Five (5) Years Strategic Plan


INTRODUCTION

I CAN SOUTH SUDAN (ICSS), is a Refugee-led Organization operating in Bidibidi Refugee Settlement and a National Non-Governmental Organization in South Sudan. Our aim is to engage unaccompanied South Sudanese refugee children in Uganda, Returnee and IDP Children in social and musical activities in order to heal the trauma of war and to spread a message of peace. We give the children a meaning, purpose, and hope for their lives, develop their skills in art and music for the future, and give them a creative voice through which to express their desire for peace in South Sudan.
The charity’s program includes musical coaching with an emphasis on group work, building individual confidence, and creating links of friendship between the children, who come from both sides of the tribal conflict in South Sudan. Children are also taken on „treat‟ outings together, to put a smile on their faces and to give them positive experiences outside of the refugee camp.
The musical program focuses in part on the preservation of South Sudanese stories, songs, and musical traditions. As refugees in Uganda, the children’s schooling in the refugee camp teaches them the songs and poetry of a different place. While this is potentially a very enriching experience, it is also important that they do not lose contact with the stories and poetry of their own South Sudanese traditions. This is not just about cultural preservation, but also about therapeutic comfort: storytelling is an important part of South Sudanese culture, and children sing songs as they play and gather in the evening to tell stories (known as „Pature‟ in Zande culture). Many of these have been passed down for generations. I CAN South Sudan aim to preserve these traditions in an inclusive way, so that the children are taught the practices and stories of a variety of tribes as peace building efforts.
The organization is fully committed to the principle of honesty, integrity, and fair play in the delivery of services to the public. All staff should ensure that the work of I CAN South Sudan such as applications for services, procurement or staff recruitment, are dealt with in an open, fair and impartial manner.

VISION
A better everyday life for a Refugee, Returnee and IDP child.

MISSION
To work towards improving the wellbeing, protection, survival and development of a child in Bidibidi Refugee Settlement, Uganda and Western Equatoria State, South Sudan. To inculcate a sense of meaning, purpose and hope in the lives of vulnerable children.

VALUES
I CAN SOUTH SUDAN works in partnership with other communities to achieve a healthy, accommodative, and protective society for children.  We place child rights at the center of our development work and believe that through a strong child, communities can promote the economic well-being of their people and live in peace.  I CAN SOUTH SUDAN is committed to the following 7 key values in its work and organizational life.  These values serve as our working norms and establish the behavioral guidelines for successful organizational performance.
  • Excellence in Performance:  I CAN SOUTH SUDAN works to ensure that its programs are of high quality, results-oriented, and effective.
  • Partnership:  I CAN SOUTH SUDAN works respectfully in collaboration with African governments, communities, the private sector, and donors, bringing together the unique resources of all to achieve common objectives.  I CAN SOUTH SUDAN enjoys unique access to decision-makers, with a track record of effective delivery.
  • Teamwork:  The board and staff of I CAN SOUTH SUDAN work on the basis of mutual respect and accountability, dialogue, and collaboration.  In our work we seek to understand the views and ideas of others, as well as to recognize the positive contributions of each person, so as to build strong relationships within and beyond I CAN SOUTH SUDAN.
  • Integrity: I CAN SOUTH SUDAN consistently works in a spirit of mutual trust, honesty, transparency, and accountability.
  • Open communications:  I CAN SOUTH SUDAN is committed to sharing information in a respectful and collegial manner.  The timely and regular exchange of quality information between all stakeholders provides the basis for informed, consultative decision-making in our operations.
  • Fear of God: I CAN SOUTH SUDAN seeks to be a God fearing and respecting organization.
  • Diversity:  I CAN SOUTH SUDAN seeks to have a workforce that reflects a commitment to inclusiveness. We aim for diversity of tribe, race, religion and geography. Gender equality is an essential part of our work.
GUIDING PRINCIPLES IN THE DEVELOPMENT OF THIS STRATEGIC PLAN
The development of this strategic plan has been guided by a number of principles, which are summarized below:
  • Our work will be grounded in a rights-based approach.  Rather than pursue our aims via notions of charity, our work will stand as testimony to our belief in the UN Declaration of the Rights of the Child, which defines children’s rights to protection, education, healthcare, shelter, and good nutrition. Thus, at the core of all our work we place critical engagement with the state and other institutions, locally and globally, to ensure the respect, promotion, enforcement, and realization of the rights of children.
  • Our work prioritizes women. We believe in strengthening the capacity of women to take decisions on issues that affect their health, giving them control and access to resources to meet their basic needs, and enhancing their ability to care for children and nurture their well-being.
  • We believe in service without discrimination.  Our work will serve children equally, without consideration of their gender, tribe, social status, or religious belief. Our work aims to respect difference, and serve humanity.
  • We will always act with empathy and mutual respect for our service users. We will be humble, empathetic, and respectful, avoiding the negative impacts of judgmental and stigmatizing conduct.
  • We will build partnerships. We are cognizant of the fact that the care and upbringing of a child needs a collective effort in order to make a meaningful impact. Through our work we will promote and build meaningful partnerships that create synergies capable of enhancing our impact.
OVERALL GOAL:
Improved living conditions for vulnerable children in Bidibidi with a return and restart perspective in WES

