soul for developments strategic plan.pdf · accurate subject specific information. early childhood...
TRANSCRIPT
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TABLE OF CONTENTS
ACRONYMS AND ABBREVIATIONS
EXECUTIVE SUMMARY
Section I: Introduction
1.1- Country Background
1.2- Current Development Overview
1.2.1- Overview of Underprivileged Groups
1.3- SOUL‘s Organizational History
1.4- SOUL‘s Methodology and Work-Approach
1.5- Overview of SOUL‘s Current Scope of Work & Organizational Structure
1.6- Summary of SOUL‘s Previous Strategic Planning Efforts
1.7- SOUL‘s Current Strategic Plan Overview for 2014-2018
1.7.1- Strategic Plan Summary
Section II: Organizational Profile
2.1- Mission
2.2- Vision
2.3- Values: Quality / Trust / Respect / Openness
2.4- Principles
2.4.1- Community-First Approach
2.4.2- Building Partnerships
2.4.3- Good Governance
2.4.4- Promoting a Productive Learning Environment
2.4.5- Knowledge Sharing and Dissemination
Section III: Strategic Focus Areas & SOUL’s Long-term Projects
3.1- Strategic Focus Areas
3.1.1- Institutional Strategic Level
3.1.2- HEALTH
3.1.2.1- Strategic Goals and Objectives for Health
3.1.3- CHILD RIGHTS
3.1.3.1- Child Rights –Participation & Protection
3.1.3.1.1- Strategic Goals and Objectives for Child Rights – Protection & Participation
3.1.3.2- Child Rights – Early Childhood Development – ECD/ECCD:
3.1.3.2.1- Strategic Goals and Objectives for Child Rights – ECD/ECCD
3.1.4- YOUTH EMPOWERMENT AND CIVIC ENGAGEMENT
3.1.4.1- Strategic Goals and Objectives for Youth Empowerment and Civic Engagement
3.2- SOUL‘s Long-term Projects
3.2.1- Azal - Sana‘a Microfinance Program
3.2.1.1- Strategic Goals and Objectives for Azal
3.2.2- Community Learning & Development Center – CLDC
3.2.2.1- Strategic Goals and Objectives for CLDC
3.2.3- Relief Work
Section IV: Internal Institutional Priorities &
Institutional Operational Support Strategies
4.1- Internal Institutional Priorities
4.1.1- Strengthen Internal Governance
4.1.2- Develop Staff and Attract Volunteers
4.1.3- Diversify Funding Resources & Achieve Financial Stability
4.1.4- Knowledge Sharing and Dissemination
4.2- Institutional Operational Support Strategies
4.2.1- Communication Strategy
4.2.2- Monitoring and Evaluation Strategy
4.2.3- Volunteer Program
REFERENCES LIST
ANNEX SECTION
No. Annex Number ANNEX TITLE
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Strategic Focus Areas (SFA) – KRI -Results Framework
SOUL’s Main Projects/Programs & Main Studies/Researches
Geographic Target Areas
Internal Institutional Priorities (IIP) – KRI -Results Framework (draft)
SWOT Table
Organizational Chart (2014)
Internal & External Environmental Scan Conclusions
Strategic Focus Areas (SFA) – Monitoring & Evaluation Plan
Internal Institutional Priorities (IIP) - Monitoring & Evaluation Plan (draft)
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ACRONYMS
C4D Communication Strategy
CEDAW Convention of Elimination of All Forms of Discrimination against Women
CRC Convention on the Rights of Children
CSO Community Service Organizations
DPPR Development Plan for Poverty Reduction
ECD (ECCD) Early Childhood Development (Early Childhood Care and Development)
ERP Enterprise Resource Planning
EU (ECHO) European Commission Humanitarian Office
GER Gross Enrolment Ratio
GGGR Global Gender Gap Report
HDI Human Development Index
HRBA Human Rights Based Approach
HRP Humanitarian Response Plan - 2014
ICT Information Communication Technology
iEARN International Education and Resource Network
IMR Infant Mortality Rate
LDC Least Developed Country
MCH Maternal Child Health
MDG (United Nations) Millennium Development Goals
MENA Middle East and North Africa Region
MEPI Middle East Partnership Initiative
MMR Maternal Mortality Ratio
MTRF Yemen Medium-Term Results Framework 2013-2015
NCYS The National Children and Youth Strategy of the Republic of Yemen
MoH Ministry of Health
MoE Ministry of Education
MoPIC Ministry of Planning and International Cooperation
NGO Non-governmental Organizations
NRHS Yemen National Reproductive Health Strategy
NSECD National Strategy for Early Childhood Development
NSWDG Women Development Strategy
OCHA (UN) Office for the Coordination of Humanitarian Affairs (United Nations)
SAR (UNICEF) Situation Analysis of Children in Yemen 2014 (UNICEF)
SFD Social Fund for Development
SIDA Swedish International Development Agency
SWOT (analysis) Strengths, Weaknesses, Opportunities, Threats
UNDP United Nations Development Program
UNESCO/ ECOSOC United Nations Economic and Social Council
UNFPA United Nations Population Fund
UN-HABITAT United Nations Human Settlements Program
UNICEF United Nations International Children’s Emergency Fund
WIT Women in Technology Program
YEEP Youth Empowerment and Employment Plan 2014
YNFSS Yemen National Food Security Strategy
INSTITUTIONAL ABBREVIATIONS
AZAL AZAL - Sana’a Microfinance Program
CLDC SOUL- Community Learning & Development Center
IIP Internal Institutional Priorities
M&E Monitoring and Evaluation
NDS National Development Strategies
SFA Strategic Focus Areas
SOUL SOUL for Development
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Executive Summary
Yemen is located in the MENA Region, on the southern tip of the Arabian Peninsula. The country is divided into 6
regions, which are further subdivided into 22 governorates; all of which vary in their levels of socio-economic
development, total population, topography and natural resource availability. It is primarily an agricultural society with
most of the population living in rural areas. Historically, it has witnessed several political and economic changes, most
recently was the youth uprising of 2011. This event, though a temporary setback, intrinsically slowed down the
country‘s capacity for development and progress. However, it should be noted, that generally over the last 20 years,
Yemen has made steady progress in development, through the collective efforts of the government, the private sector,
international donors, and Civil Society Organizations (CSOs). The country continues to be underdeveloped, remains
classified as an LDC, and ranks low on the UNDP Human Development Index. Additionally, it has a very low per-
capita and presently over half of the total population is living in chronic poverty.
To illustrate, Yemen faces enormous economic and social challenges, including: a very high unemployment rate;
limited access to basic services; a very high fertility rate; and high illiteracy rates. Furthermore, the underprivileged
groups, mainly women, youth and children, have very limited opportunities to improve their circumstances and are
more likely to suffer even greater difficulties and inequalities, on all levels of the socio-economic strata. Although
Yemen will be unable to attain all of its nationally set goals, it is in the process of making structural long-term
development changes, as per the Yemen‘s Strategic Vision for 2025. Their aim is to transform Yemen into a ―middle-
human development country‖ with a diversified economy and noted social, scientific, cultural, and political progress.
Moreover, Yemen will not be able to achieve all of the MDGs by 2015, as the government independently lacks adequate
human and financial resources. Therefore, increased partnerships and collaboration between CSOs and the government
are essential to overcome these development challenges.
As a locally based NGO, SOUL is centrally located with a deep and broad knowledge of the Yemeni society and has
first-hand experience of the needs of local communities in different areas of intervention. Throughout years of
experience, SOUL has remained committed, to raising the quality of life for women, children, and youth; through the
successful implementation of multiple projects, programs, researches and studies. Also, in terms of work methodology,
SOUL takes a people-centered approach to development, placing great importance on the need for community-level
participation and cooperation, in all stages of project design and implementation. Thus, creating project ownership and
helping communities become more proactive within their own larger society, to reach a higher potential. Additionally,
SOUL believes in collective action and constantly seeks to establish multi-level partnerships based on mutual respect
and shared vision. SOUL always attempts to align its programmatic Strategic Focus Areas to support and promote
relevant National Development Strategies and the UN-MDGs.
Additionally, in light of SOUL‘s extensive experience, it has been nationally and internationally recognized for its
social-development efforts. Within the last few years, SOUL began to play a more significant role as a CSO in
contributing to the development of the nation through participating in the National Dialogue Conference, the Yemeni
Government & Civil-Society Partnership Agreement, and the Supreme National Council. In such, it has established a
commanding position on the CSO‘s scene in Yemen, with a commendable record, which has led to the support and
funding from a multitude of organizations, both inside Yemen and abroad. Moreover, since establishment, SOUL
considers itself a ―learning organization‖, which is able to transform and improve itself through institutional learning
and growth. SOUL has always developed organizational work-plans, which help direct and guide institutional priorities
for the organization in order to better serve the needs of its constituents, as well as meet the requirements of its
sponsors. In 2013, SOUL‘s developed a comprehensive and feasible organizational Strategic Plan for 2014-2018.
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The main aspects of the 2014-2018 Strategic Plan, over the next five years, are as follows:
Date of implementation: January 1, 2014 through December 31, 2018.
Mission- “SOUL is committed to realizing Youth Empowerment and Child Rights and to enhancing Mothers‘ and
Children‘s Health through sustainable and effective development projects.‖
Vision - ―Empower women, children and youth for a better future.‖
Values - Quality, Trust, Respect and Openness
Principles - Community-First Approach, Building Partnerships, Good Governance, Promoting a Productive
Learning Environment, and Knowledge Sharing and Dissemination
Target-groups - women, children and youth
Target-areas - Hadramout, Taiz, Ibb, Aden, Lahj, Al-Hudeidah, Raymah, Hajjah, Sana'a, Ma‘rib, and Al-Jawf
Overall Strategic Level Goal - ―Realize Youth Empowerment and Child Rights and enhance Mothers‘ and
Children‘s Health through sustainable and effective development projects.‖
Strategic Focus Areas:
(1) Health- Support MCH, Nutrition and Family Planning, by contributing to: improving maternal and child health
and decreasing infant, child and maternal mortality rates, through several means: providing quality health
awareness and education on related health issues; building the capacity of stakeholders, both individual and
institutional; and advocating for relevant policy changes, which will contribute to improving MCH.
(2) Child Rights:
Protection & Participation- Support children by promoting for and providing children with their rights by
implementing projects and studies, which will: raise awareness; empower children; build a protection
system and decrease violence against them; provide capacity building; and provide research and disseminate
accurate subject specific information.
Early Childhood Development- Support ECD and related issues that affect young children, through:
participating in building the capacity of stakeholders, raising societal awareness and advocating for relevant
policy and procedure changes.
Youth Empowerment and Civic Engagement- Support youth to become active participants in society through
several means: contributing toward societal needs, especially as they relate to health and child rights; facilitating
an increase in youth-to-youth interrelation; promoting the importance of structure volunteerism among youth; and
enhancing youth‘s knowledge and skills through capacity building and training.
Long-term Projects:
Support AZAL - Sana’a Microfinance Program to: transform from a micro-finance program into a financial
institution; expand its services; provide microcredit to all applicants; collaborate and synergize with other
programs at SOUL; and contribute to SOUL‘s sustainability.
Support SOUL- Community Learning and Training Center - CLDC to: expand into a full telecenter;
provide services for SOUL‘s projects and programs; and contribute to SOUL‘s sustainability.
Internal Institutional Priorities: Staff Development & Retention, Strengthen Internal Governance, Knowledge
Sharing and Dissemination, Diversify Funding Resources, and Achieve Financial Stability
Institutional Operational Support Strategies: Communication Strategy (C4D), Monitoring and Evaluation
Strategy, and Volunteer Program
Administrative Units: Project Implementation Unit, Program Development Unit, Monitoring & Evaluation Unit,
Finance and Administrative Unit, and Media & Communications Unit
This Strategic Plan has intended to shed light on SOUL‘s current position and to enhance its catalytic role to become an
even stronger player, working with all concerned. It will provide a more disciplined focus, in order to achieve
collective and consolidated mutually reinforced national development results for the communities they serve and
ultimately to support the national development process.
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Section I: Introduction 1.1- Country Background
The Republic of Yemen was created in 1990 through the unification of the former Yemen Arab Republic in
the north, and the former People's Democratic Republic of Yemen in the south. The country is located on the
southern tip of the Arabian Peninsula, in the MENA Region, bordering Saudi Arabia, Oman, the Red Sea and
the Arabian Gulf. It is rich in natural resources and offers diversity, antiquity and natural beauty. It is
primarily an agricultural society with more than 70% of the population living in rural areas and less than
30% living in urban centers; although rapid urbanization is shifting this demographic balance. The majority
of the urban population is in four major cities: Sana'a, Aden, Taiz, and Al-Hudeidah. The country is
presently, divided into 6 regions, which are further subdivided into 22 governorates (including
Socotra/December 2013) (Wikipedia/2013), all of which vary in their levels of socio-economic development,
total population, topography and natural resource availability. The physical geography and topography of the
country varies from barren desert coastal regions, to rich tropical fertile lands, to rugged and seemingly
desolate mountains, and includes several islands in the Red Sea and Indian Ocean. Furthermore, Yemen has
four properties, which are inscribed under the UNESCO World Heritage List and several others are
considered tentative sites throughout the country (UNESCO/World Heritage).
In the last century, Yemen has witnessed several political and economic changes, including civil wars and
political power-shifts; the most recent main event was the youth uprising of 2011. These events intrinsically
slowed down the capacity of the country‘s development process. Although there has been continuous efforts
within the social-economic development sectors, it has remained slow to change compared with other
nations. In the last decade, development has improved through the collective efforts of the international
donor community, the government, the private sector and Community Service Organizations (CSO); in
particular, within the health and education fields and Information Communication Technology (ICT). These
collective efforts have led to improved development strategies and policy changes, especially regarding
political democratization reform and toward trying to achieve the United Nations Millennium Development
Goals (UN-MDG). Although according to several sources, Yemen will be unable to attain all of its nationally
set goals and the MDGs; although the country continues to strive in the development process making slow
but steady progress forward.
1.2- Current Development Overview
According to the Ministry of Planning and International Cooperation, the MDG-Needs Assessment, and the
Yemen Country Report, the Yemeni government is in the process of making structural long-term
development changes as per the Yemen‘s Strategic Vision for 2025. Accordingly, it calls for the
transformation of Yemen to the rank of countries with middle human development; with a diversified
economy and social, scientific, cultural and political progress. Additionally, it aims to accomplish several
goals concerning food-security, education, health, sustainable environment and infrastructure. The
government is also attempting to achieve the objectives, set for poverty reduction, as stated in the
Development Plan for Poverty Reduction (DPPR/2006), with the main goals to generate economic growth,
create job opportunities, reduce poverty and secure economic stability. Although, due to the events post 2011
and its repercussions, the above-mentioned goals and aims have been delayed.
Yemen continues to be classified as a ―least developed country‖ (LDC) and ranks low on the Human
Development Index (HDI), at 154 of 166 countries (Wikipedia/HDI-UNDP). It has a very low per-capita
and over half of the population is living in chronic poverty. Yemen‘s population faces enormous economic
and social challenges, including: a very high unemployment rate, limited access to basic services, a very high
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fertility rate and high illiteracy rates (especially among females). Additionally, women suffer from
significant gender disparity and inequality throughout all of the socio-economic strata, but especially within
the educational, economic and political sectors.
According to the Humanitarian Response Plan-OCHA (2014), Yemen has an estimated population of 25.2
million and is growing at an alarming rate, with one of the highest population growth rates in the world.
(OCHA/HRP/2014) Furthermore, the population of children and youth combined is 76% of the total
population, intrinsically, having its own negative long-term repercussions. (NCYS/2006)
Many problems and obstacles toward national stability remain in Yemen and the progress of development
remains very slow. Even with all the efforts made, the country persistently faces the challenges of a
developing nation and most of its people remain living in chronic poverty. For this reason the government of
Yemen, with support from the international development community, has committed itself to: economic
reform, improving the level of human development and upgrading Yemen to become a ―middle human
development‖ level country. The government, per the Yemen MDGs Needs Assessment Report-2005, is
following a policy to enhance governance through decentralization, allowing for social participation in the
decision making process and optimizing the country‘s resources. (MDG-NAR/2005) This includes changes
in policy that support: good governance; civil service modernization; enhancing and strengthening
democracy; implementation and enforcement of laws and regulations; strengthening local authority and
decentralization; and increasing the roles of the private sector and CSOs.
1.2.1- Overview of Underprivileged Groups
The underprivileged groups in Yemen have very limited opportunities to help make their circumstances
better and are more likely to suffer greater difficulties and challenges. These groups consist mainly of
women, youth and children and collectively make up the vast majority of the total population. These people
are those who hold the keys to the future of Yemen; as it is the women who are raising the next generation
and the youth who will become the next leaders and decision makers for the country. They continue to live
with a limited collective voice, which could help them raise and support the issues that they confront on a
persistent basis. More sustainable feasible efforts must be initiated immediately to facilitate the overall
development of the country; as the present situation, represented by gender disparity and isolated
discouraged youth, may lead only to lack of development and a fruitless future.
