NOOMAYIANAT COMMUNITY DEVELOPMENT ORGANIZATION

(NCDO)

STRATEGIC PLAN 2010-2012

Prepared by: Centre for Capacity Building June 2010

Noomayianat Community Development Organization Strategic Plan 2010-2012

Foreword
This strategic plan represents Noomayianats, attempt position the organization within its environment so as to ensure its growth and continued relevance in Loitokitok. The board and management of the CBO would like to see NCDO grow to be a reputable organization that delivers quality services to its target groups.

This plan has been prepared through a consultative process involving key stakeholders. Similarly during its implementation NCDO will continue to nurture and encourage increased community role in developing and enhancing cooperation collaboration and with our partners and stakeholders.

Chairman Noomayianat Community Development Organization

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Noomayianat Community Development Organization Strategic Plan 2010-2012

List of Abbreviations
AWF CBO CDF CWS/SFS DAC DDC DEC DHMB DLMC DSG EU/CDTF GOK KWS LMA MDGs NCDO SNV VSF-Germany VSO WRUAs African Wildlife Foundation Community Based Organization Constituency Development Fund Centre for Wildlife Studies/School of Field Studies District Agricultural Committee District Development Committee District Environment Committee District Health Management Board District Livestock Marketing Council District Steering Group European Union/community Development Trust Fund Government of Kenya Kenya Wildlife Services Livestock Marketing Association Millenium Development Goals Noomayianat Community Development Organization Netherlands Development Organization Veterinaires Sans Frontiers-Germany Voluntary Services Overseas Water Resource Users Association

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Table of Contents
FOREWORD...............................................................................................................................I LIST OF ABBREVIATIONS......................................................................................................II TABLE OF CONTENTS...........................................................................................................III CHAPTER ONE: INTRODUCTION...........................................................................................1
1.1A Profile of Noomayianat Community Development Organization (NCDO) ..............................................................1 1.2Overview of Loitokitok District.........................................................................................................................................1 1.3Overview of project achievements by NCDO..................................................................................................................1 1.4 Purpose of the strategic plan............................................................................................................................................2 1.5The Process of Developing the Strategic Plan..................................................................................................................2 1.6Strategic Direction for NCDO...........................................................................................................................................3

CHAPTER TWO: ENVIRONMENTAL ANALYSIS...................................................................4

2.1 The Linkages to key development trends.......................................................................................................................4 2.2 The Situation Analysis (SWOT)......................................................................................................................................4 2.2.1 Internal Analysis NCDO Strengths/Weaknesses......................................................................................................4 2.2.2 External Analysis (Opportunities & Threats).............................................................................................................6 2.3Stakeholder Analysis..........................................................................................................................................................6 2.4Collaborative Framework .................................................................................................................................................7 2.5NCDOs Target Groups.....................................................................................................................................................8

CHAPTER THREE: STRATEGIC OPTIONS:...........................................................................9

3.1 Introduction .......................................................................................................................................................................9 3.1.1 Project management services.......................................................................................................................................9 3.1.2 Community empowerment, participation and capacity building.................................................................................9 3.1.3 Support to Local Economic Development Initiatives.................................................................................................10 3.1.4 Institutional development..........................................................................................................................................10 3.2 Strategic Objectives ........................................................................................................................................................10 3.2Functional action plans....................................................................................................................................................11

CHAPTER FOUR PROPOSED ORGANIZATIONAL STRUCTURE.....................................12

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Noomayianat Community Development Organization Strategic Plan 2010-2012

Chapter One: Introduction

1.1

A Profile of Noomayianat Community Development Organization (NCDO)

Noomaiyanat was established as a CBO in 2005. The 17 founder members had a vision for a community that was devoid of poverty, that manages its resources effectively, efficiently and equitably. A vision for a community that embraces and utilizes knowledge to solve local problems. Current membership is down to fifteen. It has a board consisting of five members with differing levels of exposure and expertise The CBOs current project operational areas are in Kimana, although NCDO focal area of operation is the entire Loitokitok district.

