Introduction:

1.0	  The Community based initiative centre-Rwenzori:
The community based initiative centre - Rwenzori was founded in 2009 by a group of committed Ugandans. It is a community based organization with its headquarters in kasese municipality kasese district. The main driving forces that brought into being this organization were among others: the extreme poverty levels caused by loss of productivity and no access to poverty eradication programs, Human Rights abuses, High levels of disease infections particularly HIV/AIDS, increased number of OVCs.
 COBIC-R's main target is to work for the improved welfare of people in the Rwenzori Region and Uganda as a whole. COBIC-R  seeks to ensure sustainable communities, households, live hoods and economic empowerment through skills training for self or paid employment and provide better opportunities for the next generation, ensure access to basic social needs through mainstreaming gender equity and disability into support program initiatives to reduce vulnerability in communities and household levels, will ensure legal and appropriate social and community safety nets to benefit households, OVCs, and other disadvantaged groups through research, identify gaps and develop appropriate policies and laws to protect human rights,  coordinate with government and organization partners in strengthening effective implementation of disease (HIV/AIDS) programs in the Rwenzori region, contribute to reduction and spread of diseases (HIV/AIDS) infections among communities in the Rwenzori region and Uganda as a whole
1.1	Governance:
COBIC-R is governed through a general assembly which meets annually, a Board of Directors who guide the operations and policy implementation of the organization, committees and sub committees for specific tasks and assignments. The day to day running of the association is managed by a secretariat headed by a Executive Director (ED) with a team of technical officers responsible for specific duties of COBIC-R
1.2	Vision:
A community with reduced poverty levels, human rights abuses and prevalence of diseases (HIV/AIDS) 
1.3	Mission:
To ensure poverty, human rights abuses, diseases free community through sharing information on poverty redication, human right abuses and prevention of diseases (HIV/AIDS).
COBIC-R will work to assist the isolated, abused communities, and the poor throughout the Rwenzori Region regardless of their colour, race or religion. To do this, COBIC-R aims:
 1.Tol ensure sustainable communities, households, live hoods and economic empowerment through skills training               for self or paid employment and provide better opportunities for the next generation   
2. To ensure access to basic social needs through mainstreaming gender equity and disability into support program initiatives to reduce vulnerability in communities and household levels.
3. To ensure legal and appropriate social and community safety nets to benefit households, OVCs, and other disadvantaged groups through research, identify gaps and develop appropriate policies and laws to protect human rights.
4.  TO coordinate with government and organization partners in strengthening effective implementation of disease (HIV/AIDS) programs in the Rwenzori region.
5. To contribute to reduction and spread of diseases (HIV/AIDS) infections among communities in the Rwenzori region and Uganda as a whole.
1.4	Goal: 
Contribute towards a community free of poverty, human rights abuses and diseases
1.5	Core Values:
The core values of COBIC-R are:
    Community involvement and Self sustainability
COBIC-R is based on the issues affecting the  communities and  its  COBIC-R’s objective  to  sensitize the  communities to  be aware  of  the  challenges affecting them and those ahead. COBIC-R seek  to  ensure self sustainability  in  poverty  eradication  programs  and awareness of their  human Rights and  Disease  prevention.
Dignity & Mutual respect
 COBIC-R affirms their respect for and recognition of all people of Uganda. It recognizes the innate dignity and worth of all persons and the value of diversity and their rights. This is encapsulated in the basic principles of equal treatment of all people before the law, fairness, as well as constitutional and the actual guarantees of basic human rights. 
   Commitment to hard work
COBIC-R believes in creativity and working hard without fear or favour in pursuit of our strategic objectives to the greatest possible impact on the challenges and dangers as may be brought about by Community.
Transparency & Accountability
COBIC-R believes that it is important to strengthen its secretariat and its member organizations to be trustworthy, transparent and accountable. This is a key aspect of our survival as an umbrella organization and this works towards maintaining the highest levels of integrity and consistency in our work as well as provides confidence to our donors and supporters who are essential in the realization of our vision.  
1.6	 Background situation of the communities in Rwenzori Region:
HIV/AIDS SITUATION IN KASESE DISTRICT.
OVC SITUATION IN UGANDA
The population of Uganda has been doubling almost every 20 years: from 5 million in 1948 to 9.5 million in 1969; and from 12.6 million in 1980 to 24.2 million in 2002 (UNDP, 2007). The dominant age group is below 18 years and only 3.5 % are aged 65 years or more. A fifth of the population is under five years of age while a quarter is between 6-12 years. The mid 2007 population estimate stood at 28.2 million; (2002 Census) of which 87% live in rural areas and 73% are engaged in agriculture. With a population growth rate of 3.2% per annum, Uganda has one of the highest population growth rates in the world. The higher population growth rate is attributed to a high fertility rate (recent Demographic and Health Survey puts the fertility rate for rural women at 7.1 while for urban women is 4.4). Other factors responsible for Uganda’s population growth rate are low prevalence of family planning methods, young marriage age for women (18 years of age on average), and the high influx of refugees. 
It is evident that the orphans and other vulnerable children social problem is one of the biggest challenges facing many families and the government of Uganda. The estimate of the orphan population in Uganda by 2001 was 2 million children. This was 19% of the total children population, and one in every 5 children was an orphan. The rather alarming orphan population is anticipated to rise to 2.1 million or more by 2010. Of all the families in the country, 25% have at least one orphan out of which the majority is exposed to malnutrition, loss of family identity, engaged in stressful labour, lack protection and are exposed to HIV/AIDS in pursuit of survival. (TASO, 2003)
The orphan crisis has been accelerated by the death of the youthful parents due to the HIV/AIDS pandemic, malaria, other preventable diseases and partly through conflicts in the Country.  HIV prevalence rate has steadily been on an increase ranging to over 7%, and AIDS related deaths has remained high due to limited access to antiretroviral treatment (ART). In 2001, at least 800,000 people had died of AIDS in Uganda since its own set in 1983, and 600,000 people was living with HIV/AIDS and approximately 100,000 on antiretroviral therapy (MGLSD, 2004). Thus even though the HIV prevalence rate dropped, children will continue to be orphaned in the far future unless tremendous gains are made in reducing prevalence and increasing access to ART. Majority, 62% of the total populations living in absolute poverty are below 18 years of age, implying that a large number of children are vulnerable. 
1.6.1	Neglect, abuse and violence.
People are increasingly abused physically, socially, economically and psychologically by families and/ communities. They are segregated and marginalised leading to loneliness, loss of esteem and economic deprivation. In addition, women are often abused sexually and physically, as well as being accused of witchcraft and practice of sorcery. 
1.6.2	physical disabilities 
Many communities suffer from one form of disability or another. Physical disabilities and visual impairment account for the bulk of these cases in old and young persons. Visual impairment leaves the people dependant due to inability to engage in income generating activities that would alleviate their poverty situations.
1.6.3	poor health and lack regular medical care
Health problems are common with both old and young people. These range from venereal diseases, backache, joint pains, and sight and hearing problems among others. There are no national health care programmes in Uganda; therefore regular health accessibility is problematic due to the high cost of medical care. People have to travel long distances to health centres not to mention the negative attitude by the service providers.
1.6.4	Poor Food and Nutritional provisions
