I CAN SOUTH SUDAN

I CAN South Sudan Five (5) Years Strategic Plan 

GUIDING PRINCIPLES IN THE DEVELOPMENT OF THIS STRATEGIC PLAN
The development of this strategic plan has been guided by a number of guiding principles which are summarized below:

• Our work shall be grounded  in  the  rights  based  approach:  Rather  than  pursue  our work based on notions of charity, our work will stand as testimony of our belief in the UN Declaration of the Rights of the Child, which defines children’s rights to protection, education, health care, shelter, and good nutrition. Thus at the core of all our work shall be critical engagement of the state and other institutions locally and globally in pursuit of the respect, promotion, enforcement and hence realization of the rights of children.
• Strong Consideration for gender: We believe in deliberately strengthening the capacity of women to take decisions on issues that affect their health and have control and access to resources to meet their basic needs and to improve on their position in relation to caring for the child and naturing their wellbeing.
• Service without discrimination: Our work shall serve children without consideration for their gender, tribe, social status or religious belief. Our work is aimed at serving humanity beyond these considered differences.
• Empathy and mutual respect for the affected and the Infected: Our presentation among the affected and the infected shall be humble and empathetic with mutual respect. We are aware of the impact of judgmental conduct in promoting stigma.
• Partnership building: we are cognizant of the fact that the care and upbringing of a child needs a collective effort in order to make meaningful impact, through our work we shall promote and build meaningful partnerships that support building synergy.

OVERALL GOAL
To contribute to the growth and wellbeing of the children in Uganda and South Sudan at all time.
In 1990, Uganda ratified the Convention on the Rights of the Child (CRC). This means Uganda has an obligation to ensure that all children – without discrimination in any form – benefit from special protection measures and assistance; have access to services such as education and health care; can develop their personalities, abilities and talents to the fullest potential; and are informed about, and participate in, achieving their rights in an accessible and active manner.

STRATEGIC OBJECTIVE/GOAL 1
In order for ICSS to effectively address this need, we shall need to build a common and united front in the communities that we work in on the strategies to use and also build strong institutional systems and structures that support effective delivery of services. I CAN South Sudan shall develop critical set of skills within the organization, build a strong body of knowledge through research and networking as well as ensure effective governance and leadership structures at all levels. The need for sustainable programmes supported with adequate resources is a critical success factor for the Initiative. Strategies for resource mobilization and resource allocation, use and accountability shall be developed and made functional. The Initiative shall act independent of all forms of influence especially political and tribal/sectarian tendencies which can derail the objective intentions of the Initiative.
The following are some of the proposed strategic actions planned to be undertaken in building a strong, independent, self-sustaining institution;

• Develop knowledge and skills within the organization to address children issues in areas of education, talent growth health care and care and nutrition.

Indicative activities include:
Skills building in protection, healthcare and treatment, social support.

• Research and documentation in child rights
• The rights based approach to development in children affairs
• Gender and women’s rights in relation to children affairs
• Children’s rights and HIV/AIDS
• Policy analysis and influencing, advocacy and lobbying for children’s rights
• Monitoring and evaluation, networking.
• Institute and strengthen systems, policies and structures of the Initiative to support the functioning of the secretariat.

Indicative activities:

• Development of relevant institutional structures, systems and policies including; governance manual/constitution, human resource policy, HIV/AIDS workplace place, strengthening governance, secretariat, finance procedures, M&E, information management and all that is deemed necessary for the effective functioning of the Initiative.
• Mobilize adequate resources (human, material, finance) to support the functioning of the Initiative.

Indicative activities

• Develop a clear and coherent strategy for resource mobilization in the Initiative to guide the processes of fundraising and other resources mobilization activities targeting local and external resources.
• Develop effective mechanisms to monitor resources allocation, use and accountability within the organization.
• Strengthen the capacity of staff in Resource mobilization including fundraising and efficient management of resources.
• To strengthen monitoring and evaluation of children activities for quality programming and shared learning.