In 1990, Uganda ratified the Convention on the Rights of the Child (CRC). In 2009, South Sudan signed into law the Child Act. This means that both Uganda and South Sudan have an obligation to ensure that all children, regardless of tribe, race, religion, gender, or refugee status, benefit from special protection measures and assistance; have access to services such as education and healthcare; 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 1: ROBUST GOVERNANCE
Build a robust institutional systems and structures that support effective delivery of services to vulnerable children in Bidibidi Refugee Settlement, Uganda and Western Equatoria state, South Sudan

In order for ICSS to achieve our goal, we need to build a strong relationship with the communities in which we work, as well as robust institutional systems and structures that support effective delivery of services
To this end, we seek to develop critical skills within the organization, building a strong body of knowledge through research and networking, and ensuring effective governance and leadership structures at all levels. In particular, strategies for resource mobilization and resource allocation, use and accountability will be developed and followed. This will enable us to develop and run sustainable programs, supported by adequate resources.
The Initiative will be independent of all forms of influence, especially political and tribal/sectarian tendencies, which can derail the objective intentions of the Initiative.

To build a strong, independent, self-sustaining institution we will:
  • Develop knowledge and skills within the organization to address specific issues that affect the children who use our services, in the areas of education, talent growth, culture and heritage, healthcare, and nutrition.
Indicative activities include:
  • Research in the field of child rights, and its practical application to our programs
  • A rights-based approach to child development
  • Prioritization of culture and heritage in our practical activities, particularly music and storytelling
  • Foregrounding gender issues and women’s rights, as a means of improving the lot of children
  • Developing an educational strategy to teach childrens’ rights, including information on HIV/AIDS
  • Policy analysis, enabling us to advocate and lobby for children’s rights
  • Monitoring and evaluation of programs, to ensure constant improvement
  • Institute and strengthen systems, policies, and structures within the Initiative to support the functioning of the secretariat.
Indicative activities:
  • Development of relevant institutional structures, systems, and policies including; a governance manual and constitution, a human resource policy, a human resources strategy on the risks of HIV/AIDS in the workplace, finance procedures, M&E, information security and management and any other activities 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 systems for monitoring and evaluating our child-focused activities to ensure quality programming and shared learning.
Indicative activities
  • Establishing reflective and sharing fora in the Initiative for program learning and monitoring.
  • Conducting regular monitoring and evaluation activities to measure programme progress and impact.
  • Documenting and sharing best practices in protection, healthcare, and talent growth for wider learning.
  • Building the capacity of the secretariat to collect, analyze, and use data to improve planning and management.
  • Develop a children’s monitoring framework and guidelines to support M&E within the organization.
STRATEGIC OBJECTIVE 2: TRANSFORMATIVE PROGRAM
To build, preserve and promote cultural heritage and develop the talent and skills of vulnerable children for peace, unity and child protection

We will do this by designing and implementing child-focused programs geared at introducing children to their culture and the culture of other communities around them. Our work focuses on using the beauty of cultural diversity to build unity and love among communities. Reviving, preserving, and promoting the different cultural heritage, music, art among children can play a role in peace building, as well as developing the talent and skills of the children. It can also provide valuable opportunities for education on children’s rights, targeted at high-risk groups.
In particular, we will promote protection and social support.

Protection
  • Develop and implement strategies for child protection interventions, targeting high-risk groups.
  • Run initiatives on child protection for the general population, developing effective information which will disseminate via communication technologies.
  • Develop and implement innovative community-based approaches to increase the administration and uptake of Protection of Mother to Child Transmission (PMTCT) services and Sexual and Reproductive Health (SRH) services,
  • Promote 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 psycho-social support, targeting children and other disadvantaged groups, specifically women.
  • Support the needs of children with HIV and AIDS through formal, informal and vocational training, and life skills development.
  • Design and implement programs that ensure sustainable that communities and households are financially sustainable and economically empowered;
  • Develop mechanisms for legal protection, and appropriate social and community safety nets, in cases of child-headed households.
  • Support women and other disadvantaged groups affected by war; including lobbying for policies.
  • Promote awareness and practical pursuit of human rights and protection.
STRATEGIC OBJECTIVE 3: PEACE-BUILDING
To plant seeds of love and peace in the community, empower vulnerable children and single mothers to reach their potential, overcome prejudice to work their way out of poverty and become self-reliant