Gender inequality (against women) has been recognized as a fundamental source of poverty throughout the
world. It is imperative that all who strive in development work and want to attain the MDGs, should do so
with an emphasis on and respect to women's rights and empowerment. Presently, Yemen suffers from many
gender disparities, with marked inequity in the political, educational and economic sectors. Fortunately, the
government has signed and agreed to uphold many international human rights instruments that specifically
support mainstreaming gender issues in development, which are in accordance with the Convention of
Elimination of All Forms of Discrimination against Women (CEDAW). According to the Global Gender
Gap Report of 2011 (UN-GGGR/2011), the Gender Related Development Index value in Yemen is ranked
at 135. This means that Yemen holds the lowest positions of all countries collectively ranked on economic
participation, educational attainment, health and survival and political empowerment. These issues reflect
that the state of women is perpetually one of marked inequity throughout all levels of the social, economic
and political strata. This is reflected in the lack of women‘s representation in politics, especially those
holding a high political position (parliamentary members, governmental ministers, etc.). Furthermore,
economic indicators show sever gender disparity and inequality, especially in regard to earned income and
employment/labor force participation ratios. Overall, it reveals a lack of awareness on the true impact and
value that women can have, as proactive participants in society.
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The youth of Yemen, according to the National Children and Youth Strategy for 2006-2015 (NCYS/2006)
represent almost a quarter of the total population, but are given disproportionate social development support
through lack of public services and initiatives. This is witnessed through the lack of services and public
programs provided for and by them, which would otherwise foster and support their particular needs and
cultivate their potential. Although presently there is a growing understanding of youth potential, the
development of programs, specifically targeting youth, remains disproportionate to fulfill the needs of the
total youth population (NCYS/2006). Support of youth can be observed through several means, mainly:
The National Children and Youth Strategy for 2006-2015, developed by the Yemeni government,
which includes youth plans for: employment, inclusion and participation, leisure activities and
reproductive health, and increasing the number of community youth groups.
Some CSOs do provide youth specific programs and activities.
There are technical and vocational training and skills development institutions and access to
scholarships for higher education.
There is an increasing awareness about the importance and practice of volunteerism and supporting
young entrepreneurs.
Development specifically for youth must be highly considered with more focus given toward understanding
and fulfilling their needs and instituting viable sustainable programs. The lack thereof will only lead to
negative social ramifications in the near future and could even have an impact on social development decline
and recession.
Another large group of society, which remains underprivileged and underrepresented, is the children; who
perhaps are the most deprived and remain most at risk. The government, with support from the international
donor community, continues to maintain and improve the quality and quantity of educational and healthcare
service institutions, although some major problems remain. Four of the main problems in the educational
system include: lack of access to and quality of public schools, especially in rural areas; overcrowding in
urban areas; lack of qualified teachers; and general overall student gender disparities. Additionally, it is
generally seen that children living in rural areas are more likely to suffer from lack of adequate health
services (as compared to those in urban areas), such as: lower levels of immunization, lack of quality
healthcare facilities, lack of clean water and proper sanitation, etc. Furthermore, over the last decade,
according to some UN sources, there has been an increase in child-labor, street-children and child-trafficking
in Yemen, compounded by the general lack of public knowledge of the potential hazards and risks, which
children may be subjected to. Investing in the safety and proper development of the nation's children is of
utmost concern and must remain a priority for the interest and prosperity of the county.
1.3- SOUL’s Organizational History
SOUL is a non-profit, Yemeni NGO established in 1997. It is committed to raising the quality of life of
women, children and youth through implementing development projects, doing research and studies and
creating partnerships with stakeholders. SOUL has a deep and broad knowledge of Yemeni society,
especially within the social and economic context and first-hand experience of the needs of local
communities in different areas of intervention. Throughout more than fifteen years since its establishment,
SOUL has succeeded in pioneering the provision of quality development projects and programs.
SOUL believes in collective action and hence always seeks to establish partnerships, based on mutual respect
and shared vision, with NGOs, the private sector, the government and international institutions. Since its
establishment, SOUL has tried to align its programmatic Strategic Focus Areas (SFA) (annex-I) to support
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and promote relevant National Development Strategies (NDS) and the UN-MDGs; as they are parallel to the
needs within society. Furthermore, through participation of local communities, SOUL increases the
effectiveness of its development efforts and helps communities achieve their highest potential—a goal that
can only be achieved through partnerships, shared vision and collective action of all stakeholders. Over
years of operation, SOUL has been involved in a number of both short and long-term projects and has
established a commanding position on the NGO scene in Yemen. This commendable record has led to the
support and funding from a multitude of organizations, both inside Yemen and abroad.
Since establishment, the organization, has gained extensive experience in implementing over 100
development projects/programs and 27 research and studies (annex-II) (as of 2013). During the past three
years alone, SOUL has executed multiple programs in which it has applied the learning gained from its
research activities. Such a comprehensive, hands-on learning approach has helped SOUL be more adaptable
to change in the immediate environment and more responsive to the needs of the local communities.
In such, the unexpected humanitarian needs of communities, which surfaced during the youth uprising in
2011, allowed SOUL to show its professional flexibility through rapidly responding to the needs of these
local communities. During this time, SOUL implemented several humanitarian aid projects targeting Arhab,
an area with civilian casualties that were caught in a violent armed confrontation.
In addition, SOUL has been internationally recognized for its social-development efforts, most notable of
these are: NGO Consultative Status by the United Nations Economic and Social Council (ECOSOC/2007);
―Best Program that Contributes to Women‘s Economic Empowerment through IT‖ Award (Islamic Bank for
Development-IDB/2007); ―Best Practice Certificate‖ Award (Dubai Municipality, UAE and the United
Nations Human Settlements Programme/UN-HABITAT/2008); and ―Sharjah Award for Voluntary Work‖
(Sharjah, UAE/2010).
Furthermore, in recent years, SOUL began to play a more significant role as a CSO in contributing to the
development of the nation. Members of SOUL were nominated to participate in the National Dialogue
Conference, representing both independent women and CSOs. Additionally, SOUL was selected as one of
five NGOs to represent civil society, which worked with the government to formulate the ―Yemeni
Government & Civil-Society Partnership Agreement‖. Moreover, SOUL was selected as one of the CSOs,
which was represented on the Supreme National Council to supervise the implementation of the National
Dialogue Committee outcomes.
In conclusion, SOUL will continue to work closely with all stakeholders, to provide the highest standards of
service to its beneficiaries, the public and partners and to fulfill all of its responsibilities in a professional,
transparent, efficient and credible manner; to work together towards the growth and development of the
nation.
1.4 –SOUL's Methodology and Work-Approach
SOUL works for the Yemeni community and as a locally based NGO is well placed to respond to the needs
of society to adopt culturally and socially appropriate development strategies. In terms of development focus,
SOUL‘s projects/programs and researches/studies, compliment all relevant NDSs and UN-MDGs, with
additional consideration to the Convention on the Rights of Children (CRC) and Human Rights Based
Approach (HRBA). Within this context, SOUL believes that all people, regardless, must be given access to
equal human rights, which is fundamental to any society seeking economic development, social harmony and
prosperity. SOUL has always supported the belief that all women and children must be given access to equal
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human rights and they cannot be bypassed by any society wishing to progress toward a bright and self-
sufficient future.
In addition to this, SOUL takes a people-centered approach to development, placing great importance on the
need for community-level participation and co-operation in all stages of project design and implementation.
SOUL seeks to mobilize communities to achieve their highest potential through partnerships and shared
leadership, enabling them to become an active and sustainable factor in community development. This
approach contributes to building the capacity of targeted communities and creates a sense of project
ownership, which assists them to become more active in the development of their own society. Furthermore,
SOUL follows several other vital standards of work ethics and approaches, which include:
Providing the highest standards of service to all stakeholders and beneficiaries.
Striving to fulfill all of its responsibilities to sponsors and partners in a professional, transparent,
efficient and credible manner.
Collectively cooperating and working in conjunction with all stakeholders on all development levels
(international, ministerial, governorate, local councils, key community leaders etc.).
Assessing societal needs by means of professional quantitative and qualitative research and analysis.
Focusing on the sustainability and cost-effectiveness of projects is of primary importance, as well as
proper monitoring and evaluation throughout the project life-cycle.
Offering expert consultation, technical assistance and educational/vocational training (the SOUL-
Community Learning & Development Center (CLDC) is fully equipped and facilitates most events).
Ensuring professionalism and continual development of its staff, through on-the-job training and
participation in both national and international workshops and conferences.
Promoting and supporting volunteerism, especially youth involvement.
Moreover, SOUL recognizes itself as a ‗learning organization‘, one that has the capacity to transform and
improve itself and maintain a cooperative working environment, where employees feel committed to self-
learning and institutional growth. SOUL‘s team members work collectively to achieve institutional goals,
solve problems and overcome obstacles, learn from experiences and work together to build a better future for
the organization and the communities they serve.
1.5 – Overview of SOUL’s Current Scope of Work & Organizational Structure
Presently, SOUL continues to work and strive toward being a proactive participant in the development and
prosperity of Yemen. Over the next five years, SOUL will continue in its endeavor to reach and support
women, children and youth, within specific governorates (annex-III). These target-groups were selected due
to the belief that women are a pillar in society whose care extends to reach the entire family and that children
and youth are the foundation for a better future for Yemen. It is believed that the selected SFA will
collectively have a broad, long-lasting positive effect for these target-groups, who can and must have an
active role in contributing to the progress of the nation.
As mentioned before, SOUL will continue in its efforts to actively align with and support relative NDSs and
MDGs; with attention and consideration given towards the needs of the communities; especially targeting
those that the organization is already serving within its active projects and programs. SOUL also intends to
strengthen strategic partnerships with both national and international partners and adopt a pro-active
approach for resource mobilization. This will facilitate the achievement of its strategic priorities and move
from donor-driven projects to more sustainable and long-term programs, focusing particularly in diversifying
and increasing the organization funding resources. Additionally, SOUL plans to expand its volunteer base
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through attracting more youth. It will provide them with the opportunity to increase their experience to
volunteer for a development organization and to engage them in promoting SOUL‘s mission, vision, values
and principles within their communities.
The Internal Institutional Priorities (IIP) (annex-IV)-and Strategic Focus Areas (SFA) goals and objectives
(annex-I) for 2014-2018, were carefully selected, developed and finalized utilizing several resources
including: NSDs, MDGs, assessment of community based needs, previous institutional experience, national
circumstances, and results from the institution‘s SWOT analysis (annex-V), The new framework for the
Strategic Plan is two-fold: (1) the Strategic Focus Areas are Health, Child Rights and Youth Empowerment
and Civic Engagement and (2) the IIP and operational support strategies will facilitate institutional capacity
building and growth.
Additionally, as part of the 2014-2018 Strategic Plan Soul‘s team restructured its organizational structural
chart (annex–VI) in a way that will assist in carrying out its work in a more effective and efficient manner.
This was designed to meet the needs of both its IIP and SFA better. The present structure consists of five
main units:
(1) Project Implementation Unit is the main body responsible for overseeing all programs and covers
various programs that operate within the three main SFA, and if necessary projects related to Social
Relief Work.
(2) Program Development Unit is responsible for identifying project ideas and designing project
proposals.
(3) Monitoring & Evaluation Unit (M & E) is responsible for monitoring projects implementation and
evaluating projects impact and their contribution toward achieving SOUL‘s strategic goals and
objectives.
(4) Finance and Administrative Unit is responsible for all institutional financial and administrative
components.
(5) Media &Communications Unit is responsible for marketing and promoting SOUL and its projects
and programs accordingly, utilizing all appropriate media methods.
Additionally, SOUL‘s ongoing long-term projects (AZAL & SOUL-CDLC) are monitored from SOUL‘s
headquarters although they operate independently.
All Unit Directors report to the Executive Director and the Board of Directors has the ultimate highest
authority over the organization, as it is the body that is authorized to set and approve policies, as well as, any
changes suggested by the executive management.
The Strategic Plan‘s overall development process has intended to shed light on SOUL‘s current position and
to enhance its catalytic role to become an even stronger player, working with all concerned, in supporting
specific national strategic plans in Yemen. SOUL believes this Strategic Plan will provide a more disciplined
approach, over the next five years, for SOUL‘s entire team to achieve consolidated and mutually reinforced
development results.
1.6- Summary of SOUL’s Previous Strategic Planning Efforts
Since establishment, SOUL has considered itself a ―learning organization‖, which is one that has the capacity
to transform and improve itself and is committed to self-learning and institutional growth. In such, SOUL has
always developed organizational work-plans, which help direct the institution through internal and external
priorities. These plans are developed based on both external and internal needs and give general direction in
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which the institution bases their annual plans. With each consecutive year, the institution gained more
experience and expertise in developing more effective ways to plan and strategize.
It was not until 2005 that SOUL developed its first official Strategic Plan for 2005-2008. Primarily, SOUL
tried to develop the plan independently in order to focus their efforts in specific directions to leave a stronger
impact and enhance their work experience. Although, being the first time to attempt developing a Strategic
Plan, SOUL‘s staff found difficulty in conducting the SWOT analysis, so they sought professional assistance
from an expert in the field. This external expertise and assistance came through the Public Relations
Department at the American Embassy in Yemen. This plan set out, for the first time at SOUL, clear and
defined institutional priorities and outlined the strategic focus areas. It also helped to build SOUL‘s
institutional capacity towards strategic thinking. The strategic areas that SOUL focused on, under the 2005-
2008 Strategic Plan were: Female Education; Preventative Health Care and Awareness; Poverty Reduction
through micro-finance and small enterprise; Early Childhood Development; supporting Underprivileged
Children; and Strengthening Partnerships with Civil Society. Although, this Strategic Plan was lacking an
action plan and internal monitoring and evaluation mechanism, it was still helpful in guiding and directing
the institution. This first institutional attempt was a good learning experience for the institution and it offered
better more focused and effective work strategies and approaches.
In the second Strategic Plan (2010-2012), SOUL‘s approach was more ambitious as it strove to produce a
more comprehensive document. It included a clearer sense of vision and mission, core values and guiding
principles and goals and objectives for the SFA and IIP. The main strategic areas in this Strategic Plan, were:
Health, Education, Poverty Reduction, and Economic Empowerment and Development by offering ICT skills
training. The main internal priorities included: financial and administrative stability, institutional professional
capacity, monitoring and evaluating systems and marketing strategies. Although this Strategic Plan was
helpful to the organization in assessing the various aspects of its work, there was little assistance from
external expertise in the area of strategic planning and a full comprehensive SWOT analysis was not
conducted following the international environmental scanning methodologies. As well, various internal and
external factors prevented the ―action plan‖ from being fully realized during this time. It should be noted
though, that the institution as a whole, during this time did succeed and thrive within the context of project
implementation and internal development.
In summary, SOUL will continue to grow and learn from both negative and positive experiences to build a
better future for the organization and the communities it serves. SOUL will strive to become a better
institution, despite the shortcomings of the previous strategic planning exercises, which certainly constituted,
in the least, a good learning experience for the organization. It was building upon these experiences that
SOUL developed and finalized a comprehensive Strategic Plan for 2014-2018.
1.7- SOUL’s Current Strategic Plan Overview for 2014-2018
As a locally based NGO, SOUL is centrally located to understand and meet the needs of the communities
they serve. Throughout years of experience, SOUL has successfully implemented a multitude of projects that
help people and their communities reach a higher potential; pioneering new ideas to such target-groups as
women, children and youth.
Early in 2013, SOUL initially began the process of developing the Strategic Plan for 2014-2018. Then soon
after, the Social Fund for Development (SFD) offered to support SOUL by funding a professional strategic
planning expert consultant, to guide and train the staff in this process. This process is explained in detail
below.
8
Initially, SOUL developed a Strategic Planning Committee (headed by the M & E Unit Manager). This
committee was comprised of the Executive Director and all of SOUL‘s Unit Heads, including: Project
Implementation Unit Manager, Project Development Unit Manager, Financial and Administrative Unit
Manger, and Monitoring and Evaluation Unit Manager. An initial assessment was conducted, which included
the feedback from key sources including, SOUL‘s staff members, partnering stakeholders (donors and local
partners) and project beneficiaries. The main aspect of the assessment-gathering phase were: staffs‘
collective conclusions of the organization‘s strengths and weaknesses; stakeholders‘ feedback on various
aspects of SOUL‘s operations; and the feedback from beneficiaries who had received training. Furthermore,
a formal evaluation was done on several projects through conducting internal discussions based on their
progress, achievements and shortcomings.
During the time, that SOUL was initiating a course of action to develop the third Strategic Plan, the SFD
offered its support for this process by supporting a professional national strategic planning consultant to train
and help SOUL‘s team to develop their plan more fully and to maximize its overall institutional benefits. The
staff received a broad range of trainings, from general theory and concepts of strategic planning development
to practical application of SWOT analysis. Following the trainings and utilizing the results from the Internal
and External Environmental Scans (annex-VII) SOUL developed and finalized their SFA and IIP. The
mission and vision were changed, but the principles remained the same (though redefined) and the values
remained unchanged. Additionally, it was concluded that the institution needed to development other
necessary institutional operational support strategies, in order to facilitate organizational performance and
growth.
Furthermore, SOUL developed additional secondary planning tools, which will help to better plan, monitor
and evaluate and make it easier to measure project success, as well as, assist in adopting corrective actions
when needed; these include: SFA KRI - Results Framework (annex-I); SFA M&E Plan (annex-VIII); IIP KRI
- Results Framework- draft (annex-IV); and IIP M&E Plan- draft (annex-IX).
