2017-2021 STRATEGIC PLAN - ASSOCIATION FOR STRENGTHENING COMMUNITY - Nampula, October 2016 - uataf-afc
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ASSOCIATION FOR STRENGTHENING COMMUNITY
2017-2021 STRATEGIC PLAN
Nampula, October 2016
Datasheet
Title: 2017-2021 Strategic Plan
Receptor: UATAF, Donors and Partners
Production period: June to September 2016
Effective from: January 2017
Produced with financial
support from:
Technical Assistance:
Strategic Plan of UATAF - AFC 2017-2021LIST OF ABBREVIATIONS Abbreviation Description CLUSA Cooperative League of the United States HELVETAS Helvetas Swiss Interoperation PROMER Rural Markets Promotion Program GAPI Development Financial Institution (Mozambican) HELPO Humanitarian Organization Operating in Education H&S Hygiene and Sanitation LAE Literacy and Adult Education M&E Monitoring and Evaluation SNV Netherlands Development Organization OLIPA-ODES Non-Government Organization with its Headquarters in Nampula ZIP Pedagogical Influence Zone DPEDH Provincial Directorate of Education and Human Development SC School Council USAID United States Agency for International Development Strategic Plan of UATAF - AFC 2017-2021
INDEX
1. EXECUTIVE SUMMARY........................................................................................1
2. INTRODUCTION....................................................................................................6
3. UATAF PRESENTATION.......................................................................................8
3.1. About us..............................................................................................................8
3.2. What we do and who we benefit.......................................................................10
3.3. Where we work.................................................................................................11
3.4. Our Organization and Operation.......................................................................11
3.5. Our Partners......................................................................................................11
3.6. Our Achievements.............................................................................................11
4. ANALYSIS OF THE CONTEXT.........................................................................13
4.1. National Context...............................................................................................13
4.2. The Education Sector and Adult Literacy.........................................................13
4.3. The Public Health and Environment Sectors....................................................14
5. SWOT ANALYSIS.................................................................................................16
5.1. External Analysis: Opportunities and Threats..................................................16
5.2. Internal Analysis: Strengths and Weaknesses...................................................18
5.3. Summary of SWOT Analysis...........................................................................21
6. STRATEGIC POSITIONING...............................................................................22
6.1. Vision................................................................................................................22
6.2. Mission..............................................................................................................22
6.3. Intervention areas..............................................................................................23
6.4. Geographic location..........................................................................................25
6.5. Strategic objectives...........................................................................................25
6.6. Results table and Strategic Initiatives per objective.........................................26
6.7. Implementation Strategy...................................................................................31
7. RESOURCE MOBILIZATION AND INCOME GENERATION.....................32
8. MONITORING AND EVALUATION PLAN......................................................33
Strategic Plan of UATAF - AFC 2017-2021TABLE OF CONTENTS Table 1. Values Set for the Organization...........................................................................9 Table 2. Values Set for Members and Employees.............................................................9 Table 3. Findings of External Review.............................................................................16 Table 4. Findings of Internal Analysis............................................................................18 Table 5. Summary of SWOT Analysis............................................................................21 Table 6. Table of Results and Strategic Initiatives for the Education and Functional Literacy Areas..................................................................................................................26 Table 7. Table of Results and Strategic Initiatives for the Financial Education Area.....27 Table 8. Table of Results and Strategic Initiatives for the Education on Health and Environmental Sanitation Area........................................................................................28 Table 9. Table of Results and Strategic Initiatives for the Institutional Development Area.................................................................................................................................29 Strategic Plan of UATAF - AFC 2017-2021
1. EXECUTIVE SUMMARY
The Mozambican national context has been quite troubled since the beginning of 2015. The
changes in the socio-economic arena, political, cultural and technological are several. The
country faces a political and military crisis since 2013 which was worsened after the holding
of general elections in 2014, with military confrontations between the armed wing of the
Renamo party and government forces. Mozambique still faces a severe economic crisis that
accentuates the already existing difficult living conditions of a large part of the population,
affecting more severely the poorest communities.
The average rate of illiteracy among the adult population is about 53.6%, being higher in
rural areas (65.7%) compared to urban areas (30.3%) and more marked among women
(68%) than in men (36.7%).
The challenges in health and sanitation area are several: the climatic characteristics influence
the epidemiological pattern with recurrence of some diseases such as malaria and cholera
during the rainy season and meningitis during the dry season; they also make the country
vulnerable to the occurrence of natural disasters (floods, droughts and cyclones) with
negative impact on health and health services, the increase of the risk of these diseases and
the destruction of health infrastructure in the affected areas and camps of displaced people.
With the current Strategic Plan, UATAF aims to combine its mission, institutional capacity
and expertise to join the efforts of various actors in the search for solutions to minimize the
problems associated with literacy, extreme poverty, public health and sanitation in the
neediest communities. In order to better position ourselves to current challenges, the
following issues have been reviewed in the preparation of the current plan, mission, vision
and organizational values. Thus the new mission and vision are:
Our Mission:
Strengthen the capacity of communities through education for sustainable
development
Our Vision:
Be a sustainable organization, at the national dimension and regional
reference in community development in the areas of education, sanitation and
microfinance
In the next five years, UATAF intends to position itself strategically in the Central and
Northern regions of Mozambique. In these regions will be designed and implemented
projects in the districts of Nampula, Cabo Delgado, Niassa and Zambezia Province.