It is very unfortunate that in many villages’ people depend on one meal a day, while others survive on a meal every two days or more. Some depend on one type of food for a long time causing imbalances in the body diet. Lack of balanced diet therefore causes and leaves many of the communities emaciated and exposed to diseases that could otherwise be avoided. Lack of clean water is another crucial problem for people in the Rwenzori Region. They are forced to travel long distances to find and fetch clean water. Dependence on unclean water puts their health at risk.
1.6.5	high levels of poverty 
Many communities do not have access to regular income while the majority do not even benefit from the national social security provisions. They are often discriminated against and denied employment opportunities based on political parties. Usually relatives grab the property especially land leaving the orphans land less 
1.6.6	poor housing conditions
The majority of poor people live in semi permanent or make shift structures, usually grass thatched with  mud and wattle; the homeless ones move from place to place, sometimes occupying abandoned structures. The dilapidated state of the houses they occupy puts their dependants under danger as they threaten to collapse over them especially during heavy rains. The walls, floors and roofs of these houses, often with cracks, expose them to cold and harmful animals and insects. Sometimes some of the diseases they suffer from are related to the poor housing state and conditions they live in. Lack of personal effects such as beddings and adequate clothing aggravates their problems.
1.6.7	 People  bear the burden of HIV/AIDS
Women and men are sexually active and are equally exposed to the risk of catching or even spreading HIV/AIDS amongst themselves as are the young ones. In many places in Uganda people have taken on the role of caring for their adult sons and daughters who are infected as well as looking after orphans and their grand children. The care role has aggravated the situation of the old people amidst all the aforesaid problems and challenges putting them at further risk of getting infected while nursing their sick relatives. HIV/AIDS claims lives of younger adults whom they would otherwise have depended on.
1.6.8	excruciating gender and rights issues 
Men and women experience ageing in different ways and therefore face different problems and relative disadvantages in old age. Generally women tend to live longer than men. Due to our cultural discriminations especially when it comes to inheritance of property and land, the law impacts more on older women than older men. Due to early marriages there are more widows than widowers. On widowhood or dissolution of marriage, older women often lose property including homes to their in-laws or chosen male heir. Most cultural practices in Africa dictate that older women should not own property. Widow inheritance still thrives amidst HIV/AIDS. Widows also tend to experience reduced social status. On the other hand, old people  especially men without families may be more vulnerable and keep moving than women who tend to have domestic skills such as caring for family members  that are sick. Older men who are unable to earn an income are seen as unproductive and their other support roles to the family may not be recognized.
1.7	The Problem statement
While generally Ugandans care and love their relatives and in many ways respect them, there has not been adequate affirmative institutional structures and provisions that provide for people needs in society as a section of the vulnerable people. The same time older persons are a section of our society with invaluable contribution to development. 
COBIC-R will continue to contribute towards filling the gap of our institutional arrangement and provisions for extending care where possible to our communities. The following paragraphs expound on the problem. 
1.7.1	Poor Advocacy: 
a.	There has been limited advocacy for all people in Uganda. The lack of a single united voice for older persons, young,. OVCs have been a big impediment in this area. 
b.	The inability of Rwenzori Region to create awareness about their issues due to lack of effective mobility has been a hindering factor. Even where mobility exists, community based organizations are not strong enough to lobby for their needs and rights. 
c.	Equally true, many of the organizations that have come up to assist older persons lack voice, or are uncoordinated and many a time are poorly funded. Consequently the impact of their programmes remains very thin on the ground and largely unnoticed.
d.	As a result, there has not yet been an operational Government Policy on older persons and their issues. As a consequence, older persons have been largely marginalized, neglected, while government policies and programmes, including donors and NGOs exclude them.
1.8	The COBIC-R Situation analysis
In the face of these formidable challenges what can the COBIC-R bring to bear on this prevailing situation? A SWOT analysis will help us here 
The analysis of COBIC-R strengths, weaknesses, opportunities and threats illuminates its drawbacks, opportunities it can capitalize on and threats posed that need to be addressed if it is to survive as an organization. The analysis enabled COBIC-R to devise strategies that will not only sustain its strengths and comparative advantage, but also address its weakness and where possible turn threats into opportunities while capitalizing on existing opportunities. The strategic plan will enable COBIC-R to use its strengths to take advantage of the opportunities while mitigating the threats and overcoming its weaknesses.
1.8.1	Strengths
First, the Secretariat has over a period consistently developed its institutional and organization capacities and capabilities to effectively carry out planned activities and manage the resources that are available to the organization. In areas of Livelihood and Health Care improvement, for instance, through their members and partners COBIC-R has Vocational skills to household and extended loan schemes to member groups. Their members have undertaken varied income generating activities such as poultry farming, heifer farming, bee keeping, retail shops, brick laying and other petty shops. 
COBIC-R competencies include capacity building of members, its financial management, and effective networking and advocacy skills. COBIC-R has built strategic partnerships to address its sustainability as an organisation.
Since 2009 COBIC-R has undergone some internal reviews at different stages which have enabled the organization to evaluate its strategic programmes. The reviews have been used to assess the general thrust and relevance of specific strategic choices with the objective of strengthening the overall programme content as well as the effectiveness related to selected programmes targeting different groups.
1.8.2	Weaknesses 
Besides the limited resources to reach all the target areas, weaknesses identified include; 
1.	COBIC-R financial base is very weak 
2.	COBIC-R is not widely known in the Rwenzori  in Uganda
1.8.2	Opportunities
Easy and effective collaboration with the competitors, help in strengthening, providing and developing better strategies.
Social cohesion in the community, increased existence of technological tools, political will, community mobilization by political, religious leaders, dissemination of information, infective implementation through communication , data managements through the available technologies
            Technical support, resource, advocacy and lobbying, M&E of services, donor influence of policies and implementation processes. 
1.8.4	Threats 
Competition for funds, blackmailing/tarnishing the services offered and competition for staff. 
Critical social and cultural/technology forces and economy
Negative cultural beliefs and practices e.g. wife inheritance, HIV/AIDS, circumcision, negative religious beliefs, poverty and pornography
Conditioned funds from donors, lack of knowledge about the problem on the ground, conflict of interest, short lived funding and support and delay in release of funds
1.8.5	COBIC-R Strength, Weakness, Opportunities and Threats- June -2009
Strengths	weakness	
Advocacy
•	COBIC-R is recognized locally 
•	COBIC-R has competent staff in this area with networking ability
•	COBIC-R has Good partnership and network built
•	Good relationship between Board and staff and member organizations
•	The organization is transparent
•	COBIC-R is registered legally with a constitution.
•	Use of modern technology in the office
	Advocacy
•	COBIC-R still covers limited ground locally
•	Inadequate funding
•	Low appreciation of ageing issues in society including old persons themselves
•	Still fewer allies to promote the cause of the Human Rights
•	Still challenged by low level of advocacy skills
•	Lack of capacity to respond to natural disaster
	