1.2 Overview of Loitokitok District

Loitokitok District is in the southern part of the Rift valley. It was hived out of the larger Kajiado District in 2007. It borders Tanzania to the south, Taveta District to the South East, Kibwezi District to the East and Kajiado District to the North. The district is within the Amboselli Plains that encompasses the Amboselli National Park, and also lies adjacent to the famous Mt. Kilimanjaro. The District covers an area of approximately 6090 sq km with a population of approximately 136,891. The District receives an annual rainfall of from 500- 1,250mm. The OctoberDecember rainfall is the long rain season, while the march- may season is the short rainfall season. The District is divided into 6 administrative divisions namely; Rombo, Central, Kimana, Mbirikani, Entonet and Lenkisim. It is further divided into 16 locations and 31 sub-locations. It has 1 constituency, and 8 civic wards, Namely; Kuku, Lenkisim, Imbirikani, Kimana, Rombo, Entarara, Entonet and Loolopon. The key economic activities in Loitokitok include livestock keeping, farming( cereals, beans and horticultural crops) and tourism. The district has several vibrant business centres that have come up as a result of vibrant local and cross border trade in livestock and agricultural produce. The tourism sector also has a positive effect on the local economy especially through the emerging conservancy groups. NCDO is currently positioning to support the local community to tap into existing and emerging opportunities to improve their living standards.

1.3 Overview of project achievements by NCDO

Since inception in 2005, Noomayianat has been able to make major breakthroughs in resource mobilization and partnership building. This has culminated to a number of projects funded through the CBO. Below is an overview of such projects:
i) Kimana

Wetlands Project (AWF Kshs 26M). NCDO was responsible for mobilization component equivalent to Kshs 1.8M
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ii) iii)

EU/CDTF Community Environment Facility Kshs 19M Livestock Production and marketing.- With the creation of Loitokitok as a new district, NCDO spearheaded several initiatives to support livestock marketing. The key ones include housing the local district livestock marketing council (DLMC) and disease control through supporting vaccination campaigns in Mbirikani area. The CBO also partnered with VSFGermany to build a slaughter slab at Mbirikani.

iv)

Kimana wetlands seed fund- supported by Wetlands international Africa Other notable achievements of the CBO include: Participation in DDC, DSG, DEC, DAC and DHMB hence being able to influence local policies Secondment of experts from VSO in water engineering and accounting/resource mobilization growth of the CBO in terms of HR, equipment and offices

1.4

Purpose of the strategic plan

This Strategic Plan: 2010 2013, is NCDOs response to the changing and dynamic operating environment. It is the result of intensive consultations within the CBO, as well as with other key stakeholders. Noomayianat understands and accepts, the challenge of the changing environment and is keen to position appropriately within its context. The purpose of this plan is three-fold: Firstly, it elaborates our bold and clear vision of what we want the future to look like at NCDO and the greater Loitokitok community and provides clear guidelines for our work in the next three years,

Secondly, it is intended to provide a shared working approach that ensures coherence and effective contribution to local development aspirations, the Vision 2030 and the Millenium Development Goals (MDGs)

Thirdly, it shares the focus of our work with internal stakeholders, our peers and external stakeholders. Through this plan, the board and management of the NCDO are committing themselves to provide leadership and strategic direction that is required to grow NCDO into a dynamic institution, able to offer quality and relevant services to its publics.

1.5 The Process of Developing the Strategic Plan

The following consultative processes preceded and informed the preparation of the plan: A desk study of key documents available in the CBO was carried out to provide both qualitative and quantitative information needed for the plan Consultations with members of the board and management.

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A strategic planning workshop organized by NCDO involving both internal and external stakeholders to develop a shared vision and strategies to guide the organisation into the future.

This plan sets forth strategic goals for the CBO. The goals are set in the context of our vision of the future, our purpose as an organization as stated in our mission statement, and a set of core beliefs which will guide our actions as we proceed to that future.

1.6 Strategic Direction for NCDO

The starting point in (re)-focusing the CBO in the dynamic future, is the development of the vision and mission of NCDO. The vision is our strategic intent, the desired future state of the organization. a) Vision Our vision is our guiding star- our dream for the future. - The vision of NCDO is A transformed community that enjoys a high quality of life

b)

