Summary version. ACORD Strategic Plan

Transcription

1 Summary version ACORD Strategic Plan

2 1. BACKGROUND 1.1. About ACORD ACORD (Agency for Cooperation and Research in Development) is a Pan African organisation working for social justice and development in Africa. For more than thirty-five years ACORD has been working with partners, grassroots organisations and communities across Africa and is currently present on the ground in 17 countries 1. ACORD s programming activities are implemented at country, regional and pan African level and mirror four thematic areas: livelihoods, particularly food sovereignty, conflict and peace building, gender and HIV and AIDS. Fourteen decentralised country and regional programmes focused around these four themes aim to address root causes of poverty through a combination of research, practical work and advocacy. Since 2006, ACORD has been implementing a pan-african programme on food sovereignty. ACORD also has strong work on sexual violence and violence against women. ACORD has longstanding expertise on HIV and AIDS mainstreaming and has developed a community social peace and recovery model that is under replication in several countries. Governance and civil society strengthening are crosscutting elements common to all of ACORD s work. In so doing ACORD works towards the empowerment of the most affected communities to themselves challenge the marginalisation, social injustice, inequalities, rights abuses, poverty and exclusion. Institutionally ACORD has gone through a transformation process to strengthen African ownership and positioning the organisation for sustainable Africa wide impact towards social justice. ACORD transformed itself from a Northern consortium of NGOs, to an Africa-Led International Alliance. Since 2005, ACORD has a headquarter agreement with the Government of Kenya and a split Secretariat between London and Nairobi. The 2008 assembly confirmed ACORD s Pan African identity and approved a new governance model that is being implemented incrementally. In 2008 and 2009 several Northern consortium members withdrew from legal membership, but remain committed partners and funders of the organisation. Parallel to this African membership is gradually being increased ACORD s Vision, Mission and Values Vision: ACORD s vision is a society in which all citizens are equally able to achieve their rights and fulfil their responsibilities. Mission Statement: ACORD works in common cause with people who are poor and those who have been denied their rights to obtain social justice and development and be part of locally rooted citizen movements. Core Values: We believe people are the primary actors in their own survival and development. We work for social justice and equality, especially for the poor and marginalised. To achieve this, we work in partnership with communities and in alliance with other organisations We will contribute to the prevention and resolution of conflicts affecting the communities with which we work, aware that social justice and equality are the basis of meaningful peace. To advance these values, ACORD will carry out its work with integrity and courage. We respect and celebrate diversity, both within the communities we work with, and within our own organisation. We seek to achieve excellence in what we do. 1 ACORD is present across the continent, collaborating with a vast network of community based organisations, in Southern Africa: Angola and Mozambique; Eastern and Horn of Africa: Ethiopia, Sudan (northern and southern), Uganda, Tanzania and Kenya; Central Africa: DRC, Rwanda, Burundi, Central African Republic (CAR); and Western Africa: Mali, Mauritania, Burkina Faso and Guinea (Sahel I) and Chad and Cameroon (Sahel II). 2 P age

