Katosi Women Development Trust Strategic Plan 2012-2016

1 Katosi Women Development Trust . Strategic PLAN. 2012-2016 . Katosi Women Development Trust . P. O. Box 33929. Kampala, UGANDA. Plot 901 Lungujja Off Kalema Rd TEL/FAX: +256 414 348774. CELL: +256 772 748 774. E-mail: Website: January 2012. Acknowledgement It is a great stride for KWDT to come up with its first five-year Strategic Plan 2012-2016 . It has been an interesting and learning experience for the staff and members. I would like to say that it was all worth the time and efforts by all stakeholders that contributed to this assignment. Special appreciation goes to Tudor Trust UK that funded the process of Strategic planning for KWDT. This SP as a result of that facilitation is a cornerstone in our organisation's institutional transformation.

2 Margaret Nakato This task would have been quite hard without the Coordinator invaluable input of the staff at the KWDT Secretariat. We worked as a solid team with determination and resilience, ready to move back and forth to ensure a well thought out SP. The support and counsel from the Chairperson and members of the KWDT Board of Governors was very instrumental in refocusing the Strategic directions of the Organisation. I also applaud the hard work and efforts of the members of KWDT and especially the group leaders who worked tirelessly through discussions and simulations, to generate ideas that materialised into this SP. Lastly, I must note that this is just the beginning of a true journey to achieving our vision; let us embrace the SP and do our best to see this plan transform lives.

3 Yes we can! i Foreword (By Board Chair). On behalf of the KWDT Board of Governors, I first of all congratulate the KWDT fraternity upon this grand achievement of the first of a kind Strategic Plan. Since we took on the mandate as a governing Board, we have proudly seen the Organisation reach highly significant achievements, not only at the local and national level, but also internationally. KWDT's impact in the communities and influence at policy level has been tremendous due to the uniqueness of our approach. Now that we have adopted a more focused planning structure, our contribution can even become insurmountable. I call upon all the members of KWDT, staff and other stakeholders to remain committed to Najjemba Rose achieving the greater good of societal Development as we operationalise this Strategic plan.

4 I pledge the Chairperson BOG. Boards' support and also invite Development partners to work with us to achieve the objectives of this Strategic Plan and ultimately transform the lives of our people. For God and My Country! ii Acronyms AIDS - Acquired Immune Deficiency Syndrome BoG - Board of Governors CSOs - Civil Society Organisations EcoSan - Ecological Sanitation HIV - Human-Immuno deficiency Virus IA - Impact Assessment KWDT - Katosi Women Development Trust LG - Local Government M&EF - Monitoring and Evaluation Framework MTR - Mid Term Review NGO - Nongovernmental Organisation PLWA - People Living With AIDS. SP - Strategic Plan SWOT - Strengths, Weaknesses, Opportunities and Threats UGX - Uganda Shillings VIP - Ventilated Improved Pit WATSAN - Water and Sanitation iii Table of Contents Acknowledgement.

5 I Foreword .. i iii Introduction and background to the SP .. 1. 1. 1 1. Background and rationale .. 1. The planning 1. Situation analysis of KWDT's program 2. 1 Micro credit scheme .. 2. Training/capacity building program .. 2. Integrated water, hygiene and sanitation program .. 4. Sustainable agriculture Development program .. 4. Environment conservation program .. 4. SWOT analysis of KWDT .. 4. KWDT Strategic Plan (SP) 2012-2016 .. 8. Vision .. 8. Mission .. 8. Values .. 8. Goal of the SP .. 8. Strategic direction for 8. Strategic Direction one: Institutional Building and Capacity Development .. 8. Strategic Direction two: Service delivery programs and projects Broad objectives ..14. Strategies of the SP ..14. Log Implementation Monitoring and evaluation framework.

6 36. Baseline ..37. Ongoing monitoring ..37. Mid-Term Review (MTR) ..37. End of term evaluation/Impact Assessment (IA) ..37. ii Background and rationale Introduction and background KWDT's program and projects to the SP. implementation framework has been 1. 1 Introduction dependant on the apparently running Katosi Women Development Trust (KWDT) is projects with funding either from external a non governmental organization with an or internal sources. Implementation aim of improving the general living strategies would exclusively reflect the standards of poor, rural peasant agreements and preferences stipulated in communities of Ntenjeru, Nakisunga, Mpata the specific project proposals. There has and Mpuge sub counties in Mukono District. not been a Strategic plan since the Evolving out of the success of Katosi Women organization's inception.

7 Fishing & Development Association, KWDT. currently networks 16 Women groups. The There is need however, to be more Strategic 16 years of existence have enabled KWDT in the manner in which programs, projects reach out to rural Women and communities and activities therein, are implemented. through engaging these Women in the This is for purposes of ensuring directional Development initiatives Women . focus as well as pooling of efforts toward KWDT is registered with the Uganda NGO achieving the set goals and objectives as Board reg. no. , with a decided and agreed upon by the coordination office in Kampala and a field membership of KWDT. office at Katosi landing site, KWDT brings together 385 Women in 16 groups including; This therefore is KWDT's maiden Strategic Katosi Women Fishing and Development Plan and will go a long way in improving the Association, Bukwaya, Bugoye, Muwumuza, programs implementation framework and Kisakye, Kalengera, Kulubbi, Bakyala mechanism.

8 Kwagalana, Twekembe, Bulonda, Bugolombe, Ntanzi, Nakisunga, Basooka kwavula, Balabirekuffe and, Manyi gabalimi Women 's Groups. 1. The planning process The Strategic planning process has been In the workshop, the Women engaged in a consultative and participatory in nature. It SWOT analysis as well as brainstorming and involved consultative workshops and discussing their Strategic Development meetings at three levels: the KWDT Board aspirations. Subsequent Strategic Planning of Governors (BoG); the technical level meetings of KWDT staff were held to (staff of KWDT) and; the further synthesize the primary goals. The membership/beneficiaries of the Trust . draft SP was presented to the Board of The planning process methodologically Governors for review and assessment, after involved a consultative/learning workshop which adjustments were made and a final for the groups' leaders which was preceded SP was produced and presented to the BoG.

9 By group level discussions on the same. for endorsement. The Strategic planning period ran from November 2011 to January 2012. 1. Situation analysis of KWDT's extended to the beneficiaries ranges program areas from UGX 100,000 to UGX 1,500,000 and, over 104 beneficiaries accrue to the KWDT's Development initiatives/. scheme. programs are premised on and revolve around several sectors. Since KWDT's inception, there has been tremendous growth and Development in the provision of Development services through the various programs. This Strategic Plan 2012-2016 will scale up some of the programs and reengineer others for better service delivery with due regard to the members' and community needs. Below is an account of where KWDT's programs apparently stand.

10 1 Micro credit scheme Training/capacity building The Micro Credit Scheme was pioneered program by Katosi Women Fishing and This is a cross-cutting and indispensable Development Association with funds program that feeds into several others. from group fishing activities and Different relevant trainings tailor-made strengthened with funds from various to suit various learning needs in KWDT's Development partners. programs are designed and implemented to equip Women members and The scheme has widened Women 's communities with knowledge and skill in enterprising opportunities, diversified specific areas. Such trainings take the income sources by entering income form of exchange and exposure visits, earning activities besides their practical and dialogue sessions and agricultural and fishing activities.