There were several noted resources, which helped to develop and finalize the Strategic Plan‘s Strategic Focus
Areas and Internal Institutional Priorities, including:
1) SOUL‘s assessment of community based needs resulting from previous project outcomes,
institutional experience and national circumstances.
2) Aligning the organization‘s efforts with:
United Nations Millennium Development Goals (Direct support of Goals 4 and 5 and have
an impact on Targets mentioned under Goals 1 and 6.)
Convention on the Rights of Children (CRC)
Human Rights Based Approach (HRBA)
3) As mentioned above, the results from collective evaluation of the following: SWOT analysis and the
Internal and External Environmental Scans (based on internal focus group assessments and external
questionnaires).
4) Aligning the SFA to support aspects of several National Strategies/Plans, mainly:
The Socio-Economic Development Plan for Poverty Reduction (DPPR) 2006-2010 (Ministry
of Planning and International Cooperation - October 2006)
Women Development Strategy (NSWDG) 2006-2015 (Women National Committee and
UNFPA- No.4 2008)
Yemen National Reproductive Health Strategy (NRHS) 2011-2015 (Ministry of Public
Health & Population – February 2011)
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Yemen National Food Security Strategy (YNFSS) 2011 (Ministry of Planning and
International Cooperation- with additional joint national and international support - 2011)
The National Children and Youth Strategy of the Republic of Yemen-(NCYS) 2006-2015
The National Strategy for Early Childhood Development 2012-2016 (The Higher Council
For Motherhood and Childhood and UNICEF)
"Humanitarian Response Plan - 2014‖ (OCHA/ HRP, 2014)
Youth Empowerment and Employment Plan 2014 – (YEEP /UNDP/2014)
Situation Analysis of Children in Yemen 2014 (UNICEF& Ministry of Planning and
International Cooperation, 2014)
1.7.1- Strategic Plan Summary
The date of implementation for SOUL‘s Strategic Plan is, January 1, 2014 through December 31, 2018.
The Strategic Focus Areas that will support and benefit women, children and youth, as well as, sets out the
new framework for the Strategic Plan (2014 -2018), is as follows:
Health: Maternal Child Health (MCH), Nutrition and Family Planning;
Child Rights: Protection & Participation and Early Childhood Development; and
Youth Empowerment and Civic Engagement.
SOUL will also continue supporting its long-term projects: AZAL - Sana‘a Microfinance Program and the
SOUL- Community Learning and Training Center (CLDC), as well as, relief work on a needs basis.
The Internal Institutional Priorities (IIP) to facilitate institutional capacity building and growth, including:
Staff Development & Retention
Strengthen Internal Governance
Knowledge Sharing and Dissemination
Diversify Funding Resources
Achieve Financial Stability
The development of Institutional Operational Support Strategies, including:
Communication Strategy (C4D)
Monitoring and Evaluation Strategy
Volunteer Program
In conclusion, this Strategic Plan‘s overall development process has intended to shed light on SOUL‘s
current position and to enhance its catalytic role to become an even stronger player, working with all
concerned, in achieving national development. SOUL believes this Strategic Plan will provide a more
disciplined focus for SOUL‘s management over the next five years on achieving consolidated mutually
reinforcing development results.
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Section II: Organizational Profile
2.1- Mission
SOUL is committed to realizing Youth Empowerment and Child Rights and to enhancing Mothers‘ and
Children‘s Health through sustainable and effective development projects.
2.2- Vision
Empower women, children and youth for a better future.
2.3- Values
SOUL‘s values set the standards for institutional ethical behavior. They are the basis on which business
commitments and working partnerships are built and ultimately lead toward the success of all interventions
pursued by the organization.
Quality
SOUL strives for excellence and is committed to providing high quality programs and services to all its
stakeholders and beneficiaries. This is achieved through staff dedication, professionalism, and teamwork. It
believes that needs should be articulated by the community itself and not imposed by outsiders. It also
respects differences and encourages innovative and new ideas.
Trust
SOUL believes that transparency, honesty and integrity are key to building a reliable partnership that is based
on mutual trust, equity and equality with all its stakeholders.
Respect
SOUL believes that mutual respect among all stakeholders is essential to fulfill all goals in an effective and
efficient manner and that valuing people‘s time and assets is crucial for a respectful relationship.
Openness
SOUL values the participation of all stakeholders and believes that continuous learning, growth, and
knowledge sharing are essential components that enhance the capacity of the organization and enrich the
experience and knowledge of its staff, leading to the success of all interventions pursued by the organization.
2.4- Principles
SOUL‘s organizational principles are the foundation on which the institution‘s overall work ethics and
approaches are built. They are based on the belief that these key elements can facilitate project success and
should never be left unattended or disregarded. These are the central strategies that link the Strategic Focus
Areas together and are essential to fulfilling the goals and objectives set forth by the organization.
2.4.1- Community-First Approach
SOUL believes that achieving sustainable human development can only happen if target-groups are properly
involved and consulted on the development results planned for their communities. This approach makes
empowering citizens, not only desirable but also necessary, thereby enabling communities‘ voices to be
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heard, particularly from those portions of society that have traditionally been excluded and/or ignored. By
giving voice to the voiceless, SOUL believes a base can be formed to support advocating for equal rights and
opportunities; increasing participation in the democratic processes; and raising awareness on important social
issues that affect them. SOUL also recognizes the complexities and diversity within the Yemeni society and
utilizes a ―community-first approach‖, which takes into considerations the differences among communities
and does not apply a proto-type ‗one size fits all‘ approach to development. Rather, SOUL tries to utilize
local knowledge and tailor projects to meet community needs.
2.4.2- Building Partnerships
SOUL believes that partnerships are the foundation for any successful development project. It is the
cornerstone on which the collective participation of all parties involved has a voice in decision-making and
project direction; creating clear guidelines to decrease repetition and resolve problems. Thus, it selects
partners that share its fundamental values and attempts to establish partnerships that go beyond the
boundaries of the project cycle. It ensures that the relationship with both partners and targeted communities
is based on mutual respect and is maintained throughout project implementation and even after the activities
end.
2.4.3- Good Governance
SOUL strives to develop the basis of good governance within the organization, through enhancing teamwork,
clear job descriptions and reporting hierarchy. SOUL perceives good governance as an encompassing
trajectory that starts with establishing good internal regulations, fair and transparent recruitment practices
and a stable financial system. It includes such concepts as applying the knowledge and experience of all staff
members to ensure maximizing learning and effectiveness of all development efforts. This stable
environment is reflected externally, as well through the work approach and ethics of SOUL‘s team members.
2.4.4- Promoting a Productive Learning Environment
SOUL is a ―learning organization‖ and considers staff productivity and learning as an important engine for
organizational growth and prosperity. Thus, SOUL pays careful attention to enhancing performance and
productivity of its staff, and encourages them to be self-motivated, relatively autonomous and pro-active. It
promotes sharing of knowledge and experience between them, and equally tries to establish good parameters
and policies for teamwork and incentives for continuous learning. Additionally, SOUL strives to always
promote this same productive learning environment in all of its related external projects and activities.
2.4.5- Knowledge Sharing and Dissemination
SOUL believes that internal organizational learning is critical for building a competitive edge within the
organization, as well as, by observing and assimilating successful external practices. Thus, SOUL strives to
establish a ‗knowledge sharing culture‘ not just within its internal work environment, but also with and
between other organizations. SOUL works closely with its staff and targeted communities to establish and
enhance the transfer of knowledge and good practices, which help both the organization and its partners to
gain new knowledge and improve in their implementation approaches and practices.
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Section III: Strategic Focus Areas & SOUL’s Long-term Projects
3.1- Strategic Focus Areas
3.1.1- Institutional Strategic Level
SOUL‘s Institutional Strategic Level Goal is to ―Realize Youth Empowerment and Child Rights and enhance
Mothers‘ and Children‘s Health through sustainable and effective development projects‖. (annex-I) SOUL
aims, by focusing on these three strategic areas, to increase its impact and effectiveness in improving the
living conditions of its beneficiaries and hence contribute to achieving the national development priorities in
those areas; over the next five years (2014-2018). This Goal will be achieved mainly through: designing and
delivering quality programs and projects in these areas; ensuring effective and efficient delivery of SOUL's
programs and projects; and ensuring all programs and projects build local capacity and lead to sustainable
change. The following SFA sections offer a brief introductory description for each, followed by their specific
goals and objectives.
3.1.2- HEALTH
During the 1990s, the Yemeni government made slow but steady progress toward establishing better more
effective health and educational systems and services throughout the country. This correlated with the influx
of international support, geared toward supporting the attainment of the MDGs by 2015. Although,
unfortunately, over the last decade their ability to finance and implement these essential services has visibly
deteriorated and the situation was further exacerbated by the events of 2011. The causes for this deterioration
are many and are not necessarily connected to flaws specifically related to the healthcare and educational
systems alone. It is noted that the healthcare field in general does suffer deficiencies in manpower and
infrastructure to cover the needs of the population, but other additional issues add to the problem. These
issues generally lead to negative ramifications for society, as a whole, and are made even worse when
combined. Some of these socio-economic factors include: rapid increase in population; stagnating per-capita
income, compounded by global economic changes; and the recent national socio-political events.
Additionally, in general there has been a noted increase in: the consumption of non-nutritious processed
foods and snacks; usage of tobacco products and qat, especially among women of child bearing ages; and
usage of pesticides on foods, with a noted increase in cancerous disease. Further exacerbating the problem is
the lack of health-education programs to properly disseminate accurate knowledge on health issues.
The government is unable to meet the ever-increasing demands for healthcare services. Over the years, health
related indicators show barely any improvement and even others show negative trends. According to the
Situation Analysis of Children in Yemen 2014 (UNICEF/SAR/2014), Yemen suffers from a fertility rate of
4.2% and high population growth rate of 3% annually, one of the highest in the world. This is mainly due to
early marriage, low usage of effective preventive family planning and lack of access to proper maternal-
health facilities. Additionally, although the Maternal Mortality Ratio (MMR) has reduced, it still remains the
leading cause of death among women of reproductive age and the Infant Mortality Rate (IMR) remains high
and malnutrition and underweight children under five is on the rise nationally. The most prevalent diseases
amongst children, especially in rural areas, are often preventable and include diarrhea, malaria and
respiratory infections. Additionally, poor feeding practices and lack of hygiene and sanitation add to the high
incidence of childhood malnutrition and infectious diseases.
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Furthermore, according to recent figures from the Humanitarian Response Plan (OCHA /HRP /2014), the
total population is 25.2 million, with an estimated 14.7 million in need of immediate humanitarian aid,
representing more than half of the nations people (58.3 %). Moreover, 10.5 million people, more than 42%
of the population, are unable to meet their basic food needs. It is estimated that more than 1 million children
under five are suffering from acute malnutrition, including 279,000 severely malnourished children; this is
compounded by the 8.6 million people who have insufficient access to health services. In such, the majority
of women lack access to health-education and training. Only 45 % of women are literate and only 7.6% of
them have a secondary education, according to the UNDP Global Human Development Report 2011. As a
result, the majority of women lack awareness on basic health issues, especially concerning proper nutrition
and family planning. Compounded by these factors, is the rise of poverty and people unable to afford
nutritious foods and adequate healthcare.
Due to these overwhelming challenges, several sources agree that Yemen will be unable to attain all of the
health related MDGs by 2015. Since the government lacks the human and financial resources to address
these pressing issues, partnerships between CSOs and the government is essential.
SOUL has years of experience implementing projects and doing researches and studies on health related
issues. Since inception, SOUL has made continuous efforts towards preventative healthcare through
promoting health awareness and disseminating accurate knowledge to individuals (especially targeting
women, children and youth), local communities and professionals on pertinent health issues. Also, SOUL
provides health services under its various programs, which have a direct impact on decreasing IMR and
MMR (as was witnessed in the ―Safe Motherhood Program" that targeted over 15,000 pregnant women).
Furthermore, SOUL has had exceptional experience working in the areas of family planning and nutrition, in
providing assistance, awareness-campaigns and researches.
SOUL, over the next five years, will continue to support health issues, placing specific emphasis on
maternal/child-care, nutrition and family planning, targeting women, children and youth, by contributing to:
improving maternal and child health and decreasing infant, child and maternal mortality rates. This will be
achieved by: providing quality health awareness and education on related health issues; building the capacity
of stakeholders, both individual and institutional; and advocating for relevant policy changes, which will
contribute to improving MCH. In this way, SOUL will continue in its endeavor to support and contribute to
the goals set forth in the government‘s national health strategies and plans, in particular the NRHS/2011-
2015 and the NSWDG/2006-2015.
3.1.2.1- Strategic Goals and Objectives for Health
Overall Goals:
1. Contribute to improving Maternal and Child Health (MCH) in Yemen.
2. Contribute to decreasing infant, child and maternal mortality rates.
Specific Objectives:
1. Provide quality health awareness and education on related health issues.
2. Build the capacity of stakeholders, both individual and institutional.
3. Advocate for relevant policy changes, which will contribute to improving MCH.
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3.1.3- CHILD RIGHTS
The Yemeni government and donor community have been active for decades in their pursuit to support and
protect children, by implementing projects and programs to uphold the Convention on the Rights of Children
(CRC). The government has developed national strategies and plans to reduce and prevent the unfavorable and
detrimental environments in which many Yemeni children live. Due to recent social, economic and political
factors, the progress of development has slowed down and even some indicators reflect negative trends. During
these dire times and under these complex circumstances, much funding and development efforts have been
redirected toward vital humanitarian assistance. This means that many of the government‘s programs primarily
focus on striving to provide the most essential social services in basic education and health (with an emphasis on
nutrition, immunization, combating childhood illnesses, and reproductive-health).
According to the National Children and Youth Strategy (NCYS-2006-2015), Yemen will be one of two
MENA countries that will not achieve 80% of the MDGs by 2015, with most of the missed goals relating to
the development of children and young people. Some basic social indicators, which reflect the circumstance
of Yemeni children, include: 76% of the population is under 24 years of age; 53% of the poor are children
under 15 years of age. Additionally, Yemen has a very high fertility rate compounded by low marriage age
(although there is an upward trend in marriage age). Furthermore, according to the Situation Analysis of
Children in Yemen, the Under-five Mortality Rate was 77, the Infant Mortality Rate was 75 and Neonatal
Mortality Rate was 42. (UNICEF/SAR/2014)
Pertinent educational indicators from the NCYS/2006 include: overall Gross Enrolment Ratio (GER) is low
at 0.4% (the lowest in the MENA Region); 38.1% of children are out of basic education, and the primary
school completion rate is 51%; only 20% of children enroll at the official school entry age of six and
preschool and ECD initiatives are few in number and poorly developed. In addition, the present GER for
basic education is 86% and for secondary education is 35%. (UNICEF-SAR/2014)
Compounding all these problems is the prevalence of child labor, which appears to be on the rise nationally.
Also, general deterioration and increased corruption of those responsible for upholding national laws and
protection systems causes an increase in crimes against people, especially women and children. Currently
these groups are more vulnerable to grave violations of their rights, with significant exposure to exploitation
and gender-based violence. According to OCHA-HRP, priority areas have been identified as food security,
nutrition, water and sanitation, health and shelter. Additionally, grave child rights violations are occurring
and it is estimated that 5 million children live in areas where one or more of the six grave child rights
violations could occur. (OCHA/HRP/2014)
Since inception, SOUL has targeted children to be constant recipients and central beneficiaries to almost all
of SOUL‘s projects and programs (and in several studies), which have had a positive impact on their rights
and living conditions. Additionally, SOUL‘s staff keeps updated on child rights and issues that affect
children through attending national and international conferences and capacity building workshops. In such,
SOUL holds a unique position among NGOs regarding the support of children and their rights. SOUL has
had a long history and an extensive, wide-range of experience, which has had a direct and indirect impact on
child rights. Since establishment, SOUL has maintained a central and strong position in supporting children
by implementing projects, which have had a direct impact on meeting their basic vital needs, especially
within the health and educational sectors and in recognition of their fundamental human rights. Furthermore,
as of 2002, SOUL broadened their role as a child rights supporter, by expanding their focus areas and work
approach in support of certain rights. Primarily, SOUL was one of the first NGOs to implement the Child-to-
Child program that encourages children‘s direct involvement, contribution and participation in project
implementation. Soon after this SOUL expanded their focus areas to include pioneering the social value and
15
importance of Early Childhood Development (ECD/ECCD) holistic approach and integrated techniques.
Then followed by this they initiated projects that supported the protection of children, especially
marginalized and underprivileged groups.
In light of its extensive experience, SOUL is nationally recognized for its leading role in supporting child
rights issues. SOUL participated in implementing multiple projects and studies in partnership with several
international donors, mainly: Save the Children, UNICEF, ECHO and OCHA. Overall, SOUL has
implemented several projects and studies, covering a multiplicity of subjects that have an impact on and
support child rights issues; these include:
health (MCH, nutrition, sanitation etc.);
education (promoting gender equality in school, youth empowerment etc.);
promoting and understanding the CRC and child rights issues;
increasing child-friendly networks, encouraging self-expression and freedom of speech;
pioneering ECD holistic and integrated approaches, techniques and social awareness;
protection for underprivileged and marginalized children;
promoting responsible citizenship;
participating in institutionalizing a ―Safe and Caring‖ protection system in schools and
decreasing violence toward children.