We will design and implement child-focused programs that nurture children from various tribes, nationalities, and religions without discrimination. The Initiative aims to bring together children from across the tribal and national divides within South Sudan and Uganda. Our objective is to promote peace, a sense of collective belonging, a respect for diversity, and a commitment to non-violence. Our focus is particularly on refugees, Internal Displaced Persons (IDP), and children orphaned by war. Single mothers are a particularly important target for our interventions, as supporting them to be self-reliant can help to create a peaceful family environment for children.
To achieve this, we will:

Promote dialogue
  • Work closely with community leaders, religious leaders, women, youth groups, and other community-based organizations to understand conflicts in the community and to resolve these peacefully, building a commitment to non-violence
  • To create a platform and voice for children to have a say in decision-making, and to advocate for their voice to be heard
  • To support and empower the voices of single mothers, opening male dominance spaces so that they can be heard.
Conflict resolution and transformation  
  • Documenting, referring, and following up on child abuse cases in the community
  • Advocating against child abuse and human rights violation in the community
  • Influencing policy change to safeguard the interests of children
  • Increasing community awareness regarding the law, particularly access to land and conflict mitigation
  • Organize joint community activities, such as concerts, cultural dances, drama, sport
  • Engage children in peaceful ways of managing conflict, increasing their resilience
  • Defending children who come into conflict with the law
C) Integration of returnees and IDP
  • Provide psychosocial support for children who are returnees, IDPs and orphaned by war
  • Empower single mothers to be self-reliant by giving them the entrepreneurship skills and capital to develop small businesses, and other alternative non-aid livelihoods, such as small-scale farming
  • Use music and storytelling to create a child-friendly space for refugee and IDP children to engage in social and musical activities, helping them to process trauma
  • Advocating for the rights of refugees, returnees, and IDP
  • Reuniting children with their families
  • Follow up of the foster care and adoption process
  • Working with the government to ensure that returnees and IDP are enrolled back in school, and that educational qualifications are made equivalent
  • Ensure that returnee and IDP children have access to similar or better healthcare services than in their previous country/town of refuge
MAKING IT WORK: OUR STRATEGIC APPROACH/STRATEGIES
ICSS will employ a number of strategies that will support the realization of the identified strategic objectives in institutional terms:
  • Develop a willingness to work together in unity and make challenging decisions and choices concerning the direction and priority areas.
  • Undertake 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.
  • Develop distinct campaigns, policy influencing strategies, and advocacy activities on child rights issues, centering on particular issues that inhibit the realization of the universal rights of children in both the Bidibidi Refugee Settlement, Uganda and Western Equatoria State, South Sudan.
  • Develop capacity in areas such as organizational development (institutional growth). I CAN South Sudan will invest time and money to ensure that both staff and the Board of Directors acquire the skills, attitudes, and values to create an empowering and motivating environment. This will enable us to drive the organization forward, making it more effective and efficient. In particular we will strengthen leadership, promote staff 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 programming to ensure that our services are of the highest achievable quality.
  • Build effective partnerships and collaboration with key stakeholders on child-related issues. This will help us to maximize our contribution to child-focused service delivery in the areas where we work.
  • Strengthen our ability to mobilize resources strategically, for effective program delivery. Our income must continue to grow to support our mission. We shall need to diversify our income sources and donors, to deploy a range of fundraising methods and materials, and to maximize our appeal to potential long-term development partners.
RESOURCE REQUIREMENTS
The realization of this strategy will depend on the capacity of the organization to acquire, and effectively manage resources. This means mobilizing financial, human, material, and equipment resources to facilitate the implementation of the designed interventions. The cost of implementing the strategy has not been fully calculated; however, the secretariat is in the process of developing annual plans and budgets derived from this strategy. The principle guiding resources allocation and utilization will be value for money, efficiency, and accountability. The various strategies to strengthen the resource mobilization capacities of the Initiative and its governance have been outlined above.
Some of the envisaged resource needs for initiative implementation are;
  • Funds for the Governing council;
  • Human capital/manpower and human resource expertise to manage it
  • Financial expertise
  • Communication technologies and information dissemination (IT hardware and software, including phones)
  • Transport (cars, motorcycles, bicycles)
  • Office equipment
  •  Cultural capital, from the surrounding community
  • A training budget for skills development
  • Research funding
  • Policy development funding
  • Educational skills funding
  • Music Skills funding
MONITORING AND EVALUATION
In order to manage the development results of implementing this strategy, the Initiative needs clear a clear M&E system. The M&E system will help to ensure that evidence-based planning and decision-making is mainstreamed in the Initiative’s work. We 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 detailing particular intervention. 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 program 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 M&E data to plan future child rights intervention
  • Monitor the effectiveness of our programs, identifying successful interventions 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 regular reflection and sharing fora in the organization for programme 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.
  
