A river blue reviewed strategic plan

A RIVER BLUE (ARB)
P.O. Box 504
Lira, Uganda
Tel: +256 772313338
Email: george@ariverblue.org
REVIEWED FIVE YEAR STRATEGIC PLAN (2012 - 2017)
APPROVED AND ADOPTED AS AN OFFICIAL WORKING DOCUMENT ON OCTOBER 26TH 2012

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Table of Contents
Executive Summary
3
Chapter 1
6
Background
6
Origin, Governance and Development of ARB
9
Mission Statement:
11
Vision:
11
Niche of ARB
11
Chapter 2
12
INTERNAL RESOURCE MANAGEMENT:
12
Chapter 3
17
Situation Analysis
17
SWOT Analysis
18
Chapter 4
20
The Five (05) Year Strategic Plan (2009-2014)
20
Programme Statement/Programme Rationale
20
The five year strategic planning framework
21
The Strategic Programme Issues(SPI):
21
The programme Support Strategic Issues (PSSI)
21
Strategic Programme Issues and Strategic Objectives
22
Strategy 1; Lobbying and Advocacy
22
Strategy 2 Information Gathering and Dissemination
22
Strategy 3 Capacity Building
23
Strategy 4 Safe Water, Sanitation and Environment
24
Strategy 5 Health
24
Strategy 6: Human Rights Awareness
25
Strategy 7: Humanitarian Support
26
Strategy 8: Basic Education
26
Strategy 9: Vocational Skills Training
27
Strategy 10: High Value Crops and Animal Husbandry
28
Strategy 11: Research
29
Programme support strategic issues:
29
Strategy 12: Resource Mobilization
29
Strategy 13: Management and administration
30
Strategy 14: Finance and Accountability
31
LOGICAL FRAMEWORK
33

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Executive Summary
A River Blue (ARB) is community based and a non-governmental organization. It has a bottom –top approach in terms of power flow. This gives the general membership of ARB to be involved in preparation, planning, decision making, monitoring and evaluation.
The supreme decision making body is the General Assembly/Delegates Conference and it’s held after every five (05) years. The secretariat is the internal human resource of the entire ARB organization while the organization has outlets referred to as breathing points/focal points/branches and affiliate member organizations/Institutions/actors at grass root/villages.
With initial funding support from Barefoot Workshops, ARB was initiated in 2008 as a community based organization by a group of visionary persons from Lango sub-region in Northern Uganda. This was in response to the twenty one year war in northern and eastern Uganda that forced many families to internally displaced person’s camps (IDP’s).
The after effects of the war resulted into the destruction of social and economic infrastructures, with other adverse effects on the children, young people and the general community. Children were forced to the streets; there was general lack of food, shelter, access to basic education and domestic needs.
The breakdown in social values led to promiscuity, adultery/fornication/divorce coupled with alcohol abuse predisposing them to HIV/AIDS and dependency syndrome.
ARB came in to address social and economic crisis by imparting knowledge and skills on vocational and basic education to street children, orphans and other vulnerable groups for self-sustenance.
The reviewed five year strategic plan is based on governance which is user friendly and participatory to the general membership of ARB as per the recently held general assembly. It is projected at achieving vision values to the following beneficiaries:
 Street children.
 The last 10-20% of the vulnerable children and young people and
 Marginalized groups, in the war affected regions of northern and eastern Uganda as a whole.
The mission statement or the statement of purpose gives clear roadmap of the dreams of the Organization how can be attained through service delivery in our breathing outlets/focal points at grassroots/village level for improved livelihood of the vulnerable community members.
The reviewed strategic plan derives its direction from the following;
- Situational analysis
- SWOT analysis.

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This is divided into two parts namely; (a)-strategic program issues (SPI), (b)-programme support strategic issues (PSS I).
The strategic program issues (S PI) are:-
 Lobby and Advocacy
 Information gathering and dissemination
 Capacity building
 Planning and Research.
 Safe water, sanitation and environment
 Health (HIV/AIDS, safe motherhood, malarial control, reproductive health).
 Humanitarian support.
 Human rights awareness, policy and monitoring development.
 Vocational skills training
 High value crops and animal husbandry
 Basic Education
And the programme support strategic issues (PSSI) have the following:
 Resource mobilization
 Management and administration
 Finance and Accountability
Appendix is the Logical frame work for the five (5) year strategic plan 2017 with the following;
 Intervention areas
 Verifiable indicators
 Output
 Means of verification
 Critical success factors.
Maps have been appendixed.
a- Map of Uganda showing location of Alebtong district
b- Map of Alebtong district
c- Map of community project area

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Chapter 1
1.1. Background
Alebtong District
Alebtong district is located in northern Uganda but basically in Lango sub-region. The district headquarters are at Alebtong town council (Map: 1).
a. Climate:
It shows small variations of temperatures humidity and winds in the districts. The districts experiences rainfalls from March-May and July- November, with dry seasons extending from December to February.
b. Culture and Religion:
The community in Alebtong district is composed of the people known as Langi, and Luo (Langi) is the widely spoken language. Christianity is the predominant religion, with a majority being Catholics and Anglicans. The majority of the population is employed in subsistence agriculture with few involved in very small retail businesses. There are no more conflicts in this region; the Langi tribe is very social and gives high welcome to foreign visitors. The community is moderately educated with many people having a grasp of spoken English. The main custodian of the cultural heritage is the paramount chief of Lango-“Won Nyaci”. The people here enjoy a wealth of cultural values and traditions in forms of clans systems, language, dressing, folklore, food, music, dance, drama and crafts. There has been changing cultural values due to the influence of western culture and education.
c. Political and administrative structures:
The district local council is the highest political authorities in the districts and has an average of 20 members headed by the district local council chairpersons (L.C.V’s). This serve as the political heads of the district. The district local council has technical teams divided into departments; Finance and Planning, Production and Marketing, Technical services, Health and Environment, Education and Sports, Community Services and Management Support services for implementation of the council resolutions. The Chief Administrative Officer heads the technical department of the whole district.
d. Demographic Characteristics District 2010 2011 Households Population Households Population
Male
Female
Total
Male
Female
Total
Alebtong
44,716
102,400
109,100
211,500
46,189
106,100
112,700
218,800
Abako
10,127
24,100
25,800
49,900
10,455
24,900
26,600
51,500
Aloi
12,377
28,000
30,000
58,000
12,805
29,300
31,100
60,400
Amugo
5,642
12,600
13,500
26,100
5,817
13,000
13,900
26,900
Apala
8,421
19,300
20,500
39,800
8,699
19,900
21,200
41,100
Omoro
8,150
18,400
19,300
37,700
8,412
19,000
19,900
38,900

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e. Social economic factors:
Agriculture:
Is by far the main economic activity in the the district and recent studies and surveys indicating that over 86% of the population depends on subsistence farming as their main source of livelihood. The rest of the population depends on employment income, trading and cottage industries.
The major crops are; sunflower, soya beans, finger millet, sorghum, cassava, beans, sesame, groundnuts, sweet potatoes, peas. Fruits include mangoes, oranges and avocado. Poultry farming is also growing in urban areas for commercial purposes.
Fishing Industry:
Though it’s still at infancy, fishing has a greater potential to contribute to the district development programs. Lake Kyoga, over 100 km away is the main fishing ground in the region. At a smaller scale, fishing is also done in swamps and rivers by the local community. At a limited scale commercial fish ponds are being undertaken by some few groups of people in the community.
Forestry:
The district is estimated to have forest coverage of 19%. This coverage is diminishing due to; rampant encroachment, charcoal burning, bush fires, overgrazing and higher dependency on firewood as a source of fuel.
Industry:
This activity is still limited in the district. There are some few small scale industries involved in processing agricultural products. Processing industries is predominated by oil mills, grains and cereals processing, cotton gins and food processing.
There is also small scale workshops engaged in metal fabrication, woodwork, handicraft and clay works. Most of the industrial activities are located in urban centers along the national grid. The major constraints facing the industrial development are lack of capital, entrepreneurship skills and unavailability of electricity in the rural areas.
Education:
War and armed conflict deprives millions of children in northern Uganda from access to quality education. There is a misconception that education in conflict situation is a luxury; “no one dies from not going to school, other life threatening needs for; - food, water, shelter or healthcare - many at first glance, seem more pressing” In northern Uganda, war has gutted the education system. During the height of the conflict, over 737 schools (approximately 60% of schools) in northern Uganda were closed1. Throughout the region, many schools are dilapidated, the quality of education is weak, and many children dropped out of school due to fear of abduction, displacement or lack of resources and poverty in their households.
Over 250,000 children do not access school in the region despite the government program of Universal Primary education (UPE) that emphasizes free education for all children. In displaced camps, learning centers were created to try and address the educational needs of the hundreds of thousands of displaced children. However, the

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term “learning center” quickly became synonymous with very poor learning facilities and nearly non-existent infrastructure and school supplies. To illustrate, the teacher pupil ratio was impossibly high, with some areas reporting 1:300.
Dropout rates are alarming. Even though Uganda has UPE, where schools are functioning, many children are forced to leave due to hidden costs; including books, uniforms and basic supplies. Children work to provide labor and food for their households keeping them out of school. The Uganda Demographic and Health Survey (2000/2001) found that 17 percent of school going age children was not attending school. At the same time, the current transition rate from primary to secondary school is a mere 14%, with disproportionate burden of girls failing to proceed to secondary education3. Children and young people who drop-out before and after completing grade 7 or who discontinue secondary studies without passing ordinary level of education face limited non-academic or employment skills training opportunities.
Vocational Training (VT) is exceptionally positioned to meet the demands of youth who fall out of school and at the same time address the wider goals of socioeconomic reconstruction. VT is a main driver that can fuse economic recovery, education rehabilitation and reintegration as a way to ensure development through upgrading of the labor force which is essential for the holistic development of societies coming out of armed conflict. Effective VT provides skills for both agricultural and non-agricultural livelihoods, for employment and self-employment.
VT should avail youth the opportunity to find employment or self-employment and become more self-reliance. However, there are significant variations in VT programs provided in northern Uganda; length, comprehensiveness and quality of training, the complementary skill courses offered, funding sources and the populations they target. There is complete disconnection between participant expectations and program objectives and level of comprehensiveness frequently leading to disappointment and frustration on the part of the vulnerable young people. To be effective, accurate information on market realities will improve the ability of VT graduates to access sustainable livelihood opportunities. Increased access to information will guide service providers in a demand-driven approach, matching youths’ interests, skills and available resources to market opportunities for employment and self-employment4.
The Government of Uganda through the line Ministry of Education has come up with the Uganda Vocational Qualification Framework (UVQF) under the department of vocational training with the view to make VT friendlier. In line with this, VT assessments will now emphasize practical skills than theoretical skills, allowing average learners continuation to higher level of education in VT. The emphasis on modular trainings also provides more flexibility to match the needs and expectations of learners from poor backgrounds who need to divide their time between the family and learning skills for self-reliance.