Livelihood 
•	Good leadership and structures
•	Viable secretariat
•	Ability to fundraise resources
•	Clear target group
Capacity Building
•	Committed Board of Directors
•	Committed staff
•	Organization registered with District
•	Constitution in place
•	Good relationship with donors
•	Donor confidence
•	Modern office equipment
•	Strong Membership organization 
•	COBIC-R  has unique field of operation
•	Good working relationship between Board and management
•	Inter generational involvement (all ages)
•	Volunteers schemes

	Livelihood 
•	Sometimes  beneficiaries  fail to convene regular meetings
•	Inadequacy to monitor membership 
•	Failure to implement work plans adequately due to lack of funds
•	Lack of IGA for beneficiaries
•	Inadequate capacity of members to write good proposals to donors
Capacity Building
•	Fewer staff on the ground with large Programme
•	Lack of sufficient funds
•	Dependence on donor funding
•	Lacking own secretariat premise 	

Opportunities

	

Threats

	

Advocacy
•	Government political will
•	Other CBOs as potential allies
•	Potentially large partnership base
•	Media sympathy 
•	Donor Interest 
Livelihood & health improvement
•	There is political will for the communities
•	Plenty of  well wishers on their projects
•	Members  receive regular training opportunities from COBIC-R

Capacity Building 
•	Society may get informed of plight of aged
•	Potential of both young and old  to get represented at local council
•	Opportunity to participate in many policies to come as was the case on the policy and action plan.