 
Stakeholders
What they expect from the relationshipWhat is their interest in the relationshipWhat is their potential to the relationship
DonorsAddressing   the
Interests and rights of Children
Common            goal commitment
or
Financial       Support, Technical Support, etc
Government structuresThe promotion of
And protection of children rights
Peace and stability,
justice, equality, etc
Administrative Support,
Facilitation, Information, Policy
NGOsThe promotion of children interests and their empowerment.Common     goal, commitment, etc.Information networking,
sharing resource
Legal InstitutionsTo        ensure that
justice for children rights is attained
Concern for justiceLegal support
Community-based OrganizationsPeace, security and belongingness are secured among community
members
Resources sharing, expertise,Reaching the grassroots levels, mobilizing the community, mobilizing local resources, etc
Religious OrganizationsThe safety and wellbeing of their followers and the society at largeResources sharing, expertise,Mobilizing     the community, Organizing educational Initiatives, etc
Women’s AssociationsThe promotion of the rights and interest of childrenThe wellbeing of children,Networking, working jointly to a common end, technical        and administrative backup,
etc
Professional AssociationsStandard, effective and efficient work.The wellbeing of society.Facilitating educational Initiatives, information sharing,         resources
sharing, etc,








LOGICAL FRAME WORK
Improved living conditions for vulnerable children in Bidibidi with a return and restart perspective in WES
Strategic objectiveCore actions/objectivesIndicative activitiesExpected outcomesSuccess Indicators
To build a united, effective, self-sustaining and independent organization that is capable       of addressing child rights issues.Develop knowledge and skills among staffs to address Child rights in areas of protection, health care and social support.Skills building in:
Child protection, health care and social support amongst.
Research and documentation in Child rights.
Gender and women’s rights in relation to Child rights
Children’s rights and HIV/AIDS
Policy analysis and influencing, advocacy and lobbying for child rights
Monitoring and evaluation of child rights Interventions and networking etc.
    Improved quality of child rights interventions
Staff capacity to design and implement child rights interventions strengthened
Capacity to carry out advocacy and policy influencing enhanced
Capacity to mainstream rights issues, gender strengthened
Evidence based advocacy
Child rights interventions are rights and gender focused
Advocacy process and strategies in place
Monitoring and evaluation framework available
Quality of HIV/AIDS interventions
To support staff and stakeholders to effectively implement child rights interventions.Contribute to supporting staff and stakeholders to mitigate social economic effects of Child rights.Provision of psychosocial support to child rights groups
Provision of formal and informal education, vocational and life skills development for children IDPs, PWD, refugees and other disadvantaged groups;
Ensuring sustainable community and household livelihood and economic empowerment;
Ensuring access to services that meet basic social needs for children , PWD, IDPs, women, girls and other disadvantaged groups that are in the same class as child rights organizations.
Ensure legal and appropriate social and community safety nets to benefit children headed family households.
Ensuring sensitization and awareness creation on human rights and protection mechanisms;
Ensuring provision of the non-tuition costs and essential
Reduction in stigma and discrimination
Enhanced livelihoods wellbeing and economic empowerment of children.
Development of favorable policies and laws related to child rights and those affected
Favorable policies in place
Participatory monitoring of child rights intervention systems and practices
Evidence of the affected accessing legal and human rights services
Evidence of the targets accessing support services
Longer-term impacts on stability and peaceful co-existence of people in their communities.Develop community peace structures, have them disseminated to the community leaders and staff. Addressing the root causes of violent conflict;
Addressing socioeconomic inequality;
Creating spaces for change;
Empowering people with the means and space to develop their own solutions to conflict;
Building trust, dialogue and reconciliation;
Creating a culture of peace;
Anchoring global policies in local realities;
Meeting human security needs – from water to physical security.
Violent conflict root causes addressed.
Socioeconomic inequality is addressed.
People empowered with means to develop their own solutions to conflict.


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:
  • Child Protection.
  • Music Art, culture and Heritage. Child talent development.
  • Peace Building.
  • Health care and Nutrition for the children.
Within each priority area, I CAN SOUTH SUDAN has identified a set of distinct but inter-related objectives.  I CAN SOUTH SUDAN will continue to explore the relationship and inter dependencies 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.