Strategic Plan of UATAF - AFC 2017-2021
1The areas of intervention and intended beneficiaries in the coming years are shown in the
table below:
Direct beneficiaries
Intervention areas Other beneficiaries
(Disaggregated by gender)
Education and functional provincial and district government (of
illiterate adult population
literacy education and human development)
Parents / guardians
School children ZIPs heads
School management Members of the schools local leaders
Council and Teachers Provincial and district government (of
education and human development
Members of local associations families
Financial education
of farmers Community
Students ( from target schools)
Health, education and Users of health facilities Provincial and district government (areas of
environmental sanitation Teachers health and environment)
Families / individuals
UATAF set eight strategic objectives that it aims to achieve in the next five years, five of
which are geared towards the provision of services and three for institutional development,
including:
Increasing the literacy level in the young adult population of the poorest communities in the
SO1.
central and northern regions of Mozambique
SO2. Increase the readability of the initial class of students in schools assisted by UATAF
Increase the performance of the school councils members in the exercise of their duties and
SO3.
responsibilities
Increase the income generating capacity of community groups with limited access to
SO4.
financial resources
Increase the capacity of communities to exercise good hygiene practices, sanitation and
SO5.
disease prevention
SO6. Boost the performance of the governing boards
SO7. Raise the technical capacity to implement projects and UATAF institutional visibility.
Increase the financial capacity of UATAF seeking for sustainability in the implementation of
SO8.
projects
In order to achieve the strategic objectives, the following strategic initiatives were defined
Strategic Plan of UATAF - AFC 2017-2021
2Strategic objectives Strategic initiatives
Increasing the
literacy level in the Census of potential beneficiaries of functional literacy
young and adult Creation of literacy centers in the districts
population of the
SO1. Training of functional literacy animators
poorest communities
in the central and Development and adaptation of materials according to the local reality
northern regions of Implementation and monitoring of functional literacy program
Mozambique
Increase the
readability of the Support for schools to implement pedagogical methodologies to support
SO2. initial class of the strengthening of reading skills.
students in schools Promote reading competitions in primary schools in targeted districts
attended by UATAF
Train the school council members in order to perform better their roles
Foster the and responsibilities
performance of the Support the School council members to plan and monitor the school
school council operation
SO3 Support the schools council members in elaboration of their strategic
members in the
exercise of their roles plans
and responsibilities Promote the participation of the school council members in the
Government sessions in order to influence in decisions which can
benefit the schools
Capacity building Train the community groups in savings methodology and revolving
for the community
credit
groups with limited
Support the community groups in the development and implementation
SO4 access to financial
of savings and credit schemes
resources to
generating their Train the community groups in adequate basic financial management to
incomes carry out small business
Mobilization and sensitization of communities to the increase in basic
hygiene and sanitation
Train the members of the health committees for water management and
schools council members to deal with health issues, water and
Community capacity sanitation
building for good
Advocacy for health facilities and schools including water and
practice on hygiene,
SO5. sanitation infrastructure in their facilities (considering gender)
environment
Students awareness campaigns and users of health facilities for
sanitation and
disease prevention. increased hygiene practices and sanitation
Promotion of communities training campaigns for the prevention of
waterborne diseases (eg.:diarrhea, cholera, malaria, etc.)
Promoting community education campaigns to reduce chronic
malnutrition
Strategic Plan of UATAF - AFC 2017-2021
3Strategic objectives Strategic initiatives
Conducting general regular meetings
Review the terms of reference of the governing bodies and preparing the
succession plan
Development of an incentive policy for governing bodies
Boost the
Creation of working offices for the governing body members
performance of
SO6. Capacity building for the governing bodies on important issues of
UATAF governing
bodies UATAF intervention areas
Share experience organization between UATAF governing board
members and other similar organizations
Development and implementation of monitoring plans of organizational
performance and current projects
Review of organizational structure
Strengthening UATAF Team with specialized staff
Raise the technical Development and implementation of a training plan for capacity
capacity to building of internal staff and members of the governing bodies
SO7. implement projects Completion of UATAF`s construction building
and UATAF Completion of the creation of UATAF web page/site
institutional visibility Development and implementation of an institutional marketing strategy
Acquire Appropriate equipment and means of transportation for
UATAF work
Development of a resource mobilization strategy and revenue
Increase UATAF generation
financial capacity Creation and operationalization of an institute for the development of
seeking for skills-oriented for professional development
SO8.
sustainability in the Creation of a task force to research opportunities and project design
implementation of Awareness for the governing board members for the payment of fees
projects
and increased value
These initiatives will be implemented through two main approaches:
Direct implementation of projects in areas where UATAF can generate higher
quality of delivery efficiently and also in highly complexity and sensitivity.
Direct implementation of the strategic initiatives in areas where UATAF does not
have all the required skills to successfully complete an activity with a high quality.
Indirect implementation can be done through a consortium, partnerships and other
specialized organizations or experts.
For the concretization of UATAF institutional vision, objectives and strategic initiatives of
this Plan will require an increased effort to mobilize resources and income generation. Thus,
there will be established a fund mobilization strategy and income generation to guide these
activities.
The Strategic Plan will be implemented through annual plans, whose monitoring will be
made on a quarterly basis. The M & A area should produce an annual plan of monitoring for
the Organization as a whole. Monitoring of projects will be made as agreed with partners,
but must feed and align with the overall plan for monitoring UATAF.
