FDNC Strategic Plan 2008-2011

Our Vision:
Healthy, sustainable communities liberated from poverty.

Our Mission:
Building self reliance in the most impoverished communities in Eastern Uganda through participation and human development.

Strategy 1:	We will build the capacity of FDNC, its staff, board, local volunteers and beneficiaries.
Strategy 2:	We will strive for self sustainability of programs and departments.
Strategy 3:	We will complete, furnish and equip the Center for Arts and Sustainable Development, providing an environment for networking and collaboration.
Strategy 4:	We will improve our financial management and broaden our funding base.

Þ Download Strategic Plan (PDF)

Strategy 1: We will build the capacity of FDNC, its staff, board, local volunteers and beneficiaries.

Þ Time management will be a priority in every aspect of the organization.

· The board, executive director and managers will set an “on-time” example for staff, volunteers and beneficiaries.

· All staff will account for their paid work time according to employee policies.

· Reports, budgets and other submissions will meet deadlines.

· Directives, policies and programs will be implemented in a timely manner.

Þ Technology and communication will be upgraded.

· Computer access and user knowledge will be increased.

· All staff will maintain working phones.

· All board members and managers will have active email.

Þ Staff and local volunteer capacity will be built through trainings, certification and professional development.

· Vocational school staff will be certified.

· Special Needs staff will be qualified and professionally trained./ Engage professional Special Needs Staff with Special Needs Committee

· Community Health Workers will achieve Operational Level Health worker (OPL) status.

· OPLs can elect further targeted public health training.

· Paralegals will have regular access to legal consultations.

· All employees will participate in professional training at least once a year.

Þ The board will adopt and implement new governing policies.

· The FDNC Constitution will be revised as to what policies the board will implement.

· New board members with expertise, commitment and time will be recruited.

· Founder’s role will be defined and understood by board and staff.

· Board committees will be active and project specific.

· The board will monitor the implementation of the strategic plan.

Þ Beneficiaries will be empowered through education.

· Vocational School Students will become proficient in English, math, entrepreneurship and computers.

· Special Needs School students will be taught functional academic, social and practical skills.

· Community members will be trained to become self reliant.

· Vulnerable and orphaned children in FDNC communities will be given socioeconomic support.

 

Strategy 2: We will strive for self sustainability of programs and departments.

Þ The Vocational School will become income generating.

· Fitter mechanics training will be added in order to generate revenue.

· Trainings will focus on generating products and services for sale.

· Entrepreneurship classes will be added and student business plans will be generated prior to graduation.

· The management will seek partnerships with local businesses.

· Relevant materials and tools will be provided so that goods can be produced for sale.

Þ Community Programs will focus on income generating activities.

· A microfinance specialist will be added to the staff.

· Structures of micro lending will be determined by each community.

· Community members will be trained in entrepreneurship and income generating skills

·  Provide legal services to individuals and communities

Þ Sponsorship support will be enhanced.

· Sponsors will be sought to support health workers and provide supplies.

· Vocational school sponsorships will be restructured and performance based.

· Vocational school sponsors will have more direct links to principal.

Þ Special Needs School will seek to raise its own funds.

· Students will increase their craft sales.

· Grants for empowering and educating disabled children will be sought.

Þ The Cultural Arts and Music Program will be expanded.

· A director will be hired to oversee the expansion to include a choir, traditional dance and orchestra.

· More paid performances will be generated by the additional programs.

· The director will supplement his/her salary with private lessons.

Þ Funding will be targeted for administrative costs.

· A greater percent for administrative costs will be included in grants when possible.

· Unrestricted donations will be solicited for the organisation.

· Institutional strengthening grants will be targeted.

· Development partners will be educated about the costs of operations and the impact of inflation.

Strategy 3: We will complete, furnish and equip the Center for Arts and Sustainable Development, providing an environment for networking and collaboration.

Þ Fundraising for the building will become a major campaign.

· The Founder will network with all potential donors.

· A brochure will be distributed describing the Centers vision and funding levels.

· The website will feature the building plans.

Þ The building will have up-to-date technology.

· A generator will be available for power backup.

· An inverter will store power for outages.

· Wireless internet access will be provided.

· Energy saving devises will be utilized.

Þ The Music and Arts Programs will receive greater support.

· There will be storage space for instruments.

· There will be rehearsal space for music and dance.

· The program director will seek corporate sponsorships.

Þ The new building will be income generating.

· There will be short-term rental space for gatherings.

· There will be long-term rental space for offices.

· There will be guest rooms available for FDNC partners.

· There will be display space and a retail shop for student and beneficiary arts and crafts.

Þ There will be staff and resource areas for local partners and networking opportunities.

· There will be adequate working space for all employees.

· There will be a conference room for staff and network meetings.

· There will be a resource library open to all partners.

Strategy 4: We will improve our financial management and broaden our funding base.

Þ Sound financial practices and accountability will be put in place.

· Operational budgets will be developed for each department.

· Expenditures will not exceed revenues; project activities will be within budget lines.

· Transfer of monies from one account to another will be closely monitored.

· Monies borrowed from one account to another will be monitored and replaced.

· Managers will help develop their department budgets and will review them monthly.

· There will be an annual external audit.

· The board will approve annual budgets and revisions.

· The organization shall create a contingency fund.

Þ Public relations will increase under the direction of the founder.

· The website will remain current with updates at least every two months.

· Quarterly newsletters will be produced for both internal and external relations-building.

· Donor contact will be enhanced through regular  communications.

· A perspective donor and grantor data base will be created and maintained.

· At least once a quarter, FDNC will submit a feature to the media.

Þ Fundraising will be upgraded to a managerial position.

· A Director of Development will be hired to secure funding for program expansion.

· Short and long term fundraising priorities will be identified by each department.

· An annual local fundraiser will be sponsored by the board with help from staff.