Furthermore, SOUL participated in several studies and produced important reports, which had an impact on
the development of national strategies and plans to support child rights in Yemen and in the MENA region.
SOUL intends over the next five years to continue in its pursuit and support of child rights through
implementing projects and studies, which focus on child participation and protection and ECD awareness and
approach. Additionally, SOUL will continue supporting the right for better health for children as per the
Health – SFA section.
3.1.3.1- Child Rights –Participation & Protection
SOUL has implemented several child rights projects and studies that support child participation and
protection, which have had a sustainable impact and many continue to date. In addition to SOUL‘s support of
children‘s issues since establishment, it has had continued and extensive experience doing researches and
projects with UNICEF, since 2002. SOUL began implementing the Child-to-Child Projects, which include
activities that encourage children to become proactively involved in their schools and communities, as well
as, facilitates child-networks. In addition, SOUL helped to start the Manara Network, which was established
by Save the Children (Sweden) and funded by the Swedish International Development Agency (SIDA). They
selected SOUL along with five other NGOs, representing five different countries, to participate as co-
founders of Manara, a network that operates in the MENA Region to improve the lives of children in
accordance with the CRC. In such, SOUL was specifically selected to take a leading role in several of
Manara‘s main components. In 2010, SOUL participated in the Country Profile Report, which covered
various issues, related to child rights in Yemen and offered a comprehensive view of the problems affecting
them, as well as, the initiatives that should be taken by governmental, non-governmental and international
organizations to overcome these problems. Also, SOUL was part of a secondary study, entitled, ―Regional
Study on Violence against Children‖, which was conducted in Yemen, Lebanon and Morocco. SOUL was
responsible for both the national analysis and participating in the regional analysis. Currently, SOUL is in
charge of training new member of the Manara Network, as well as following up on the implementation of
16
certain components and providing technical support when needed. In 2012, UNICEF collaborated with four
national partners, including SOUL, in implementing the project entitled, ―Child Protection and Participation
towards Future Active Citizens and Violence Prevention in Schools‖. This project had three main
components: (1) Establish Protection Systems in Schools; (2) Child Led Data Collection; and (3)Wasal -
Yemen Adolescents Conference. In particular, the Wasal component of the project sought to empower
adolescents (ages 15-17), through offering them a better understanding of child rights and protection.
Additionally, a national conference was held to provide them a platform to voice their opinions about their
rights and issues that concern them. Furthermore, as part of children and adolescents empowerment, SOUL is
the national representative for iEARN- Yemen (International Network for Education and Resources). iEARN
is a child-friendly network which teaches schoolchildren how to be proactive participants within their
communities and the world. This is done through implementing community-based initiatives, and by joining
international collaborative projects, which links them to other participating iEARN schools around the world.
Over the next five years, SOUL will support children by promoting for and providing children with their
rights by implementing projects and studies, which will: raise awareness; empower children; build a
protection system and decrease violence against them; provide capacity building; provide research; and
disseminate accurate subject specific information. In this way, SOUL will lend direct support toward the
CRC, national strategies and MDGs.
3.1.3.1.1- Strategic Goals and Objectives for Child Rights – Protection & Participation
Overall Goals:
1. Contribute to and advocate for building a generation capable of participating actively in the society.
2. Raise societal awareness and advocate to better understand, value and support Child Rights.
Specific Objectives:
1. Empower children to create a participatory environment to solicit and incorporate children's voices on
issues that affect them.
2. Contribute to the promotion of "Safe and Caring" schools free from violence through building and
promoting a protection system in Yemeni schools.
3. Contribute to the advancement of Child Rights through raising public awareness.
4. Research the present status of children‘s rights in Yemen and create a preliminary pool of information,
for the purpose of knowledge sharing and dissemination.
5. Support Child Rights through building the capacity and ensuring the commitment of stakeholders; both
individuals (duty-bearers/care-providers), as well as with relevant institutions.
3.1.3.2- Child Rights – Early Childhood Development – ECD/ECCD
Yemen faces countless issues within its educational system, one major problem is the lack of ECD/ECCD
programs and activities, as well as general lack of awareness about it among teachers and school
administrators. Children under five years of age represent 26% of the population (NCYS/2006), yet
educational services for this age group are nearly non-existent and most private entities are inaccessible to a
large portion of the population, due to high cost and lack of availability in rural areas. Yemen has one of the
highest growth rates worldwide, which puts high pressure on the government and the country‘s limited
17
resources to even provide basic adequate public services, which certainly undermines the government‘s
ability to provide ECD services.
Although, even under these very strenuous circumstances the government does recognize the important role
and influence that ECD approach and techniques can have and they are making an effort to adopt a more
unified and holistic approach on its various child-care and education strategies. In such, the government has
developed the Yemen Medium-Term Results Framework (MTRF/2013-2015), the National Basic Education
Development Strategy and the National Strategy for Early Childhood Development (NSECD/2012-2016).
Accordingly, the Ministry of Education (MOE) will expand its participation with different stakeholders, both
within the MOE and from the CSO sectors.
Since 2005, SOUL has made special efforts to pioneer and further develop the concept of ECD in Yemen
(UNICEF Program, 2005-2008). SOUL has maintained its position as a national expert within the context of
child rights but perhaps no topic has been given more prominence and consideration than ECD. SOUL has
remained immersed in supporting and promoting ECD holistic approach and integrated techniques
throughout the years, mainly by facilitating the establishment of a school and through providing multiple
trainings to some like-minded organizations and individuals, as well as in giving technical assisting for the
development of the NSECD 2012-2016. In 2006, SOUL and Nama‘a, established Manarat Preschool &
Kindergarten, one of the first of its kind to pioneer ECD techniques and approach into a school curriculum;
and during the 2007-2008 school year, it was officially licensed under, Manarat -Sana’a International
School.
SOUL believes that education constitutes the foundation of any efforts to build the nation. From here, it
becomes evident that the centrality of ECD efforts is an initial first step for children to be properly prepared
to join school and ultimately to be able to contribute effectively to the development of their society. Based on
this belief, the organization aims to use its expertise and experience in ECD to contribute to supporting the
above-mentioned national strategies through collaborating in projects, which promote and support ECD
issues.
SOUL is one of the first NGOs in Yemen to invest in the importance of supporting and promoting ECD
issues and recognize that within the context of its own design, ECD creates an amenable platform on which
to support child rights issues. SOUL‘s Strategic Plan will continue to advocate for the importance of ECD
techniques and promote its use, both institutionally and individually. Therefore, over the next five years,
SOUL is committed to continuing their promotion and support of ECD and related issues that affect young
children, through participating in building the capacity of stakeholders, raising societal awareness and
advocating for relevant policy and procedure changes.
3.1.3.2.1-Strategic Goals and Objectives for ECD:
Overall Goal:
1. To contribute to creating favorable conditions for holistic development (physical, intellectual,
psychological and social) of children between the age of 0-8 years.
Specific Objectives:
1. Participate in building the capacity of stakeholders; both institutional and individual (parents, teachers,
caregivers, etc.) in ECD.
18
2. Raise societal awareness on the importance of significant investment in ECD, focusing on teachers,
parents, and caregivers.
3. Advocate for relevant policy and procedure changes, which will contribute to improving child
development and growth.
3.1.4- YOUTH EMPOWERMENT AND CIVIC ENGAGEMENT
For several years, the Yemeni government has recognized the youth-group within society as a specific socio-
economic development target-group, with its own vulnerabilities and separate needs and requirements.
Furthermore, they have stressed that the development community and all stakeholders must collaborate and
cooperate with one another to invest in youth by supporting their rights, providing them adequate resources
and protection and encouraging them to be active participants within society. According, to the NCYS
(2006), the government ―Seeks to provide a positive national vision, a holistic framework and a state policy
for all government agencies and civil society groups interested in, and committed to contributing to child and
youth protection and development‖. This national strategy focuses on enhancing the protection and
development of all Yemeni children and youth through applying a four-fold approach, including: (1)
enabling them to reach their potential and become active contributors to society; (2) preventing them from
becoming disadvantaged; (3) assisting those who are extremely disadvantaged; and (4) creating new levels of
synergies and collaboration between all stakeholders. For youth, this means: creating a national youth
employment environment and plan; strengthening national identity, increasing youth inclusion and
participation; increasing leisure options and creating child/youth friendly urban planning; and preventing
early pregnancy and reducing the risks to reproductive health.
The government is making policy and program level changes to facilitate the achievement of the related
MDG‘s for youth, including: raising literacy rates; reducing unemployment; raising marriage age; and
reducing early pregnancy. Although, unfortunately, Yemen will not achieve many of these targets, especially
those related to children and young people. Additionally, the government faces multiple national challenges
that collectively cause shortcomings and lack of opportunities. These specifically have a negative impact on
youth, these include: high level of poverty, lack of adequate education and health services, lack of
appropriate infrastructure throughout all sectors, high unemployment rate, gender ratio imbalances, social
changes, internal governance problems, and political instability.
According to the NCYS, children and youth collectively represent 76% of the national population.
Approximately five million are youth, representing the largest group ever to transit into adulthood, as well as
the most disadvantaged age sector within the society. The youth in particular face many challenges in
achieving their full potential, this includes the risks of high illiteracy rates, low enrollment rates throughout
all levels of education, high unemployment and inactivity rates (with disparity among females within all
areas noted). Furthermore, according to the Youth Empowerment and Employment Plan 2014 (YEEP),
Yemen has one of the highest youth unemployment rates in the MENA Region; presently 48% of youth are
neither in education nor in training or are employed. (UNDP/YEEP/2014)
Since establishment, a large percentage of SOUL‘s beneficiaries have been youth (mostly female). Although
for several years, SOUL has specifically recognized youth as a specific target-group in need of their own
separate and identifiable placement within the context of its programs, projects and studies. SOUL‘s
experience with supporting youth has covered multiple subjects and fields, including: health, education,
human rights, literacy, empowerment and employment, protection services (especially among the
disadvantaged), social participation and civic engagement, and ICT and professional development skills.
19
In recent years, SOUL has focused on youth empowerment and civic engagement as a priority, as it has been
witnessed that this target-group can make positive changes and a sustainable impact within the communities
they serve. Therefore, SOUL, over the next five years, will continue to support and build the capacity of
Yemeni youth to: become active agents in supporting societal needs, especially as they relate to health and
child rights; promote the importance of structure volunteerism among them; and provide them with the
necessary tools for efficient and effective socio-civic engagement.
3.1.4.1- Strategic Goals and Objectives for Youth Empowerment and Civic Engagement
Overall Goal:
1. To contribute in building a generation capable of participating actively in the society.
Specific Objectives:
1. Promote youth participation on advocating for health and child rights issues.
2. Facilitate an increase in youth-to-youth interrelation and interaction at the national, regional, and
international levels on issues that affect them and their communities.
3. Contribute to promoting the importance and practice of structured volunteerism.
4. Enhance youth‘s knowledge and skills through capacity building and training.
3.2- SOUL’s Long-term Projects
3.2.1- Azal - Sana’a Microfinance Program
SOUL established Azal- Sana‘a Microfinance Program in 2001, in partnership with the Social Fund for
Development, to contribute to poverty reduction. This program offers a distinct chance for people, especially
women and youth, to improve or start their own income generating projects to help raise their quality of life
and standard of living. It is considered a very important tool to expand the occupational and economical
opportunities for the poor. It aims to support individuals willing to run their own small enterprises as income
generating activities, by using the Islamic system for benefits and loans (Murabaha). Although Azal is under
the overall guidance and control of SOUL, it remains an independent institution administratively and
financially, with its own mission, vision, goals and objectives.
Over the next five years, SOUL plans to facilitate the transformation of Azal from a micro-finance program
into a financial institution through achieving a bigger portfolio, diversifying grant-schemes and expanding
services to new districts in Sana‘a and to other governorates. Also, the program will move from the random
selection of its participants, to all applicants, as well as, to provide grants to projects that have the potential to
be profitable financially. Additionally, SOUL looks at AZAL as a vehicle to implement integrated
development activities through collaborating and synergizing with other programs at SOUL, by offering
access to microcredit-loans to SOUL‘s target-groups. Furthermore, Azal will contribute to SOUL‘s
sustainability as a not-for-profit civil society organization. SOUL has developed the following goals and
objectives to facilitate Azal‘s institutional development and expansion process.
3.2.1.1- Strategic Goals and Objectives for Azal
Overall Goal(s):
1- Azal will be a self-sustainable financial institution in microfinance.
20
2- Azal will contribute towards achieving SOUL‘s Strategic Plan‘s goals.
3- Azal will become an investment project, which contributes to SOUL sustainability.
Specific Objectives:
1. SOUL will support Azal to develop appropriate goals, objectives and new criteria in order for it to be
upgraded into an independent and autonomous microfinance institution; with its own separate financial
accounts, cost-control and independent reporting.
2. SOUL will facilitate Azal to expand services to new districts in Sana‘a and other governorates.
3. SOUL and Azal will collaborate together to: (1) give priority access for microcredit loans to the target-
groups SOUL is serving; (2) raise the awareness of Azal‘s beneficiaries on SOUL‘s SFA issues
(health, nutrition, child rights, etc.); and (3) build the capacity of both Azal‘s and SOUL‘s target-
groups on microcredit income-generating skills, grant-management and other fiscal issues.
4. Azal will contribute to SOUL‘s sustainability as a not-for-profit civil society organization, by
enhancing its capacity to contribute to SOUL monetarily, as an investment project.
3.2.2- Community Learning & Development Center – CLDC
SOUL established the Community Learning & Development Center (CLDC), in August 2007; licensed by
the Ministry of Technical Education & Vocational Training. The CLDC, is designed to empower women and
youth by building their capacity through providing them with ICT and Professional Development skills. The
program also provides necessary technical and managerial skills and knowledge, high quality training in
multiple fields, and establishes partnerships with local and international organizations. In 2009, SOUL
expanded the CLDC services to include a well equipped hall for trainings, workshops and special events for
SOUL‘s employees, beneficiaries, development actors and CSOs.
Prior to the establishment of the CLDC, SOUL was selected to spearhead the Women in Technology Program
(WIT) in 2005, sponsored by the Middle East Partnership Initiative (MEPI) and managed by the Institute of
International Education. Due to its overwhelming success, the program reached a national scope and was
expanded to several other countries in the MENA Region. The WIT program services included the Unlimited
Potential (UP) program for basic computer skills in: Microsoft Office programs and Internet, Professional
Development skills, and Entrepreneurship. It was based on this experience and recognition of the demand
among women for ICT services, that the CLDC was established.
Over the next five years, SOUL plans to: expand the CLDC into a full telecenter; provide services for
SOUL‘s projects and programs; and to utilize its‘ services to support the achievement of the institution‘s
SFA and IIP goals and objectives. Furthermore, SOUL views the CLDC to have the capacity to contribute to
SOUL‘s sustainability as a not-for-profit civil society organization.
3.2.2.1- Strategic Goals and Objectives for CLDC
Overall Goal (s):
1- The CLDC will become a self-sustainable telecenter, autonomous in operation, through financial and
administrative independence.
2- The CLDL will contribute towards achieving SOUL‘s overall Strategic Plan‘s goals.
3- The CLDC will become an investment project, which contributes to SOUL sustainability.
21
Specific Objectives:
1- Support the CLDC to transform into an independent entity with separate financial accounts and its
own autonomous management team, this includes: having independent systems for reporting and cost
control; and recruiting and maintaining a qualified manager and professional support team.
2- Promote the CLDC and expand its services to become a full-telecenter, this includes providing:
a fully equipped computer lab with supporting professional office needs;
a fully equipped training center offering up-to-date trainings and workshops in ICT and
Professional Development skills;
a team of professional staff to assist and offer expert advice on related issues; and
a resource library in a private comfortable atmosphere.
3- Promote and raise awareness on SOUL‘s SFA issues (health, nutrition, child rights, youth
empowerment, etc.), in support of SOUL‘s projects and program, by utilizing the CLDC to host
capacity building trainings and workshops for development actors and target-groups.
4- Build the institutional capacity of NGOs and other CSOs by offering various types of training
programs and workshops in line with their professional needs and provide access to academic
resources and information on health, child rights and youth empowerment issues.
5- SOUL will assist and support the CLDC to develop appropriate goals, objectives and criteria that will
lead to its own financial independence, thus enhancing its capacity to contribute to SOUL monetarily,
as an investment project.
3.2.3- Relief Work: Overview
The events of 2011, youth uprising, changed the country‘s social, economic and political environment and
the ramifications from this are still ever-present. The overall socio-economic development process was
severely impeded and only recently, has it begun to stabilize, although the political environment remains
precarious and unpredictable. These revolutionary events brought with them overall national development
process changes in terms of outlook, plans and strategies. The government, under these dire circumstances,
developed and began to implement some of these changes under a centralized new plan, ―Humanitarian
Response Plan - 2014‖ (OCHA/HRP/2014) to collectively combat the immediate needs and lessen the
ramifications from this crisis.
During this time of national crisis, SOUL continued in its development efforts by proceeding with some
projects; although, circumstantially several were stopped or suspended per donor agency requests. SOUL,
also at this time, initiated crucial relief work via implementing three different projects. SOUL provided direct
humanitarian assistance to the civilians living in the war-affected zones of the Arhab district; an area that had
no other external support at that time.
