Introduction

The Board of Directors and Staff of The KACON developed this strategic plan with assistance from local government on the health and social welfare department. It provides The KACON with a five-year roadmap for supports, services and organization development. The Board of Directors and staff will review progress quarterly and will review and update the plan annually as needed.

This plan was developed with broad involvement and guidance from the Board of Directors and staff. The Strategic Planning Committee included eight board members, five staff on the management team and fifteen representatives form local government and Non Government Organizations. This Committee reflected on the mission, vision, core operating values and assumptions underlying the organization’s approach to its work. The Committee set three meeting for preliminary review of organization. These meetings set the stage for a work session of the full board during which the organization’s strategic direction was defined. The staff helped coordinate the planning process and provided important support and analysis to complete this plan.

The Committee conducted an environmental internal organization assessment and interviews with several community stakeholders and a review of demographic and scope of community problems. The environmental scan and organizational assessment helped The KACON assess both the challenges and opportunities it is likely to face over the next five years and set the context for the choices reflected in this strategic plan.

Background and History

Kigoma Aids control network (KACON) is a registered organization, operating in Kigoma region, at regional level, in the United Republic of Tanzania. It was set up on 09th June, 2004 and legally registered on 21st February 2005 with a registration number SO. No. 13013 under CSOs Ordinance of 1954 of the United Republic of Tanzania.

The network is working for Kigoma community, and is made up of (56) active organization members that operate at the grass root levels through Community Change Argent (CCA) who is operating direct with target group to educate society for the aim of behavioral change. The network was formed in order to create strong alliance for fighting against AIDS spread, malaria, family planning and those issues of its associated social health effects.

Basically, the network functions in three main activities as follow; Networking, Capacity building and direct implementing disaster being associated social health effects. The network brings together all organization members, develop a joint plan of action, and support their strengths for fighting AIDS, Malaria prevalence, family plan and other social health effects in whole Kigoma region.

KACON, also, aims to improve monitoring of activities and programs implemented by member organizations in order to ensure efficiency of services provided. On the part of capacity building, KACON supports organization members in improving skills in project management, human resource management and resource mobilization. The network also supports HIV and Malaria intervention, advocating legal rights, strengthening duties of CSOs in the field, peace building and conflict resolution among community groups and Research.

The Vision of the Organization

Improving the livehood of the community through capacity building of the community to solve health problems issues.

The Mission of the Organization

To facilitate and strengthen good collaboration among CSOs, Community and CCAs for provision of knowledge and technical skills, health information, experience sharing, Lobbying, Advocacy, family plan, nutrition, sanitation, hygiene, hand wash and waste management, and community support to improve the well being of the community.

Direction and Results

The strategic direction and goals included in this plan are The KACON response to its understanding of what its customers value most about the organization, and current opportunities and challenges for offering a high quality services and support to the community members.

The five-year period of this strategic plan will be a time of assessing and deepening The KACON approaches to its work. Concurrently, The KACON will take more of a leadership role in working with a broader range of community resources, and it will explore actively engaging more volunteers.

With a fresh perspective on its mission, understanding what it does well, and the environment in which it operates, The KACON will pursue the following strategic direction:

1. The KACON will review and deepen its existing direct supports and services over time to ensure that they are firm on working effectively with the community.
2. The KACON will further assess opportunities and community needs to identify gaps in service delivery. This assessment will serve as the basis for expanding or adding new services.
3. The KACON will take a leadership role in working with a range of providers to identify and meet the needs of community members.
4. The KACON will explore the feasibility of expanding the organization’s visibility in the community and making greater use of volunteers.
5. The KACON will emphasize building its optional financial resources to invest in providing quality services. This includes building spirit of donation and establishing a continuation fund to take care of organization properties.

Strengths

The KACON key strengths include the Organization demonstrated ability to provide high quality, necessary services, which help people improve their healthy. Staff is committed, and the services and programs offered are monitored for quality. When there is a challenge, the organization conducts different meets to solve raising challenges The KACON has an excellent reputation in the local government and in the community and is considered by other service providers as a leader in the health related issues. KACON has very good networking with local and international NGOs. Availability of basic infrastructure and Community Change Agents (CCAs) in every ward in two districts (Kigoma district and Kigoma Ujiji municipality).

Weaknesses

There is a perceived need for improved management practices, use of technology, and increased use of volunteers.

Low incentives for volunteering professionally qualified staff and CCAs. Lack of salaries to attract professionally qualified staff. Uncertain external sources of funding. No assurance of local funding for community projects. Dependence on student fees for a large proportion of KACON income. Dependence on donor assistance and contributions from membership fees.

Opportunities

The KACON has registration and the Constitution and strong board of Directors and Personnels. It has also committed leadership. KACON has a long standing collaboration with local government and very good networking with local and international NGOs. KACON has supporting policies which are non-discriminatory.

Threats

The threats considered most important included, Staffing challenges and the cost of providing good care. It is hard to maintain a competent staff including CCAs. The aging population, which means aging caregivers and aging people with disabilities. The improvements in medicine mean people are living longer. There are a lot of nonprofits in the county, and volunteers and donors may not be engaged forever with a single service provider.