	
Advocacy
•	Over dependence on donors 
•	Poor youth involvement response due to generation gap
•	Un sustainability of advocacy projects
•	Competition from related organization on same issues.
•	Political infiltration in our Programmes
•	Insecurity in some parts
•	 civil strife /natural disaster etc.
•	Indifference of potential local donors
Livelihood & health improvement
•	The act of ageing itself is a threat
•	Opportunistic illnesses to the communities
•	Orphanage care poses threat to communities
•	Lack of transportation to effectively move.
•	High cost of medical/equipment that sabotage  livelihood Programmes
•	Some die before they pay back
•	Liberalisation of world economy
Capacity Building 
•	Political instability

1.9	 Strategic intervention and linkages
COBIC-R will continue to nurture such strategic linkages as it has established over the years to advance its goals. Such linkages include regional, national and international players, comprising activists, academics, policy makers, CSOs, NGOs, networks, alliances, developing agencies, institutions and government structures throughout the world. 
1.10	Analysis of intervention by stakeholders
COBIC-R stakeholders with whom it intends to relate in the next five years include but not limited to the following:
Type of stakeholder                                                                       Type of intervention	
Local community leaders                          Recommend and offer support to community projects;
                                                                    Implement projects, monitor projects, look out for markets
Community groups                                   
                                                                    Participate in meetings; implementation of projects;
                                                                    Monitoring of projects; source of cheap labour
Central Government                                   Provides peace and security; puts in place policies for all  people
                                                                   despite of  their  age
Politicians                                                  Recommend and offer support to community projects;
                                                                    Influence advocacy issues that affect community; Participate 
                                                                    in fund raising look out for markets
Institutions                                                 Conduct research and give technical advise; share learning
                                                                   acquired from new innovations
Donor community                                     Provide funds for projects and grants; support monitoring and
                                                                   Evaluation skills
Private sector                                            Suppliers of project inputs; they offer technical expertise; give
                                                                  donations to the poor; mass media; they provide medical
                                                                  Services
Religious leaders                                      Moral support; funding of projects; recommendation
                                                                 of projects in localities                                    	

COBIC-R CRITICAL/STRATEGIC ISSUES AND OPTIONS IN ITS PROGRAMS
COBIC-R PROGRAMS: Disease Prevention, Care and Support for orphans, poverty Eradication, Human Rights.
The process of critical/strategic issues was identified and therefore these were some issues:
•	ISSUE 1: COBIC-R does not have a bigger coverage in its programs and therefore still limited in only Kasese. How could this be made more possible and effective to have a vast area in service delivery? 
OPTION: COBIC-R should expand its coverage of its programs
•	ISSUE: 2 COBIC-R does not have adequate funding base to sustain and expand its programs coverage. This has resulted into insufficient service delivery to the entire community. How could this be improved and functional?
OPTION: COBIC-R should develop a clear fundraising strategy that will serve the purpose of increasing funding levels through training specific staff in Fundraising skills and resource mobilization skills.
•	ISSUE 3: COBIC-R does not have adequate capacity to sustain its programs and this affects the realization of long term impacts of different interventions to the community it serves. How could this be made more effective and functional?
OPTION 1: COBIC-R will in three years develop a sustainability plan and members agreed that COBIC-R should establish a Compassionate relationship
OPTION 3: Hire out COBIC-R expertise at a cost for raising funds.
COBIC-R’S CRITICAL/STRATEGIC ISSUES AND OPTIONS IN ITS SYSTEMS
COBIC-R SYSTEMS: 
•	Financial management system
•	Human resource management system
•	Resource development management system
•	Planning, monitoring and evaluation system
ISSUE 1: COBIC-R does not have adequate capacity for effective accountabilities and proper handling of resources. What should COBIC-R do to enhance its Financial Management System?
OPTION: COBIC-R should review the existing financial policy and develop clear financial procedures that are bureaucracy free.
ISSUE 2: COBIC-R  system of recruitment, remunerations, support to staff for capacity building is still lacking, this limits staff motivation, increases staff turnover and thus affects effectiveness of the organization (The human resource system is inadequate for COBIC-R to attract and retain skilled, motivated and competent staff. What can be done?)
 What should be done by COBIC-R in 3years to help enhance its Human Resource System?
OPTION: Institutional capacity building for COBIC-R to be able to implement the Strategic Plan through Policy development, recruitment and remunerate competent staff to work in the programs and building the capacity of staff.
ISSUE 3: COBIC-R does not have adequate capacity, functioning M&E system to undertake planning, monitoring & evaluation effectively. Impact and change are not adequately documented to support resource mobilization. How could this be made more effective and functional? 
OPTION: To ensure community participation in planning, implementing, Monitoring and Evaluation of COBIC-R program interventions. 
ISSUE 4: COBIC-R does not have sustainable plan that can enable continued operation of its projects without donors.
What should COBIC-R do to enable continued operations of projects without donors?
OPTION:  To ensure that COBIC-R management designs a sustainability plan that will enable creation and increase of resources for its current and future projects.
COBIC-R’S CRITICAL/STRATEGIC ISSUES AND OPTIONS IN ITS PARTNERSHIPS.
ISSUE: COBIC-R has for the past 1year started consortium partnerships for effective service delivery. This is still limited to adolescent health programs, furthermore its partnership with the district, line department of health and operation sub counties is still demanding. What should COBIC-R do to increase its partnership with the Local Government, other organizations and its stakeholders?
OPTION: COBIC-R needs to refocus on an integrated approach and main stream other cross cutting issues in her adolescent health programs such as livelihood programs, and child protection issues/human rights 
OPTION:  COBIC-R needs to strengthen her networking and collaboration with the sub-county and district leaderships, as well as the line department of health 