Indicative activities

• Establish/ institute a regular reflection and sharing fora in the Initiative for programme learning and monitoring.
• Conduct regular monitoring and evaluation activities to measure programme progress and impact.
• Documentation and sharing of best practices in protection, health care, talent growth for wider learning.
• Build the capacity of the secretariat to collect, analyze and use children related data to further planning and management.
• Develop a children’s monitoring framework and guidelines to support M&E within the organization.

STRATEGIC OBJECTIVE/GOAL 2
To support staff and the board to effectively implement protection, treatment, health care and support interventions in West Nile in Uganda and South Sudan.
We shall design and implement children focused programs geared at prevention, health care, treatment and support. The Initiative is poised to play a leading role in the reduction of child rights violators, caring and supporting the affected children, as well as mitigating the impacts of HIV/AIDS on the children. We shall develop interventions that facilitate access to treatment for those infected with HIV. Staff and Bod will demonstrate different capacities and capabilities to address such.

The following are some of the proposed strategic actions planned to be undertaken during the implementation of the strategic plan under each core area

• Protection
• Develop and implement strategies for children protection interventions targeting key population groups at high risk and interventions for the general population including use of effective information and communication technologies.
• Develop and implement innovative community approaches to increase the administration and uptake of Protection of Mother to Child Transmission (PMTCT) services and Sexual and Reproductive Health (SRH) and antenatal and food and nutrition services targeting pregnant mothers and those with young children.
• Lobby and advocate for best policy frameworks that enhance prevention especially among high risk populations
  
• Social Support
• Design and implement in initiatives for psychosocial support to children and other disadvantaged groups, specifically women.
• Support to the HIV and AIDS needs of children through formal, non-formal and vocational and life skills development.
• Design and implement programs that ensure sustainable community and household livelihood and economic empowerment;
• Develop mechanisms for legal and appropriate social and community safety nets to benefit child headed households, women and other disadvantaged groups affected by war; including lobbying for policies that support and protect the affected.
• Sensitization and awareness creation on human rights and protection.

MAKING IT WORK: OUR STRATEGIC APPROACH/STRATEGIES
In order to make it happen, ICSS will employ a number of strategies that will support the realization of the identified strategic objectives. We realize that no single strategy is adequate to address this ambitious strategy and therefore calls for employment of a number of strategies to realize our strategic objectives.

• A strong commitment by I CAN staff and the Bod on seriously taking on the challenge of fighting for the rights of children.
• The willingness to work together in unity and make challenging decisions and choices concerning the direction and priority areas
• Research, documentation and publication on various child rights issues. Our advocacy and policy influencing work shall be rooted in a research and documentation agenda that provides adequate evidence to support policy change.
• Through distinct campaigns, policy influencing and advocacy activities on child rights issues. We shall develop and participate in distinct campaign and advocacy activities on identified issues that affect the realization of universal rights of children in West Nile.
• Capacity development for the personnel of I CAN in areas such as organizational development (institutional growth). I CAN will invest time and money to ensure employees and BOD acquire the skills, attitudes, values and create an empowering and motivating environment needed to drive the organization and bring about the anticipated change. In particular we shall strengthen leadership development, strive to attract and retain a motivated work force that is gender balanced, train staff, management and membership on key concepts and practical tools for organizational effectiveness and program delivery and develop key competencies and skills in children programming.
• Building effective partnerships and collaboration with key stakeholders on children issues. This will help us to maximize our contribution to the children services delivery in the country.
• Strengthening our resources mobilization function for effective program delivery. Our income must continue to grow to support our mission. We shall need to diversify our income sources and donors, diversify fundraising methods and materials to maximize our appeal for long term development partnerships.