In terms of continuing to support relief efforts, SOUL will remain involved, even though the acute crisis has
diminished, the post-effects remain, especially regarding health and nutritional needs. Within this context,
SOUL will support the distribution of vital living-essentials, but additionally will focus on dissemination of
accurate knowledge and skills, as they relate to the needs of the targeted groups.
22
Although, though SOUL recognizes that it is a national duty to help local communities during times of
severe conflict, it also believes that it might not always be the best-positioned organization to play such a
role. By orientation, SOUL‘s preference is to projects that focus on the concept of ‗relief for development‘.
As in the case with projects that tackle issues related to nutrition and food security, adapting the concept of
‗helping people help themselves‘, leads to a more sustainable livelihood for target-groups and enhances their
financial independence. This approach expedites people‘s recovery out of crisis and helps them initiate
income-generating projects, thus enabling them to be self-sufficient.
SOUL will continue to support relief work, but only that which pertains to and holds precedence towards
achieving institutional SFA goals and objectives. The decision to support relief work projects will be made
on a case-by-case basis, given the risk of taking focus off institutional goals. SOUL has decided to be
extremely selective in proceeding on any such projects in this area, except in cases where the relevance to its
group of beneficiaries is evident. The concepts and consent for any such projects shall essentially require the
agreement of the Project Proposal Approval Committee and Executive Director.
23
Section IV: Internal Institutional Priorities (IIP) &
Institutional Operational Support Strategies
As a ―learning organization‖, SOUL is continuously trying to improve the quality of services it provides its
stakeholders and beneficiaries, as well as improving the internal institutional work environment. It was with
this concept in mind, while developing the 2014-2018 Strategic Plan, that SOUL‘s team developed several
institutional priorities and support strategies. The collective main goal of these is to enhance the overall
performance and outputs of the organization, by instituting and utilizing these crosscutting methodologies
and work approaches. (annex-IV)
4.1- Internal Institutional Priorities (IIP)
4.1.1- Strengthen Internal Governance
SOUL has always recognized the need for good-governance. Over the next five years, SOUL will continue to
place great effort toward enhancing its internal governance systems by upgrading internal regulations and
procedures, which will facilitate the overall improvement of institutional activities and operations. This
includes: improving the financial system; providing capacity building; establishing a monitoring and
evaluation system; improving the documentation system; establishing the institution‘s specialized units and
the Project Proposal Approval Committee. SOUL will upgrade its internal regulations, financial system and
procedures for its staff and volunteer base. Additionally, it will continue to utilize the "balance scorecard
planning tool" and the information learned from previous experience, to improve its planning capacity, in
order to achieve the SFA and IIP goals and objectives and to improve institutional capacity and growth.
Furthermore, SOUL is adopting and systematizing, Enterprise Resource Planning (ERP) software, which
offers an integrated, crosscutting business and planning approach. This will facilitate all aspects of the
organization by: assisting in overall institutional and project management; ensuring integration, integrity, and
control within the organization; and improving the performance measurement process. This system will
allow staff to share data across the various departments; facilitate information flow between all business
functions; and manage connections to outside stakeholders.
These internal upgrades collectively will add to the capacity of the organization to perform more efficiently
through making a direct and positive impact on the overall daily administrative activities and project
implementation. (annex-IV- #1)
4.1.2- Develop Staff and Attract Volunteers
SOUL has gained a reputation as a highly professional and well-respected organization, which attracts an
increased number of professionals and volunteers, who are interested in working at and gaining experience
with SOUL. Over the next five years, SOUL aims to: design and utilize a clear and defined Staff
Development Plan, which focuses on recruiting and retaining highly professional staff/volunteers and
institutionalizes a work-friendly environment. Since establishment, SOUL has maintained the importance of
staff capacity building and development. SOUL will continue in this endeavor to support professional
capacity building and training of staff by encouraging and supporting internal and external professional skills
development and offer on-the-job training opportunities, as well as, continue to involve staff in regional and
local conferences. It will also work toward improving its recruitment system to retain the most qualified and
competent people, particularly in areas relevant to the SFA. SOUL will promote the understanding that all
employees are an intricate and essential part of the whole SOUL team and that their success and failures can
have an impact on the institution. Furthermore, SOUL will enhance its work environment and extra focus
24
will be made to ensure that all staff members thoroughly understand the organization‘s mission, vision,
values and principles, in order to assimilate these concepts into their work ethics and approach. This overall
approach, to staff development and retention, will have a direct and positive impact on the institution, which
will facilitate and lead toward the overall success of the organization. (annex-IV- #2)
4.1.3- Diversify Funding Resources & Achieve Financial Stability
Fiscal responsibility and financial security have always been an institutional priority. Control and follow-up
of cash flow is key to financial stability of the institution. SOUL will insure its financial stability over the
next five years by continuing with and improving its fiscal procedures, through: generating income, paying
off dues, maintaining a cash ratio of 2:1, better investments, and project stability. These procedures will
include particular components, mainly: increasing general staff understanding on financial stability and their
roles in achieving it; adopting a financial evaluation system that examines the financial lessons learned from
each project; diversifying its funding resources by generating funds through commercial means and
investments; and budget planning and forecasting, with an emphasis on unit-by-unit / project-by-project
financial reporting. In addition, SOUL intends to market relevant project proposals supporting its SFA and
generate income through commercial marketing of the CLDC services. Previously, SOUL almost entirely
obtained all of its financial support by implementing projects on behalf of and in partnership with donors.
Presently, SOUL intends to continue working in supporting development projects, but will reduce its
dependency on this single form of funding, by diversify its funding sources and resources. SOUL will
become more pro-active in fundraising and resource management and mobilization. It is believed with more
independence, SOUL will be able to focus on its institutional ideals and fulfill the SFA goals and objectives
and be better prepared to engage donors in support of these SFA. (annex-IV- #3&4)
4.1.4- Knowledge Sharing and Dissemination
SOUL has always recognized that knowledge sharing and dissemination of information play a positive
catalytic role in the development process and can add to and improve the quality of project implementation.
For this reason, over the next five years, SOUL will establish a shared beneficiaries database and focus on firmly
building a knowledge sharing culture among its staff, partners and stakeholders. Additionally, SOUL will
emphasize its media coverage and enhance the promotion of its project. It will also aim to adopt new
technical tools to ensure proper capture of this knowledge from its various projects and activities. SOUL
intends to have this information available for interested stakeholders, with the aim to reinforce and ensure
maximum benefit from the various development interventions, for the communities they serve.
(annex-IV- #5)
4.2- Institutional Operational Support Strategies
4.2.1- Communication Strategy
SOUL recognizes the absolute importance of clear, accurate and effective communication in all levels of
work, especially when partnering with multiple stakeholders and within the context of project
implementation. It is for this reason that SOUL adopted the Communication for Development (C4D)
approach as a very effective strategy for institutional communication and a way to accelerate and enhance the
development process. The C4D approach is a social process that promotes dialogue between communities
and decisions makers at local, national and international levels. Its goal is to promote, develop and
implement policies and programs that enhance the quality of life for all. It promotes the use of
25
communication strategies and approaches in order to: increase the impact of development programs;
accelerate achievement of global and development goals; and enhance the ability of families and
communities to achieve results to realize their rights. Additionally, C4D is an effective way to improve key
social outcomes in health, nutrition, and education and other pertinent issues. It enables people to deliberate
and speak out on issues important to their own well-being. Its role in the empowerment processes helps
distinguish communication and makes it an essential part of programs aimed at achieving their goals and
other development priorities. SOUL will utilize this approach in communication as an effective means to
achieve the institutional SFA goals and objectives to facilitate collaboration with partners and beneficiaries.
to make a positive difference, in the lives of women, youth and children, their families and communities.
4.2.2- Monitoring and Evaluation Strategy
This Strategic Plan provides an integrated framework that directs its work and assists it in adopting clear
guidelines in the selection of its projects. It also helps the various units within the organization in realigning
their plans and projects and incorporates them all in such a manner that makes achieving the organization‘s
strategic goals possible and traceable. Accordingly, all units will be able to coordinate better and work in a
coherent manner during the plan‘s implementation.
Often, monitoring and evaluation (M&E) efforts fail to gather few ‗meaningful‘ measures from its various
diverse and disconnected functional units. The outputs at the project level, for instance, do not always get
measured and evaluated based on the value they add to the outcome level, and likewise the outcomes do not
always serve towards achieving the ultimate impact aspired in a measurable manner. The objective of
establishing a selection of Key Result Indicators (KRI), immediately measured against and linked to all
levels of impact is hence of paramount importance. This five-year Strategic Plan has specifically paid
attention to achieving this objective, to ensure alignment and focused project planning and monitoring
towards achieving SOUL‘s strategic mission and vision.
Additionally, it is noted that proper M&E also requires correct selection of projects that are institutionally
suitable, at the initiation stage. Therefore, in order to facilitate this selection process, SOUL developed a
specific list of criteria, as per the Project Selection Criteria, that each project proposal must meet. If there is
a project proposal, which shows potential value, but does not meet one or more of these criteria, it may be
presented and explained why it is believed that SOUL should apply for it and then the Project Proposal
Approval Committee must endorse it. This committee consists of a manager from each unit and the
Executive Director. The aim of this committee is to ensure that the projects that are selected, fit with and
serve the institutional goal‘s aims and cause no deflection of focus from them.
The M&E Plan will specifically focus on the following:
Measure the level of achievement of the SFA and IIP goals and objectives by utilizing the SFA-
M&E Plan (annex- VIII) and IIP-M&E Plan (annex-IX).
Examine how each unit achieves its goals and the level to which it has contributed to the overall
success or failure in achieving the goals of the organization.
Ensure institutional alignment behind those objectives.
Identify any deviation from the set goals and strategies.
In order for the above mentioned to be achieved, the M&E Unit will be responsible for conducting reviews of
all institutional plans. In general, the monitoring system will monitor the progress of SOUL‘s Master Action
Plan, which is represented by all of the five units‘ individual plans together. In addition, the SFA-M&E Plan
will be reviewed to assist in refining projects' outcomes, as well as, measuring the impact projects have on
26
achieving the SFA goals and objectives. Also, the IIP-M&E Plan will be reviewed to ascertain the level of
achievement of the institution's internal priorities. Annual performance target indicators will be set, and
(depending on the year) either an annual or a bi-annual review(s) of those targets will be conducted to show
the level of progress toward achieving them. These reviews will follow a structured timeframe to monitor
and evaluate the progress of organizational plans. The general schedule for these reviews will be as follows:
the first. third and fourth years will have annual reviews; while the second and fifth (final) years will hold bi-
annual reviews; each review will be followed by a full report. While the main strategic issues of the plan are
not expected to change significantly, it is expected that the regular reviews may only lead to some
modifications in the SFA and IIP M&E Plans and the units' plans, based on lesson learned during the actual
implementation of the plan.
This M&E approach will be followed during the first four years. Although, the first year, in particular, will
also focus on ensuring that all units are in alignment with the plans and to raise staff awareness on the plans
themselves. In the last year of the plan, a more intensive review shall be undertaken as a preliminary process;
the findings of which shall have more significant value, as their inputs will benefit the development of the
next subsequent Strategic Plan. These bi-annual reviews will be conducted by the M&E Unit, as it will give
guidance to the working teams and recommendations to management on any of the findings of the review.
4.2.3- Volunteer Program
SOUL has always supported the concept of volunteerism and has recognizes the immense impact that
community based volunteers can have on project implementation and sustainability. In such, SOUL has
within its present organizational plans to develop a fully structured pro-active volunteer program.
Over the years, SOUL has gained a reputation as a highly professional and well-respected organization,
which attracts an increasing number of volunteers. This requires a tremendous effort and commitment on
behalf of the organization to become ‗the partner of choice‘ for all its various stakeholders, including
volunteers.
The main objective of the volunteer program is to contribute to promoting the importance and practice of
structured volunteerism, which aims to increase the level of engagement, particularly of young people from
the communities being served, hence increasing community acceptance and participation. It also gives
communities a chance to contribute effectively in making their own development interventions and gives
young people a chance to gain new experiences and knowledge, especially those that are relevant in the area
of community development. The program will include: establishing an easy and accessible application
process; adopting a clear and transparent selection criteria; providing training upon admission; and a
rewarding recognition system to improve volunteer retention. The idea is to make volunteering a mutually
beneficial experience for both SOUL and the volunteers.
27
LIST OF REFERENCES
Acronym/Year Reference Title
Wikipedia/2013
UNESCO-World Heritage
DPPR/2006
Wikipedia/HDI-UNDP
OCHA /HRP /2014
NCYS/2006
MDG/NAR/2005
CEDAW
UN/GGGR/2011
UNICEF/SAR/2014
UNDP/GHDR/2011
UNDP/YEEP/2014
NSWDG/2006
NRHS/2011
YNFSS/2011
NSECD/2012
http://en.wikipedia.org/wiki/Governorates_of_Yemen
http://whc.unesco.org/en/statesparties/YE/
Socio-Economic Development Plan for Poverty Reduction DPPR-2006-2010
http://en.wikipedia.org/wiki/List_of_countries_by_Human_Development_Index#
Low_human_development
Humanitarian Response Plan/-2014 (OCHA)
The National Children and Youth Strategy of the Republic of Yemen/ 2006-2015
MDGs-Needs Assessment Country Report/2005 for Yemen (UNDP)
Convention of Elimination of All Forms of Discrimination against Women
Global Gender Gap Report -2011(UN)
Situation Analysis of Children in Yemen 2014 (UNICEF & MoPIC)
UNDP Global Human Development Report- 2011(UNDP)
Youth Empowerment and Employment Plan -2014 (UNDP)
Women Development Strategy -2006-2015 (WNC & UNFPA- No.4)
Yemen National Reproductive Health Strategy- 2011-2015 (MoH)
Yemen National Food Security Strategy -2011( MoPIC)
The National Strategy for Early Childhood Development-2012-2016 (The Higher
Council For Motherhood and Childhood and UNICEF)
28
ANNEXES SECTION
STRATEGIC PLAN
2014-2018
No. Annex
Number
ANNEX TITLE
1
2
3
4
5
6
7
8
9
I
II
III
IV
V
VI
VII
VIII
IX
Strategic Focus Areas (SFA) – KRI -Results Framework
SOUL’s Main Projects/Programs & Main Studies/Researches
Geographic Target Areas
Internal Institutional Priorities (IIP) – KRI -Results Framework (draft)
SWOT Table
Organizational Chart (2014)
Internal & External Environmental Scan Conclusions
Strategic Focus Areas (SFA) – Monitoring & Evaluation Plan
Internal Institutional Priorities (IIP) - Monitoring & Evaluation Plan
(draft)
SOUL STRATEGIC PLAN 2014-2018 SFA – RESULTS FRAMEWORK
ANNEX -I
Strategic Plan 2014-2018-
Strategic Focus Areas -- Results Framework
SOUL’s, 2014-2018 Strategic Plan is centered on three primary Strategic Focus Areas: Health, Child Rights, and Youth Empowerment and Civic Engagement.
SOUL aims, by focusing on these three strategic areas, to increase its impact and effectiveness in improving the living conditions of its beneficiaries and hence
contribute to achieving the national development priorities in those areas. The following results framework outlines the main Strategic Focus Areas, for the key high
level results (at all levels) that SOUL shall strive to achieve, in a measurable fashion. The purpose of the framework is to provide guidance and assistance to the
organization in proposing programs and projects that contribute to achieving its high-level goals. The focus areas’ overall goals, specific objective and Key Results
Indicators (KRIs) reflect the types of development changes SOUL hopes to achieve.
Strategic Level -- Results Framework
Strategic
Focus Area Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs)
Means of
Verification Timeline
Strategic
Level
Realize Youth
Empowerment and
Child Rights and
enhance Mothers’
and Children’s Health
through sustainable
and effective
development projects.
1. To design and deliver
quality programs and projects
in MCH, child rights and
youth empowerment.
1.1 Improved Government MCH statistics in
SOUL's target areas
1.2 Improved knowledge, attitudes and practices
related to child rights and child protection in SOUL's
target areas
1.3 Increased numbers of children and young people
are actively participating in public life in SOUL's
target areas
Government
statistics; SOUL MIS
system; SOUL
annual reports
2. To ensure effective and
efficient delivery of SOUL's
programs and projects.
2.1 All projects have a Project management system
in place
2.2 All projects have a Project M&E system in
place
2.3 All projects have the required number of
trained staff in place
SOUL annual reports
External project
evaluation reports;
External audit reports
3. To ensure all SOUL's
programs and projects build
local capacity and lead to
sustainable change.
3.1 All projects include stakeholder and beneficiary
participation in PMEL
3.2 All projects have a Project Exit strategy in place
3.3 All projects have adopted a rights-based
approach
Projects’ reports;
Stakeholder meeting
minutes and reports
SOUL STRATEGIC PLAN 2014-2018 SFA – RESULTS FRAMEWORK
Strategic Focus Area: (1) HEALTH - Results Framework
Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs) Means of
Verification Timeline
1.1 - Contribute to
improving Maternal
and Child Health
(MCH) in Yemen.
1.2 Contribute to
decreasing infant,
child and maternal
mortality rates.