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f. Health
The most causes of morbidity are upper respiratory infections, intestinal worms, trauma, diahoreal diseases, skin diseases and malnutrition. The HIV/AIDS scourge has complicated the health situation and increasing opportunistic infections and mortality. Though HIV/AIDs awareness is 85%, there is still need to sensitize the public because the rate of infections continues to rise.
The major constraints includes; many health units need completion/repair, equipping and staffing, inadequate awareness by the masses on the causes and control of the diseases, low immunization coverage, Inefficient health information systems, low access to safe water and sanitation, inadequate supervision of health units, private clinics and drug shops, poor remuneration of health staff, inadequate distribution of health units.
1.2 Background to the Origin, Governance and Development of ARB
1.2.1. Origin and Development of ARB
A River Blue (ARB) is a non-governmental organization formed in 2008 by a group of people from the Lango sub region. The idea came as a result of the effects of the war in northern Uganda from 1980s to late 2007 that forced many people beyond the edge of survival.
The effects of poverty and social disintegration forced many families to the limits, with no fall back and buffer to provide for their needs, leading many children to turn to the street for survival. ARB came into being to deal with this situation by providing alternative skills to enable such young people to earn income in more socially acceptable way and in more decent environment.
With the relative peace, much effort are centered on socioeconomic reconstruction without any clear programming approach to reach young people who have lost many school years during the war without any skills for self-reliance.
In early 2008 to date, with initial funding support Barefoot Workshops (www.barefootworkshops.org), ARB received funding to provide skills training to disadvantaged young people and youth in Alebtong district.
ARB is currently operating in Alebtong District where it runs outreach centers in the subcounties and one main vocational centre located in Aloi sub county ,thirty(32) kilometers along Lira- Aloi highway.
ARB is one of the major national NGO’s with interventions focusing on the following core programmes: -
(i) Income generation (Vocational skills, high value crops and animal husbandry).
(ii) Health (HIV/AIDS, Safe Motherhood, Malaria Control, Reproductive Health).
(iii) Safe Water, Sanitation and Environment.

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(iv) Humanitarian Support.
(v) Human Rights Awareness, Policy and Monitoring Development.
The above programs are geared towards the following categories of people.
(a) Children
(b) Young People
(c) Women
(d) Elderly
(e) Marginalized Groups.
Currently we are covering three (03) districts (Lira, Alebtong and Otuke) in Northern Uganda. Our strategy is to cover the remaining districts of Northern Uganda and extend to Eastern, Western, Buganda and Kampala regions.
The position of ARB has changed drastically after the recent General Assembly which has answered issues on the followings: -
 Governance
 Strategic Directions
 Human Resources
 Clarified Objectives, aims, mission statement, vision and niche.
The recent new constitution of ARB places the General Assembly as the supreme decision making body.
The user friendly and participatory governance to the general membership of ARB has resulted into the followings: -
 Ensuring efficient and effectiveness in resource mobilization and accountability.
 Provides a basis for monitoring and evaluation.
 Creates an environment for fund raising drives and marketing strategies.
It is important to note that the process of strategic planning utilizes a number of participatory methodologies which are based on need to incorporate the views of different stakeholders. The methodologies include the followings: -
 Organizational assessment.
 Focused group discussions.
 Workshops.
 Review of documents.
1.2.2. ARB Governance Structure and Systems
The present governance structures as per the new constitution adopted by the recent General Assembly. The governance structure of ARB involves the following: -
1.2.2.1. The General Assembly/Delegates Conference: -
This is the supreme decision making body in ARB organization and it’s held after every five (05) years.
1.2.2.2. The Board of Advisors/Patrons
It has the authority on buildings, land, immovable properties and all investments’ securities vested at their levels.

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1.2.2.3. Board of Directors Council
It is the policy making body of the organization.
1.2.2.4. Committee of Arbitration and Disciplinary
This handles impeachments and imbalances in the whole organization and gives recommendations to higher organs to take actions.
1.2.2.5. Secretariat
Is the internal human resource of ARB or technical back up of the organ.
1.2.2.6. Regional Executive Council
Is to facilitate and strengthen roles of regional executive council to interface with district executives and coordination mechanism within the given region.
1.2.2.7. District Executive Council
To collaborate/network with outreaches/branches in coordination with stakeholders supporting the district base organizations by contributing to the overall goal strategy of the district plans.
1.2.2.8. Community Groups/Organized Groups/Local Initiatives
Members of the community who come together for a common purpose and goal to initiate feasible and viable activities in the community
1.3.4. Strategic Objectives of ARB
1.3.4.1. To impart knowledge and skills in income generation activities (vocational skills, high value crops and animal husbandry) to the vulnerable groups of people in the designated areas to improve livelihood.
1.3.4.2. To improve the health conditions of the community in the four (04) sub-core programmes ( HIV/AIDS, Safe Motherhood, Immunization/Malarial Control and Reproductive health)
1.3.4.3. To promote and facilitate sustainable land use, environment, safe water and sanitation.
1.3.4.4. To provide humanitarian relief to community affected by conflicts and disasters.
1.3.4.5. To promote human rights awareness, policy and monitoring development.
1.3.5. Mission Statement:
To promote community participation in income generation, empowerment, health, environment protection, human rights, humanitarian relief, policy and monitoring development.
1.3.6 Our Vision
The basic needs of Vulnerable Children & Youth and their families are better satisfied through long-term benefits from skills training, income generation and job placement program. “While building our vision, the most significant out-put expected is that children and youth make significant and measurable contributions towards improvement of their own livelihoods, those of their families and creatively transforming their communities”.
1.3.7. Niche of ARB
Livelihood skills training and community group’s formation.

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Chapter 2
2.0. INTERNAL RESOURCE MANAGEMENT:
2.1. National Headquarters/Secretariat:
There is a national headquarters/secretariat composed of the following staff to be appointed by the Board of Directors Council: -
 Executive Director/Program Director
 Program Coordinator
 Accountant
 Program Officer
 Heads of Departments
 Secretary
 Finance Officer
2.1.1 Functions of the secretariat as provided for by ARB constitution:
 Day to day administration of the head office and its activities.
 Facilitating the development programs for the various levels of the organization and coordination with branches and other registered partner organizations/institutions.
 Production and exchange of information.
 Ensuring the accountability at national level and promoting accountability at other levels of the organization.
 Carrying out public relations and report building for the organization.
 Fundraising and resource mobilization.
 Initiating and making recommendations to the Board of Directors Council.
 Initiating ideas, actions on development provision of intellectual and innovative leadership.
NB: The duties of an individual member of staff shall be spelt out by the Board of Directors Council in accordance with the functions of the secretariat laid down in the constitution.
The secretariat comprises of the following departments: -
 Capacity Building and Education
 Planning and Research
 Health
 Human Rights Awareness
 Policy and Monitoring Development
 Humanitarian Relief
 Safe water, Sanitation and Environment
 Youth, Children and Women Affairs.
The department of Capacity Building and Education comprises of: -
 Community Based Training
 ARB Vocational Training Centre and its Outreaches
 Affiliate Vocational Institutions and Primary Schools.

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2.2. The main Vocational Training Centre
ARB vocational school is named Alebtong River Blue Vocational Training Centre, a community based, not for profit organization registered by the registrar of companies as a company limited without shares registration No.156325 and a member of Uganda Association of Private Vocational Institutes (UGAPRIVI) Registration No. 674, and registered as an Assessment & Testing Centre by the Directorate of Industrial Training (DIT) of the Ministry of Education No. MAC/0138.
The major purpose of founding ARB VTC was to ensure that sources of income generation for Vulnerable Children and Youth and their families are increased through skilled employment and business opportunities.
2.2.1 Courses Offered for Non Formal Skills’ Trainings Programs:-
a) Agriculture and Animal husbandry sector
 Sustainable Tropical Agriculture
 Agro-forestry
 Horticulture
 Animal Care and Management
 Livestock / Poultry vaccinator
b) Garment Sector
 Tailor children
 Tailor men
 Tailor ladies
c) Construction sector
 Mason
 Building carpenter
 Shuttering carpenter
d) Arts , Culture and Media Sector
 Music, dance and Drama
 Bead Making
 photography
On completion the graduates are awarded Trade Test (Certificate of non-formal) of the Directorate of Industrial Training, Ministry of Education and Sports.