 COBIC-R MANAGEMENT STRUCTURE

ANNUAL GENERAL MEETING-AGM

EXECUTIVE BOARD

FINANCE ADMINISTRATIVE COMMITEE

PLANNING DEVELOPENT COMMITEE

EXECUTIVE DIRECTOR

SECRETARIAT HEADED BY COORDINATOR

FINANCE OFFICER

PROGRAMS COORDINATOR

ADMIN
ASSIST

ACCOUNTS
ASSISTANT

FILED   OFFICER

M&E OFFICER

PROJECT OFFICER

SECURITY
OFFICER

CLERICAL
OFFICER

PROJECT ASSISTANT

M&E ASSISTANT

FILED VOLUNTEERS

MEDIUM TERM INSTITUTIONAL GOALS
COBIC-R has identified basic program and management goals.
PROGRAM GOAL
Good program must translate to significant and positive difference in the lives of the target communities
The program goal of COBIC-R is contribute towards a community free of poverty, human rights abuses and diseases.
PROGRAM AREAS OF WORK
To achieve the program goal KADYFA will focus its work on three strategic areas:
1.	Diseases and HIV/ AIDS prevention 
2.	Adolescent sexual reproductive health
3.	Care and support for orphans and other vulnerable
4.	Child  human  Rights
5.	Poverty  eradication programs
	MANAGEMENT GOAL
Good Programs Require Good Management 
The management goal of COBIC-R is to improve the human and financial resources management systems so that both program and staff are responsive, efficient, effective and accountable to the community and stakeholders it serves.  To achieve this goal, COBIC-R will,
1.	Pursue a goal oriented management approach so that every employee understands how their efforts contribute to the organizations success
2.	Encourage and promote synergy among staff by ensuring that individual employee goals and objectives are aligned with the vision and strategic goals of the entire organization.
3.	Promote continuous reflection, sharing and communication of the organizational vision, mission and values 
PROGRAM PLAN
HIV and AIDS prevention program
HIV/AIDS continues to cause devastating impacts on to the households and communities with in Kasese District. It is quite undoubtedly now that Kasese District exists with high HIV/AIDS rates of up to 12.6 %( District Health reports) irrespective of the reduced National rate of about 6%. This is relatively a high rate compared to the National level rate. While Uganda is to be praised for having reduced the HIV/AIDS prevalence rate from 18.7% to 6% (UNAIDS REPORT) there is considerable delay before this will significantly decrease the impact it surpasses on to the children and the increasing number of orphans in Uganda. It is estimated that Uganda has not less than 2million orphans and this number is expected to grow given the prevailing context in Uganda where poverty, common infectious diseases, the HIV/AIDS pandemic and conflict remain in our midst.  
Statistics have it that about half of the new infections every year in Uganda are among the adolescents and young people aged 15 to 24. It has further been found out that girls and young women are disproportionately affected as they comprise two-thirds of those newly infected adolescents from 15-24.
According to the Kasese DDHS reports and words, he says although the percentage HIV prevalence among young people aged 10-24 in Kasese is not statistically known, he says informal reports for the testing centres says the young people rate to come for HCT services is very low and gave some of the reasons as being lack of the appropriateness and supportive environment for the young people to seek for these services together with their parents at the health centres.
 Strategic Objective
•	To promote safe sexual practices and HCT accessibility among in and out of school youth aged 10-24 years in Kasese district by 50% by 2015.
Key Result Areas
1.	Increased knowledge about safe sex in the Rwenzori  Region
2.	The Rwenzori communities who know their HIV status and adopt safe sexual behavior.
Strategic Objective
•	To enhance livelihoods and economic empowerment of HIV and AIDS affected households by 2015. 
Key Result Areas
NUTRITION AND INCOME
1.	Improved household income among HIV/AIDS affected households 
2.	Improved nutrition among HIV/AIDS affected households.
Strategic objective: 
•	To increase knowledge and understanding of HIV/AIDS and other STDs risk factors through provision of appropriate information among the adolescents/youth aged 10-24 by 2015.
    Key result areas.
1.	Adolescents’ improvement in effective life skills on HIV prevention
2.	Improved skills and knowledge from different HIV/AIDS, STDs/STIs prevention
3.	 Improved participation and knowledge of the youth about their health/HIV status 
4.	Management and treatment of opportunistic infections and other illnesses
MANAGEMENT PLAN
COBIC-R will re-organize its management system and structure so that both program and staff are responsive, efficient, effective and accountable to the community beneficiaries and stakeholders.
The Management Plan will focus on five strategic priorities: (1) human resources development, (2) financial management, (3) resource development, (5) institutional development, (6) monitoring and evaluation.
Human Resources Development
The COBIC-R Human resources will strive to recruit, train and develop staff potential so that they are competent, committed and motivated to work together for the realization of the organizations vision, mission and strategic goals.  The Human Resource Development will:
•	Promote total quality management in the organization
•	Strengthen the staffing of COBIC-R  through attracting qualified and motivated staff and offering competitive compensation packages 
•	Develop a strategy to retain and motivate staff
•	Continuously build the capacity of staff for effective program planning, implementation and delivery of results.
•	Hold regular meetings to reflect, learn, plan and improve on-going work
Key Result Areas:
a.	More competent  and committed staff hired
b.	Special fund for staff welfare created
c.	Career advancement program for staff developed and functional
d.	Mechanisms for regular training and exchange program for staff established.
Financial Management
The financial management system at COBIC-R will focus on careful planning, controlling and efficient use of resources to achieve organizational goals. It will emphasize the need for financial literacy and knowledge among the staff so that everybody is accountable and responsible in ensuring that COBIC-R is a cost effective and financially sustainable organization.
COBIC-R’s financial management will be operational at three strategic levels: institutional level decisions are made by senior management and the Board members, program level decisions are made by middle level managers and project decisions made at lower levels.
COBIC-R’s overall strategic objective for financial management is to ensure the availability of timely, relevant and reliable financial and non-financial information to enable personnel make decisions on use of resources in efficient and effective manner. 
Key Result Areas:
1.	Finance and administration department established
2.	Internal control systems strengthened
3.	Competent finance manager hired or capacity of existing staff strengthened
4.	Relevant Software systems installed and operational