The monitoring team should collect data for monitoring the activities of the annual plan,
Strategic Plan of UATAF - AFC 2017-2021
4process a simple database (Excel) and prepare quarterly reports on the degree of
implementation of the plan on the target basis set for each quarter. This report should be
analyzed by the Governing Council to make decisions on improvement actions to achieve
the goals. UATAF will conduct an assessment of the progress and impact of the
implementation of the Plan at the various groups of beneficiaries.
UATAF will conduct an evaluation on the progress and impact of the Plan implementation at
different beneficiaries’ groups’ level.
Strategic Plan of UATAF - AFC 2017-2021
52. INTRODUCTION
UATAF Strategic Plan aims at facilitating and guiding government action, the annual
planning, project design, budgeting, resource mobilization and partnerships and the short
and medium term activities control. So this Plan remains the main guiding document of the
Organization's interventions over the next five years for the period between 2017-2021.
This Plan was devised taking into account the current context and organizational capabilities
of UATAF to respond to the demand for services that contribute to improving the quality of
life of the neediest communities.
For its preparation, it was carried out a meticulous documentary research, analysis of
problems and identification of proposed solutions.
In order to ensure a proper framework of the local reality and further deepening of the
problems affecting the communities, there has been an involvement of UATAF focal figures/
points residing in the districts to identify and analyze, in a participatory manner, the
problems that the UATAF intends to contribute to its resolution with this Plan. It has also
taken advantage of the experience and the knowledge that UATAF acquired during the
implementation of projects in the communities.
Thus the preparation of the Plan followed the following phases:
Methodological preparation;
Collection, analysis and systematization of relevant documentation;
Internal Workshop with UATAF focal points representing six districts;
Workshop with executive management and board members;
Gathering information through workshop from UATAF partners at the level of
Nampula Province;
Systematization of information gathered and production of the draft plan; and
Presentation of the Plan, discussion and internal validation and stakeholders.
It is hoped that with this plan, UATAF's performance is driven to improve the quality of its
intervention in the provision of services and organizational capacity.
This document is structured into seven chapters:
The first chapter presents the executive summary;
The second chapter is composed by this introduction that is a framework of
objectives and relevance of the Plan for the development of UATAF and also
presents a description of the methodological steps followed for the preparation of the
Plan;
The third chapter unveils UATAF presentation in which stand out the guiding
vectors of its work, the organization and operation, work performed and partnerships
that the organization has established;
Strategic Plan of UATAF - AFC 2017-2021
6 The fourth chapter analyses the national context, local and sectorial context for each
of the intervention areas;
The fifth chapter presents the SWOT analysis in which the opportunities and threats
were identified in the external context and internal strengths and weaknesses (within
the Organization). It presents also a summary of the analysis done and
recommendations for UATAF.
The sixth chapter presents the strategic positioning: vision and mission of UATAF,
strategic objectives of the Plan, areas of intervention, geographical location, and
implementation strategy and result table;
The seventh chapter refers to resource mobilization initiatives and income generation
to support the implementation of the Plan;
The eighth chapter presents the process of monitoring and evaluation of the Plan.
The implementation of this Plan should be seen as an opportunity to strengthen the institutional
capacity of the Organization. UATAF should make revisions and updates to the document with
the purpose of creating the conditions to achieve the set objectives.
Strategic Plan of UATAF - AFC 2017-2021
73. UATAF PRESENTATION
3.1. About us
The Technical Assistance Unit for Functional Education (UATAF) is a non-profit
organization legally registered in Mozambique, created on December 27 th, 2004, which is
focused on strengthening skills of communities through education initiatives and social
mobilization aiming at increasing the level of their knowledge and practices that contribute
to improving the quality of life of individuals and families.
3.1.1. Our Mission
Our mission is to "strengthen the capacity of communities through education for sustainable
development."
This mission reflects the reason for being of UATAF and is aligned with the constitution and
interventions of the Organization. The realization of this mission involves a continuous
effort of UATAF team that, through education initiatives and community mobilization are
identified and explored opportunities to increase the level of awareness, knowledge, skills
and practices of the population leading to improvement their living conditions.
3.1.2. Our Vision
Our vision is "to be a sustainable organization, national scale and regional reference in
community development in the areas of education, sanitation and microfinance."
We dream high and we aim to achieve a level of organizational and administrative
sustainability acceptable within 10 years. We expect to consolidate the gains achieved by our
current and past intervention in education and expand to other areas and geographic
locations in order to responding a more integrated position to the community’s needs that we
are keen to assist.
3.1.3. Our Values
The values set for UATAF constitute a set of moral principles, cultural preferences and
psychological attitudes that should be exercised by all employees in the relationship between
themselves and with external entities. There are five values for the Organization, and seven
for the employees.
Values for the Organization
UATAF defined five values that should guide your way of being and staying as an
organization of the Mozambican civil society. These values should be observed collectively.
Strategic Plan of UATAF - AFC 2017-2021
8Table 1. Values Set for the Organization
Values for the Organization Observable behaviors
As organization, UATAF seeks to differentiate itself from others by seeking to
introduce methodologies and innovative services in the intervention
1 Innovation
community. We encourage the creativity of all employees so that this value is
achieved
We seek to ensure that the results of our activities are in compliance with the
2 Quality
defined quality standards, ensuring maximum satisfaction of the beneficiaries.