Mission: Our mission is the raison detre- the overriding purpose of NCDO: Working with communities in Loitokitok to promote sustainable development through resource mobilization, training and knowledge dissemination Core Values: In pursuit of our mission, we at NCDO will be guided by our fundamental beliefs and values. These are: Transparency and accountability: we will uphold the highest standards of governance. This is the basis for our continued success Information sharing: information is power. we will endeavor to openly share information to empower people within and without the organization Sustainability: we endeavor to care for our physical environment and also ensure that the development initiatives we support live beyond the project life Efficient resource use: We seek to apply our physical, human and financial resources in ways that optimize returns we will encourage our partners to embrace efficiency Strong family values: The family is the foundation of society, we will seek to embrace actions that support development of strong families through capacity building and mentoring Co-existence: We believe in diversity of communities and cultures and will promote peace, harmony and respect for our diverse cultural, ethnic, religious and political affiliation
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c)

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Chapter Two: Environmental Analysis

2.1 The Linkages to key development trends
NCDO exists and operates within a broader social economic and political context. The understanding of this environment is critical in enabling the organization to (re) position itself to take advantage of emerging opportunities and deal with threats. In the light of the above statement NCDO takes cognizance of important international, national and local development trends. The organization strives to contribute locally to the achievement of Millennium Development Goals through eradication of extreme poverty and hunger (goal number one) and contribution to Environmental sustainability (goal number seven. Kenyas vision 2030 which envisions a globally competitive and prosperous nation with a high quality of life is in line with NCDOs vision for A transformed community that enjoys a high quality of life. Through NCDOs programmes we directly contribute to the realization of the second pillar on A just and cohesive society enjoying equitable social development in a clean and secure environment.

2.2 The Situation Analysis (SWOT)

The table below brings out the main organizational strengths, weaknesses, opportunities and threats. An understanding of these realities is critical in formulating strategies for the future. 2.2.1 Internal Analysis NCDO Strengths/Weaknesses
OUTPUTS Does NCDO offer relevant services to the Target Group CURRENT STATUS (+VE OR VE) Capacity building, Needs Assessment, Visit Target Groups. Some projects though have not gone to completion wetland project. Community Mobilization Resource Mobilization Advocacy Environment Issues RECOMMENDATIONS Need to Scale up services and diversification into - Social Development - Economic Development - Conservation - Tapping into commercial enterprises Small Projects New Ideas in Areas of Operations Socio-economic/conservation More CBO can do Increase Services to the Community/Outreach. Hedge/Prepare for External Issues. Info-sharing with community on stalled projects More training Human Resource Management Terms of Reference for Members. Manager, Accountant. Job Descriptions, Tasks. Strategic Planning will reveal Staff requirement.

Training and Para Vet Projects Managers, voluntary services until resources are available status quo to be maintained for some time. Use of GOK technical personnel

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SYSTEMS AND PROCESSES Financial and administration procedures are present though not fully understood by all. (Checks, signatories, requisition system, procurement, tendering, not adequate though. No Internal Control Procedures in Place and Inadequate very Basic accounting procedures. Procedures are also weak Reporting is not effective whom to report to. Donor reporting good, internal reporting weak, does not exist. Verbal reporting only no written reports Benchmarking/Performance done under LOG-FRAME detailed information plans, Activity Chart, Budgets and Plans

RECOMMENDATIONS Procedures need to be understood by all, Internal education Improve systems External audit to help NCDO move to better systems Strengthen and follow the right internal procedures (Audit and Tendering) Cash Book/Financial Management & Book Keeping Strengthen and put in place reporting system. Reporting lines, Timeframes Produce Newsletters, Quarterly from the organization to the community, donors and to members Performance Contract employees. M&E Capacity Building Benchmarking Borrow best practices from reputable organization.

STAFF AND MANAGEMENT Regular Meetings and Contact Organizational structure allows timely decision making -Small -Nascent stage Participate at meetings and have regular consultation Its in place although not widely known/understood by all. No clear line of authority Board is adequately representative. Although does not take into account district/gender balancing Board is aware of its functions and responsibility

RECOMMENDATIONS Put in place a system of relaying information from board to staff. Maintain regular meetings and contact Enable continuous improvement Look for ways of enhancing communication

Maintain status quo Room for improvement Sensitization and on roles and responsibilities. Consultation on right management, clear pecking order with responsibility of each level Become more representative. More enlightenment can improve quality of board decisions. Sensitization, capacity building needed to inculcate understand clearly, roles/functions ensuring effectiveness. Clarify roles/functions of board leading to understanding clearly roles/functions ensuring effectiveness Review board meetings schedules, suggested, Quarterly Board Meetings.