RESOURCE REQUIREMENTS
The realization of this strategy shall depend on the capacity of the organization to acquire, and effectively manage adequate resources. The organization shall require mobilizing financial, human, material and equipment to facilitate the implementation of the designed interventions. The cost for implementing the strategy has not been done; however, the secretariat shall develop annual plans and budgets derived from this strategy. The principle guiding resources allocation and utilization should be value for money, efficiency and accountability. The various strategies to strengthen the resource mobilization capacities of the Initiative have been outlined above. Some of the envisaged resource needs for the different status in the implementation process are;

• For the Governing council; human capital; Manpower, Finances, Communication Technologies; Computers, Cars, Phones, Motorbike, Bicycles, Goodwill from society at large.
• For the Secretariat: Office equipment (communication, stationery), Human Resource; (adequate, skilled, trainable and willing to work), Management of Information systems; necessary hardware and software to run the systems
• For the Committees: Finances for work facilitation, Training needs for skills development to enable quality policy implementation, Committed Human resource
• For the Community: Information, empowerment in all domains; spiritual, economic, political and socially.

MONITORING AND EVALUATION
In order to manage the development results of implementing this strategy, the Initiative needs clear M&E system. The M&E system will help to ensure that evidence-based planning and decision-making is mainstreamed in the Initiatives work. It will need to develop effective systems of data collection, reporting and review and thereby facilitate the use of monitoring and evaluation information in our programming, implementation and resource allocation. The organization is mandated to monitor and evaluate its work in responses to children’s rights issues and to have a database for interventions. In addition to providing information for tracking progress and evaluating the progress and impact of the responses, the M&E system coordinated by the Initiative secretariat will provide:
 

• A coherent and all-encompassing framework to collect, collate and interpret data to monitor and evaluate the effects of the interventions under this strategic plan
• Well-coordinated and standardized tools and indicators to measure efforts towards attaining the strategic plan goals in the areas of prevention, mitigation and care
• A Plan to enhance the sharing and utilization of information by staff at various levels for effective programme implementation;
• A platform for partnership, networking, and collaboration between national-level and local-level stakeholders in monitoring and evaluating child rights responses

Indicative activities

• Develop a coordinated Initiative child rights M&E system and Management system;
• Build the capacity of staff to collect and use data
• Promote the utilization of Monitoring and Evaluation data in the further planning of child rights intervention
• Monitor the progress of the MOs responses as well as the identification of specific successful intervention or “best practices”
• Provide an information base for timely reporting.
• Support baseline data gathering for child rights indicators where no data is currently being collected.
• Establish/ institute a regular reflection and sharing fora in the organization for program learning and monitoring.

STAKEHOLDER ANALYSIS
The following key stakeholders were identified to be working in West Nile Sub region on fight for children rights. Close collaboration with them puts the Initiative in better position to access support to improve on its service delivery mechanism. They are; UNICEF, UN WOMEN, Political leadership, Religious Institutions, Local government, UWESO, Education Institution, Reproductive Health Uganda, Hospitals, Uganda Child rights NGO Network (UCRNN), Other Non-governmental organizations working on protection of child rights. The others are categorized under the table below.
  
LOGICAL FRAME WORK
Overall Goal- To contribute to the achievement of global child rights, targets for protection, health care, treatment and social support by 2025
PROGRAM PRIORITIES
The 2021 – 2025 plan calls for focus on areas where I CAN SOUTH SUDAN has a clear comparative advantage and the ability to make a difference.  Therefore, it recommends that all country development strategies include activities in:

• Health and care for the children.
• Child Protection and Nutrition.
• Child talent development

Within each priority area, I CAN SOUTH SUDAN has identified a set of distinct but interrelated objectives.  I CAN SOUTH SUDAN will continue to explore the relationship and interdependencies between its priority areas of programming in order to ensure effective use of resources and achievement of balanced outcomes.  In addition, the plan has also established basic education (with emphasis on girls’ education, emergency response and humanitarian assistance, enterprise development/microfinance and natural resources management (including environment and climate change) as “Targets of Opportunity” in which I CAN SOUTH SUDAN may establish programs when necessary or expedient, in response to specific or priority development needs.