3 1.3. Participatory Strategic Planning Process The strategic planning process was highly participatory, involving ACORD staff and stakeholders at various levels. A strategy validation team made up of a cross-section of area programme and Secretariat staff coordinated an external and internal review of the strategy and a forward oriented reflection. This fed into a comprehensive analysis of the external environment and an assessment of ACORD s organisational strengths and weaknesses, which in turn was the basis for joint reflection on forward strategic directions in an organisation wide strategic planning meeting in June A consultative draft strategy was circulated for comments in September. The final draft strategy was approved by the board and assembly in November ACORD Strategic Plan Framework The ACORD Strategic Plan reaffirms ACORD s vision to promote social justice in Africa and its commitment to work in common cause with people whose rights are being denied. It does so through strengthening people s capacity to participate and exert influence over governance and decision-making processes to address the root causes of exclusion and injustice, while at the same time equipping them with the means to address the immediate impacts thereof. Informed by an updated analysis and understanding of the external environment and a review of ACORD s organisational strengths and limitations, this plan sets the overall strategic directions for the next five-year period. The strategic plan is structured around four complementary pillars, i.e.: Coherent Programming; Organisational Learning and Accountability; External Communication; and Quality Funding. More specifically the strategic objectives are formulated as follows: 1. Enhance the voice of the poor and the marginalised to enable them to change conditions undermining social justice and development in Africa through participatory people-centred research, practical actions, civil society capacity building and advocacy. 2. Facilitate organisational systems, inter-personal and inter-group relations which thrive on achievements, learning and innovation while administering appropriate levels of internal and external accountability and cohesion of organisational identity. 3. Foster a robust communication strategy for ACORD s impact and added value underpinning its advocacy work and supporting fundraising. 4. Enhance the level of quality funding by mobilising unrestricted funding and funds for institutional development, attracting additional funding from non-traditional sources Coherent Programming ACORD s Pan-African identity coupled with the outreach and rooting made possible by the presence in 17 countries across the continent and a wide network of partners both within and outside the continent, combines to make ACORD uniquely placed for Pan African level civil society action. Country/area programmes drive the advocacy aims and goals of pan-african and global advocacy, while the pan- African and global advocacy supports the local work by placing it in a wider context. From community level and up through its work at area programme level, ACORD contributes to the creation of an informed citizenry and civil society networks with the capacity to engage with local and national governments. They also facilitate these local groups in participating in regional, pan-african and global civil society movements advocating on overarching issues. The aim is to have in-country efforts to remove obstacles to development and social justice, complemented at the regional, pan-african and global levels by pressure for good governance, as well as technical support and proffering solutions for the creation of enabling equitable international policy frameworks. In this there is a place for the alliance with its likeminded partners outside Africa, which 3 P age

4 allows forging South-North partnerships; demonstrating the complex linkages and impact of policies such as trade, agriculture and climate on Africa s development; and promoting global solidarity. For the period priority will be given to: i) Strengthen the livelihoods of marginalised communities and their capacity to successfully advocate for their rights and improve welfare through the achievement of food sovereignty; ii) Build knowledge on positive gender relations and effective ways of addressing gender inequalities with a view to improving women s status, development and influence; iii) Promote learning, strengthen capacity and develop effective partnerships to influence thinking, policy and practices on HIV and AIDS in Africa and to achieve Universal Access 2 as a means of eliminating HIV and AIDS related rights abuses; iv) Facilitate an enabling environment where marginalised communities become effective agents of conflict prevention and peace building, to support inclusive stability and development in the continent. To contribute to this, ACORD will internally (v) Maximise the impact of ACORD s work through more targeted, integrated and synergised programming at area programme and pan-african levels. Priority focus is on strengthening social movements for food sovereignty in Africa, emphasising on advocacy on agriculture and food security policies, particularly around the Comprehensive Africa Agriculture Development Programme (CAADP) and the inter-related Pastoralist Policy Framework (PPF) of the African Union. ACORD will furthermore facilitate smallscale farmers to share and build their technical knowledge of sustainable agriculture; offer alternative livelihoods for groups excluded from the agriculture sector due to pressure on natural resources and/or forced displacement; support farmers, pastoralists and governments to develop preparedness and coping mechanisms to deal with seasonal shocks and manifestations of climate change and the increasing challenges posed around natural resources management, including access to land. It will also strengthen the position of smallscale farmers and pastoralists in the agricultural and livestock value chains. We intend to facilitate the paradigm shift in empowering women to challenge gender and power relations through their participation in decision making processes and political scenes, their active involvement in ending rights abuses such as violence against women (VAW) and in accessing and controlling their means of production. ACORD will also seek to improve its own practice in regard to gender equality and mainstreaming. The AU Gender policy provides an advocacy entry point. Balancing this, we will work to raise awareness of women s rights at community level and contribute to build a strong movement for women s rights and gender equality in Africa. ACORD will consolidate its work on internal and external HIV and AIDS mainstreaming including addressing stigma and discrimination, and will capitalise upon its expertise in working with, and building the capacity of, organisations of people living with HIV. We will focus on facilitating advocacy campaigns for removing barriers for universal access to treatment, care and support services for people living with HIV; building AIDS competence among communities and organisations, reviewing regional regulatory frameworks and policies, mobilisation, cross learning and social action; and capacity building for networks of people living with HIV to engage in evidence based advocacy and in policy change processes at national and Pan African level. Pillars in ACORD s conflict prevention and peace building work will be the capacity building of civil society and awareness-raising at the grassroots, to promote a shared vision of justice, fair system for resolving disputes and commitment to oppose misuse of power. In this emphasis will be given to participation by marginalised women and young people. In strategic alliance with others we will also engage in dialogue at higher levels, sharing experiences and best practices. To contribute to sustainable solutions we will support the sustainable reintegration of refugees within host communities and domestication of principles for Internally Displaced Persons (IDPs) contained in AU s Kampala convention and the Great Lakes Pact, especially with regards to food sovereignty principles for the displaced and returnees. In all ACORD s work, a common element is the strengthening of local civil society and its capacities to link with and interact constructively with authorities at the various levels, thus contributing to governance 2 Universal access to prevention, treatment, care and support for HIV, as promised in MDG6 and by the G8 in P age