All activities we do should be shared internally and externally with all
Transparency and
3 stakeholders. The reports and the organization's accounts must be audited and
accountability
available for consultation by interested parties
UATAF cultivates a spirit of mutual support among employees and its
4 Solidarity members. The organization identifies with its members in times of joy and
sorrow.
All decision-making and management processes are guided by democratic /
5 Inclusion
participatory principles
Values for employees and UATAF members
The employees and UATAF members will exercise, in their interaction with each other and
with external actors the values of respect, honesty, commitment, communication, proactivity,
efficiency and effectiveness and solidarity. The desirable behaviors that should materialize
these values are:
Table 2. Values Set for Members and Employees
Values for employees and
Observable behaviors
members
Employees and UATAF members are treated with dignity and equality at all
levels. Obey the hierarchy and rules of organization and simultaneously
demonstrate high sense of friendship. In relation to external entities, we know
1 Respect
and respect the rules and procedures of interaction with different stakeholder
groups (ex .: community members, local / traditional authorities, government
structures, donors, implementing partners, etc.)
Employees and UATAF members strictly follow the moral rules. An honest
2 Honesty employee does not lie, does not steal, does not handle information and follow
the procedures set out for carrying out their activities
Employees and UATAF members know and exercise the Organization's
3 Commitment values, comply with their obligations (even working without supervision),
meet the deadlines and set goals and identify for the cause of the Organization
Employees and UATAF members are active in communication channels and
use correct language in different contexts to convey messages to each other
4 Communication and / or to different groups of partners including local communities. The
Organization encourages the use of all available means of communication
including information and communication technologies (IT)
Strategic Plan of UATAF - AFC 2017-2021
9Values for employees and
Observable behaviors
members
Employees and UATAF predict and anticipate up to events before they occur.
5 Proactivity Take smart measures in adverse situations and find alternative solutions to
meet the challenges of day-to-day
Employees and UATAF members use the existing (financial, material, time,
Efficiency and personnel resources, etc.) resources in a rational manner to achieve the
6
efficacy planned results. Always seek to minimize costs in the activities and anticipate
the deadlines, the results achieved.
Employees and UATAF members cultivate a spirit of mutual support in times
7 solidarity
of joy and sorrow
3.2. What we do and who we benefit
Our organization supports communities in education and development, community health
and environment. We mobilize different partners and local communities in order to:
Enable adults (men and women) to know how to read, write and do calculations;
To train members of school councils to better exercise their oversight role to ensure a
better functioning of schools;
Support schools in educational planning processes;
Promote, from the schools, methodologies that facilitate and encourage the process
of teaching and learning in the early grades;
Organize and foster the existence of community saving groups and revolving credit;
Promote the exercise of healthy community practices (sanitation, personal and
collective hygiene, etc.)
Lobbying and advocacy for prioritizing initiatives and public and private investments
geared to increasing access to education, water and environment sanitation.
Initially, we define as our strategic target group the adult illiterate population with
greater focus on farmers organized in associations. Throughout our existence and the
experience of work in the community, we expand our target group to also cover children
and young people of school age. This group has been supported through interventions in
the area of functional education.
UATAF seeks to work in less benefited communities favoring women (individually or in
groups) because we believe that, in underdeveloped communities, she plays a key role in
social change. To generate the desired changes, UATAF works closely with the leadership
and local administrative structures, producer associations, members of school councils,
district consultative councils and other groups of stakeholders working for local
development.
3.3. Where we work
UATAF has its headquarters in Nampula city and implements its programs in the North and
Centre of the country regions and may cover the entire national territory. By the time, the
projects have been implemented in the following districts:
Nampula Province: Moma, Mogovolas, Meconta, Monapo, Murrupula, Mecuburi,
Ribaue, Rapale, Lalaua, Malema, Nacaroa, Muecate and Erati
Strategic Plan of UATAF - AFC 2017-2021
10 Cabo Delgado Province: Macomia, Ancuabe and Mecufi
Niassa Province: Cuamba, Maua, Metarica, Marrupa, Mandimba and Mecanhelas
Zambezia Province: Ile, Gurue, Alto Molocue and Morrumbala
Tete Province: Mutarara
3.4. Our Organization and Operation
There are three different levels of decision to ensure the functioning of UATAF: General
Meeting, Board and Executive Committee. The General Assembly is the highest entity and
the main instrument of UATAF governance with power to decide on the policies, plans and
programs of the Organization to be followed. The Executive Board provides regular
management and decision-making relating to the implementation of actions and organization
of programs, monitoring and evaluation and that is subordinated and responds to the
Governing Board, which uses to ask the General Assembly, on behalf of the members, to
ensure that their actions are aligned with the mission, vision and institutional values.
3.5. Our Partners
UATAF works with different types of partners to implement its activities and may highlight
the following partners:
Provincial Governments - Provincial Directorates of Education and Human
Development (Nampula, Zambezia and Cabo Delgado)
District Governments (District Youth and Technology Education Services)
USAID Mozambique
Embassy of the United States of America
SNV (Netherlands Development Organization)
HELPO
MEDIA INSTITUTE
RADIO MOZAMBIQUE (delegations of Nampula and Zambézia)
OLIPA ODES
GAPI SARL
PROMER
PEDAGOGIC UNIVERSITY (Nampula Branch)
Catholic University of Mozambique - Faculty of Education
HELVETAS Mozambique
CLUSA Mozambique
Local Associations
3.6. Our Achievements
Since its inception, UATAF has invested in strengthening its capacity building for better
position in providing services to communities. As a result, the Organization consolidated its
presence in the districts and established important partnerships and good relationships with
government officials, traditional leaders, private sector and other civil society organizations
which enabled it to successfully implement its programs.