HEALTH AND CARE FOR THE CHILDREN
I CAN has over the years been providing care to vulnerable children
Priority Areas:
Under I CAN SOUTH SUDAN’s new strategy, we will focus on developing and refining successful models to be adapted by other likeminded local organizations. ICSS will also continue to build the capacity of its staff and BOD to address key health issues in the communities using effective strategic models.  Priorities will include: 

• Strengthening HIV/AIDS programs to include prevention of mother to child transmission (PMTCT) and pediatric AIDS treatment;
• Integrating HIV/AIDS, TB and malaria treatment among children into existing programs;
• Piloting effective outreach strategies to most at-risk People (MARP) for HIV/AIDS prevention services especially among pregnant mothers and child children.
• Expanding Malaria and TB projects with cutting edge interventions;
• Pursuing new funding for Child Survival related activities;
• Playing a more active role in the design and implementation of Child protection projects;
• Increasing capacity building of local our stakeholders to carry out services, with particular focus on groups serving orphans and vulnerable children (OVC).
• Integrating advocacy for policy change in program design if needed;
• Budgeting for commodities (ITNs, ACT, SP, etc.) in addition to providing BCC messages;
• Prioritizing monitoring and evaluation, and impact research with a view to improve programs;
• Compiling, publishing and presenting technical papers based on I CAN SOUTH SUDAN’s program innovations and evidence-based effective best practices.

RESOURCE REQUIRED
The general resources required to achieve these objectives will include:

• Workshops and training to scale up technical expertise in BCC techniques, proposal writing, and Monitoring and Evaluation.  ICSS staff will complete a Health/HIV program capacity survey, from which they will schedule a series of  local trainings and strategy sessions to competently and strategically harness all in-house skills for successful proposal development;
• Local and national level meetings of key  staff to provide in-service training in technical areas of need, monitoring and evaluation, and to share best practices; 
• It is understood that in order to carry out the foregoing and to remain competitive, and to support research and publication, unrestricted funds will be require.  It may also be possible to earmark 5-10% of all proposal funds to research, evaluation and project documentation.

EXTERNAL FACTORS INFLUENCING OUR WORK
An extremely competitive employment environment in this sector often leads us to lose key local staff. It is imperative to review staff satisfaction and find ways to give them incentives and to retain them - through training, staff development, and other opportunities.
Cross-cutting themes:
In terms of skills transfer and capacity building, most donors has clearly stated the desire to transition towards funding more local CBOs versus INGOs as direct implementers. I CAN SOUTH SUDAN will use this opportunity to build leadership recognition for the ability to fully engage national government in program implementation and the ability to engage the community at varied levels in program development and implementation. With regard to the environment, ICSS will work to identify and address the most pressing challenges resulting from global warming as they relate to malnutrition, malaria, water-borne diseases, etc. We have the opportunity to develop innovative health projects that are both eco-friendly and sustainable, such as solar water disinfection or flash heating campaigns to destroy HIV in breast milk while retaining important nutrients of the milk, as examples.

ORGANIZATIONAL IMPLICATIONS
To effectively carry out these program priorities, attention shall be paid to the following organizational implications and possible needs. 

• To meet newly defined program priorities, especially in the areas of Health and nutrition I CAN SOUTH SUDAN may need to engage technical staff with expertise in these areas to assist in developing and advancing these initiatives.  Resources are needed to engage with the Ministry of Health whose primary responsibility would be to focus on designing and accessing resources for Health programs.  Given the current global Covid-19 crisis, perhaps donors could be approached to provide resources for the establishment of this position.
• Given the intense competition for donor funds, I CAN SOUTH SUDAN will need to invest in developing more in-house capacity for business development – seeking timely intelligence on forthcoming Request For Applications and assisting in establishing appropriate partnerships with other organizations to effectively compete; proposal writing and editing; research and publication; as well as improved documentation/monitoring and evaluation.