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2.2.2 Courses offered as conventional/formal vocational trades Comprises of the following: -
 Tropical Agriculture ( Stage 1 & 11)
 Carpentry and Joinery (2 Years).
 Block Laying and Concrete Practices (2 years).
 Motor vehicle Mechanics (2 Years).
 Welding and Metal Fabrication (2 years).
 Catering and Hotel management ( 2 Years).
 Tailoring and Cutting Garment (2 Years).
On completion the graduates are awarded Trade Test (Grade II) of the Directorate of Industrial Training, Ministry of Education and Sports.
2.3. Rural Outreach Vocational Training Centers
The outreach/community based vocational skills training programmes are created on case basis, especially in sub counties. These are usually tailor made and are targeting mostly grown-up youths who never had opportunities to attend UPE during their several years of living in IDP Camps. The programme usually combined literacy education and vocational skills training.
The courses offered are: -
 Carpentry and Joinery
 Block laying and Concrete Practices
 Tailoring and Cutting Garment
 Catering and Hotel Management
 Welding and Metal Fabrication
 Bicycle Repair and Assembling
 Agricultural development Systems
 Appropriate Technology
The graduates are awarded the following: -
 Modular Training Approach; Provided with Certificates of Competency (3-9 Months)
 Intermediate Term; Are provided with Intermediate Certificates (12-18 Months)
 Apprenticeship Training; Awarded with Certificate of Competency (1-6 Months).
Achievements of the Vocational Skills training Centre
 The principal has completed a diploma in institutional management supported by Uganda Private Vocational Institutions (UGAPRIVI) in collaboration with German Technical Corporation (GTZ);
 Three (3) teachers have gone for further studies for a certificate in Technical Teacher Education in Kyambogo University supported by Uganda Private Vocational Institutions (UGAPRIVI) in collaboration with German Technical Corporation (GTZ);
 New trades have been introduced at the main centre, these are Catering and Hotel Management and knitting and weaving;
 Affiliated Skills Development Network (ASDN) assisting in training teachers in skills to get the markets;
 Extra Curriculum Activities have promoted inter personal relationship;

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 Is a member of Straight Talk Club which raises awareness on HIV/AIDS prevention and mitigation;
 20 acres of land has been donated by the community to establish the main agribusiness training centre.
 Set up production unit which is yet to be fully equipped; a piggery sty has been constructed and is nearly on completion
 Solar powered water supply system is set to be constructed with support from EWB-GT.;
 The environment of the main training centre is disability friendly.
 Instructors were trained in Savings and Loans Association (SLA) concepts
 Instructors were trained in Guidance and Counseling to handle traumatized war affected victims;
 Establishment of Child Rights Clubs, sensitizing the communities on the importance of girl child education, HIV/AIDS prevention, peace building and environmental protection;
 Learning environment improved through the construction of workshop shades, stores;
Challenges
 Overwhelming numbers of applicants of trainees;
 Preference of boy child to girl child has affected the number of girls that are taking trades within the main training centre and at the outreach centers;
 Inadequate infrastructures at both the main centre and outreach centers;
 Insufficient remuneration for workshop assistants.
Strategies for Addressing the Challenges
 Attachment of the target group on the short list to the Savings and Loans Association (SLA);
 Soliciting for more financial support from foreign donors to scale up the construction of the main centre, to become agribusiness incubation and entrepreneurship development centre. A River Blue is pioneering a new approach to promoting agricultural innovation and improving tertiary agribusiness education in Uganda, by proposing the establishment of an ‘Agribusiness Incubation and Entrepreneurship Development Centre” through a private public partnership approach, the project which involves a replication of the ‘Songhai Model” is intended to develop an entrepreneurial and agribusiness development programme in Uganda based on the proven concept of the Songhai model, in Benin. The Songhai model is an integrated value chain development model, which incorporates training and technological innovation with production, mechanization, agro processing, marketing, recycling and services provision under a unified management and operation.
 Demystifying the negative cultural values towards the girl child and being outward looking;
 Develop an infrastructure plan and solicit for funds;
 Expanding the income base through increasing the local production.
2.4. Community Based Training
Community based training is an approach to training whose objectives depend on community demand as opposed to conventional training that is fixed around the curricular. Further, it is implemented along the modular format whose duration ranges from between (3 -9) months.

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2.5. ARB’s Achievement as an Organization
 Registered as an NGO with the National Board of NGO Registration, Ministry of Internal Affairs, Ministry of gender, labor and Social development, District Local Government.
 Establishment of a functional fully fledged secretariat.
 Carrying out supervision, monitoring and evaluation of programs
 Independent Policy Formulation and the development of guidelines for operationalization of programmes.
 Promotion of Savings and Loans Associations, Self Help groups, Cluster level
 Associations into community based organizations registered at the district level leading into a federation which is the umbrella organization of the Self Help Groups of the poorest of the poor women that is the first of its kind in Uganda.
 Support to basic education.
 Acquired 20 acres of land for the construction of the main vocational centre through donations by members of the community.
2.5.1 Summary of funding history
Our first funding partner was Barefoot Workshops, a not for profit organization based in New York in US, who has funded our programs for the last three years and yet to continue.
No
DATE
FUNDER
TYPE
COUNTRY
AMOUNT
REASON
1
2008-10
Barefoot Workshops
International not-for-profit organization
USA
US $ 125,000.
Vocational training
& School fee support to 150 OVCs in Alebtong district
2
2010
Edukan Foundation
International NGO
Netherlands
UGX 13.5 m
Basic education and vocational training for 70 vulnerable children & young people
3
2011
MoES
Government
Uganda
UGX 6.6m
Non-formal vocational training for 30 youth in Alebtong
4
2012
Office of the Prime Minister thru Northern Uganda Youth Development Centre ( NUYDC)
Government
Uganda
UGX
55.0m
Skills training for 100 youth in Alebtong district -northern Uganda

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Chapter 3
3.0 Situation Analysis
Precisely the people in this region are living in total abject poverty clearly manifested by poor health, low household income, poor household housings, and high numbers of illiteracy especially amongst women and youth, high numbers of school dropout and out migration of young people in search of cash paying jobs in tea and sugar plantations in affluent districts in western Uganda. These entire occurrences were brought about by over 20 years of civil wars and strife, which deprive people of time and morale to carryout productive work.
3.1 Overview
In this situation analysis, ARB examines the Government of Uganda Policy environment under which the strategic plan will be implemented. The analysis is further extended to assess the strengths, weaknesses, risks, threats and the opportunities within ARB as an organization in designing and implementing program activities. This will enable ARB to understand the internal strengths challenges as well as examine the external opportunities and threats that affect the organization/capacity and ability to fulfill the mission and vision.
3.2. Government of Uganda Policy
Like most other African countries, poverty remains the greatest challenge facing the people of Uganda. Poverty has been defined not only as lack of incomes but also as the inability to meet basic and social needs, the feeling of powerlessness to break out of the cycle of poverty, and insecurity of persons and property. In 1992 poverty rates in Uganda stood at 56% but declined to 44% in 1997, 34% in 1999/2000, then rose to 38% in 2002/2003 before falling again to 31% in 2005/2006. The population in Uganda is predominantly rural and agricultural based. There are significant regional disparities in poverty levels, with the highest incidence in the north of the country. In these regions, long affected by conflict, all the MDG indicators fare very poorly, although the ongoing peace talks between the Government and the LRA rebels bring promises of peace and sustainable development for Northern Uganda at last. The Government of Uganda has tried to address these challenges through a comprehensive national poverty reduction strategy, the Poverty Eradication Action Plan (PEAP), a fundamental instrument which acts as the overarching framework for national development. The PEAP sets an ambitious target of reducing the proportion of the population living in absolute poverty from 44% in 1997 to below 10% by 2017. This is well above the MDG 1 Target of halving the proportion of people living below the poverty line in 1990 by 2015.
This is the most important development agency which is fully committed to improve the social welfare of the rural population of Uganda. This is done through the efforts and partnership that will ensure effective delivery of basic social services to households, and establishment of sustainable community based income generating activities geared towards sustainable community development and improve the quality of life of the poor.

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3.2.1. The 1995 Constitution of the Republic of Uganda
In its political objectives (v) and (vi), the 1995 Uganda constitution recognizes the role of NGO’s and CSO’s as key partners of Government in development. ARB’s five (05) years strategic plan has been designed in line with the above constitutional provision.
3.2.2. Decentralization Policy (2008) - Local Government Act 1997
Government of Uganda began decentralization in 1995 and is committed to its implementation through the Local Government Act (1997). Through its program areas of ARB’s strategic plan is designed to support government aspiration that will ensure effective participation and influence of grass root communities in social services delivery mechanisms. The strategic plan aims at strengthening Government and NGO collaborative efforts, partnerships towards improved social services delivery and management at household level.
3.2.3. Poverty Eradication Action Plan (PEAP)
In 1997, the government of Uganda introduced the poverty eradication action plan (PEAP) which is now the overall development planning framework for Uganda. PEAP adopts a multi-sectoral and sector wide approach were NGO’s, CBO’s and private sector are recognized as key actors and contributors to the realization of PEAP goal. Therefore, the five (05) year strategic plan is designed with strategic objectives to support and complement Government Efforts towards the set Goal and Objectives of the PEAP. 3.2.4. District Development Programs (DDP)
The ARB five (05) year strategic plan is within the district development programmes namely; Poverty Alleviation Action Fund (PAF), Poverty Action Eradication Action Plan(PEAP), Universal Primary Education (UPE) and Local Government Service Delivery Programme ( LGSDP). The district aims at strengthening capacity of CSO’s in the district to effectively plan, implement and integrate gender, environment and human rights awareness in all member organizations development programmes.
3.2.5. The Millennium Development Goals (MDG’s)
ARB organizational strategic objectives address six pillars of the millennium development goals (MDG). This places our organization to give effective and efficient service delivery to our vulnerable children/less fortunate people in the marked areas of operations.
3.3. SWOT Analysis
To establish priority issues upon which the five (05) year strategic plan should focus on as an organization, ARB carried out an analysis of the existing institutional capacity and external social surroundings underlying program implementation.
3.3.1. Strength
 Secretariat existing and functional
 Has technical human resource
 Has its own values, beliefs and principles.
 It has ability to impart skills
 Has ability to address the real needs.
 ARB has taken the advantage of the political will.
 Relevant and attractive programmes
 Well spread membership.