1.1-2.1 - Provide quality health
awareness and education on MCH
related health issues. (Quality)
1- At least 30% of targeted communities
populations (focusing on women) received health
awareness on MCH, FP, and Nutrition
At the end of each
year, accumulated
by the end of the
Strategic Plan
2- At least 5000 women of child bearing age
delivered with help from a qualified trained birth
attendant in the targeted areas
Baseline survey
3- At least 5000 malnourished children in the
targeted districts cured.
At the time of
program
implementation and
at the end of the
program 4- Contraceptive use increased in targeted areas
by 5%
1.1-2.2- Build the capacity of
stakeholders, both individual and
institutional. (Sustainability)
1- At least 4000 health professionals (*CHV,
Midwifes, public facilities’ staffs) trained on
MCH, FP, Nutrition issues
Database of all training
activities, accumulated
by the end of the
Strategic Plan
timeframe
At the beginning
and the end of each
project, accumulated
by the end of the
Strategic Plan
1.1-2.3 - Advocate for relevant
policy and procedure changes,
which will contribute to improving
MCH. (Sustainability)
1- A number of laws developed on health related
issues
2- A number of parliament members adopted the
law developed
Regular reports
At the beginning and
the end of each
project, accumulated
by the end of the
Strategic Plan
SOUL STRATEGIC PLAN 2014-2018 SFA – RESULTS FRAMEWORK
Strategic Focus Area: (2) Child Rights Results Framework – 2.1- Protection & Participation (goal-1)
Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs) Means of
Verification Timeline
2.1.1 - Contribute to and
advocate for building a
generation capable of
participating actively in
the society.
2.1.1.1 -Empower children to
create a participatory
environment to solicit and
incorporate children's voices on
issues that affect them. (Quality
and Sustainability)
1. 1000 schools are targeted in child rights training sessions Pre and post
awareness session
In the third
quarter of
2014
2. A minimum of 5 community-based projects are produced by
children in each targeted school
Questionnaires
upon field visits In June, 2015
3. A minimum of 5000 children are equipped with essential life
skills and capable of community-based projects List of projects
4. A minimum of 2000 teachers equipped with essential life
skills and managing community-based projects
Focus group
discussion for
teachers
2.1.1.2- Contribute to the
promotion of "Safe and Caring"
schools free from violence
through building and promoting
a protection system in Yemeni
schools. (Sustainability)
System Building:
1. Protection System (CP) is produced, consisting of:
a. CP Framework
b. M&E + Checklist
c. CP System in Schools
d. Teachers booklet
e. CP System training manual
2. Protection system is approved by UNICEF and MOE
3. CP System is piloted in 28 schools
4. Evaluation report produced
5. All modifications are reflected in the system
6. The system is finalized and ready to be applied
• Baselines survey
at the beginning of
the application of
the child protection
system
• Copies of all
produced material
• Copy of
evaluation report On an annual
basis
Promotion System:
1. A minimum of 30 schools adopted the child protection
system in all targeted governorates (2015-2018)
2. Reduced rate of violence cases against children in targeted
schools (down by 50% )
List of schools
Pre and post
system application
survey
SOUL STRATEGIC PLAN 2014-2018 SFA – RESULTS FRAMEWORK
Strategic Focus Area: (2) Child Rights - Results Framework – 2.1- Protection & Participation (goal – 2)
Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs) Means of Verification Timeline
2.1.2 -
Raise societal
awareness and
advocate to
better
understand,
value and
support Child
Rights.
2.1.2.1- Contribute to the
advancement of Child Rights
through raising public
awareness. (Quality)
1. 1000 schools are targeted in Child Rights awareness
events Structured questionnaires
Six months after the
project start
2. A minimum of 3 advocacy campaigns held to
promote Child Rights
Questions distributed after
training or awareness sessions
1 Year after the
Strategic Plan was
initiated
3. 500,000 parents received awareness on Child Rights
Spot visits to schools,
communities and conversations
with kids in homes and schools
***Also, check
achievement of KRIs
every six months for
1 more year
2.1.2.2- Research the present
status of Child Rights in
Yemen and create a
preliminary pool of
information for the purpose
of knowledge sharing and
dissemination. (Quality)
1, A shadow report on Child Rights in Yemen is
produced and submitted to the UNCRC Copy of the report By the end of 2015
2. Child-led data collection study report is produced and
submitted to the UNCRC
3. A minimum of 3 research reports on Child Rights
produced
Copy of the study
By the end of 2015
Copies of the researches By the end of 2016
2.1.2.3-Support Child Rights
through building the
capacity and ensuring the
commitment of stakeholders;
both individuals (duty-
bearers/care providers), as
well as with relevant
institutions. (Sustainability)
1. 1000 principals + 1000 social workers received
awareness on Child Rights
2. Mapping report on Child Rights status in Yemen
produced
3. Initial and specialized toolkits on Child Rights
developed and integrated into the curricula for the Police
Academy and schools in Yemen consisting of:
a. A facilitator manual
b. A participant manual
c. A reference manual
d. Support material (PowerPoint, case studies, etc.)
e. Assessment tools
f. A portable checklist
4. At least 30 trainers trained to be Master Trainers on
Child Rights toolkits
5. A team (from SOUL) consisting of at least 5
competent personnel trained in all the materials
produced.
Entry test for care providers
upon their recruitment
• Six months after the
project starts
• 1 Year after the
Strategic Plan was
initiated
• Focus group discussion for
parents
• Observatory notes during site
visits
• Feedback survey questions for
children and parents
List of trainers
SOUL STRATEGIC PLAN 2014-2018 SFA – RESULTS FRAMEWORK
Strategic Focus Area: (2) Child Rights - Results Framework – 2.2- ECD
Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs) Means of Verification Timeline
2.2.1 - To
contribute to
creating
favorable
conditions for
holistic
development
(physical,
intellectual,
psychological
and social) of
children between
the age of 0-8
years.
2.2.1.1-Participate in
building the capacity of
stakeholders: both
institutional and individual
(parents, teachers,
caregivers, health workers
etc.) in ECD. (Sustainability)
1. 1000 ECD facilitators are trained and equipped with
relevant knowledge and skills Structured questionnaires
Three months after
the end of the
campaign
2. 100 Schools are targeted for ECD activities
Focus group discussion for the
targeted group: teachers, parents
and school management
Also, check KRI
achievement one year
later
3. 50 community based structures are targeted for ECD
activities
Observatory notes during site
visits
4. 200 parents are trained on better parenting care and
conflict resolution
5. 40 core national ECD professionals received a TOT
in the ECD area
2.2.1.2 -Raise societal
awareness on the importance
of significant investment in
ECD with focus on:
teachers, parents, and
caregivers. (Quality)
1. 500,000 parents received awareness on ECD
2. 1000 caregivers received awareness on ECD
3. 500 facilitator received awareness on ECD
4. ECD materials distributed, including:
flipchart, pamphlet, posters and 2 TV-flashes
2.2.1.3 - Advocate for
relevant policy and
procedure changes, which
will contribute to improving
child development and
growth. (Sustainability)
1. Minimum of 1 feasibility study(s) conducted which
aims to identify the best non-formal pre-school models
for children
One feasibility study ready on
time and distributed among
relevant stakeholders
Feasibility study
ready by end of 2015
2. Learning outcome framework for school readiness is
produced and advocated
Learning outcome framework is
applied
Learning framework
is prepared by end of
2014 and applied by
end of 2015
3. School readiness assessment mechanism is
developed and advocated
One study in child rearing
practices is produced /available
One study produced
by end of 2016
4. Minimum of 1 Child Rearing Practices study
conducted ECD resource center
ECD center
operational by end of
2017
5. ECD resource center is established and fully
functional
SOUL STRATEGIC PLAN 2014-2018 SFA – RESULTS FRAMEWORK
Strategic Focus Area: (3) Youth Empowerment and Civic Engagement - Results Framework
Strategic
Focus Area Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs) Means of Verification Timeline
3 - Youth
Empowerment
and Civic
Engagement
3.1 - To contribute in
building a generation
capable of
participating actively
in the society.
3.1.1-Promote youth
participation on advocating for
health and Child Rights (CR)
issues.
1- Raising awareness for a minimum of 3,000 youth
on health related issues (Nutrition, FP, MCH)
2- Minimum of 10 initiatives conducted by youth
on health related issues
3- Raising awareness for a minimum of 3,000 youth
on CR related issues (Protection & Participation,
ECD/ECCE)
4- Minimum of 10 initiatives conducted by youth
on CR related issues.
Structured questions
Focus group discussion
Family planning and
demographic statistics done
for the targeted
communities
3.1.2 -Facilitating an increase in
youth-to-youth interrelation and
interaction at the national,
regional, and international levels
on issues, which affect them and
their communities.
1. At least 100 youth participated in national
events/programs
2. A minimum of 10-20 youth participated in
regional/international events/programs
3. A minimum of 10 initiatives conducted by youth
(on "Youth to Youth"&"Civic Engagement"
issues)
Focus group discussion pre
and post events attending
Online surveys
Feedback from national and
international organizers
about the substantive
quality of participation of
targeted youth
3.1.3 - Contribute to promoting
the importance and practice of
structured volunteerism.
1. A permanent team of youth is established to
initiate and maintain the program for volunteers
(with database and system/bylaws in place)
2. At least 200 youth will become trained
volunteers (registered in database)
3. Minimum of 5 initiatives conducted by youth-
volunteers to promote other youth/peers to
become active volunteers.
3.1.4 - Enhancing youth’s
knowledge and skills through
capacity building and training.
1. Minimum of 1,500 youth participated in
professional development trainings/programs on
health (Nutrition, FP, MCH) issues.
2. Minimum of 1,500 youth participated in
professional development trainings/programs on
CHR (Protection & Participation, ECD/ ECCE)
issues.
Database of youth
benefiting from center who
get actively involved in
community works in the
areas of health and child
rights advocacy
SOUL STRATEGIC PLAN -2014-2018 SOUL’s Main Projects and Programs & Studies and Researches
ANNEX- II
SOUL’s MAIN PROJECTS AND PROGRAMS
& RESEARCHES AND STUDIES
List of SOUL’s Main Projects and Programs:
No. Project Title Donor Project
Cycle
1 Promoting Small Family Norms in Yemen The Embassy of the
Kingdom of the Netherlands
2013 - 2016
2 Integrating a Mandatory Initial Course and an Optional Specialized
Course on Child Protection in Police Schools in Yemen
UNICEF
2013 - 2014
3 The Formative Research Study (FRS) on >2 yrs Children (U2),
Pregnant & Lactating Women (PLW)
UNICEF
2013 - 2014
4 Mareb: Teacher Training on Child Rights Principles Australian Aid 2013
5 Youth Learning for Responsible Citizenship USA Embassy 2013 - 2014
6 Youth Learning for Responsible Citizenship Oxfam NOVIB 2013 - 2014
7 Promoting Child Rights in the Arab World and Providing Children
with a Protective and Supportive Environment Developmental
Action Without Borders
Save the Children 2013
8 Engendering the Yemeni National Dialogue World Bank 2013
9 Community Based Nutrition Interventions UNICEF 2013
10 Youth Learning for Change Middle East Partnership
International (MEPI)
2012 - 2013
11 Child Protection and Participation Towards Future Active Citizens
and Violence Prevention in Schools
UNICEF
2012 - 2013
12 Third Party Monitoring –Al-Jawf UNICEF 2012 - 2013
13 Nutrition: Provide Life Saving Therapeutic Nutrition Interventions
For <5 Children, as well as PLW.
Office for the Coordination
of Humanitarian Affairs
(OCHA)
2012 - 2013
14 Child Health & Nutrition : Everyone Campaign Save Children International 2012 - 2013
15 Women Business Ownership Training - WBOT SMEPS 2012 - 2012
16 Learning for Active Citizenship Middle East Partnership
International (MEPI)
2012 - 2013
17 Youth Empowerment: Oracle DBA Training Program Western Union Foundation
& Shamil Bank Of Yemen
and Bahrain(WUF & SBYB)
2011 - 2012
18 Youth Development Project Vision Hop 2011 - 2012
19 Creating Opportunities of Child Rights to Education, Protection and
Healthcare for Marginalized/ Street Children and their Families in
Sana’a City: Family Center
Save the Children 2011 - 2012
SOUL STRATEGIC PLAN -2014-2018 SOUL’s Main Projects and Programs & Studies and Researches
20 Offering Second Chances to At-Risk Youth and Marginalized Youth World Bank & Japanese SFD 2011 - 2013
21 Our Empowering Schools Australian Aid 2011 - 2012
22 NGOs Capacity Building in E-Mediate Middle East Partnership
International (MEPI)
2011 - 2012
23 Community Economic Empowerment Project “Al-Bedayah” French Social Fund for
Development (FSD)
2010 - 2011
24 Yemeni Youth Voices Royal Netherlands Embassy 2010 - 2012
25 Safe Motherhood Program (SMP) World Bank 2009 - 2014
26 From Al-Bidr to Al- Maed American University of
Beirut (AUB)
2009
27 Improved Drinking Water Management Care International 2009 - 2011
28 Breast Cancer Awareness Campaign Project Middle East Partnership
International (MEPI)
2009 - 2010
29 Child to Child Approach : Monitoring and Follow-up Component UNICEF 2009 - 2010
30 Youth Empowerment: Oracle Training Program
Western Union Foundation
& Shamil Bank of Yemen
and Bahrain(WUF & SBYB)
2009 - 2010
31 Youth Initiatives Support Equal Access 9002
32 Women In Technology: Training for Women on Basic Computer
Skills (Up Training)
Western Union Foundation
& Shamil Bank of Yemen
and Bahrain(WUF & SBYB)
2009 - 2010
2011 - 2012
33 Khamer Women’s Empowerment and Literacy Program Foundation For the Future
(FFF)
2008 - 2012
34 Telecenter: The Information and Communication Technology (ICT)
Training and Learning Center for Women: Antee for Student Services
Islamic Bank For
Development (IDB)
2008 - 2011
35 Human Rights Documentation Methodologies The Center of Arab Woman
for Training and Research
(CAWTAR)
2008 - 2011
36 Promoting Women's and Children's Rights in Hajjah Governorate European Commission (EC) 2008 - 2010
37 Micro-Business Women Empowerment Pilot Project (MWEPP) Dutch Embassy 2008 - 2009
38 Women LNGOs Capacity Building Project in Marib Middle East Partnership
International (MEPI)
2007 - 2008
39 Anti-Qat Campaign Qatar Charitable Association 2007
40 Breast Feeding Promotion Program
Al Aa’oun Foundation for
Development
2007 - 2008
41 From Child to Child Project Qatar Charitable Association 2007
42 Software-Component Program for Construction of School Facilities
for Basic Education in Sana’a Governorate
Mohri, Architect &
Associates, Inc. & Fund from
the Japanese Government
2006 - 2010
43 Establishment of Manarat Sana’a International School Nama’a International
Company For Educational
Services
2006
44 Women In Technology-Yemen (WIT) Middle East Partnership
International (MEPI)
2005 - 2009
45 Early Childhood Development Program UNICEF 2005 - 2008
46 Protection of Street Children in Yemen European Commission-
Humanitarian Aid
(ECHO)
2005 - 2006
SOUL STRATEGIC PLAN -2014-2018 SOUL’s Main Projects and Programs & Studies and Researches
47 Promoting Girls' Education Through Junior Local Non-
Governmental Organizations Capacity Building" Program
French Social Development
Fund (FSD)
2005 - 2006
48 Pilot Project “Training of Female Clients - Sana’a", Micro--
Financing Program
Social Fund For
Development (SFD)
2005
49 NGOs Capacity Building on Strategic Planning USA Embassy - Yemen 2005
50 The Awareness Raising Campaign on Legal Documentation and
Women’s Rights
Middle East Partnership
International (MEPI)
2005
51 Improving School Management Training Project British Council 2005
52 Training of Trainers in the Field of Dressmaking and Design Charitable Emirate
Committee- Red Crescent
2003 - 2004
53 "From Child to Child" Project Radda Barnen 2003
54 Institutional NGOs Capacity Building USA Embassy- Yemen 2003
55 Breast Feeding Promotion Program Islamic Bank For
Development
2003
56 Sana’a Micro--Financing Program (AZAL) SFD 2002 to present
57 "Environmental Health In Schools" Training Program SFD 2002 - 2003
58 Community Based Integrated Development Program Oxfam 2002 - 2003
59 Breast Feeding Promotion Program SFD 2002
60 Training Course on Management and Communication Means for
NGOs
SFD 2001
61 Traditional Midwives Training SFD 2001 - 1998
62 Traditional Midwives Training SFD & British Council 2000 - 1999
63 Breast Feeding Promotion Program British Embassy 1998
64 Dress-Making Project Nippon International
Cooperation for Community
Development (NICCO)
1999 - 2002
65 The Development of Educational Material for Children About
Rational Drug Use
Yemen Drug Action Program
(YemDAP)
1997
SOUL STRATEGIC PLAN -2014-2018 SOUL’s Main Projects and Programs & Studies and Researches
LIST OF SOUL’S MAIN STUDIES AND RESEARCHES:
No. Study / Research Title Donor Agencies Date
1 Violence Against Children in Schools
UNICEF 2013
2 Adolescent Led Data Collection
3 Childhood Issues and Ways to Address Them: Early Marriage; Children
Recruitment / Children Joining Armed Groups or Military Force; Children in
Conflict with the Law
4 Country Profile Report of Yemen: A Review of the Implementation of the
UN Convention on the Rights of the Child Save the Children-Sweden 2010
5 Impact Evaluation of Urban Water Supply and Sanitation in Yemen-Amran
and Zabid
Kreditanstalt Für
Wiederaufbau,(KfW)
Reconstruction Credit
Institute
2008 - 2010
6 Study of Education Situation of Marginalized Groups World Bank 2008 - 2009
7 Follow-up Assessment of HIV School- Based Interventions UNICEF 2008 - 2009
8 Impact Evaluation of Netherlands Assisted Projects in Water Supply and
Sanitation Dhamar and Hodeidah Governorates
Amsterdam International
Institute for Development 2007 - 2008
9 Social Fund for Development Projects Impact Evaluation Study
Social Fund for
Development-SFD 2006
10
Assessment of Internet for Yemen High Schools.