In the area of UATAF adult education and literacy interventions, they allowed to develop
reading skills, writing and calculation of about 67,732 local associated producers, of which
26.720 are women.
Strategic Plan of UATAF - AFC 2017-2021
11At the primary schools level, UATAF contributed to the improvement in the planning and
supervision process in school performance which involved 300 primary schools in 6 districts
of Nampula and Zambézia provinces by supporting them in planning process and quarterly
pedagogical balance in ZIPs (Pedagogical Influence Zones) of the beneficiary primary
schools. In addition, 5.400 school council members were trained and ensured the
participation of 300 presidents of these councils in local government planning sessions
(advisory boards from villages or administrative post) in order to influence the prioritization
of pro-education initiatives in the planning process and local budgeting.
To develop reading skills in the early grades, UATAF provided 18,000 books and promoted
reading contests in schools that reached a total of 5,742 students of which 2,653 are girls.
At the PCR level, UATAF supported the creation of 114 groups of associates and trained
equal number of animators. This action benefited 2,657 members, including 1,470 women
and raised a total of 3.668,323,00MT through savings, of which 946.810,00MT were
allocated in the form of credit to members of the groups to promote income-generating
activities.
The experience gained from these interventions helped UATAF to strengthen its technical
and organizational capacity, strengthen its presence in target districts and continue to deserve
the trust of its partners to implement targeted interventions to change people's lives.
Strategic Plan of UATAF - AFC 2017-2021
124. ANALYSIS OF THE CONTEXT
4.1. National Context
The Mozambican national context has been quite troubled since the beginning of 2015. The
changes in the socio-economic arena, political, cultural and technological are several. The
country faces a political and military crisis worsened after holding the last general elections
in late 2014, which is worsened by military confrontations outbreaks among the armed wing
of the Renamo party and government forces in some districts of central and northern
regions.
The country still faces severe economic crisis caused by a combination of factors of national
and international nature. The discovery of hidden debts incurred by the Government led to
the suspension of international aid by major cooperation partners, donors and the IMF in
early 2016, all this worsened the budget deficit of the government (which is still dependent
on foreign aid). The strengthening of the US economy, associated with the shortage of
foreign exchange in the country and other local factors of political and economic
discrepancy, led to a precipitous devaluation of our domestic currency (Metical) versus the
US Dollar, EURO and South African Rand(these are the major trading currencies in our
country). According to the data published by the government in mid-2016, the inflation rate
is 19.5%. This situation led the Government to review the State budget that resulted in
containing various public expenditures. The above scenario has implications for the increase
in the cost of living for the population and continuing degradation of their living conditions.
Mozambique has several imbalances between provinces, urban and rural population,
currently, the largest concentration of poverty in remote communities is in urban centers.
4.2. The Education Sector and Adult Literacy
In Mozambique, the right to education is guaranteed by Article 88 of the Constitution. The
right to education is also enshrined in the Law on National Education System (SNE) and
other national documents relating to this matter. The State shall guarantee the right to
education through its network of institutions and its partners in civil society and the private
sector that participate actively in the provision of education services, especially in places and
areas where the Public School are rare.
Taking into account the high illiteracy rates, the expansion of primary education is being
complemented by the development of functional literacy programs focused on active
community participation and commitment, with the priority targets to young people, adults,
women and girls, and an active involvement of the local authorities in the education
process.1
About 18% of the world population is illiterate; of this, approximately 64% are women. In
sub-Saharan Africa, the percentage of illiterates is 38% of which 61% are female. Among
young people (15-24 years), illiteracy rates is 12% of the world population; the level of Sub-
Saharan Africa,23% of the adult population cannot read and write, 59% of whom are female.
Mozambique has higher rates than the average for sub-Saharan region. According to the
data recently published by the National Institute of Statistics, the average rate of illiteracy
among the adult population of the country points about 53.6%, being higher in rural areas
1
Source: Report on the six Objectives of Education for All-2015 National Examination on Education for All:
Mozambique
Strategic Plan of UATAF - AFC 2017-2021
13(65.7%) compared to urban areas (30.3%) and more prominent in women (68%) than in
men (36.7%). Taking into account the country`s size and its diversity, it is not surprising
that there are discrepancies between different regions, with rates ranging from 15.1% in
Maputo Province (south of the country) and 68.4% in Cabo Delgado Province (the north).
Among the young population, the situation is alarming, with 37.9% rate for the age group
between 15-19 years (48% among young women) and 50.7% for the range of 20 to 29
years of age (61.1% among young women).
Literacy rates remain low in relation to women. In 2008, only 47 percent of women could
read and write. It is however higher the percentage of young women who can read and
write: 41 percent of 20 to 24 years old compared to 53 percent of 15 to 19 years. There was
no significant change in women's literacy rates between 2003 and 2008.
The Adult Education subsystem faces challenges, among which stand out the difficulty of
retaining learners in LAE (Literacy and Adult Education) programs, particularly in rural
areas, due to high poverty rates that lead to an increase in dropouts, especially women.