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 Has an existing structure
 Credible organization
 Existence of operational policies
 Functional constitution which provides for the best practice structure
 Legally registered and recognized
3.3.2. Weaknesses
 It has not assisted its membership to develop reading, writing culture and surfing on the internet.
 It does not have the Board of Directors Council and Board of Advisors/patrons appraisal system.
 It has less output to meet the member organizational expectations.
 Inadequate training facilities in terms of space equipment/tools and materials.
 Low staff remuneration.
 Inadequate staff.
 Lack of annual consolidated budget.
 Logistics and inadequate funding
3.3.3. Opportunities
 The political will
 Decentralization policy in place and being implemented
 Government is willing to work with the civil society organizations in different specialties.
 Have values to lobby for financial support.
 ARB is respected in civil society organization arena.
 Donor support is outside in the community.
 There is wide spread membership for our program areas.
 Community support and willingness to donate land in the outreaches.
 Prevailing peace and tranquility.
 Market availability for skills training.
3.3.4. Threats
 Non-performing CSO’s and government institutions.
 Interference from intermediary agency organizations.
 HIV/AIDS impacts and effects.
 Global Economic crunch may affect donor funds.
 High poverty level in the community.
a) Strategies to address the threats
 Intensification of capacity building.
 Awareness raising and education.
 Sustainability measures for activities.
 Empowering the community with small income generating activities.

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b) Strategies to address the weaknesses
 Provision for the reading culture e.g. resource centre at our branches and outreaches and training community on internet surfing.
 Initiate appraisal systems for the Board of Advisors and Board of Directors.
 Develop member’s sense of belonging and ownership of the organizational activities.
 Provision of enough training space, training materials and equipments.
 Expand the income base through quality product of vocational skills, run viable and feasible income generating activities.
 Recruit workers for the missing positions (Posts).
 Put in place the consolidated annual budget.
 Expanding the local fund base and soliciting for funds from donors.

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Chapter 4
4.0 The Five (05) Year Strategic Plan (2012-2017)
ARB has held discussions, assessments, interviews, workshops/seminars, meetings in consultation with member organizations and stakeholders. In view of the entire programming process within the socio-economic and political environment in Uganda, ARB deemed it necessary to engage in strategic planning process and output of which is this Five (05) Year Strategic Plan.
The five year strategic plan is designed to give ARB a sense of direction and increase ARB’s complementary role in supporting Government of Uganda and other development partners efforts of eradicating poverty particularly in pillar two, three and four of poverty action eradication plan. And to participate in the government’s call on Peace, Rehabilitation and Development Programme (PRDP) in slated to reshape northern Uganda match with other regions.
4.1. Programme Statement/Programme Rationale
There is need to build the capacity starting at the grass roots to effectively participate in development and the implementation of the pro-poor policies that create change the government recognizes as the role played by the civil society organization in advocacy and monitoring key ingredients of poverty eradication action plan (PEAP) and millennium development goals (MDG’s) and as well as building partnerships despite the efforts, coordinated services delivery culture to be a major challenge.
In many communities in Alebtong district which is ARB’s constituency; There is lack of access to development information, uncoordinated service delivery in development work by civil society organizations, local governments and central government on; HIV/AIDS, scourge, low incomes at household level to mention but a few.
These among others continue to undermine community capacity to fight poverty. Despite these constraints, it’s the civil society organizations that have contributed towards grassroots development to date.
Their bottom-up approach in development has democratized development and promoted good governance that is essential for sustainable poverty reduction. In light of the above ARB has identified fourteen (14) areas of interrelated intervention that will be focused to improve on livelihood and facilitate all systems of ARB organization and other member actors in development to do their work.
These are;
 Management and Administration
 Capacity building for member organizations,
 Lobbying and advocacy
 High value crops and Animal husbandry
 Human rights awareness, policy and monitoring development
 Humanitarian relief

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 Safe water, sanitation and environment,
 Planning and research
 Health(HIV/AIDS, safe motherhood, Immunization, malarial control and reproductive health)
 Basic Education.
 Finance and accountability
4.2. The five year strategic planning framework
In this planning period, ARB will focus on the following strategic planning issues
(a) Strategic Planning Issues(SPI)
(b) Programme Support Strategic Issues(PSSI)
4.2.1 The Strategic Programme Issues (SPI):
These include development challenge that needs to be tackled with partner organizations/institutions so that the quality of life of the community is improved.
These are:-
 Lobby and Advocacy
 Capacity building
 Planning and Research.
 Safe water, sanitation and environment
 Health (HIV/AIDS, safe motherhood, malarial control, reproductive health).
 Humanitarian support.
 Human rights awareness, policy and monitoring development.
 High value crops and animal husbandry
 Basic Education
4.2.2 The programme Support Strategic Issues (PSSI)
These are organizational development issues that need to be addressed so that ARB can more effectively support partner organizations in efforts to address development needs and priorities.
These are;
 Management and administration
 Finance and Accountability
In this strategic plan, ARB outlines how to tackle programme issues and programme support issues.

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4.3. Strategic Programme Issues and Strategic Objectives
Strategy 1: Lobbying and Advocacy
ARB and government institutions will continue to support the community and other actors in order to improve the social, economic, cultural and religious values of the under privileged.
ARB will strive to influence social and economic policies that affect the interest of the poor and marginalized so that the situations can be ideal for the grass root people. ARB will further lobby and advocate for changes in policies in order to increase civil society participation and access to resources in the context of decentralization (political will).
Lack of awareness and knowledge among the civil society organizations has also tended to hinder the community to utilize many opportunities (gaps at their disposal) keeping them in their peripheral vicious cycle of poverty. We have made serious attempts in promoting awareness, mobilization, sensitization and education in order to achieve the community needs.
Strategic Objectives:
4.3.1. To advocate and lobby for changes in policies and programmes to increase member organizations participation in development process, access, resources in the context of decentralization beginning with the first year by the Board of Directors Council.
4.3.2. The Board of Advisors/Patrons and Board of Directors Council to create and improve with stake holders through defined areas of cooperation by the end of the year 2014.
Possible Intervention areas
1.1 Facilitate member organizations in the planning and research department to carry out joint research on identified issues for advocacy.
1.2 Present and deliver advocacy and lobbying messages to the relevant audiences.
1.3 Monitoring and Evaluating advocacy activities
1.4 To create and promote good working relationships with key stakeholders.
Strategy 2: Information Gathering and Dissemination
There are so many civil society organizations and government institutions in the region that have not networked. There is need to strengthen and streamline service delivery, research, monitoring and evaluation.
Furthermore the developing of guidelines on advocacy and lobbying areas that needs to be included in the information gathering and dissemination.
4.3.3. To avail the secretariat statutes, policies and statutory instruments affecting the operations of the civil society organizations and government institutions to enable effective management, lobby and advocacy within the first year of operation.

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4.3.4. To establish functional resource centre at the secretariat and outreaches by the end of the year 2015.
Possible Interventions
2.1 Collect all necessary documents and access them for stakeholders.
2.2 Develop and document clear, beliefs and principals of ARB.
2.3 Establish and equip the resource centers at the outreaches and secretariat.
2.4 Data collection and analysis.
2.5 Accessing of data by members of the organizations and member organizations/institutions.
2.6 Dissemination of information using information, communication and education materials.
2.7 Improving linkages with information and dissemination networks. 2.8 Using media Channels.
Strategy 3: Capacity Building
Community based organizations/institutions are highly mobilized with goodwill to address community felt needs. Being micro-organizations within communities they form a response avenue through which development and social welfare opportunities can be channeled to local man at the grass roots.
However, these organizations face challenges of inadequate organizational capacity to fully utilize resources at their disposal for benefits of the local people, hence there is need to build their capacity to enable them implement activities which can enhance community development.
Most international support agencies prefer working in partnership with government or religious institutions or baptism renowned organizations and this precedent has led some of these institutions/organizations to be over resourced.
The secretariat is;
4.3.5. To equip members of ARB and other actors with skills, knowledge, ability in strategic thinking, planning, resource mobilization and management by the year 2014.
Proposed areas of interventions
3.1 Establish 8-man Core training Team of Trainers (ToT), the ToT’s training of staff members of ARB as an organization and other actors to facilitate training programmes.
3.2 To develop data and information exchange model.
3.3 Promoting ARB and it members, actors and activities.
3.4 Arrange exchange visits at all levels.

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Strategy 4 Safe Water, Sanitation and Environment
Alebtong district has various water access points which include swamps, springs, valleys dams, most of which form dirty and contaminated water sources. Women and children walk a distance of an average of five (05) kilometers in search for water for domestic use.
Safe water coverage is 51% from the last financial year 50% is provided through the springs, deep boreholes, shallow wells, rain water tanks, dug water and piped waters. ARB will network/link with member organization to assist the community to access cheap harvesting of water through imparting of knowledge skills, creating awareness and organizing workshops.
Strategic Objectives
4.3.6. Provision for opening water source points in the community to access safe water.
4.3.7. Training the community in forming water standing committees and keeping for sanitary measures.
Intervention areas
4.1 Outsourcing service providers in terms of financial support to assist in the opening up of water source and points.
4.2 Training community on sanitary measures at the water source point and personal hygiene.
Strategy 5 Health (HIV/AIDS, Safe motherhood, Immunization, malarial control and reproductive health)
The health situation is generally poor and characterized by high mortality rate (119/1000) and high maternal mortality rates (650/100,000). The most common causes of morbidity are malaria, measles, upper respiratory, infection, intestinal worms, and trauma, Diahorreal diseases, skin diseases and malnutrition.
The HIV/AIDS scourge has complicated the health situation to increasing opportunistic infections and mortality. The major constraints facing the health sector include:
 Many health units need completions/repair, equipping and staffing.
 Inadequate awareness by the community on the cause of prevention and control of diseases.
 Low immunization coverage.
 Inefficient health information system.
 Low access to safe water and sanitation
 Inadequate supervision of health units, private clinics and drug shops
 Poor remuneration of health staff
 Inadequate distribution of health units
The health situation in Northern part of Uganda was complicated by the insurgency culminated into about 90% of people being squeezed and congested in the internally displaced people’s camps.