5 that is more responsive to the realities on the ground and more accountable to the citizens. ACORD will contribute to promote broader participation in planning and policy processes. We will continue to invest in local awareness raising and policy literacy, enabling people at the grassroots level to articulate and drive their own agenda. This we couple with technical support in terms of research, identification of alternative options, policy making and implementation. ACORD collaborate closely with like-minded partners, CBOs and NGOs to build networks for learning and advocacy, to strengthen autonomous local organisations and facilitate social movements Organisational Learning and Accountability The second strategic pillar on organisational learning and accountability includes staff development, knowledge management, monitoring & evaluation and external accountability. More specifically we will: i) Continuously ensure clarity of purpose and common vision through improved communication of ACORD s organisational objectives, key stand-points and evolving methodologies; ii) Create an enabling environment for individual staff members to engage in professional growth, informal learning and development to allow them to contribute to the delivery of the organisation s responsibilities and institutional learning; iii) Improve M&E and accountability for internal and external purposes, while supporting the climate for learning and innovation; and iv) Expand the opportunities for organisational learning and knowledge management through complementing sound infrastructure, tools and procedures with specific face-to-face and technologically-facilitated exchanges Improved External Communication As part of the third strategic pillar, improving external communication, priority is given to: i) Enhance the efficiency of ACORD s people-centred advocacy campaigns; ii) Increase traffic on the website, one of our most important and cost effective communication tools; iii) Get our messages across on mass media such as newspapers, magazines, radio or television and new social media; iv) Enhance the visibility and image of ACORD, and help increase public awareness on the issues we are working on; and v) Build consistent and powerful branding at local, national, regional, Pan African and international levels and increase ACORD brand awareness Increased Level of Quality Funding In relation to quality funding, the fourth strategic pillar, the priorities will be to: i) Secure Funding for ACORD s Strategic Objectives; ii) Nurture existing institutional partnerships; iii) Mobilise unrestricted funding, including through an online shop and donation facility and fundraising events; iv) Be proactive in resource mobilisation and go beyond traditional donors, e.g. to corporations, African Diaspora groups and university students, and explore ways for ACORD to generate its own income; iv) Mobilise core funding and funds for institutional development by implementing a full cost recovery approach and fundraising for the institutional development programme; and v) Secure multi-annual renewable Strategic Funding Agreements. 5 P age

