The HoA-REC&N Five-year Strategic Plan

HoA-REM VII

24th to 26th November 2014

The Process

Recognised a need for a clarified direction of Centre and Network

Defined the needs and hired the consulting firm,

MDF, to facilitate the process

Interviewed Centre staff about the current state and direction of HoA-

REC&N

Travelled to Network countries to interview the Network members

and focal points

Received feedback from an online questionnaire that HoA-REC&N staff

and Network members participated in

Created a Draft 0.0 Strategic Plan Document that outlined the issues

of HoA-REC&N

Held a workshop in August with all Network focal points and defined the strategic objectives

Conducted revisions via email on the strategic

plan document

The five-year strategic plan is inclusive and

complete

The SWOT Analysis

Externally Each category was

analysed for opportunities and

threats

Internally Each category was

analysed for strengths and weaknesses

Involvement of Stakeholders ESSENTIAL

Every effort was made to make sure that everyone that has a stake in the future of HoA-REC&N (i.e. Network members, staff) had a chance to voice their opinion and provide input for the strategic plan. With all voices heard and the organisation’s strengths, weaknesses opportunities, and threats analysed, the strategic objectives were formed…

&N

Strategic Objectives

Strategic Objective 1

Increase the number and quality of programmatic interventions

Strategic Objective 2

Integrate DDAR and other/ relevant research into interventions with NGO’s, CBO’s and the private sector

Strategic Objective 3

Increase advocacy and lobby activities towards governmental institutions

Strategic Objective 4

Diversify HoA-REC&N services to include environmental consultancy and expertise

Strategic Objective 5

Increase and diversify funding sources to include bilateral, multilateral and private funds

Strategic Objective 6 Strengthen the internal functioning and cooperation within the Network and promote a well-articulated role of the Centre

Strategic Objective 1

Increase the number and quality of programmatic interventions, such as Land Use Planning (LUP), Integrated Water Resource Management (IWRM), Value Chain Development (VCD), Renewable Energy Promotion (REP), through trans-boundary programmes, and scaled-up programmes and /projects based on lessons from successful pilot projects;

Some of what we are doing is very good; therefore, we want to replicate these interventions elsewhere. All projects should consider the ability to duplicate during the planning phase. We want at least one integrated land use development initiative funded in the different Network countries. There should be more trans-boundary projects, better gender integration and better integration of programmes and projects in general.

What does it mean?

Strategic Objective 2

Integrate demand driven action research (DDAR) and other/ relevant research into interventions with NGO’s, CBO’s and the private sector

Early on in HoA-REC&N, DDAR was considered one of HoA-REC&N’s greatest strength and HoA-REC&N’s ability to link academia to practitioners largely lies on this fact. A DDAR programme should exist in every country, and country’s regional DDAR programmes should be linked. As one of the backbone’s of HoA-REC&N, experiences from DDAR should be shared and broadcasted.

What does it mean?

Strategic Objective 3 Increase lobby and advocacy activities towards governmental institutions for improved and more supportive policies and measures in the field of environment by using the experiences of the Network that have been gained till to-date in the Gambella and Central Rift Valley landscapes

This is a new area for HoA-REC&N but is important part of promoting environmental governance and sustainable development. The HoA-REC&N needs to take a larger role in being involved in and having an impact on advocacy campaigns in each of the Network countries.

What does it mean?

Strategic Objective 4

Diversify HoA-REC&N services to include environmental consultancy and expertise

Currently, the Centre has a large staff with a large and varied amount of expertise. The HoA-REC&N should use the expertise within the Centre AND within member organisations to provide specialised environmental consultancy. The HoA-REC&N should be a pool of educated, specialised and influential people who are highly sought after with regard to environmental issues.

What does it mean?

Strategic Objective 5

Increase and diversify funding sources to include bilateral, multilateral and private funds

To operate, HoA-REC&N needs sources of funding. The HoA-REC&N will aim to maintain its relationship with current donors and proactively reach out to funding agencies. The HoA-REC&N aims to be recognised as the authority on environmental governance and sustainable development, which will attract important donors and the interests of international centres of excellence.

What does it mean?

Strategic Objective 6

Strengthen the internal functioning and cooperation within the Network

As arguably the most important and least tangible of the strategic objectives, it is the most difficult to describe. Essentially, this objective boils down to the active involvement and constructive communication of both Centre staff and Network members.

What does it mean?

The Plan

The objectives of the organisation are

clearer, but without action these goals are meaningless.

Every plan NEEDS ACTION!

How do we increase the number of programmatic interventions (SO1)?

• Identify the capacity of the network members to implement programmes

• Build the needed capacity through targeted training and other measures

• Hire experts for programmatic interventions

• Identify and select suitable areas for trans-boundary interventions

• Identify funding agencies

How do we better integrate research into interventions (SO2)?

• Establish a functioning national chapter of HoA-REC&N in each Network country (e.g. the Ethiopian National Chapter)

• Establish national and regional DDAR chapters on trans-boundary issues

• Ensure proper management and funding for the DDAR programme

• Ensure that DDAR results get translated to projects and programmes

• Compile DDAR results in an “Excellence Learning Experience Hub”

• Link the DDAR programme to international higher learning institutions for increase visibility and experience

How do we improve are advocacy and lobbying effort (SO3)? • Identify priority environmental issues in each country

• Expand the Network membership to include experienced advocacy and lobbying experts

• Improve the packaging and effective messaging of key issues while utilising key stakeholders

• Create platforms for information sharing

How do we diversify HoA-REC&N’s services to include environmental consultancy and expertise? • Make advanced trainings and experience exchange available

to Centre and Network staff

• Work closely with universities in the Horn

• Involve National Chapters to develop proposals and consultancy services

• Bring interns from National Chapters to the Centre

• Establish a functioning resource centre at the Centre where Network members can share and get more information

How do we diversify our funding sources? • Develop a fundraising strategy and

mechanism

• Develop a communication strategy to clearly tell donors the aims and mission of HoA-REC&N

• Setup a fundraising team to write and follow-up proposals

How to strengthen the internal functioning of the HoA-REC&N?

• Strengthen project management of Network members through training and internships

• Establish an agenda for Network development and monitor and evaluate regularly

• Create and manage an up-to-date database of member organisations and their expertise

• Establish Chapter coordinators for each country

• Establish financial reporting systems for internal use in the Network in order to communicate with external funding partners

Risk Management Critical Factors How to manage

Availability of external Project and Programme Development Funding

Maintain clear and regular communication with partners and donors and diversify donor base

Availability of environmental champions Involve environmental champions in HoA-REC&N activities

Perception of lobbying in the political environment

Focus on areas where lobbying is possible while monitoring the environment

Stable political environment Temporarily refocus efforts

Constitution being effectively used Circulate and discuss at meetings

Members trust and support Network Implement SOs in each country

Country chapters feel part of the Network Implement SOs in each country

Accomplishment of concrete results Joint projects, programmes and actions

Urgency felt by staff and focal points Strong networking between parties

Recorded capacities and accomplishments of the Network and experts

Account for in the General Assembly meeting

Final Remarks

Communication is a big part of the Strategic Plan (SO6). This requires effort from all parties

This is a guiding document and does not contain ALL current and future concerns.

We are an exciting and dynamic Network family. Your enthusiasm made this Strategic Plan possible