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Goal: Access to quality health services.
Strategic Objective
4.3.8. To improve the health condition of the community in the five sub-core programme areas of health (HIV/AIDS, Safe Motherhood, Immunization, Malarial Control and Reproductive Health).
Possible Intervention Areas:
5.1 Sensitization of the community.
5.2 Training of the community.
5.3 Designing and developing of the Information, Communication and Education Materials.
5.4 Designing a management information system.
5.5 Networking with actors in the fields dealing in the five sub-core areas of health.
5.6 Establishment of referral health centers within one community.
Strategy 6: Human Rights Awareness, Policy and Monitoring Development.
In the last twenty one years of rebel insurgency in Northern Uganda, the fundamental human rights of the entire populace were grossly violated especially children and women were greatly affected.
Another awkward scenario was on lack of the basic domestic needs, social services and the total breakdown of the family units to cater for its own people. There is need to develop policy and guidelines from the secretariat data to assist us in the proper decision making and influencing bad decisions made by other actors in the field.
Draft design and development mechanisms to monitor the implementation and impact of pro-poor policies and plans, comparing and contrasting information on poverty and dissemination.
Goal: Better social and economic living standards.
Strategic Objective
4.3.9. To increase knowledge of human rights awareness, policy and monitoring development in the community.
Possible areas of intervention
6.1 Media awareness for the people’s rights.
6.2 Strategic plans which involves members in the monitoring of social, economic and civil rights.
6.3 Provision of the accurate and up to date information and statistics on poverty status.
6.4 Creation of the opportunities for members to come together and participate in government consultations where policies are discussed.
6.5 Communities to consider how specific policies and priorities in the district are made.

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Strategy 7: Humanitarian Support
Northern parts of Uganda have been engulfed in rebel insurgency for twenty one years. When insurgency ended in 2006, another natural disasters caused by floods destroyed the social economic infrastructures such as schools, roads/bridges, residential houses, crops and other livelihood structures.
All these disasters caused unbearable sufferings to the local community. There is need for full scale interventions to rebuild the community. In an attempt to address the issue, the government had put in place programmes like programme for Peace, Recovery and Development Plan (PRDP), Northern Uganda Social Action Fund (NUSAF).
These programs are meant for the recovery of Northern and eastern Uganda. However, as the programme is well intentioned, cases of corruption, misuse of funds and lack of strategies to reach the target group through the government mechanism didn’t meet the desired expectations of the community.
Goal: Restore the livelihood means of the affected community.
Strategic Objective
4.3.10. To provide humanitarian relief to communities affected by conflicts.
Possible Interventions
7.1 Scholastic materials e.g. books, pens
7.2 Supplies of food and non-food items.
7.3 Medical supplies.
7.4 Rehabilitation of economic infrastructures like roads, bridges, schools, health units, social infrastructures e.g. houses, markets, commercial premises, food security stores), clothes, shoes, soap, vocational tools and equipment, transport facilities.
7.5 Materials for medical units.
Strategy 8: Basic Education
The Education system in Northern and parts of Eastern Uganda was interrupted by the rebel insurgency for nearly twenty one years.
The conflict stagnated and in some cases worsened the human development and welfare indices in the regions as compared to the national average statistics. The educational sector just like other social sectors suffered significantly as a result of this conflict. This affected the access, quality, efficiency and effectiveness of the educational system in Uganda.

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Goal: Access of children and young people to basic education
4.3.11. To improve on the infrastructure of the primary schools within the mapped areas of operation.
4.3.12. To give better guided practical on better sanitation and environment for primary schools.
4.3.13. To carry out capacity building for teachers and pupils on guidance and
counseling in the affiliated primary schools and vocational training centers.
4.3.14. To give skills and knowledge on how to have a good relationship for primary
school and the community where they operate.
4.3.15. To give guided practical on the formation of clubs, societies to encourage child participation and retention in schools.
4.3.16. To build capacity of the management and staff of the partner institutions (primary schools and vocational training schools), training those ones on curricular development to mainstream vocational skills training and innovations.
4.3.17. To impart skills on the importance of school gardens as a means to boost food security.
Possible intervention areas:
8.1 Building, renovation /repairs of classroom buildings, staffs and administrative buildings.
8.2 Architectural modification to enable the established structures to be disability friendly.
8.3 Erection of wheelchair accessible pit latrines.
8.4 Training teachers in counseling to mitigate stigma for children living with HIV/AIDS and better communication skills to children affected war.
8.5 Make pupils discover their in-born skills (talents).
8.6 Make schools initiate school gardens as a means to boost food security.
Strategy 9: Vocational Skills Training
ARB was established and registered in 2008 as a local non-governmental organization. In an attempt to address the plight of the vulnerable children and young people, the organization set-up a vocational skills training centre to respond to the needs of the target groups and local community.
ARB uses both center based and community based approaches (Community Outreaches) to undertake vocational skills training. The outreach approach is a strategy to increase visibility and accessibility to vocational skills training for the last 10-20% of the vulnerable young people in the community.
These target groups are vulnerable and disadvantaged and are in need of vocational training, since they don’t have any access to any other skills training opportunities. ARB has designed a sustainability plan for the project by integrating savings and loans associations/business plans where the graduates are encouraged to save and also help train their peers as apprenticeships.

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ARB also provides post training support to their trainees to ensure that they establish small and medium scale enterprises. ARB also links these groups to financial institutions to access credits to support their businesses.
Goal: Self-reliant community
4.3.18. To provide technical skills to the vulnerable children and young people by the technical experts within Northern Uganda for self-reliance by the year 2017.
Possible areas of interventions
9.1 Provision of agribusiness incubation and entrepreneurial skills
9.2 Provision of new technology in ceramics (housewares, jewelry, interlocking stabilized soil blocks, airbricks, compound tiles and energy saving stoves.
9.3 Provision of training on electronics, electrical installation, bakery computer training, hairdressing, plumbing, painting and decoration.
9.4 Mainstreaming cross-cutting activities into vocational skills training in the areas of entrepreneurship and business skills training.
9.5 Psychosocial support programmes.
9.6 Empowering the target groups of the last 10-20% of the vulnerable children and young people in the community.
9.7 Training in traditional courses (Tailoring, welding, carpentry, Block laying, mechanics, bicycle repair and assembling, catering and hotel management).
Strategy 10: High Value Crops and Animal Husbandry
80% of Uganda’s population relies on agriculture for livelihood. The only way of increasing domestic earnings is by empowering her citizens with high value crops and animal husbandry to improve their economic viability.
In this region of Northern and Eastern part of Uganda, which has been having a number of insurgencies for the last twenty one years, there is need for the communities to be empowered with enough functional skills.
Goal: Better sustainable livelihoods
4.3.19. To empower the community to access income generating activities.
Possible intervention areas
10.1 Credit and savings schemes.
10.2 Introduction and development of Agricultural development systems( fishery, animal husbandry, fruit farming, poultry, food production and processing, horticulture, storage, market and general value addition).
10.3 Food security( promotion facilitation and dissemination of soil science, management, conservation, crop rotation, rain fall trend analysis, pests and diseases control, post- harvest handling, market information, seed and food bank established at the village level).

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Strategy 11: Research
The ever changing social and economic conditions of the people of northern and eastern Uganda has direct impacts on programmes being implemented by ARB. As a result, there is need for continuous course re-direction to match the adverse impacts of the changing conditions to meet the desired objectives.
Research is a basis for generating new knowledge, identifying trends and encouraging participation by the community which is linked to development of ARB activities. ARB requires strengthening its research system to ensure continued accuracy, validity and reliability of the actual facts on the ground.
The research carried out by other actors may not give out the true findings as they may not know language and they are not habituated to mapped areas of operations. Therefore needs to strengthen the existing research programme to enrich the present programming and knowledge base for ARB and other stake holder’s consumptions.
Goal: Better Quality programmes and Services
Strategic objectives:
4.3.20. To identify areas of research in each department of the secretariat. 4.3.21. To improve knowledge base for information dissemination and sharing.
4.3.22. Identifying areas of possible research and conducting research in those areas
in every department.
11.1 Identifying areas of research
11.2 Conducting research
11.3 Disseminating research findings
11.4 Documentation of research findings.
PROGRAMME SUPPORT STRATEGIC ISSUES: Strategy 12: Resource Mobilization
In order to raise funds for the projects for ARB, in the first place it encourages its members and affiliate members actors to look around them and see what resources can be mobilized for activities they want to carry out.
ARB then works to supplement these locally available resources and be able to
 Provide some financial assistance to members to SLA’s to develop their activities.
 To provide equipment/materials for activities.
 Assist in establishing income generating activities for the self-help groups, cluster level associations and savings and loans associations.

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In the five year strategic plan of ARB all the programme areas has been developed for the sole purpose of mobilizing resources to support implementation of the five(05) year strategic plan.
Goal: Enhanced mobilization of resources for effective implementation of the programme
4.3.23. To identify possible sources of funding starting with first year by the resource mobilization task force.
4.3.24. To carry out negotiations with potential donors starting with the first year by the resource mobilization task force.
4.3.25. To develop project proposals by the resource mobilization task force in the first two months.
4.3.26. To develop and implement proper management information system of SLA’s, CLA’s, SHG’s, Branches and government institutions on income generating activities (IGA’s).
4.3.27. To develop and implement a membership drive strategy continuity by the resource mobilization task force.
4.3.28. To develop and implement a membership drive strategy within two years by the members organizations capacity building department.
Possible intervention areas
12.1 Project proposal writing and concept papers
12.2 Fundraising events
12.3 Mobilize SLA’s, SHG’s, and CLA’s, branches, affiliate institutions and government institutions to pay membership fees.
12.4 To identify donor agencies
12.5 To encourage members and government institutions to participate in income generating activities (IGA).
12.6 Organize Charity walks
12.7 Set-up credit/savings and micro-finance enterprises.
12.8 Strengthening and creating more partnerships.
Strategy 13: Management and administration
The Board of Directors Council of ARB is responsible for policy and management. Effective policy management requires efficient staff for its management. ARB needs staff and volunteers to carry out day to day administrative duties.
A lot of resources and logistics are required to facilitate administration and management of ARB. ARB needs to mobilize resources required for efficient implementation of the strategic plan.
The following are senior management staff:-Executive Director/Program Director Program Coordinator
Accountant
Programme Officer
Heads of Department
Secretary
Account Assistant