5.	Internal and external audits and accounting procedures available
Resource Generation
The amount of development Aid to Uganda through the NGOs to the target communities is on the decline.  Basket funding is increasingly being advocated for by the state as a way to allocate Aid funds effectively in accordance with the government priorities. The future implication to local NGOs is that there will be fewer funding opportunities for direct support to communities. In addition, the global of donor priority sectors are changing with time.  There is now a general preference and attention for value-addition based agriculture development programs with increasing emphasis on HIV/AIDS, human rights, peace building, climate change and environment as cross cutting issues. This direction calls for a new strategy in resource generation.
The COBIC-R resource generation strategy will:
•	Ensure there will be sufficient and sustainable resource for program work in the next four years.
•	Adapt to the changing circumstances in a way that does not compromise its independence and program focus.
•	Initiate and maintain contact with private voluntary organizations, NGOs, and other development partners working with grassroots groups in Uganda as well as relevant Government Ministries, to compare best practices, share lessons leant and coordinate assistance. 
•	Establish strategic networks with national and local governments, donor agencies and the private sectors to support sustainable grassroots development.
•	Diversify COBIC-R income base by:
•	Pro-actively seek out potential local donors in both the grant-making and corporate/private sectors.
•	Starting health services projects.
•	Seeking financial support from Government by partnering in relevant government programs
•	Maximizing COBIC-R current donor support and leveraging resources with other funders.
•	 Providing capacity building services with appropriate charging for cost recovery 
•	Setting up a profit making organization for consultancy to run parallel with the nongovernmental organization but supporting it
•	Setting up a credit and savings society.
•	Investing in capital markets within the country.
•	Starting agri-business.
Key Result Areas:
1.	Diversified  donor base to support COBIC-R program identified
2.	Fund raising strategy for unrestricted funds/ grants developed and functioning
3.	Resource generation / development policy put in place
4.	A website for COBIC-R developed and functioning
Institutional Development Plan
The Institutional Development Plan will aim to build COBIC-R institutional strength and sustainability in the next four years by implementing following strategies:
•	Creating an organization culture that supports its vision, mission and strategic objectives
•	Developing a plan that promotes human resource and financial sustainability
•	Developing a mode of operation that ensures that COBIC-R reaches its target beneficiaries and deliver results according to their needs
•	Enhancing COBIC-R visibility both nationally and internationally by documenting and disseminating best practices.
•	Setting up COBIC-R Office Centre
Key Result Areas:
1.	COBIC-R’s owned office  centre built
2.	Information Education and Communication materials (IEC)/ public relation materials in local language developed
3.	Sustainability plan developed
Monitoring and Evaluation.
COBIC-R’s work in the next five years will be guided by the strategic plan and the expected key result areas identified. COBIC-R will be required to demonstrate results to prove the impact of its program and effective utilization of resources. This will require continuous generation and documentation of information from the projects to guide the progress of planned interventions and resources used for effective learning, decision making and accountability.  
COBIC-R will: 
•	Develop a robust monitoring and evaluation system to ensure that program and management quality is continuously improved for impact
•	Promote a participatory M&E approaches among its stakeholder in defining the intended program impact, strategic outcomes, output indicators, data collection, learning and sharing arrangements. 
Key Result Areas:
1.	Staff trained on computer
2.	Staff re-trained on monitoring and evaluation, and data analysis management
GOVERNANCE AND ORGANIZATIONAL STRUCTURE
COBIC-R is governed by the COBIC-R General assembly and the Executive Board. Consistent with the new statements of vision, mission and values, COBIC-R will be restructured to ensure effective leadership, teamwork and quality of programs and management. In the proposed structure, the Executive Director is the overall Head of the secretariat, 
Below is a brief description on various responsibilities within the COBIC-R organizational structure:
Executive Board
The Executive Board is responsible for the operational management of COBIC-R, sets the direction for the future of COBIC-R. It is also responsible for monitoring performance against objectives and ensuring highest level of standards and performance.
Finance and administrative committee
The finance and administrative committee ensures that all cash and non cash instrument of the organization are well protected; the committee approves working budgets for the organization, it drafts policies for the organization and oversees their implementation and explores new opportunities for the organization. The committee also designs and incorporates the international accounting standards of the organization that is within the finance reporting standards.
Planning and development committee
This committee plans for the financial sustainability of the organization, ensures that staff remuneration is well planned and drafts work plans and budgets.
Executive Director
The Executive Director will be responsible for the day-today operation of the organization and will be charged with development and implementation of strategic plans for the organization in a cost effective and efficient manner. The Human Resources Manager will be responsible for managing and overseeing the personnel department of COBIC-R. This includes posting adverts or approving advertisements for new employees, screening application and CVs for applicants, setting interview dates and being involved in the hiring process. He/ she will also be key in providing employee supervision and evaluations and retraining employees
Programs coordinator
The Deputy Director assists the Executive Director when he is absent. He is also in charge of field operations and reports directly to the Executive Director.
Administration and Finance Manager
The Administration and Finance Manager is expected to prepare timely and accurate reports on accounting and financial management as required by COBIC-R. In addition He/ She will supervise the staff under the department
Program Officers
Program Officers will report directly to the Programs Coordinator and will do the day today implementation of Projects
MONITORING AND EVALUATION MATRIX
ORGANISATION GOAL: Contribute towards a community free of poverty, human rights abuses and diseases.
	              2011-2015	
Organisation vision: A community with reduced poverty levels, human rights abuses and prevalence of diseases. 
	Q1	Q2	Q3	Q4	
OUT COME 1: increased awareness on human Rights abuses and diseases control in the Rwenzori Region.					
OUT COME 2: Improved live hood of households and  sexually active youth will have adopted safe sexual practices					
PROGRAM  AREAS: Diseases and HIV/ AIDS  prevention, poverty eradication programs, Human Rights awareness, Adolescent sexual reproductive health, Care and support for orphans and other vulnerable Poverty  eradication programs
					