Child Protection.
I CAN SSD works in very volatile and fragile area of Uganda and South Sudan. Our work involves working with more especially the refugees, host communities, returnees, IDPs. We have witnessed gross abuse of children rights in the society. Children aren’t given any attention when it comes to fighting and are heavily affected by family domestic violence, physical emotional, sexual abuse. This has led to gross neglect of children, child defilement, Child soldier, parents denying pregnancy, child battering and even death.
With this program being one of our key activity, we are putting in place interventions to see to it that the rights of children are ensured and their wellbeing improve.
Key activities will include:
  • Reducing Risks (or preventing abuse); Making children‘s rights a reality (or child rights); Restoring hope and a dignified living (or well-being); Creating an enabling environment (or protective environment).
  • Documenting grave abuses against children (such as killings, sexual violence, abduction and recruitment) committed by parties in the conflict and police; advocating for the release of children in armed groups and national armed force, referring children who escape to appropriated support resources, referring victims to medical and legal support services where they exist.
  • Visiting police and prisons regularly to document the presence of children, seeking the release of those arbitrarily detained.
  • Monitoring how the laws are being applied in South Sudan and Uganda and advocating for better child protection legislation and structures.
  • Raising awareness of the risks of exploitation of children in the electoral process and developing sensitization work on this issue.
Music, Art, culture and Heritage.
In our attempt to develop Children talent, revive and preserve culture among children and keep the children in touch with their identity and culture, I CAN SOUTH SUDAN has been engaging children in music, art and cultural activities since our inception. The children we support are taken through various forms of Music and art hinged on their respective cultures and heritage. This ensures that children are introduced to their culture, children’s minds are shifted away from trauma and suffering they go through.
Key Activities include.
  • Weekly Arts & Health learning for children in selected arts, with a professional artist, an intern artist, or a senior worker.
  • Drawing, painting, and craft opportunities for the children. Take a drawing or painting course, learn to knit or crochet, watch artists at work and apply appropriately.
  • Children join the choir, learn how to play different musical instruments. Have a professional trainer to train them in Music, Dance and Drama and also how to use modern musical instruments.
  • Children learn poetry, by a professional poet. Learn poetry and stories in their local languages and other international languages.
  • Children learn about making pottery and working with ceramics. Give them pottery courses, and how to make various types of ceramics.
  • Children record music and collaborate with different other children singers in the region of East Africa
  • Children are engaged in training of various cultural dances and practices and the cultures are promoted through cultural Gala/Culture beauty exhibition
Peace Building
Peace Building programs have been one of our flagship activity. Since inception, most of our activities have been around peace building in refugee settlement in Uganda and in South Sudan’s particularly in Western Equatoria State.
Peace is prominently included in the Sustainable Development Goals (SDGs) No.16, and is the focus of major new international policies. The recent flagship document Pathways to Peace, produced jointly by the United Nations (UN) and the World Bank, calls for ‘a shift away from managing and responding to crises and toward preventing conflict. This reflects commitments made by many other international organizations, including major aid donors, and the recognition that achieving all the SDGs depends on achieving peace.

SUSTAINABLE DEVELOPMENT GOAL (SDG) 16
Promote peaceful and inclusive societies for sustainable development, provide access to justice for all, and build effective, accountable and inclusive institutions at all levels.
SDG 16 PEACE TARGET

Significantly reduce all forms of violence and related death rates everywhere:
Less homicides, conflict-related deaths, people subjected to physical, psychological or sexual violence, and more people that feel safe walking alone where they live.
Key activities include:
  • Addressing the root causes of violent conflict;
  • Addressing socioeconomic inequality;
  • Creating spaces for change;
  • Empowering people with the means and space to develop their own solutions to conflict;
  • Building trust, dialogue and reconciliation;
  • Creating a culture of peace;
  • Anchoring global policies in local realities;
  • Meeting human security needs – from water to physical security.
Resources 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.

Health care and nutrition for the children.
I CAN SOUTH SUDAN has over the years been involved in this key activity of providing resources for the children’s health care, and nutrition especially for the vulnerable children.  We have attained the required training and expertise to cover the full range of priority health issues confronting the children. These include HIV/AIDS among the children, maternal and child health, malaria in children, child survival especially feeding, and tuberculosis in 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 but majorly focusing on children;
  • 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 such us Insect side Treated Nets (ITNs), Antiretroviral therapy (ART), etc.
  • 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.
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 (RFA) 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 $ 500,000 (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.