The balance of the Five-Year Government Program, 2010-2014 estimates that spending on
LAE area corresponds to only about 1% of the Education Sector budget. The subsidies for
literacy (650 medicals per month) are less motivating for teachers. In 2013, it was not
possible to recruit all 21,000 planned LAE teachers and the budget for their payment was
executed in only 82%.
The progress in LAE area is slow to notice through the literacy rates, even with a large
number of learners involved in programs. With the level of progress in literacy programs
and primary education, it will be unlikely to get the sector to reduce the rate illiteracy to
30%, as projected in national programs.
4.3. The Public Health and Environment Sectors
The country has a dry season which runs from May to September, and a rainy season from
October to April. These climatic characteristics determine the epidemiological pattern of
some diseases such as malaria and cholera during the rainy season, and diarrheal and
meningitis diseases in the dry season and make the country vulnerable to the occurrence of
natural disasters (floods, droughts and cyclones) with negative impact in health and health
services, due to the increase of the risk of these diseases and the destruction of health
infrastructure in the affected areas and camps of displaced people.
Health Sector is one of the priority sectors for the development of the country, for which
there is clarity of objectives, indicators, targets and areas of intervention in the Five Year
Government Plan, from 2015-2019, such as, in HIV / AIDS Health Sector Strategies
(malaria, tuberculosis, among others) and in partnership documents of the country with
various International Organizations and with the United Nations as well.
In the country, there is still a need to strengthen targeted actions to prevent and combat
diseases such as HIV / AIDS, Tuberculosis and Malaria that result in deaths of family heads
(adults), which contributes to the increase in poverty and vulnerable people (orphans and
widows and / or widows who have no source of income), dropping out of school by young
people and work disability or reduced worker productivity.
Strategic Plan of UATAF - AFC 2017-2021
14According to UNICEF in Mozambique, the coverage of drinking water supply is located at
49%, with a wide disparity between urban coverage (80%) and rural coverage (35%). The
challenge to improve water, sanitation and hygiene in communities is still huge.
The Health Facilities and Schools are vital institutions for the survival and development of
children, but unfortunately, they are characterized by inadequate levels of drinking water and
sanitation. Only an estimated rate of 40% of rural schools has ASH facilities for students and
teachers.
UATAF thinks that can play an important role in community capacity building for good
hygiene and sanitation practices and mobilization of social actors to increase investment in
these areas, especially at the level of schools and health facilities.
Strategic Plan of UATAF - AFC 2017-2021
155. SWOT ANALYSIS
5.1. External Analysis: Opportunities and Threats
UATAF conducted the analysis of external factors that may constitute for opportunities and
threats in the implementation of its Strategic Plan. In this analysis, the most relevant factors
were identified and their possible impact on the Plan and identified actions to take advantage
of opportunities and threats, which were summarized in the table below:
Table 3. Findings of External Review
External
Environmental trends Possible Impact on Plan Actions
factors
Closing schools and worsening
of low educational
achievement
Deceleration of investment
Avoid the implementation
Political and military tension with and stagnation of the country's
of projects in the places
higher incidence in the poorest areas economy
Politics with major focus of
of the center and north Provinces of Limitation of the circulation
political tension and
the country space for UATAF team to military confrontation
reach the beneficiaries of their
projects
Reduction of participation of
the people in meetings
• High inflation
• High devaluation of the metical
versus the main currencies (dollar,
Rand, EURO) To promote income-
• Financing suspension and no • Public investment reduction generating initiatives
Economic external partner support to the
country; • Worsening poverty especially Empower communities to
• Reorientation of funding for the area for the poorest communities entrepreneurship and small
of governance climate change and business management
environment
• Greater expenditure restraint by the
Government
• High level of poverty among the Stagnation or even increase in Mobilize resources and
Mozambican population (54% of the the number of illiterate adults. partnerships aiming at:
population below the poverty level); Implement LAE programs
Prevalence of health problems
• High rate of illiteracy among the Promote nutrition education
associated with malnutrition,
adult population (53.6%) vs reduced
limited access to water and Promote investment in water
funding for LEA by the
adequate sanitation supply and sanitation in
Government;
schools and health facilities.
• Low coverage of drinking water
supply (49%) with great disparity Promote education on good
Social
between urban coverage (80%) and hygiene practices and
rural coverage (35%); sanitation in schools, health
• Schools and health centers hit by centers and surrounding
inadequate drinking water supply communities.
and sanitation;
• High incidence of malnutrition
(about 45% of under-five child
deaths are associated with
malnutrition).
Strategic Plan of UATAF - AFC 2017-2021
16External
Environmental trends Possible Impact on Plan Actions
factors
Expanding access to Increased access to Explore the
information and information and possibility of using
Technology communication technologies to knowledge for the ITs to disseminate
the most remote areas of the availability platform and educational messages
country internet to communities
Existence of legislation, regulations Legal framework and alignment
Legal and national strategic documents and of UATAF`´s work with norms
sectorial that guide the work in the and national and sectorial
areas of UATAF intervention. priorities.