STRATEGY	ACTIVITY AREA	INDICATOR	MEANS OF VARIFICATION	FREQUENCY  OF  MEASUREMENT	RESPONSIBLE
PERSON	ASSUMPTIONS					
1. Promote safe sexual behavior through BCC on STDs, AIDS/HIV to school and out of school youth.	-expand programs on AIDS education, counseling, testing and life skills for young people in and out of school.	No of projects designed targeting young people.
-no of youth tested and counselled.	-project reports
- HCT reports.
	Quarterly 	Project officer
Coordinator
Executive director
Accountant	Successfully understanding of the BCC on STDS, AIDS/HIV.	X	X	X	X	
	-Develop and disseminate a Youth BCC programs for prevention and care.	-no of BCC campaigns developed and disseminated.	- IEC messages developed.
- Condoms distributed	Quarterly 	-Project officer
-Coordinator
-Executive director
-District Health office.		X	X	X	X	
	-Develop the  capacity of stakeholders to manage BCC intervention and care .(e.g. training, funding)
	-No of BCC interventions implemented by trained personnel	-stakeholders and supervision reports.	Quarterly	--Project officer
-Coordinator
-Executive director
-peer educators
-Health workers		X	X	X	X	
2.Strengthen the capacity  of the HIV/AIDS consortium to assist COBIC-R in expanding and coordinating the national, district  response 	Strengthen the operations of HIV/AIDS consortium committee  and  structures	Functional  consortium structure	Consortium  reports and minutes 	Quarterly 	--Project officer
-Coordinator
-Executive director
-peer educators
-Health workers	Consortium  concept  continues to receive  support	X	X	X	X	
	Support  participation of in and out of school youths in HIV/AIDS response	Involving stakeholders in and out  of school youth in  the design, implementing and monitoring of  projects	Activity  reports	Quarterly	Project officer
-Coordinator
-Executive director
-District Health office.		X	X	X	X	
3.Sustain and enhance  the conductive policy    environment for OVCs in Rwenzori Region 	Popularize and support implementation  of the various HIV/AIDS  Policies	% of stakeholders, youth, having and utilization the National HIV/AIDS Policies	Dissemination of HIV/AIDS Policies and project reports	Quarterly 	Project officer
-Coordinator
-Executive director
-District Health office	Policies are  finalized and released 	X	X	X	X	
4.Strengthen the HIV/AIDS surveillance system	Enhance  capacity  to generate and disseminate timely national/district  surveillance  data /information	Timely  surveillance  reports disseminated widely to the projects beneficiaries’ 	Project  and filed reports	Semi- annual	Executive Director, project officer,  Accountant	Human and Financial resources available	X	X	X	X	
5. Increase access to condoms use for Sexual active  youth in Rwenzori Region	-Educate and Distribute condoms.	-no youth accessing  condoms distributed	-Activity reports	Quarterly 	--Project officer
-Coordinator
-Executive director
-peer educators
-Health workers		X	X	X	X	
6.Expand  HIV/AIDS services to all  sub counties in the District	Strengthen  systems and capacity to support expansion of VCT  services to both in and out of school youths 	% of  functional VCT  Sites within and outside schools	VCT outreach  reports 	Semi- annual	--Project officer
-Coordinator
-Executive director
-peer educators
-Health workers	Availability of resources to facilitate VCT outreaches.	X	X	X	X	
PRAGRAM AREA: Care  and  support					
Enhanced access to  basic life needs to  OVC					
7.To Provide basic care  to  OVC	Identify and train OVC parents and caregivers to provide care and support	No  of parents & caregivers identified  and trained to provide care and support  to OVC  	Project  reports& survey  report	Annual 	Executive Director,   project officer,  Accountant	Anticipated  funding available 	X	X	X	X	
8.Conduct awareness campaigns on care and support for OVC to the community  (MDD, Radio& Video Shows	Community awareness campaigns will target OVC and caregivers & with a focus on care and support issues will be communicated through  Radio and Community meeting	No  of radio talk shows held  on care and support for OVC  	Filed reports	Semi- annual	Executive Director,   project officer,  Accountant, Facilitator 	Human and Financial resources available	X	X	X	X	
9. Establish and support school child care teams  to provide psychosocial support  	Strengthen  school child care teams  to provide  psychosocial  support	No  of  school child  care teams to provide psychosocial  support	Activity  reports	Quarterly 	Executive Director,   project officer,  Accountant, Facilitator	Cooperation  by the school Administration, Human  and Financial Resources Available	X	X	X	X	
10. provide emergency support(food, clothing, drugs& housing)	Provision of emergency support to OVC  households 	No  of  OVC households  given emergency support	List of OVC in  households given emergency  support, Activity repo	Semi-annual	Executive Director,   project officer,  Accountant	Human and Financial resources  available	X	X	X	X	
11.Establish and train child project  committees in 28  lower local governments	Strengthen  child protection committees  in the lower local governments 	No  of child protection committees in lower local  governments	Surveys and filed reports	Annual	Executive Director,   project officer,  Accountant, police& probation officer	Coordination with community leaders, Human  and Financial  available 	X	X	X	X	
12. Sharing of lessons learnt challenges, best practices and way forward.	Conduct a 1day end of project review meeting with stake holders to share challenges, lessons learnt and best practices	No of meeting meetings held
No of stakeholders participated.	Activity  report, attendance  sheets	Annual 	Executive Director,   project officer,  Accountant, volunteers	Human and Financial resources  available	X	X	X	X	