USAID’s Dot-Edu.
Mechanism Under Funding
from MEPI
2005 - 2006
11 Investment Climate Assessment in Yemen Study World Bank 2005
12 Assessment of Knowledge, Attitudes and Beliefs About HIV/AIDS Among
Young People Residing in High Risk Communities in Aden Governorate UNICEF 2005
13 Assessment Study "Knowledge, Practices and Attitudes of Female
Beneficiaries' Level of Satisfaction with their Services
Social Fund for
Development-SFD 2004 - 2005
14 Child Rearing Practices Study UNICEF 2004
15 A Study on Barriers Preventing Yemeni Females from Using Information
and Communication Technologies
Education Development
Center 2004
16 A Study on "Participatory Rapid Appraisal of Children in Marginalized Zones" Radda Barnen 2003
17 Baseline Survey for the "Yemen Adult Life Skills and Literacy Education" CARE 2003
18 Primary Study" Child Development Project" UNICEF 2002 - 2003
19 Institutional Assessment of Local Women's NGOs in Yemen CARE 2002
20 Social Assessment of the "Impact Of Photo Voltaic Energy in Rural Yemen World Bank 1999
21 Baseline Study on the Knowledge, Attitude and Practice of the Yemeni
Community with Regards to Maternal and Child Health and Family
Planning Services
European Commission (EC) 1999
22 A Study on "The Most Effective Media Means Among the Yemeni Public" World Bank 1998
23 Baseline Study "Girls Dropout Rates From Primary and Secondary Education" World Bank 1997 - 1998
SOUL - STRATEGIC PLAN -- 2014-2018 SOUL’S GEOGRAPHIC TARGET AREAS
ANNEX: III
SOUL’S GEOGRAPHIC TARGET AREAS
*This table represents SOUL’s priority target areas for project implementation. SOUL is not
limited to these areas mentioned and is able to work throughout the entire country in all
governorates.
No. Region Governorate
1 Hadramout Hadramout
2 Janad Taiz + Ibb
3 Aden Aden + Lahj
4 Tahama Al-Hudeidah + Raymah + Hajjah
5 Azal Sana'a
6 Saba Ma’rib + Al-Jawf
SOUL STRATEGIC PLAN 2014-2018 Internal Institutional Priorities -IIP-- Action Plan
ANNEX- IV
Internal Institutional Priorities -IIP- KRI Action Plan (draft) --Strategic Action Plan 2014-2018
The Monitoring and Evaluation of the Strategic Plan has been divided into two parts: Part (1), deals with the monitoring and evaluation of the Strategic Focus Areas, focusing on
the extent of achieving the overall goals and Key Results Indicators (KRI) of the organization in the three domains of interventions: (Health, Child Rights and Youth
Empowerment). While Part (2), focuses on monitoring and evaluating the achievement of SOUL’s Internal Institutional Priorities (IIP). As the latter deals with internal capacity
building issues, it is important to allocate for it a separate M & E Schedule. These IIP are: (1) Strengthen Internal Governance; (2)Develop Staff and Attract Volunteers;
(3)Diversify Funding Resources; (4) Achieve Financial Stability and; (5)Knowledge Sharing and Dissemination
1) Strengthen Internal Governance
Institutional Priorities Activities ( Process) Target (Benchmark) Responsible Unit
Specific Objectives: 1.1. Modify previous administrative regulations and introduce new
ones
Recruit a consultant, review the regulations and
apply the new ones
Regulations upgraded and
applied
Consultant +Admin and
human resources
1.2. Adopt new financial procedures and upgrade financial tools to
meet projects requirements and improve financial reporting
Recruit a consultant, upgrade the financial
procedures. Test them and incorporate users’
feedbacks. Finalize the financial procedures
Financial procedures
finalized and adopted Consultant +Finance
1.3. Build the capacity of the organization in project management Develop a project manual and train staff in MS
project and manual
Project manual ready, MS
project installed and staff
trained in its usage
Project unit (PU)+
consultant
1.4. Establish a paper and automated archiving system
Identify and purchase a suitable software Admin and IT
Recruit an archiving person
Train staff
1.5. Develop an M & E Manual
Recruit an external consultant Manual ready and staff
trained. M & E and PU
Develop the manual M & E system applied M & E and consultant
Train staff M & E and PU
Test the manual M & E and PU
1.6. Establish an M & E automated system Recruit external Database consultant M &E +SFD
1.7. Activate the Projects’ Proposals Review and Approval Committee Review the current checklist
Checklist approved and the
committee meets on a
regular bases
M &E, PIU, PDU,
Executive director and
Admin and Finance unit
1.8. Review unit plans and modify planning system if needed
Review units plans and master plan progress All units
Write 2013 annual report of the organization Admin
Develop 2014 units and master plan All units
SOUL STRATEGIC PLAN 2014-2018 Internal Institutional Priorities -IIP-- Action Plan
2) Develop Staff and Attract Volunteers
Institutional Priorities Activities ( Process) Target (Benchmark) Responsible Unit
Specific Objectives:
2.1. Adopt a clear staff development plan to enhance staff retention
and motivation Develop staff development plan
a staff development plan
developed and adopted admin and HR
2.2. Recruit Highly professional staff
Ensure that job description is clear and salary
structure is realistic to attract highly
professional people
New job description
template is adopted in all
positions and salary
structure is modified and
admin and HR
2.3. Attract active and committed volunteers
Establishment of a volunteer development
program
development program
developed and adopted admin and HR
Make volunteer application accessible through
online forms
Training program contents
developed and adopted
Social media officer-
Website officer
Develop a clear volunteers selection criteria
Selection criteria
developed Admin+PIU
Design and provide a training program for
volunteers upon admission
Program contents
developed Admin+PIU
Develop and apply a reward recognition
guideline
Reward guideline
developed and applied Admin+PIU
SOUL STRATEGIC PLAN 2014-2018 Internal Institutional Priorities -IIP-- Action Plan
3) Diversify Funding Resources
Institutional Priorities Activities ( Process) Target (Benchmark)
Responsible
Unit
Specific Objectives:
3.1. Market for proposals among relevant donors to achieve SOUL's
strategic priorities
A proposal on mother and child health with a
minimum funding of $250, 000
Develop a minimum of 18 projects
proposals that fit within SOUL's
strategic Priorities during the action
plan period
PDU+finance
A proposal on child and mother nutrition/
$200,000 minimum Project proposals are developed
before the above projects
completion date
A proposal on child rights
promotion/$150,000/minimum
A proposal on educating youth on health and
child rights $300,000 Minimum
A Proposal on ECD.$150,000 minimum
3.2. Generate income through commercial marketing of the CLDC CLDC staff
4) Achieve Financial Stability
Institutional Priorities Activities ( Process) Target (Benchmark)
Responsible
Unit
Specific Objectives:
4.1. Pay off all SOUL's Liability Pay off all liabilities 3 each quarter Finance
4.2. Achieve a financial cash ratio of 2:1
Reduce the financial burden on the organization focusing
on tax and staff insurance.
5; 7; 10% reduction each year
respectively
Finance and
PIU
Conduct a financial progress review exercise for each
project to avoid budget deviation 3 per quarter Finance
SOUL STRATEGIC PLAN 2014-2018 Internal Institutional Priorities -IIP-- Action Plan
5)Knowledge Sharing and Dissemination
Institutional Priorities Activities ( Process) Target (Benchmark)
Responsible
Unit
Specific Objectives:
5.1. Establish a Shared Beneficiaries
Database
Identify the goals and aims of the database
Admin+PIU+IT Identify SOUL's beneficiaries within all projects and focus areas
Design a database
Train staff on the usage of the database
5.2. Promote the strategic plan and
provide update on its progress
Conduct staff orientation on strategic plan Presentation conducted/ stand designed and
printed
Publicize the plan among partners and stakeholders
summary of the plan, brochure, cards
highlighting strategic priorities and overall
goals
Admin + Media
officer
Provide update to all staff and other stakeholders on the level of
the plan implementation
Electronic newsletter on the progress of the
plan implementation Admin + Media
officer translate the Strategic plan
5.3. Develop and Strengthen SOUL's
media coverage and enhance the
organization promotion of its projects
Recruit media officer
Highlight achievement of programs and
highlights events through social media
platforms and other media tools PIU+ Media
officer +
website
consultant Update the information on SOUL's website based on the new
strategic priorities
Website updated
Increase the number of fans in SOUL's social media platform total fans in soul's social media platforms
reach 900 k
Media officer Increase SOUL's programs’ promotions in Facebook SOUL face book fans reach 500 k by the end
of 2016
Improve SOUL's programs’ promotion in twitter SOUL's followers in twitter reach 400 k by
the end of 2016
Finalize social media guideline
SOUL social media guideline is approved and
disseminated among staff members
M + E Unit +
Senior
Management
SOUL's Organizational Chart _________________ANNEX-VI__________________________
Founders
Inspection &
Monitoring
Committee
Board of Trustees
Consultants
Executive Secretary
Executive Director
Monitoring & Evaluation Unit Manager
Project Development Unit
Manager
SOUL Community Learning &
Development Center (CLDC)
Project Implementation Unit
Manager
Admin Officer
Media & Communication
Unit Manager
Financial &
Administrative Unit
Manager Manager
CLDC
Secretary
Women & Youth
Empowerment Prog.
Manager
Child Rights Prog.
Manager
Health Prog.
Manager
Media
Officer
Public Relations
Officer
Finance Manager HR Manager MIS Officer
Training Programs
Officer
Logistics
Officer
Project Manager Project Manager
Project
Project
Project
Project
Project Manager Officer Officer Officer Officer
Technical Support
and Networks
Project Project
Officer Officer Senior Voucher Senior Budget
Accountant Examiner Accountant Procurement & Employees Affairs Administrative
Storage Officer Officer Officer
Accountant
Accountant
Accountant
Accountant
Drivers & Janitors
Cashier
1) To ensure that the programs and projects the organization is accepting and implementing fit within its SFA.
2) To follow up the achievements of Key Result Indicators and their contribution to achieving SOUL's overall goals.
Strategic Focus Area:
1) Health:
Overall Goals:
1.1. Contribute to improving maternal and child health (MCH) in Yemen.
1.2 - Contribute to decreasing infant, child and maternal mortality rate.
New M & E
Plan
2014 2015
Dec. Dec. Feb.
1- At least 30% of targeted communities populations
(focusing on women) received health awareness on MCH,
FP, and Nutrition
3% 10,0001. Propagating for Small Family Norms in Yemen
(July, 2013-31 March, 2016)
Around 60,000 women, men and local
communities
3,348 women: 6,646
9 45 schools
35, 245
community
members
3,279 women
0 7200 (1) Community Based Nutrition Intervention (CBNI) (
February 2012-Dec.2014)
CBNI provided 7200 delivery kit to pregnant
women
417Propagating for Small Family Norms in Yemen
(July, 2013-31 March, 2016)PSFN would contribute with 2500 women
4- At least 5000 malnourished children in the targeted
districts cured500 0 1,279
3.Community Based Nutrition Interventions
(2012-December, 2014)1,279 children cured by the end of the project
1.1-2.2- Build the capacity of
stakeholders, both individual and
institutional.
2- At least 4000 health professionals (*CHV, Midwifes,
public facilities’ staffs) trained on MCH, FP, Nutrition
issues 400 378 142 1,511
1.1-2.3 - Advocate for relevant
policy changes which will
contribute to improving MCH.
1- A number of laws developed on health related issues 0 0 1
2- A number of parliament members adopted the law
developed
0 0 0
2-Contraceptive use increased in targeted areas by 5%Community Based Nutrition Intervention (CBNI) (
February 2012-Dec.2014)
6646 pregnant and/or lactating women ;
32,435 children, 45 schools=76148 total of
the targeted communities ; 650 health
volunteers
0.5%
Cross-cutting issues in all health programs Safe motherhood law formulated
3- At least 5000 women of child bearing age delivered
with help from a qualified trained birth attendant in the
targeted areas
500
1.1-2.1 - Provide quality health
awareness and education on
related health issues.
ANNEX -- VIII
This SFA Monitoring & Evaluation Plan and review schedule aims to ensure that the Strategic Plan for the organization, which covers the period from 2014-2018, is going as planned and that the Action Plan of the
strategy is monitored in a regular and systematic manner. This plan also aims to determine whether the overall results stated in the (KRI) Result Framework of the strategy are being achieved and to measure the
contribution of each relevant project to this goal. The plan covers the monitoring & evaluation of the strategy over a two year period during which TWO evaluation will be conducted. During the last quarter of 2015, the
results of the evaluation will be incorporated to develop a new monitoring and evaluation plan to cover the period from 2016- 2018,. Additionally, taking into account that in 2018 only one MID-YEAR evaluation will be
carried out that should contribute to the development of a new Strategic Plan (to be scheduled during the last quarter of 2018).
Strategic Plan (2014-2018) -- Strategic Focus Areas -- Monitoring & Evaluation Plan (2014-2016)
The main aim of the monitoring and evaluation for the strategic plan is in twofold:
Related Projects Portfolio ( as of March,
2014) Key Results Indicators (KRIs)Specific Objectives Actual
SP KRI Bi
annual
target
Related
project Bi-
annual
Target On target
Project Final Target (total
contribution to KRIs)
Status **
Behind
target
Needs
Modification
2016
(1)This does not fit within this objective per see, however, it assist mothers to deliver in a more hygenic way
2) Child Right
Overall Goals:
2.1.2 - Raise societal awareness and advocate to better understand, value and support Child Rights.
2014 2015New M & E
Plan
Dec. Dec. Jan.
26 20
Marib Teachers Training MTT
26 school teachers ( 20 schools)
30 30Marib Teachers' Training
30 teachers
10 20 20 schools (30 school teachers)
2. A minimum of 5 community-based projects are
produced by children in each targeted school 500 50 5 100
3. A minimum of 5000 children are equipped with
essential life skills and capable of community-based
projects
500 25 50 50 children are equipped with essential life
….
4. A minimum of 2000 teachers equipped with essential
life skills and managing community-based projects200 15 20
30 teachers are targeted for essential life skills
training, and 20 teachers completed the
training
1 1 1
Specific Objectives
2.1.1.2- Contribute to the
promotion of "Safe and Caring"
schools free from violence through
building and promoting a
protection system in Yemeni
schools.
System Building:
1. Protection System (CP) is produced, consisting of: a. CP
Framework; b. M&E + Checklist; c. CP System in Schools; d.
Teachers booklet and e. CP System training manual
2. Protection system is approved by UNICEF and MOE
3. CP System is piloted in 28 schools
4. Evaluation report produced
5. All modifications are reflected in the system
6. The system is finalized and ready to be applied
Promotion system:
1. A minimum of 30 schools adopted the child protection system
in all targeted governorates (2015-2018)
2. Reduced rate of violence cases against children in targeted
schools (down by 50% )
2.1. Child Protection and Participation:
Child Protection and Participation towards Future
Active Citizens and Violence Prevention in
Schools- Components-2- Establishing Protection
Systems in Schools (2012- October, 2013)
1. 1000 schools are targeted in child rights training
sessions100
Behind
target
Needs
Modification On target
2016Project Final Target
(Total contribution to KRIs)
2.1.1 - Contribute to and advocate for building a generation capable of participating actively in the society.
Key Result Indicator
SP KRI Bi-
annual
target
Related Projects Portfolio
2.1.1.1 -Empower children to
create a participatory environment
to solicit and incorporate children's
voices on issues that affect them.
Related
project Bi-
annual
Target
Actual
Youth Learning for Responsible Citizenship -
YLRC-(September,2013-31 December, 2014)-
Novib
*by default by end of 2015 indicators 2-6 will
be **achieved
once the above indicators have been achieve,
the promotion system indicators will be
achieved
Youth Learning for Responsible Citizenship
(September,2013-31 September, 2014) US -
Embassy
Status **
**Status: on target, behind, needs modification M E -Strategic Plan (2014-2016) -SOUL2 (2) Bi-annual KRI targets and indicators to be identified in 2015
2.1.2.1- Contribute to the
advancement of Child Rights
through raising public awareness.
1. 1000 schools are targeted in Child Rights awareness
events
2. A minimum of 3 advocacy campaigns held to promote
Child Rights
3. 500,000 parents received awareness on Child Rights
2.1.2.2- Research the present
status of Child Rights in Yemen
and create a preliminary pool of
information for the purpose of
knowledge sharing and
dissemination.