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vii. Training Officers in the Departments
viii. Lobbying and Advocacy Officers
ix. Resource Mobilization Officer
4.3.29. To recruit and deploy 10 competent staff and 60 volunteers in the first year of the Board of Directors Council
4.3.30. To provide Secretarial office with equipment and tools by the Board of Directors Council in the first year,
4.3.31. To draft new policies and review existing ones and develop data which the Board of Directors Council shall use to set-up policies on Governance, Finance, management Information System(MIS), Human Resource within the first two years.
4.3.32. To establish and document beliefs within the first year of administration.
Possible areas of Interventions
13.1 Recruitment of 10 competent staff and 60 volunteers
13.2 Equipping staff with logistics
13.3 Procurement of Office supplies and equipment
13.4 Building a complete office structure comprising of the office of the secretariat, resource centers and conference hall.
13.5 Be an ignition for the second strategic plan for ARB.
13.6 Developing data to be used by the Board of Directors Council to set up policies.
13.7 Monitoring and support supervision of the staff in the organization.
Strategy 14: Finance and Accountability
There must be a transparent way of making decisions on how business is conducted. ARB financial management has effective administrative and management structures that exhibit high degree of accountability.
This accountability includes finances and output accountability. The organization has strengthened and institutionalized a sound and proven financial management system and relevant accountability procedures manual.
ARB’s planning puts emphasis on the following:
 Strengthening of financial management system.
 Strict adherence to financial policies.
 Ensure timely financial report.
 Induction and training made for staff on financial procedures and policies.
 We have just completed to develop and managing a consolidated budget and audit of ARB.
Goal: A sound, transparent and accurate financial and accounting system
4.3.33. To provide accountability in a transparent and professional context that ensures provision of accountability to the donors, partners and stakeholders.
4.3.34. To provide financial statements that adheres to nationally and internationally acceptable accounting standard.

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4.3.35. To ensure compliance on appropriate practice in financial management of grant and partnership projects.
14.1 Producing accountability for the consumption of the donors, partners, and stakeholders and for the organization.
14.2 Implementing an appropriate book keeping system as well as a simple system of internal controls at all levels.
14.3 Preparing financial statements according to the required standards to present to independent registered audit firms approved by the General Assembly. 14.4 Enabling reliability and integrity of financial reporting.
14.5 Reviewing of the financial management policy manual that adhered to standard of the financial management procedures.
Strategy 15: Investment Plan for the Vocational School
The table below shows a list of the proposed investment required to make the main vocational centre run sustainable income generating skills programmes for vulnerable children and youth in the district during the next five years:-
PRIORITY
INVESTMENT CONCEPT
INVESTMENT PACKAGE
A.
Construction and equipment for vocational education and training infrastructure
1.
Eight classrooms and furniture
2.
Administrative Office
3.
Eight workshops, equipped with accredited tools and equipment
4.
Four Staff semidetached houses
5.
Water borne washrooms ( 12 stances)
6.
Reception area
7.
Catering facilities & Kitchen
8.
Purchase of school vehicle
9.
Football pitch
10.
Solar powered Water plant
11.
First aid & medical examination room
12.
Counseling/meeting room
13.
Computer/ICT library

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14.
Land registration and fencing
B.
Investment in Income Generation infrastructure majoring on agribusiness incubation and entrepreneurship development
1.
Piggery farm with Bio-digester
2.
Poultry Farm
3.
Tree nursery
4.
Apiary
5.
Fish pond ( 1 acre)
6.
Animal feed machinery
7.
Bakery
8.
Horticulture/orchards(with drip irrigation)
9.
Plantation woodlot
10.
VIP Guest house
11.
Dairy cattle farm
12.
Goat farm
13.
Brass Band
14.
Solar Powered Drip Irrigation vegetable Test Plots
C.
Community investments
i.
Community Hall/Art Centre
ii.
Community Health and HIV/AIDS Care Centre
D.
Recreation
VIP Guest House and Restaurant. Our goal is twofold: Create decent accommodation for our foreign expert volunteers and income generation with the proceeds going to support local orphan programs. Our intention is to create a model that is local led and monetarily sustainable, independent from the need of outside support.
NB: Each investment package will be treated as a separate project and detailed project plan is prepared depending on the availability of funding source.

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15.1 Funding the Plan - Sustainability Vision
15.1.1 Introduction
This vision for sustainable ARB VTC lays out the proposed plan to ensure that over the next five years ARB VTC is able to generate the necessary income from its asset base to cover core staff costs, and thereby no longer be dependent on other funders by 2015. We have used SMART principles to ensure that our sustainability targets are specific, measurable, achievable, realistic and timely.
15.1.2 Background
Since ARB VTC started operation in 2008 core funding has been secured through Barefoot Workshops. In 2010 funding reduced substantially making us to get some short falls which resulted into delays on implementation of some planned activities. In an attempt to diversify our funding streams last year, we secure an income various other local partners. Currently our income generation through our local investments remains very poor to mention. We aim to meet this income gap by increasing our local income generation activities by 10% in the next five years and further diversifying our funding sources.
15.1.3 Role and reputation
ARB VTC over the last three years developed a strong reputation in Alebtong and to the donor partners. We receive an average of 200 applicants wanting to train at the centre on sponsorship. We receive over 400 local visitors to the centre. All services delivered are at planned capacity, with courses not subscribed by our institution referred to other centre away from Alebtong. There is definitely a demand for the services we provide, and we also have the resources of land space and local staff time to expand and diversify our provision to respond to the needs of these needy communities.
15.1.4 Future Vision
 Make ARB VTC centre an ideal model standard to deliver vocational learning in northern Uganda.
 Introduce Vulnerable Family and Children’s services to do more intensive work with parents and young who enroll for vocational training at ARB VTC centre.
 Develop youth training and personal development for NEET’s (Not in Education, Employment or Training) and provide additional support to the mobilized youth groups as a strategy to re-integrate young people into universal vocational learning.
 To introduce and sustain social enterprise hub to creatively meet the needs and improve the economy of the target local community.

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 Explore the management of additional community assets for the benefit of the local community.
 Market the expertise and knowledge base of the staff at ARB VTC to deliver additional piece of work across the community.
15.2 Sustainability
Over the next five years we are aiming to establish an income generating facilities which can generate average income threshold of US $10,000 per year. This would raise additional funds for administration and management of the projects which can be used to offset part of the income gap of donor remittances.
We are thinking of introducing cost sharing; especially students should pay for feeding and accommodation to reduce on our spending per student.
Other revenue source will include gate collections from visitors, researchers and high school scholars which cannot yet be estimated at this level of planning.
The centre is likely to attract more fund raisers and donations if the basic school infrastructures are put in place before the end of 2015. Our fundraising strategy will target funders and projects that complement our current area of work.

ARB’S LOGICAL FRAMEWORK APPROACH FOR STRATEGIC PLAN (2009-2014)
S.No.
INTERVENTION AREA
OUTPUT
VERIFIABLE INDICATORS
MEANS OF VERIFICATION
CRITICAL
SUCCESS
FACTORS
1.0
STRATEGY 1: LOBBYING AND ADVOCACY
1.1
Facilitate member
organizations in the planning
and research department to
carry out joint research on
identified issues for advocacy.
¾ Members trained on planning and research.
¾ No. of members trained.
• Attendance lists.
• Certificates awarded.
• Training manuals.
• Training Reports.
~ Willingness of
the member
institutions.
1.2
Present and deliver
advocacy and lobbying
messages to the relevant
audiences.
¾ Members/Stakeholders with
relevant messages.
¾
• Testimonies.
• Positive feedback responses.
 Validity of the
Communication channels.
1.3.
Monitoring and Evaluating
lobbying and advocacy
¾ Lobbying and advocacy
implemented.
¾ Good policies and decision making by
institutions/
• Written documents on policies
and decision making.
 Cooperation of
members/actors
activities.
Organizations in place.
1.4.
To create and promote good
working relationship with key
stakeholders.
¾ Harmonious relationship
established.
 Sharing of ideas and experiences.
 Having one common goal and
interests.
 Using same resources.
 ¾ Avoid duplication of resources.
• Interjoint meetings.
• Charity walks.
• Exchange visits.
 Cooperation of
members/actors
.
2.0.
STRATEGY 2: INFORMATION GATHERING AND DISSEMINATION
2.1.
Collect all necessary
documents and access them
to stakeholders.
¾ Documents in place.
¾ Accessing organizational
documents.
 Utilization of our data base.
• Clearance forms to allow
stakeholders access our
documents.
 Availability of the upto date registry.
2.2.
Develop and document clear
values, beliefs and core
principals of ARB.
¾ Clear values, beliefs and core
principals in place.
 Utilization of core values,
principals and beliefs by our
members.
• Behavioral change and
communication towards the
organizational activities.
 Cooperation of
members/actors.

38
2.3.
Establish and equip the
resource centers at our
outreach level, secretariat
and branches.
¾ Resource centers at the
outreaches, branches and
secretariat.
¾ Members and stakeholders use of
the resource centers.
• List of membership of those
using the resource centers.
~ Availability of
technical experts to
handle the resource
centers.
2.4.
Data collection an analysis
¾ Accurate, reliable and actual
data in place.
¾ Utilization data.
• Written documents on data
collection.
~ Availability of
technical personnel.
2.5.
Dissemination of information
using information,
communication and
education materials.
¾ Awareness raising on
organization activities.
¾ Publicity in place.
• Testimony of members on the
organizational activities.
• Information, Education and
Communication materials in
place.
• Talk shows and receipts given.
~ Availability of funds.
~ Willingness of the
community.
2.6.
Improving linkages with
information dissemination
networks.
¾ Better coordination.
¾ Attending meetings/conferences.
¾ Dialogue.
¾ Interpersonal contact.
• Minutes.
• Memorandum of
Understanding.
~ Cooperation of the
members.
2.7
Usage of media channels
¾ Media channels selected
¾ Announcements.
¾ Talk shows.
¾ Public address systems.
¾ Visual and audio communication
systems.
• Photographs.
• Testimony from community.
• Receipts.
• Reports.
~ Availability of funds.
3.0.
STRATEGY 3: CAPACITY BUILDING
3.1.
Establish 8-man Core
training Team of Trainers
(ToT), the ToT’s training of
staff members of ARB
as an organization and other
actors to facilitate training
programmes.
¾ Eight core team in place
¾ Trainer of Trainees in place
¾ Other actors
¾ The trainings take place.
¾ Task force for training.
• Registration of members
• Training reports
• Training manuals
• Certificates of attendance
~ Availability of
funds.
~ Willingness of
other
stakeholders.
3.2.
To develop data and
information exchange
modules.
¾ No. of modules developed.
¾ Utilization of modules.
• Documented manuals on
exchange modules.
~ Availability of
funds.
3.3.
Promoting ARB and its
member organization and
actors activities.
¾ Promoted activities.
¾ Increased participation of members
and other actors in ARB activities.
• Reports.
• Meetings.
• Minutes.
~ Cooperation of
members and
other actors.