OPERATIONAL PRIORITIES
As a result of the strategic planning process, including discussions at head office and the staff/board retreat in Arua in 2020, two principle operational priorities were established, including: i) finance and branding; and ii) management services/MIS. It was further agreed that Human Resources fosters partnerships with other organizational entities to attract, develop and retain a highly qualified, diverse workforce; and creates a culture that promotes excellence throughout the organization. HR thus is an important corollary to achieving all Strategic Plan objectives.
a) Finance and Branding.
Critical to the overall financial success of I CAN SOUTH SUDAN is an overarching, private philanthropy development and marketing plan that will increase unrestricted revenue, offer restricted revenue to those donors seeking a more fundamental partnership relationship and build a true, donor defined endowment. This endowment will provide unrestricted funding for operations through a specified spending policy that provides growth as well as current use monies. Such a plan will require a paradigm shift away from government/private restricted financing towards a broader private donor base, moving from 90:10 restricted/unrestricted ratio to a 75:25 restricted/ unrestricted ratio by 2025. Field project funding will also continue to see growth on an annual basis, reaching about $ 200,000 (from $32,000) by 2025.

I CAN SOUTH SUDAN seeks to be the preeminent development organization focused solely on Child affairs; Reaching our 2025 goals requires raising the profile of I CAN SOUTH SUDAN through known and new audiences. This requires aggressive new media and traditional media outlets, and marketing campaigns. New branding will provide a single look, consistency in material and message, and a connection to the field through website personalization and field products to build success.
Building on clear branding, a well-targeted communications strategy, and careful donor cultivation, I CAN SOUTH SUDAN will embark on a capital campaign in 2021 to build a Child Development Center (CDC).

MANAGEMENT SERVICES/MIS
Management Services endeavors to regularly ensure that it provides office and field offices with timely and accurate support through approvals for procurements, travel authorizations and settlements; updated policies and procedures; and improved facilities maintenance, management and expansion as warranted.
Priority areas for the strategic planning period include to:
• complete updating of the policies and procedures manual;
• reduce turnaround time for service requests;
• establish facilities maintenance procedures;
MIS objectives include an ongoing basis to, develop a plan to ensure that modern technology is available to facilitate: voice and data communications; standard protocols for archiving; teleconferencing; system security; and to ensure effective hardware/software maintenance; equipment replacement and upgrades are provided as required. Emphasis is also placed on maintaining a standard field financial platform and a functional intranet.
Priority activities will include:

• working with Development and Marketing to secure complete or partial grant funding to find a standard financial software package for the field, install it, and provide training;
• writing standard IT protocols to ensure consistent and reliable data back-ups, recovery plans, security and maintenance;
• establishing an intranet platform for sharing policies, procedures, forms and other information essential to running the business; and
• Working with Management Services to ensure reliable voice and data communications between I CAN SOUTH SUDAN and stakeholders.

HUMAN RESOURCES
In keeping with its mandate to attract, develop and retain highly qualified staff, and to create a culture of organizational excellence. HR has the following strategic objectives under the plan period:

• to develop people to be their best in order to meet the needs of I CAN SOUTH SUDAN by:
• building and maintaining an effective overall performance management system;
• providing appropriate and timely training to meet the needs of customers and demands of the organization;
• providing organizational development services that will facilitate change and continuous improvement in the organization;
• to align the best management and total compensation philosophy to attract and retain the most qualified employees by:
• maintaining a current total compensation and classification process to effectively attract and maintain employees; and
• evaluating and addressing employee retention issues;
• to continue to improve the quality of the work culture by:
• recognizing and rewarding individual and team talents and contributions;
• Identifying, developing and implementing policies and procedures, intervention, and training to improve the quality of work life and the “culture” of the organization.