1. A shadow report on Child Rights in Yemen is produced
and submitted to the UNCRC
2. Child-led data collection study report is produced and
submitted to the UNCRC
3. A minimum of 3 research reports on Child Rights
produced
5 3 3
Child Protection and Participation towards Future
Active Citizens and Violence Prevention in
Schools- 2012- October, 2013) Components
( 1)Child Led Data Collection-
Three studies: 1- Violence Against Children
in Schools ; 2-Adolescent Led Data
Collection; 3- Childhood Issues and Ways to
Address Them
1. 1000 principals received awareness on Child Rights
100 0 20
YLRC, Teacher training -Marib+Teacher training
Arhab.
1.1. 1000 social workers received awareness on Child
Rights
100 0 20
YLRC, Teacher training -Marib+Teacher training
Arhab.
2. Mapping report on Child Rights status in Yemen
produced 1 1 1
the report have been completed
3. Initial and specialized toolkits on Child Rights
developed and integrated into the curricula for the Police
Academy and schools in Yemen consisting of:
a. A facilitator manual
b. A participant manual
c. A reference manual
d. Support material (PowerPoint, case studies, etc.)
e. Assessment tools
f. A portable checklist
2 1 1one initial kit and one specialized kit are
finalized and adopted.
4. At least 30 trainers trained to be Master Trainers on
Child Rights toolkits 30 10 15
50 trainers, 30 trained in the essential kit, and
20 trained in the specialized kit
5. A team (from SOUL) consisting of at least 5 competent
personnel trained in all the materials produced. what is the
actual no. 0
0
3
Five team members from soul
2.1.2.3-Support Child Rights
through building the capacity and
ensuring the commitment of
stakeholders; both individuals
(duty-bearers/care providers), as
well as with relevant institutions
20 social workers and 20 school principals.
Integrating a mandatory initial course and an
optional specialized course on child protection in
police schools in Yemen (April, 2012- January,
2015)
**Status: on target, behind, needs modification M E -Strategic Plan (2014-2016) -SOUL3 (2) Bi-annual KRI targets and indicators to be identified in 2015
Overall Goals:
2.2.1 - To contribute to creating favorable conditions for holistic development (physical, intellectual, psychological and social) of children between the age of 0-8years.
2014 2015New M & E
Plan
Dec. Dec. Jan.
1. 1000 ECD facilitators are trained and equipped with
relevant knowledge and skills
100 150 this start 2015
2. 100 Schools are targeted for ECD activities 10 0
3. 50 community based structures are targeted for ECD
activities
5 20 districts in
five
governorates
by the end of
2015
4. 200 parents are trained on better parenting care and
conflict resolution
20 0
5. 40 core national ECD professionals received a TOT in
the ECD area
4 25 this start 2015
1. 500,000 parents received awareness on ECD 50,000
2. 1000 caregivers received awareness on ECD 100
3. 500 facilitator received awareness on ECD 50
4. ECD materials distributed, including:
flipchart, pamphlet, posters and 2 TV flashes
PSFN
Already SOUL distributed 265 flipchart,
1000 poster,5000 pamphlet,15000 newsletter
in ECD materials
2.2.1.3 - Advocate for relevant
policy/ procedures’ changes which
will contribute to improving child
development and growth.
1. Minimum of 1 feasibility study(s) conducted which aims
to identify the best non-formal pre-school models for
children
2. Learning outcome framework for school readiness is
produced and advocated
3. School readiness assessment mechanism is developed
and advocated
4. Minimum of 1 Child Rearing Practices study conducted
5. ECD resource center is established and fully functional
2
Strengthening quality and access to pre-primary
education for school readiness in Yemen June
2014- Dec2015(SRY)
One study , One framework+ SRS
mechanism by the end of the project period
2. Child Rights
SP KRI Bi-
annual
target
Related
project Bi-
annual
Target
Actual Key Result Indicator Related Projects Portfolio Project Final Target
(Total contribution to KRIs)
2.2.1.1-Participate in building the
capacity of stakeholders: both
institutional and individual
(parents, teachers, caregivers,
health workers etc.) in ECD.
Specific Objectives
2.2. Early Childhood Development (ECD):
300 facilitators, 40-50 trainer, 4000
awareness raising on early childhood for
parents, and 2000 child
2.2.1.2 -Raise societal awareness
on the importance of significant
investment in ECD with focus on:
teachers, parents, and caregivers.
Strengthening quality and access to pre-primary
education for school readiness in Yemen - SRY
June 2014- Dec2015 (SRY)
2000this start in 2015
(65)
this is not part of the project objectives however,
material was distributed during the project's
activities
Status **
On target Behind
target
Needs
Modification
2016
**Status: on target, behind, needs modification M E -Strategic Plan (2014-2016) -SOUL4 (2) Bi-annual KRI targets and indicators to be identified in 2015
Overall Goals:
2014 2015New M & E
Plan
Dec. Dec. Jan.
1. Raising awareness for a minimum of 3,000 youth on
health related issues (Nutrition, FP, MCH)
300 10,000 youth 30,000 youth are reached by the end of the
project
2. Minimum of 10 initiatives conducted by youth on health
related issues
1 0 The project formed 11 initiatives in Taiz,
Hadramout , and Sana’a as a replacement for
NGOs which are lacking in the areas.
However, initiative formation per see were not
part of the objectives of this project
3. Raising awareness for a minimum of 3,000 youth on
CR related issues (Protection & Participation, ECD/ ECCE) 300 0
4. Minimum of 10 initiatives conducted by youth on CR
related issues.1 0
1. At least 100 youth participated in national
events/programs10
Currently there is no project that contribute to this
indicatorBy the end of the strategy period
2. A minimum of 10-20 youth participated in
regional/international events/programs1 to 2 1 Manara Network project By the end of the strategy period
3. A minimum of 10 initiatives conducted by youth (on
"Youth to Youth" & "Civic Engagement" issues)
1 0 0Currently there is no project that contribute to this
indicator
1. A permanent team of youth is established to initiate and
maintain the program for volunteers (with database and
system/bylaws in place)
N/A N/A By the end of the strategy period
2. At least 200 youth will become trained volunteers
(registered in database) 20 By the end of the strategy period
3. Minimum of 5 initiatives conducted by youth-volunteers
to promote other youth/peers to become active volunteers. 1 By the end of the strategy period
1. Minimum of 1,500 youth participated in professional
development trainings/programs on health (Nutrition, FP,
MCH) issues.150 0 0
Currently there is no project that contribute to this
indicator
2. Minimum of 1,500 youth participated in professional
development trainings/programs on CHR (Protection &
Participation, ECD/ ECCE) issues.150
Currently there is no project that contribute to this
indicator
3.1.3 - Contribute to promoting the
importance and practice of
structured volunteerism.
3.1.4 - Enhancing youth’s
knowledge and skills through
capacity building and training.
Related Projects Portfolio Project Final Target (Total
contribution to KRIs)Specific Objectives Key Result Indicator
3.1.1- Promote youth participation
on advocating for health and Child
Rights (CR) issues.
1.Propagating for Small Family Norms in Yemen
(July, 2013-31 March, 2016)
3.1.2 - Facilitating an increase in
youth-to-youth interrelation and
interaction at the national,
regional, and international levels
on issues which affect them and
their communities.
Currently there is no project that contribute to this
indicator
SP KRI Bi-
annual
target
Related
project Bi-
annual
Target
Actual
3.Youth Empowerment & Civic Engagement
3.1 - To contribute in building a generation capable of participating actively in the society.
Status **
On target Behind
target
Needs
Modification
2016
**Status: on target, behind, needs modification M E -Strategic Plan (2014-2016) -SOUL5 (2) Bi-annual KRI targets and indicators to be identified in 2015
Q 1 Q2 Q3 Q4 Q 1 Q2 Q3 Q4 Q 1 Q2 Q3Q4
Specific Objectives:
1.1. Modify previous administrative
regulations and introduce new ones
Recruit a consultant,
review the regulations and
apply the new ones Regulations upgraded
and applied
Consultant
+Admin and
human resources
1 0%
1.2. Adopt new financial procedures
and upgrade financial tools to meet
projects requirements and improve
financial reporting
Recruit a consultant,
upgrade the financial
procedures. Test them and
incorporate users
feedbacks. Finalize the
financial procedures
Financial procedures
finalized and adopted
Consultant
+Finance 1 0%
1.3.Build the capacity of the
organization in project management
Develop a project manual
and train staff in MS
project and manual
Project manual ready,
MS project installed
and staff trained in its
usage
Project unit
(PU)+ consultant 1 0%
1.4. Establish a paper and automated
archiving system
Identify and purchase a
suitable software Admin and IT 1 0%
Recruit an archiving
person 1
0%
Train staff
1.5. Develop an M & E Manual Recruit an external
consultant
Manual ready and
staff trained.M & E and PU
10%
5) Knowledge Sharing and Dissemination
% of
Annual
Target Institutional Priorities Activities ( Process) Target (benchmark)Responsible
Unit
Annual
Target
Year to
Date
Actual
The Monitoring and Evaluation Plan of the Strategic Plan has been divided into two parts: Part (1): deals with the monitoring and evaluation of the Strategic Focus Ares (SFA) focusing on the extent of achieving the overall goals and KRIs of the
organization in the three domains of interventions: (Health, Child Rights and Youth Empowerment). While Part (2) focuses on monitoring and evaluating the achievement of SOUL’s Internal Institutional Priorities (IIP). As the latter deals with internal
capacity building issues, it is important to allocate for it a separate M & E Schedule.
2015
% of
Annual
Target
Mid-
Term
Eval.
Annual
Target
Year
to
Date
Actual
2016
% of
Annual
Target
Annua
l Eval.
Institutional Priorities:
1) Strengthen Internal Governance
2) Develop Staff and Attract Volunteers
3) Diversify Funding Resources
4) Achieve Financial Stability
ANNEX - IX
Strategic Plan (2014-2018)
Internal Institutional Priorities (IIP)-- Monitoring and Evaluation Plan (draft)
1) Strengthen Internal Governance
Annual
Eval.
2014
Annual
Target
Year to
Date Actual
Q 1 Q2 Q3 Q4 Q 1 Q2 Q3 Q4 Q 1 Q2 Q3Q4
% of
Annual
Target Institutional Priorities Activities ( Process) Target (benchmark)Responsible
Unit
Annual
Target
Year to
Date
Actual
2015
% of
Annual
Target
Mid-
Term
Eval.
Annual
Target
Year
to
Date
Actual
2016
% of
Annual
Target
Annua
l Eval.
Annual
Eval.
2014
Annual
Target
Year to
Date Actual
Develop the manual M & E and
consultant 10%
Train staff M & E and PU
Test the manual M & E and PU
1.6. Establish an M & E automated
system
Recruit external Database
consultant M &E +SFD
1
0%
1.7. Activate the Projects’ Proposals
Review and Approval Committee
Review the current
checklist
Checklist approved
and the committee
meets on a regular
bases
M &E, PIU,
PDU, Executive
director and
Admin and
Finance unit
1 0%
Review units plans and
Master Action Plan All units 4 0%
Write 2013 annual report
of the organization Admin 1 0%
Develop 2014 units and
master plan All units 4 0%
Specific Objectives:
2.1. Adopt a clear staff development
plan to enhance staff retention and
motivation
Develop staff development
plan
a staff development
plan developed and
adopted
admin and HR 1 0%
2.2. Recruit Highly professional staff
Ensure that job description
is clear and salary
structure is realistic to
attract highly professional
people
New job description
template is adopted in
all positions and
salary structure is
modified and
admin and HR 3 0%
Establishment of a
volunteer development
program
development program
developed and adopted admin and HR 1 0%
Make volunteer
application accessible
through online forms
Training program
contents developed
and adopted
Social media
officer-Website
officer
1 0%
1.8. Review unit plans and modify
planning system if needed
M & E system applied
2.3. Attract active and committed
volunteers
2) Develop Staff and Attract Volunteers
Strategic Plan-Strategic Priorities-Action Plan and Review Schedule 2
Q 1 Q2 Q3 Q4 Q 1 Q2 Q3 Q4 Q 1 Q2 Q3Q4
% of
Annual
Target Institutional Priorities Activities ( Process) Target (benchmark)Responsible
Unit
Annual
Target
Year to
Date
Actual
2015
% of
Annual
Target
Mid-
Term
Eval.
Annual
Target
Year
to
Date
Actual
2016
% of
Annual
Target
Annua
l Eval.
Annual
Eval.
2014
Annual
Target
Year to
Date Actual
Develop a clear
volunteers selection
criteria
Selection criteria
developed Admin+PIU 1 0%
Design and provide a
training program for
volunteers upon admission
Program contents
developedAdmin+PIU 1 0%
Develop and apply a
reward recognition
guideline
Reward guideline
developed and applied Admin+PIU 1 0%
Specific Objectives:
A proposal on mother and
child health with a
minimum funding of $250,
000
Develop a minimum
of 18 projects
proposals that fit
within SOUL's SFA
during the action plan
period
0%
A proposal on child and
mother nutrition/ $200,000
minimum
Project proposals are
developed before the
above projects
completion date
A proposal on child rights
promotion/$150,000/minim
um
6 0% 6
0%
A proposal on educating
youth on health and child
rights $300,000 Minimum
A Proposal on
ECD.$150,000 minimum
3.2. Generate income through
commercial marketing of the CLDC
CLDC staff 5000 3000 60%
7000
0%
9000 0%
3) Diversify Funding Resources
6
2.3. Attract active and committed
volunteers
PDU+finance
3.1.Market for proposals among
relevant donors to achieve SOUL's
SFA.
Strategic Plan-Strategic Priorities-Action Plan and Review Schedule 3
Q 1 Q2 Q3 Q4 Q 1 Q2 Q3 Q4 Q 1 Q2 Q3Q4
% of
Annual
Target Institutional Priorities Activities ( Process) Target (benchmark)Responsible
Unit
Annual
Target
Year to
Date
Actual
2015
% of
Annual
Target
Mid-
Term
Eval.
Annual
Target
Year
to
Date
Actual
2016
% of
Annual
Target
Annua
l Eval.
Annual
Eval.
2014
Annual
Target
Year to
Date Actual
Specific Objectives:
4.1. Pay off all SOUL's Liability Pay off all liabilities 3 each quarter Finance 6 0% 6 0% 6 0%
Reduce the financial
burden on the organization
focusing on tax and staff
insurance.
5; 7; 10% reduction
each year respectively Finance and PIU 5% 0% 7% 0% 10%
0%
Conduct a financial
progress review exercise
for each project to avoid
budget deviation
3 per quarter Finance 6 0% 6 0% 6
0%
5)Knowledge Sharing and Dissemination
Specific Objectives:
Identify the goals and aims
of the database
Identify SOUL's
beneficiaries within all
projects and focus areas
Design a database 1 0%
Train staff on the usage of
the database
Conduct staff orientation
on Strategic Plan
Presentation
conducted/ stand
designed and printed 1 0% 1 0% 1
0%
Admin+PIU+IT
5.2. Promote the Strategic Plan and
provide update on its progress
5.1.Establish a Shared Beneficiaries
Database
4.2. Achieve a financial cash ratio of
1:1
4) Achieve Financial Stability
Strategic Plan-Strategic Priorities-Action Plan and Review Schedule 4
Q 1 Q2 Q3 Q4 Q 1 Q2 Q3 Q4 Q 1 Q2 Q3Q4
% of
Annual
Target Institutional Priorities Activities ( Process) Target (benchmark)Responsible
Unit
Annual
Target
Year to
Date
Actual
2015
% of
Annual
Target
Mid-
Term
Eval.
Annual
Target
Year
to
Date
Actual
2016
% of
Annual
Target
Annua
l Eval.
Annual
Eval.
2014
Annual
Target
Year to
Date Actual
Publicize the Strategic
Plan among partners and
stakeholders
summary of the plan,
brochure, cards
highlighting SFA's
and IIP's overall goals
Admin + Media
officer 1000 0%
Electronic newsletter
on the progress of the
plan implementation 1 0% 1 0% 1
0%
translate the Strategic
Plan 1 0%
Recruit media officer
Highlight achievement
of programs and
highlights events
through social media
platforms and other
media tools
Update the information on
SOUL's website based on
the ne w SFA and IIP
Website updated
1 0%
Increase the number of
fans in SOUL's social
media platform
total fans in soul's
social media platforms
reach 900 k 230,000 0% 230,000 0% 230,000
0%
Increase SOUL's programs
promotions in Facebook
SOUL facebook fans
reach 500 k by the end
of 2016 130,000 0% 130,000 0% 130,000
0%
Improve SOUL's program
promotion in twitter
SOULs followers in
twitter reach 400 k by
the end of 2016 100,000 0% 100,000 0% 100,000
0%
Finalize social media
guideline
SOUL social media
guideline is approved
and disseminated
among staff members
M + E Unit +
Senior
Management
1 0%
Media officer
Admin + Media
officer
PIU+ Media
officer + website
consultant
5.3. Develop and Strengthen SOUL's
media coverage and enhance the
organization promotion of its projects
5.2. Promote the Strategic Plan and
provide update on its progress
Provide update to all staff
and other stakeholders on
the level of the plan
implementation
Strategic Plan-Strategic Priorities-Action Plan and Review Schedule 5