to ensure it is going in the right direction, whether progress and success can be claimed, and how future efforts might be improved. In this regard, it is imperative that CADECOM National office will assist Dioceses in developing their own strategic plans or adopting the National strategic plan. National office and the Dioceses will need to develop their own implementation plans on an annual basis.

Management and technical meetings will be used as a forum to check progress on the implementation of the strategies laid out in this strategic plan and the progress on the individual implementation plans. In addition, as part of the review of proposal documents, the National office will assist Dioceses in making sure that their proposals are in line with the established strategic framework before submission to donor partner for funding consideration.

21

ANNEX 1:EPISCOPAL CONFERENCE OF MALAWI – ORGANISATIONAL STRUCTURE

CADECOM - Highlighted

22

EPISCOPAL CONFERENCE OF MALAWI

BISHOP CHAIRMAN

STANDING COMMITTEE OF BISHOPS

SECRETARY GENERAL

BISHOP CHAIRMAN CATHOLIC SECRETARIAT

BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIR

PASTORAL COMMISSION

HEALTH COMMISSION

N

EDUCATION COMMISSION

CADECOM COMMISSION

CCJP COMMISSION

RESEARCH AND COMMUNICATION

COMMISSION

FINANCE DEPARTMENT

ADMINISTRATIONDEPARTMENT

BIBLICAL MINISTRY

LAY APOSTOLATE

PRIMARY HEALTH

CARE

CURAIV E HEALTH

AND TRAINING

HIV/AIDS HOME BASED CARE

PRIMARY

EDUCATION

SECONDARY AND

TERTIARY EDUCATION

RELIGIOUS EDUCATION

EMERGENCY AND RELIEF

NUTRITION AND FOOD SECURITY

TRAINING FOR

TRANSFORMATION

GENDER

DEVELOPMENT AND PLANNING

HUMAN RIGHTS

ECONOMIC

JUSTICE

RESEARCH AND

ADVOCACY

GENERAL ACCOUNTS

PROJECT ACCOUNTS

HUMAN RESOURCE

ESTATES AND OFFICE

SERVICES

RESEARCH

PUBLICATION AND PRINT

MEDIA

AUDIO VISUAL AND ELECTRONIC

MEDIA

ARCHIVES AND LIBRARY

LITURGY