                                                 MANAGEMENT ACTION PLAN 
KEY RESULT AREAS 	Responsible Persons	Time Frame	
		
2011	    2012	  
2013 	
2014       	
2015	
HUMAN RESOURCE DEVELOPMENT							
•	Recruit more staff	Board	         X					
•	Fund raise for more finances to cover strategy   obligations and staff welfare    	Board and staffs	          X	          X	         X	
X		
•	Create a fund to cater for staff welfare	Board	          X					
•	Design a career advancement program for staff	Executive Director		          X				
FINANCIAL MANAGEMENT							
•	Installation of accounting software	Consultants	          		
X			
•	Identification of financial consultants	Board			X			
RESOURCES  DEVELOPMENT							
•	Contact more donors to fund our programmers’	Executive Director	          X	          X	
X	
X	
X	
•	Recruitment of staff	Board	      X    	          X				
•	Purchase of a generator	Board	          		X			
•	Development of material (IEC) in local language	Project officer	          	          	         X	
X		
•	Put in place a website	Executive Director			X			
•	Carry  out  fundraising  of unrestricted funds		X	X	X	X	X	
MONITORING AND EVALUATION							
•	Train staff in computer packages (M and E software)	Consultant and finance committee.	          	X				
•	Refresher training of staff in monitoring and evaluation, data (analysis) management	Program officer	           		X			

A LIST OF EXECUTIVE BOARD MEMBERS WHO HAVE CONFIRMED AND APPROVED THIS STRATEGIC PLAN.

NO	NAME                              	POSITIONS	SIGNATURES	
1	Kinyonyi  Evelyn	Chair person-board		
2	Muhindo  zaphanas	Vice chair person		
3	Kiiza  Ruth	Treasurer		
4	Kambasu  James	Technical advisor on finances & procurements       		
5	Baghenda  Dorate	Member		
6	Muhindo  Joshua 	General  secretary 		
7	Bolingo  Makanika	Member 		
8	Ithungu  Rachael 	Member		
9	Asiimwe  Famia	Member		
10	Baluku  Robert	Member		
11	Baluku  Ezakali 	member