strategic plan 2017 – 2021 - adpmbozi.or.tz · including the beneficiaries.this has been...

iStrategic Plan 2017 – 2021

STRATEGIC PLAN 2017 – 2021

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.

iv Strategic Plan 2017 – 2021

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

viii Strategic Plan 2017 – 2021

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.

2 Strategic Plan 2017 – 2021

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.


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/


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.


• 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.


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.


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.


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.


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.


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.


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.


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.


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


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


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.


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


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.


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


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.


Appendix 5.4: Map of Tanzania showing Southern Highland of Tanzania regions

strategic plan 2017 – 2021 - adpmbozi.or.tz · including the beneficiaries.this has been...

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