• Increase the risk of Educate the communities to
diseases such as malaria, resilience to natural events
• Country`s vulnerability on natural cholera and diarrhea. Mapping of key stakeholders in
disasters occurrence (floods, • Possibility of increasing the environmental area and
Environmental droughts and cyclones). the availability of approach to identifying
• Increased importance given to the resources and partnership opportunities.
environment sector environmental pro Community education for
partnerships. proper sanitation and disease
prevention
Strategic Plan of UATAF - AFC 2017-2021
175.2. Internal Analysis: Strengths and Weaknesses
The internal analysis aims to identify internal factors that can stimulate or hamper the
implementation of the Plan and project activities to maintain and enhance the strengths and
remove the weaknesses. This analysis was performed taking into account the UATAF value
chain processes presented below:
The strengths and weaknesses identified and discussed for each element on UATAF value
chain elements are presented in the table below:
Table 4. Findings of Internal Analysis
Value Chain
Strengths Weakness Action
dimension
INPUTS
UATAF own facilities, in High costs of renting Accelerate the
Facilities construction. completion of our own
facilities construction.
Experienced Team in the Lack of expertise in health, Team Strengthened by
LEA area, school environment and hiring experts to be
management, PCR and microfinance management allocated in projects in
prevention and fight areas. areas where UATAF does
against HIV / AIDS. Insufficient on HR limiting not have skills.
Human Resources Most of the technicians the segregation of duties. Development and
have higher education. Team training dependent on implementation of a
Great enthusiasm and projects training plan and
interest of the members development of UATAF
of the governing boards team skills.
in UATAF development.
- Projects financial Enable the process of
Financial Resources dependence. collecting membership
fees.
Weak fundraising Design and implement
initiatives generating
Equipment and There are some office • No replacement of
income.
Working material consumables and equipment
equipment and means of
maintenance when projects
transportation offered by
end (due to lack of means).
the ended projects (e.g.
• Insufficient means of
office desks,
transport for the operation
motorbikes)
and projects
Strategic Plan of UATAF - AFC 2017-2021
18Value Chain
Strengths Weakness Action
dimension
• Internet access and • Existence of UATAF web • Complete the creation of
phones page. the web page.
Availability of • There is no technician to • Appoint and train a
IT computers take care of UATAF technician to update and
There is a drop-box and computer parts (antivirus, maintain the website and
it is being used maintenance) give computer support to
office
• There is an updated • Poor compliance on what is • Enable the Audit
administrative procedure prescribed in the manuals Committee to fulfill its
Manuals of procedures
manual and the Rules role
and rules There is gender policy.
• There are internal rules
SUPPORTIVE PROCESSES
• There is a norm of • There is no manual on • Develop HR policies.
vacancy human resource
announcement for management procedures. • Elaborate manual on
Human Resource
Management hiring staff • There are no human human resource
resources management management procedures
policies. For example, wage
policy.
• There is logistics and • There is no a warehouse to • Ensure, in the new
procedures to carry out keep the stock/goods and building, a compartment
Logistics acquisitions and stock equipment for storage.
control
There is a person who is
responsible for logistics
• There is 1 accountant. • There is only one • Be cautious on hiring
• It exists and uses an accountant. more accountants in
Accounting updated accounting • If demand increases the accordance to the number
package (Banana and accountant will not be able and project requirement
Spring to respond
• There is one technical • The financial manager who • Segregation of duties and
with higher education. also end up exercising new hiring of staff (office
Financial management • Exist and the financial administrative functions due assistant).
management procedures to the number of personnel
are respected limitation is overloaded
- • There is no institutional • Develop institutional
Institutional Image image management policy. image management policy.
Management • No Website page • Finalize the website
PRIMARY PROCESSES
• Some members hold • Task overcrowding give no • Empower UATAF
skills to design projects. time to the team to focus members and technical
• The organization has been exclusively on project team in the project design
attentive to identify design. process and project
Project Design procurement • Not all employees dominate management.
opportunities to carry out the project design • Create a task force to
the project design process research opportunities and
project design
Strategic Plan of UATAF - AFC 2017-2021
19Value Chain
Strengths Weakness Action
dimension
• Create and operate an
institute for the
development of skills-
• The organization has oriented professional
been attentive to identify • UATAF has no financial development;
Fund Raising / Income procurement sustainability. It still • Create a task force to
Generation opportunities to unleash depends on projects research opportunities and
the project design sponsored by donors project design.
process • Sensitize members of the
governing board for the
payment of fees and
increased value.
• Experience in project
• Empower UATAF
management (including
members and technical
the preparation of
• Limitation of transportation team in the project design
project implementation
to implement projects in the process and project
tools);
Project Management • Team with experienced
districts management.
Reduced number of • Enhance the allocation of
focal points in districts.
supervisors for field work equipment for the
• Good contacts in the
implementation of
implementation field
projects
with the local structures
• There is a staff in M & • The Organization prioritizes • Ensure that an UATAF
A the database for donors and member (permanent) is
• There is a template for not for UATAF as a whole. indicated as an official on
M & E plan. • The M &A official is now monitoring and
• There is an enhanced assigned to the project in evaluation;
database progress. If there are more • Expand the database for
Monitoring and a team with experience projects, this official will the entire Organization
Evaluation in M & A processes leave UATAF and loses all
knowledge previously
acquired.
• The M & A official reports
only to the current project
manager and not the UATAF
as a whole.
MANAGEMENTOF THE BENEFICIARIES
• There are methods and • New technical and UATAF • Ensure formal training to
institutionalized practices members have not been all new UATAF members
Intermediate and
for communicating with formally trained in these and technicians.
final beneficiaries beneficiaries at different methods.
levels.
Strategic Plan of UATAF - AFC 2017-2021
205.3. Summary of SWOT Analysis
The table below summarizes the findings of the strategic review, with the summarization of the opportunities, threats, most relevant strengths and
weaknesses for the implementation of the Strategic Plan.