39
3.4.
Arrange exchange visits at
all levels.
¾ Exposure visits made.
¾ Participation in the exposure visits by
other actors.
• Lists.
• Photographs.
• Video coverage.
• Correspondences.
~ Availability of
funds.
STRATEGY 4: SAFE WATER, SANITATION AND ENVIRONMENT
4.1.
Outsourcing service
providers in terms of financial
support to assist in the
opening of water points.
¾ Service providers in place.
¾ Constructing the water source points.
¾ Owning the water points by forming
water source point committee.
¾ Community utilization of safe water
source points.
• Memorandum of Association
between ARB and the
donor.
• Photographs of water source
points.
• Certificates of completion.
• Water standing committee
minutes.
~ Availability of
funds.
4.2.
Training the community on
sanitary measures at the
water source points and
personal hygiene.
¾ Sanitation measures in
communities and personal
hygiene in place.
¾ Sanitation measures use at the water
source points and at home.
¾ Practicing personal hygiene in the
community.
• Reports.
• Photographs.
~ Cooperation of
the community.
~ Availability of
funds.
STRATEGY 5: HEALTH( HIV/AIDS, SAFE MOTHERHOOD, MALARIA CONTROL AND REPRODUCTIVE HEALTH)
5.1.
Sensitization of the
community.
¾ Awareness created.
¾ Reduction of the infectious/epidemic
diseases.
¾ Data at health centres and referrals
from outreach branches to health
centers.
• Photographs.
• List of referrals.
• Reports.
• Medical forms.
• Records at health units and
outreach branches.
~ Willingness of
the community
members.
~ Political will.
~ Availability of
funds.
5.2.
Training of the community
¾ Community trained on the
four(04) sub-core program areas
of health.
¾ Participation of members/actors in the
training.
• Attendance list
• Photographs.
• Reports.
• Literature reviews.
~ Availability of
funds.
~ Willingness of
the community.
5.3.
Designing and developing of
the Information, Education
and Communication
materials.
¾ Information, Education and
Communication materials
availed.
¾ Utilization of Information, Education
and Communication materials by the
public.
• Posters.
• Stickers.
• Newspapers.
• Radios.
• Television.
~ Availability of
funds.

40
• Records.
• Reports.
• Prospectuses.
• Organizational Leaflets.
• Brochures.
5.4.
Designing Management
Information System.
¾ Management Information System
in place.
¾ Usage of computers by members and
other actors on information collected
on the four (04) sub-core areas of
health.
¾ Viewing the video coverage by
members and community.
• Feedback by the community.
• Photographs.
~ Availability of
funds.
5.5.
Networking with actors
dealing in the four (04) sub-
core areas of health.
¾ Network and collaboration.
¾ Attending meetings.
¾ Conferences.
¾ Exposure visits.
• Photographs.
• Reports.
• Minutes.
• Video coverage.
• Talk shows.
• Certificates.
• Interviews.
~ Cooperation at
all levels.
~ Availability of
funds.
5.6.
Establishment of referral
health centers within the
community
¾ Referral health centers
functional.
¾ Community utilization of the health
centers and referrals made by our
branches.
• Photographs.
• Reports.
~ Availability of
funds.
~ Political will.
6.0.
STRATEGY 6: HUMAN RIGHTS AWARENESS, POLICY AND MONITORING DEVELOPMENT
6.1.
Media awareness on human
rights.
¾ Human rights awareness
created.
¾ Categories of people in the community
being functionally literate on human
rights.
¾ Observance of human rights.
• Talk shows.
• Human rights commission Acts.
~ Availability of
funds.
~ Favorable
government
policies.
6.2.
Strategic plans which involve
members in the monitoring of
social, economic and civil
rights.
¾ Plans for monitoring of social,
economic and civil rights in
place.
¾ Participatory monitoring.
• Talk shows.
• Reports.
• Photographs.
• Minutes.
• Meetings.
~ Cooperation of
the community.
~ Political will.
~ Availability of
funds.
6.3.
Well researched information
and statistics on poverty
¾ Poverty index statistics in place.
¾ Community dialogue with field workers.
¾ Satisfactory assessment by field
• Photographs.
• Reports.
~ Availability of
funds.

41
status.
workers and community.
• Attendance Lists.
• Video coverage.
• Research documents.
~ Cooperation of
the community.
~ Political will by
local leaders.
6.4.
Creation of opportunities for
members to come together
and participate in
government consultations
were policies are discussed.
¾ Members involved in consultative
forum where government
consultations on making policies
are established.
¾ Participation of the members in
government consultation meetings/fora
• Invitation letters.
• Reports.
• Video coverage.
• Minutes.
~ Political will.
6.5.
Communities to consider
how specific policies and
priorities in the district are
made.
¾ Specific policies and priorities
meeting community needs.
¾ Community members participate in
data priority needs that result into
better policies.
• Photographs.
• Reports.
• Meetings.
• Video coverage.
~ Political will.
7.0.
STRATEGY 7 : HUMANITARIAN SUPPORT
7.1.
Provision of scholastic
materials.
¾ Scholastic materials availed.
¾ Vulnerable children and young people
with scholastic materials.
• Distribution lists.
• Delivery notes.
• Stores entry and exit
documents.
• Receipts.
~ Availability of
funds.
7.2.
Supplies of food and non-
food items.
¾ Food and non-food items
provided to the vulnerable
groups.
¾ Delivery and acknowledgement of food
and non-food items.
• Way bills.
• Photographs.
• Delivery notes.
• Stores inventory.
• Contract agreements.
• Bid documents.
• Procurement documents.
• Minutes.
• Receipts.
• Proforma invoices.
~ Availability of
funds.
~ Political will.
7.3.
Medical Supplies (
drugs and materials)
¾ Drugs and materials in place.
¾ Medical drugs and other materials in
stores.
• Photographs.
• Delivery notes.
~ Political will.
~ Availability of
funds.

42
• Bid documents.
• Receipts.
• Proforma invoices.
7.4.
Rehabilitation of economic
infrastructures( roads.
Bridges, schools, health
units, social infrastructures
i.e. churches, security,
stores, markets, vocational
tools for skills training.
¾ Economic infrastructures in
place.
¾ Provision of tool kits and
machinery.
¾ Our experts participating in making
infrastructures in community.
¾ Inventories for stores.
• Certificate of completion.
• Photographs.
• Video coverage.
• Receipts.
• Certificates of award.
~ Availability of
funds.
~ Political will.
8.0.
BASIC EDUCATION
8.1.
Building, renovation/repairs
of classrooms, staff and
administrative structures.
¾ The following in place:-
¾ Classrooms, workshops, staff
houses and administration
structures.
¾ Participation of the constructors and
the community.
• Finished structures.
• Payment vouchers.
• Receipts.
• Bids submission registers,
~ Availability of
funds.
8.2.
Architectural modification to
make the structures to
disability friendly.
¾ Disability friendly structures.
•
¾ Usage of the modified structures.
• Architectural plan.
• Site plan.
• Bids submission registers
~ Availability of
funds.
8.3.
Erection of wheelchair
accessible pit latrines.
¾ Wheelchair accessible pit latrines
in place.
¾ Participation of the constructors and
community.
• Architectural plan.
• Site plan.
• Bids submission registers
~ Availability of
funds.
8.4.
Training teachers on career
guidance, counseling and
psycho-social support.
¾ Effective and efficient
communication by teachers to
pupils/students and parents.
¾ Involvement and participation of
children subject.
¾ Future job creation.
¾ Global local market opportunities.
• Testimonies.
• Attendance List.
• Reports.
• Photographs.
• School registers.
~ Availability of
funds.
~ Cooperation of
teachers and
parents.
9.0.
VOCATIONAL SKILLS TRAINING
9.1
Provision of new technology
¾ Appropriate technology on ISSB,
¾ Trainee’s participation in new
~ Availability of

43
In ISSB, air bricks, compound tiles, energy saving stoves and maize
shellers to boost agricultural activities.
air bricks, compound tiles, energy saving stoves.
technology.
¾ Affiliate institutions and primary
schools adopting this new technology.
• Photographs.
• Machines/Equipments.
funds.
9.2
Enriching the curriculum on
vocational skills training and basic education.
¾ Improved curriculum on
vocational training and basic
education including modular
training.
¾ Participation of the teaching staffs,
other actors dealing in the same field.
• Attendance list.
• Photographs.
~ Availability.
9.3
Training provided in the new
Areas identified by the community on(electronics,electricalinstallation,
Computer training, hairdressing, plumbing, painting and decoration).
¾ Training on the identified courses by the community.
¾ Participation of the trainees at the
outreaches, branches, affiliated
vocational training schools, primary
schools and main vocational training
centre.
• Reports by :
• Outreaches.
• Branches.
• Vocational Institutions.
• Primary schools.
• Photographs.
• Video Coverage.
~ Availability of
funds.
9.4
Mainstreaming cross cutting
activities into vocational
training in the area of
entrepreneurship and
business skills training and
psycho-social support.
¾ Mainstreamed activities into
vocational training.
¾ Participation of trainees into:-
entrepreneurship, business skills
training and psychosocial support
programme.
• Photo graphs.
• Video coverage
~ Availability of
Funds
9.5
Empowering the target
groups (the last 10-20% of
the vulnerable children and
young people) in the
community with livelihood
and social skills.
¾ Target group of the last 10-20%
of the vulnerable children and
young people empowered with
livelihood and social skills.
¾ Participation of the target groups of the
last 10-20% of the vulnerable young
people.
• Photographs.
• Video coverage.
• Award of certificates.
~ Availability of
funds.
9.6
Training in traditional
courses (tailoring, welding,
building, catering and
carpentry).
¾ Training provided in traditional
courses.
¾ Participation of trainees.
• Attendance list
• Photographs.
~ Availability of
funds.
10.0.
HIGH VALUE CROPS AND ANIMAL HUSBANDRY
10.1
Credit and savings schemes.
¾ New groups formed and old ones
strengthened.
¾ Groups engaged in feasible and viable
IGA’s.
• No. of groups formed.
• No. of groups strengthened.
~ Availability of
funds.