6 ACORD Strategic Plan Framework Pillar 1 Pillar 2 Pillar 3 Pillar 4 Coherent Programming: Organisational Learning and Accountability: Facilitate organisational systems, inter-personal and inter-group relations which thrive on achievements, learning and innovation while administering appropriate levels of internal and external accountability and cohesion of organisational identity. Improved External Communication: Foster a robust communication strategy for ACORD s impact and added value underpinning its advocacy work and supporting fundraising Increased Level of Quality Funding: Enhance the level of quality funding by mobilising unrestricted funding and funds for institutional development, attracting additional funding from nontraditional sources. Enhance the voice of the poor and the marginalised to enable them to change conditions undermining social justice and development in Africa through participatory peoplecentred research, practical actions, civil society capacity building and advocacy. By By By By Strengthen the livelihoods of marginalised communities and their capacity to successfully advocate for their rights and improve welfare through the achievement of food sovereignty. Build knowledge on positive gender relations and effective ways of addressing gender inequalities with a view to improving women s status, development and influence. Continuously ensure clarity of purpose and common vision through improved communication of ACORD s organisational objectives, key stand-points and evolving methodologies. Create an enabling environment for individual staff members to engage in professional growth, informal learning and development to allow them to contribute to the delivery of the organisation s responsibilities and institutional learning. Enhance the efficiency of ACORD s people-centred advocacy campaigns Increase traffic on ACORD s website, one of our most important and cost effective communication tools. Secure Funding for ACORD s Strategic Objectives Secure multi-annual renewable strategic funding agreements 6 P age

7 Promote learning, strengthen capacity and develop effective partnerships to influence thinking, policy and practices on HIV and AIDS in Africa and to achieve Universal Access 3 as a means of eliminating HIV/AIDS related rights abuses. Improve M&E and accountability for internal and external purposes, while supporting the climate for learning and innovation. Get our messages across on mass media such as newspapers, magazines, radio or television and new social media. Mobilise unrestricted funding, including through online shop and donation facility and fundraising events Facilitate an enabling environment where marginalised communities become effective agents of peacebuilding and conflict transformation, to contribute to inclusive stability and development in the continent. Expand the opportunities for organisational learning and knowledge management through complementing sound infrastructure, tools and procedures with specific face-toface and technologically-facilitated exchanges. Enhance the visibility and image of ACORD, and help increase public awareness on the issues we are working on. Be proactive in resource mobilisation and go beyond traditional donors, e.g. to corporations, African diaspora groups and university students, and explore ways for ACORD to generate its own income. Maximise the impact of ACORD s work through more targeted and synergised programming at area programme and pan-african levels. Build consistent and powerful branding at local, national, regional, Pan African and international levels and increase ACORD brand awareness. Mobilise core funding and funds for institutional development by implementing a full cost recovery approach and fundraising for the institutional development programme 3 Universal access to prevention, treatment, care and support for HIV, as promised in MDG6 and by the G8 in P age

8 3. Implementation Arrangements and Review Mechanisms ACORD s extended management team under the leadership of the Executive Director will be in charge of making sure that the strategic plan is being implemented across the organisation. Annual organisational plans will integrate actions under the strategic plan and the budget required for implementation. The strategic actions will also be integrated in departmental operating plans at Secretariat level and managers individual operating plans that form the basis for ACORD s annual performance evaluation system, and its mid-term reviews and annual performance evaluation. The various members in ACORD s senior management team will be in charge of monitoring and reporting on progress within their particular responsibilities and contributions in the monthly SMT meetings. The Executive Director will integrate an update on progress in the implementation of the strategic plan to the Board of Directors, twice a year and to the annual ACORD assembly. Progress and challenges in the implementation will be analysed and discussed in annual strategic retreats to be organised annually. The operational plan with key annual milestones for the following year will be refined and adjusted on the basis of the lessons learnt and recommendations coming out of these retreats. Relevant partners will be invited to participate in the strategic retreat and ACORD staff, board, members and partners will have a chance to feed into these annual processes. In terms of reporting, ACORD s organisation-wide annual report will contain summary progress report on the implementation of the strategic plan. We will organise an external evaluation early Conclusion The strategic plan will guide ACORD s overall operations in the period , help further consolidate ACORD as a Pan African organisation and build the institution to effectively deliver on its programmatic agenda, and communicate its Africa wide impact towards social justice and equality. 8 P age