Table 5. Summary of SWOT Analysis
Strengths Weakness
• Experience and good references in LAE areas, school
management, credit and rotating savings and preventing • UATAF has no financial sustainability. It still depends on
and combating HIV / AIDS. projects sponsored by donors.
UATAF own facilities under construction; • Resource Limitation to implement projects in the districts.
Technicians with higher education. • Limitation of skills in the existing workforce in areas where the
• Office equipment availability and transportation donated Organization intends to enter.
by ended projects.
Opportunities Actions Actions
• High rate of illiteracy among the adult population (53.6%) • Create and operate an institute for the development of
• Implement LAE programs.
vs reduced funding for LAE by the Government. professional skills.
• Lobbying and advocacy with different actors in favor of
• Low coverage of drinking water supply (49%) with great • Create a task force to research opportunities and project design.
water and sanitation in schools and health facilities.
disparity between urban coverage (80%) and rural • Raise awareness among members of the governing boards for
• Promote education on good hygiene practices and sanitation
coverage (35%). the payment of fees and increased value.
in schools, health centers and surrounding communities.
• Schools and health centers with inadequate drinking water • Empower UATAF members and technical team in the Project
• Establish partnerships with experienced organizations to
and sanitation. design process and project management.
complement actions and exchange of experience.
• Existence of mega projects in the province and north with • Enhance the allocation of equipment for the implementation of
• "Sell" the projects to megaprojects to benefit from the
much focus on social responsibility (ex .: Kenmare, projects.
resources of social responsibility.
Anadarko, Valley / CLN, etc.)
Threats Actions Actions
• Political and military tensions in Central and Northern
• Avoid implementation of projects in places with major political
region.
and military tension.
Shortage of resources availability in Mozambique's • Focus on the approach of differentiation and services in the
Improve the quality of UATAF services.
economy. community.
• Develop a marketing strategy.
Increased competition of CSOs that contest the few
• Develop a resource mobilization strategy and income generation.
existing funds.
Strategic Plan UATAF - AFC 2017-2021 216. STRATEGIC POSITIONING
This chapter presents the strategic elements that will guide the actions to materialize the
implementation of UATAF Strategic Plan including vision, mission, strategic objectives,
intervention area, location and implementation of the Plan strategy.
6.1. Vision
The vision is a desirable scenario as to what the organization wants to be in the future, which
functions as a factor of motivation and cohesion for all employees.
UATAF vision is:
Be a sustainable organization, at the national dimension and regional reference in
community development in the areas of education, sanitation and microfinance
This vision should serve as inspiration for UATAF members and employees to make the
most of their capabilities and achieve higher levels of motivation in pursuit of personal,
professional and social excellence.
6.2. Mission
The mission of an organization is a phrase that explains what the reason for its existence and
legitimizes its function in society. The mission statement of an organization is very
important for the existence of clear and realistic goals and it is only possible from a clear
definition of the mission.
UATAF Mission is:
Strengthen the capacity of communities through education for sustainable
development
The realization of this mission involves a continuous effort of UATAF team so that through
education initiatives and community mobilization are identified and explored opportunities
to increase the level of awareness, knowledge, skills and practices of the population leading
to improvement their living conditions.
Strategic Plan of UATAF - AFC 2017-2021
226.3. Intervention areas
In recent years, UATAF focused its intervention in education with greater emphasis on
education and adult literacy. The experience gained from the implementation of projects in
these areas allowed the organization to witness a wide range of problems affecting
communities and can be minimized by UATAF through complementary actions to education.
UATAF found out that there are good opportunities to implement actions of sanitary and
environmental education for students and school community to increase hygiene practices
and promote investment for the construction of water and sanitation infrastructure to schools
and to the surrounding communities. This initiative can be implemented also in health
facilities.
UATAF found several problems related to health and sanitation environment in the
communities where it operates, such as poor personal and collective hygiene, poor sanitation
of the environment, open defecation, lack of latrines in schools and health facilities, among
others which can be minimized through targeted outreach and education activities for
behavior change and advocacy with decision-makers and partners to prioritize investments
for public health, water and sanitation.
In communities where UATAF works, there is still a need for community education
activities aimed at promoting good habits and health practices and environment sanitation.
In the provinces of central and northern Mozambique (especially Nampula and Zambézia),
there has always been disinformation campaigns about some diseases (e.g. when there are
outbreaks of cholera). This disinformation generates panic in the population and leading,
rampage/ violence and vandalizing equipment and health infrastructure, in places where the
mobile team tries to combat these diseases.
To contribute to the resolution of these and other community problems and taking into
account the experience, partnerships and organizational competence, UATAF wants to work
in the following areas:
• Education and functional literacy
• School management
• Financial education
• Health education and environmental sanitation
6.3.1. Education and Functional Literacy and School Management
Being a traditional area of UATAF activity, we intend to consolidate what we have been
doing in the communities where we have worked and expand our geographical area to
benefit more people. Our focus will be directed towards:
• Creation of reading skills, writing and calculation in youth and illiterate adults
through educational activities and adult literacy;
• Improving the quality of education in the early grades;
• Strengthening the functioning of school councils; and
• Lobbing with government and communities to increase access to education (new
classrooms, more teachers, more parents and guardians to send children to school,
etc.).
Strategic Plan of UATAF - AFC 2017-2021
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