44
¾ Groups accessing credits.
• Viable IGA’s in the community.
• Individual’s passbooks.
• Minutes.
• Registers.
10.2
Introduction and
development of Agricultural
development system (fish,
animal husbandry, fruit
farming, poultry, food
production), food processing,
storage and marketing.
¾ Agricultural development system
in place.
¾ Participation of the community in the
agricultural development programs.
• Photographs.
• Training reports.
• Agricultural statistical data’s.
~ Availability of
funds.
10.3
Food security( promotion,
facilitation, and
dissemination of soil science,
management, soil
conservation, crop rotation,
rainfall trend analysis, pest
and diseases control, post
harvest handling, market
information, seed and food
bank establishment at village
levels.
¾ Food security in place.
¾ Production.
¾ Storage.
¾ Consumption by the community.
• Participation of the community
in food security.
• Storage.
• Agricultural records on food
security.
• Meetings.
~ Availability of
funds.
11.0.
RESEARCH
11.1
Identifying areas of research
¾ Areas of research identified.
¾ Participation of our field workers of the
research departments.
• Research document.
~ Community
willingness.
11.2
Conducting research
¾ Research conducted.
¾ Participation of community and field
workers
• Research documents in place.
~ Willingness of
the community.
~ Availability of
funds.
11.3
Disseminating research
findings.
¾ Awareness raised.
¾ Testimonies by the community.
¾ Participation in dissemination.
• Testimonies of the community.
~ Availability of
funds.
~ Willingness of
the community
and other
actors..

45
11.4
Documentation of research
findings.
¾ Documents in place.
¾ Involvement of research assistants and
the community.
• Research documents.
~
~
Willingness of
the community.
Availability of
funds.
12.0
RESOURCE MOBILISATION
12.1
Project proposal writing
concept notes
¾ Project proposal in place
¾ The whole membership and other
actors participate in the proposal
writing.
• Proposal documents.
• Concept documents.
• Literature reviews.
• Assessment documents.
~
Availability of
the strategic
plan.
12.2
Fundraising drives
¾ Fund raising drive events in
place.
¾ Participation of members and other
actors.
• Photographs.
• Receipts.
• Video Coverage.
• Reports.
• Accountability records.
~
~
~
Availability of
funds.
Political will.
Permission from
security
personnel.
12.3
Mobilization of Savings and
loans Associations, Cluster
Level Associations, Self Help
Groups and branches and
affiliates and government
institutions to pay
membership and
subscription fees.
¾ Membership and subscription
fees in place.
¾ Membership registry
¾ Annual subvention for government to
ARB
• Membership cards.
• Receipts.
• Lists of membership from
registry.
• Government budget reflections
to civil society organizations.
~
Cooperation of
members and
other actors.
12.4
To identify donor agencies
¾ Donor agencies in place
¾ Visits of donor representatives to
organizations.
• Memorandum of Associations
between ARB and donor
agencies.
~
Cooperation of
the donor
agencies.
12.5
To encourage members and
government institutions to
participate in income
generating activities.
¾ Income generating activities in
place.
¾ Feasible and viable projects within the
communities.
• Photographs.
• Video coverage.
• Reports from beneficiaries.
• Meetings.
~
Cooperation
between
beneficiaries
and the
government.
12.6
Organize charity walks
¾ Charity walks carried out.
¾ Increased awareness of the organs
activities and raising funds.
• Photographs.
• Video coverage.
• Organizing committee reports.
• Reports.
~
~
~
Cooperation of
members.
Political will.
Availability of
funds.

46
12.7
Set-up credit and savings
scheme and micro-finance
enterprises.
¾ Credit and savings schemes,
micro-finance and enterprises in
place.
¾ Access of clients to loans.
• Records.
• Savings cards/passbooks
~
Availability of
funds.
13.0.
MANAGEMENT AND ADMINISTRATION
13.1
Recruitment of 10 competent
staffs and 60 volunteers.
¾ 10 competent staffs and 60
volunteers in place.
¾ Workers and volunteers offering
service delivery in the organization.
• Advertisements.
• Interview reports.
• Appointment letters.
• Human resource management
records of ARB.
• Training lists.
~
Loyalty and
faithfulness.
13.2
Equipping staff with logistics
¾ Logistics in place.
¾ Workers with logistics.
• Stores Inventories.
~
Availability of
funds.
13.3
Procurement of office
equipments and supplies.
¾ Office supplies and equipments
in place.
¾ Equipments and office supplies in
office.
• Receipts.
• Delivery notes.
• Stores inventions.
~
Availability of
funds.
13.4
Building of a complete office
structure comprising of office
of the secretariat, resource
centre and conference hall.
¾ Secretariat, conference halls and
resource center in place.
¾ Construction of secretariat, resource
center and conference hall.
• Invitation for bids.
• Bid documents.
• Building plans.
• Bid submission records.
• Award processes.
• Contract/supplies agreements.
• Payment vouchers.
~
Availability of
funds.
13.5
Be an ignition for the second
strategic plan of ARB.
¾ Second strategic plan of
ARB in place.
¾ Participation of staff and members in
the second strategic plan of ARB.
• Data collected.
• Literature review.
• Assessments
~
~
Cooperation of
members.
Availability of
funds.
13.6
Developing data to be used
by the Board of Directors
Council to set-up policies.
¾ Data in place.
¾ Participation in data collection.
• Data documents.
• Photographs.
~
Availability of
funds.
13.7
Monitoring and support
supervision of the staff in the
organization
¾ Improved performance of staff
and members
¾ Participation of staff members in the
organization
• Evaluation results.
• Monitoring Checklist
~
Cooperation of
members and
staff.

47
14.0.
FINANCE AND ACCOUNTABILITY
14.1
Making an accountability
Which is presented to the donors, partners, and stakeholders and for the organizational consumption.
¾ Accountability in place.
¾ Budget –tracking records.
¾ Accurate books of accounts.
• Audited accounts by internal
and external auditors.
• Approved plans and budgets.
~ Cooperation of
all accounts
staff.
14.2
Implementing an appropriate
book keeping system as well as a simple system on internal controls at all levels.
¾ Financial management system in
place.
¾ Adherence to financial management
principles and policies.
• Financial statements.
• Audited reports.
• Ledgers.
• Bank statements.
• Books of accounts.
• Balance sheets.
• Monthly bank reconciliations.
~ Cooperation of
the accounts
staffs.
14.3
Preparing annual financial
statements according to the
required standards to
present to an independent
registered audit firm
approved by the General
Assembly of ARB.
¾ Effective and efficient financial
statements and audit reports in
place.
¾ Participation of accounts staff to
achieve annual financial statements.
• Approved budgets/financial
work plans.
~ Cooperation of
the accounts
staffs.
14.4
Reviewing the financial
management policy manual
that adheres to standards of
financial management
procedures.
¾ Reviewed financial management
policy in place.
¾ Participation of the accounts staff and
other actors.
• Reviewed financial policy
document of ARB.
~ Availability of
funds.

ANNEX: 1 ANNUAL BUDGET FOR PROVIDING VOCATIONAL SKILLS TRAINING FOR 100 VULNERABLE CHILDREN AND YOUTH IN ALEBTONG DISTRICT (2013 Prices) ACTIVITY NO. BUDGET ITEMS UNITS NO OF UNITS UNIT COST FREQ. AMOUNT UGX EXPLANATORY NOTES
Activity A026 Vocational Training
DIT exams fees
Students
100
50,000
1
5,000,000
75 students in first year.
Exam Materials
Students
100
100,000
1
10,000,000
Test materials for DIT Assessments ( three sessions)
Overalls/ uniform
Students
100
50,000
1
5,000,000
Shirts (both), trousers(boys), skirts (girls)
Materials/Development fund
Students
100
50,000
1
5,000,000
Payments for rents for premises
Contribution to staff salary
Students
100
150,000
1
15,000,000
Monthly salaries to both teaching & non- teaching staff
Students ID
Pieces
100
5,000
1
500,000
75 students in first year & 200 in second year
Student record cards/ files & Photos
Students
100
10,000
1
1,000,000
75 students in first year & 200 in second year
Medical
Students
100
15,000
1
1,500,000
First aid only
Books & Pens/ pencils
Students
100
10,000
1
1,000,000
student composition books & pens
Training materials
Students
100
300,000
1
30,000,000
For four departments (BCP, TCG, AGRIC, BAKERY)
Toilet tissues
Rolls
100
10,000
1
1,000,000
For use in both staff & staff toilets
Meals
Students
100
100,000
1
20,000,000
full day meals
Accommodation/ Hostel
Students
100
0
0
0
Students walk from their individual homes
Repair and Maintenance
Students
100
80,000
1
8,250,000
Centre reorganization and maintenance
Furniture
Pieces
100
70,000
1
9,625,000
Purchase 275 new plastic chairs 0 75 students in the first year, 200 in the second year Sub Total Students 1,000,000 112,875,000 Representing 67% of the total budget Activity A026 Literacy
Books/ Charts
Pieces
100
3,000
1
300,000
Wall charts and manila cards
Text books
Pieces
100
15,000
1
1,500,000
Both written & numerical literacy training materials
Dictionary
Pieces
25
15,000
1
375,000
Beginners english dictionaries
Pens/Pencils
Students
200
1,000
2
400,000
Purchase and issued to students
Training materials
Students
200
10,000
2
4,000,000
chalk, markers, manila cards, blackboard
Literacy Assessment
Students
200
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A river blue reviewed strategic plan

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