Board does not meet regularly

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2.2.2 External Analysis (Opportunities & Threats)

ISSUE Is the political environment conducive? CURRENT STATUS Conducive to NCDO and it hopes to maintain nonpolitical status RECOMMENDATIONS - Continue with good work, share information and enhance community participation - Reach out to politicians to be able to collaborate with them exploit resources like CDF Show Noomaiyanat activities to show capability to undertake projects form of self marketing to politicians. WHERE/WHY Is the 20%? Address it so that it does not mutate Do more, especially building, enhancing and sustaining good relations. Use funds well, ensure accountability in project implementation. Reach out more to GOK as an agent to implement GOK development programs. GOK has funding resources that can be exploited by NCDO. Share with GOK information in Strategic Planning Processes. Seek more partners/ donors/ funding to fill in the economic led gap in resources create MFI products that are pro-poor. Successful MFI solutions are always savings driven. Explore local solutions

Relationship with target groups (Whats image of NCDO) Relationship with donors/partners

Good although there was initial suspicion, faith has developed. 80% support from the community- results of SFS/AWF Survey Very good sign of continued funding and partnership

Effect of local economic conditions

Hard economic times, increase in prices of materials, reduction in scale of operations. Community participation is constrained by seeking economic survival

2.3 Stakeholder Analysis

STAKEHOLDER GOK Line Ministries & Support Ministries Churches/Religious Organizations KWS Donors Other NGOs and CBOs AWF(Budget Holder) ENTERPRISE WORKS (EWT) EXISTING COLLABORATION Give Technical Support and Supervision Community Mobilization & Sensitization Human/Wildlife conflict resolution Offer Financial Support Capacity Building, Information Sharing and Financial Support Wetlands Project Partner Technical Partner FUTURE COLLABORATION Continue with Current Program Continue with Current Program Continue with Current Program Continue with Current Program Continue with Current Program Continue with partnership and explore new areas of collaboration Continue with Current Program

CWS/SFS- Center For Wildlife Studies/School For Field Studies SNV Netherlands

Strategic Partner- Kimana Community Water Conservation Project Capacity Building

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Continue with Current Program Continue with Current

Noomayianat Community Development Organization Strategic Plan 2010-2012

STAKEHOLDER

EXISTING COLLABORATION

FUTURE COLLABORATION

Development Organization Community

Program Project Implementation Financial Contribution Mobilization and Sensitization Brainstorming on Livestock Marketing Technical expertise- water engineering, accounts Funding for environmental project Water provision Environment conservation Continue with Current Program Continue with Current Program New partnership New partnership

Olkejuado County Council VSO Wetlands International Maisha Mapya Wetlands association 2.4

Collaborative Framework

NCDOs stakeholder landscape broadly includes NCDOs target group on the one hand and development partners on the other. This constitutes a tripartite arena and the challenge for NCDO will be to establish strategic spots that maximize synergy between various actors as illustrated below

Developme nt partners offerings

Target groups Needs

NCDO Capabilities

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2.5 NCDOs Target Groups

NCDO will primarily work with groups- both organized and informal. This is in order to ensure outreach and efficient utilization of scarce resources. The targeted groups shall include:

Livestock traders groups (LMAs) WRUAS Wetlands Associations Conservation groups Environmental clubs

The criteria to be used in selecting groups include: Vulnerable groups- economic, climatic and social Small scale farmers

Interdependence resource sharing

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Noomayianat Community Development Organization Strategic Plan 2010-2012

Chapter Three: Strategic options:

3.1 Introduction
In order to effectively deliver tangible development benefits within the scope of its vision and mission, NCDO will implement a set of priority activities organized around 4 key strategic options in the period set in this strategic plan. These are:

Project management services Community empowerment, participation and capacity building Support to income generating activities Institutional development

These four strategic choices will further be implemented within the sectors of primary health care, water, food security and school health 3.1.1 Project management services Since its inception NCDO has been used by several development organizations to channel project funds for community projects. These include CDTF- Community environmental Facility, AWF- Kimana wetlands Project and the Mbirikani Slaughter Slab funded by VSF Germany. In all these projects NCDO acted as an intermediary between the funding agency and the local community. NCDOs role in the project included: Community mobilization Resource mobilization Project implementation Linking with government and other service providers Fund management

In all these projects the value added by NCDO has been visible. Without such an outfit, it would have been difficult to channel development funds to community projects who would not have the capacity to manage such funding. NCDO plans to continue playing this important function in the community development arena. It will further endeavor to enhance its capacity and responsiveness to the requirements of various funding agencies. 3.1.2 Community empowerment, participation and capacity building Empowerment remains the heart of NCDOs engagement with the community. Through this the organization hopes to build a strong community voice based on an informed citizenry. Through this the organization hopes to contribute to achievement of : Gender equity Environmental awareness and sustainability Economic empowerment Skills development Enhanced community capacity for decision making and action

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3.1.3 Support to Local Economic Development Initiatives Local economic development initiatives are key to poverty reduction. Through this the community is able to take advantage of economic opportunities in their midst to uplift their standards of living through the approach of poverty alleviation through profit. The key opportunities for development of business in Loitokitok include but not limited to: Livestock marketing Horticulture Community based tourism Services sector. NCDO will work with partners to support the community to tap into these and other economic opportunities to support livelihood development strategies 3.1.4 Institutional development Ability to deliver on the above strategic option is dependent on NCDOs internal capacity to spearhead various development efforts. In a rapidly changing world, its incumbent upon of the organization to develop its capacity to effectively respond to the changing context. NCDO will therefore endeavor to develop its internal capacity in such areas as governance, financial and human resource management, partnership development and resource mobilization. The section below gives the strategic objectives of each option

3.2
1) a)

Strategic Objectives
Promote community involvement in project design, learning, implementation, monitoring and evaluation, water conservation and economic livelihoods Support provision of Primary Health Care focus upon water and conservation issues, recognized as areas where we the CBO already has competency Support resource mobilization efforts in the sectors identified above.

Promote project management services

b)

c)
2)

Community empowerment, participation and capacity Building

a) b) c)

To strengthen community participation in key issues that affect their lives To strengthen capacity building in primary health care, water and livelihood development. Create awareness, understanding, information, skills and power in decision making Enhance community participation in environmental and natural resource management through awareness creation and skills development for sustainability.

d)

3)

Economic Livelihoods
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a) b) c)

Mobilize community and resources to enhance self-sustaining income generation activities for socio-economic development Promote agricultural and livestock production value addition and marketing Strengthen service provision in the livestock sector to enhance competitiveness through provision of market information and animal health services Promote accessibility to affordable capital through savings by formation of common interest groups Support to enterprise development with particular reference to emerging opportunities around Kimana market

d) e)

4)

Institutional Development a) b) c) d) e) Mobilize resources for the development of organizational policies Improved management and dissemination of information Strengthen financial management, transparency and accountability Functionalize organizational operations, transport, office in a sustainable manner Orienting the board, staff and members on organizational policies and procedures.

3.2 Functional action plans

The development of this strategic plan will be followed by the formulation of detailed functional plans in key result areas (KRAs). These plans will detail programme targets to be achieved; monitoring and evaluation indicators; implementation timeframe; and resources required. The performance targets will be geared to the achievement of the Strategic Plan objectives. The approach to the development of the functional plans for each key result area will be determined by the board and management. Where possible, such plans will be pegged to implementation of various funded/partnership programmes.

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Chapter Four Proposed Organizational Structure

Structures are the vehicle through which an organization delivers its objectives. In the currently emerging regime ( within the development sector) calling for both upward and downward accountability, structures should deliver value to our target groups and funders, efficiently and cost effectively. This points to lean structures that are focused on clearly defined roles. Other considerations in determining the structure of the organisation are: effective co-ordination of roles and responsibilities to avoid overlaps and roles duplication; clear accountability for results; enhanced teamwork and effective communication; and career development for staff. Appropriate structures also allow for the resourcing and sustaining of essential skills and expertise in the organization. As NCDO positions itself in the development arena, it in turn requires streamlined systems of operations. It will be necessary therefore to restructure the organization and review key processes, and systems. Operational policies and procedures will also need to be developed or reviewed in line with the needs of the growing organization. The structures developed in this chapter are quite generic. Thereafter a more detailed organizational re-design will entail a comprehensive review of programme components and positions. This aspect will be addressed by the board through a consultative process. The structure presented below is therefore in line with the above principles.
Managing Board (15 founder members)

Executive Board (5 members)

Programme Manager (CEO)

Resource mobilization (new business devt)

Community mobilization

Economic livelihoods

Finance, HR and Adminstration

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