REPORT OF THE STRATEGIC PLANNING WORKSHOP



STRATEGIC PLAN

FOR

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CATHOLIC DEVELOPMENT COMMISSION IN MALAWI

Empowering Communities

CADECOM

October 2008- September 2013

TABLE OF CONTENTS

Acronyms and abbreviations………………………………………………..……… 3

Executive summary……..………………………………………………………...... 4

.

1. BACKGROUND………………………………………………………………. 5

1.1 Catholic Development Commission in Malawi……………………………. 5

1.2 Rationale for the strategic plan…………………………………………….. 8

1.3 Strategic planning process………………......……………………………....9

4. Strategic thinking process…..…………………….………………………... 10

5. Review process…………………………………………………………….. 11

2. CADECOM STRATEGIC PLAN: GOAL, PURPOSE AND OBJECTIVES… 12

1. Vision………………………………………………..…………................... 12

2. Mission……………………………………………………………………... 12

2.3 Goal of strategic plan…………………………………………...………..… 12

2.4 Purpose of strategic plan………………………………………………….... 12

2.5 Strategic objectives and framework………………………………………... 12

Table 1: Strategic plan framework………………………………...…………..…… 13

3.0 STAKEHOLDERS……………………….…………………...……………….. 19

4.0 GUIDING PRINCIPLES…………………………………………..…………. 19

5.0 RESOURCE MOBILIZATION..………………………..……..……………... 21

6.0 MONITORING AND EVALUATION…….………..……………………….. 21

Annex 1: Episcopal Conference of Malawi – Organizational chart……….………. 22

Acronyms and Abbreviations

AIDS: Acquired Immune Deficiency Syndrome

BOD: Board of Directors

CADECOM: Catholic Development Commission in Malawi

CAFOD: Catholic Agency for Overseas Development

CCC: The Catechism of the Catholic Church

CDCC : Churches Development Coordinating Committee

CISANET: Civil Society Agriculture Network

CORDAID: Catholic Organisation for Relief and Aid

CRS: Catholic Relief Services

CURE : Coordinating Unit for the Rehabilitation of the Environment

DoDMA: Department of Disaster Management Affairs

DRR: Disaster Risk Reduction

ECM: Episcopal Conference of Malawi

FEWSNET: Farming Early Warning Systems Network

GS: Gaudium et Spes (Vatican II Documant on Pastoral Constitution of the Church in the Modern World)

HIV: Human Immune Deficiency

IEC: Information, Education and Communication

M&E: Monitoring and Evaluation

MVAC: Malawi Vulnerability Assessment Committee

PESTEL: Political, Economical, Social, Technological, Ecological and Legislative

PP: Populorum Progressio (An Encyclical by Pope Paul VI on Development of Peoples)

SCIAF: Scottish Catholic International Aid Fund

SWOT: Strength, Weakness, Opportunities and Threats

TFT: Training For Transformation

WUSC: World University Services of Canada

Executive summary

The Catholic Development Commission in Malawi commissioned the development of its second strategic plan, which comes after the 1999 to 2004 plan. The strategic plan outlines its aspirations to be accomplished in the next five years beginning 2008 to 2013. The strategic plan is expected to form a solid foundation upon which the entire Secretariat’s operations, programs and activities will be based.

In coming up with the issues that are addressed in this plan, we have taken into consideration the various observations that were made during consultations with various stakeholders and members of staff.

The principle pertaining to the implementation of the strategic plan is centered on accountability and transparency, efficiency and effectiveness, commitment, time consciousness, equal dignity of human beings based on Catholic moral values, the principle of the common good, gender sensitive, principle of subsidiarity, preferential option for the poor, solidarity, prudent financial management and coordination and collaboration with other commissions.

The plan is divided into two parts. The first part of the plan covers, among other things, the introduction, background, rationale for strategic planning and the strategic planning process. The second part of the plan is the strategic analysis which dwells on the environmental analysis, identification of strategic issues and challenges and the strategic framework which spells out the vision and mission, identified core values, goals, objectives, strategies and outcomes. The strategic plan deals with eight strategic issues, including: poor monitoring and evaluation, lack of organizational polices and procedures, limited capacity of communities and CADECOM structures at national, diocesan and community level, absence of sustainability plans and strategies, lack of coordination among sister commissions, HIV/AIDS and gender based violence, natural disasters and climate as well as food insecurity.

1. BACKGROUND

1.1 Catholic Development Commission in Malawi (CADECOM)

The Episcopal Conference of Malawi (ECM) established the Catholic Development Commission in Malawi (CADECOM) with the mission of creating awareness and empowering disadvantaged men, women and the youth at all levels to undertake development which is integral, gender and environment sensitive, sustainable and which promotes justice, human dignity, self reliance with the active participation of the people themselves so that they take up the responsibility of their own destiny.

This mission is in line with Jesus’ own mission as clearly outlined at the beginning of his public ministry where he was set to bring good tidings to the poor, liberty to the captives, recovery of sight to the blind and freedom to the oppressed (Luke 4:18-19). This leads to integral development which is the core purpose of CADECOM.

Integral Development focuses on the development that should touch upon the whole human person. Pope Paul VI in his encyclical (On the Progress of People-PP) speaks about a new concept of development, which should aim at developing each person and the whole person (PP 14).

Integral Development places the human person at the centre of all development efforts. Thus each person has the obligation to self-fulfillment(PP15-16), which means the human person must be fully involved and participate in his/her own development.

The structures of CADECOM operate at four main levels: national, diocesan and deanery/parish. These structures also operate at the outstations and the activity community/group levels. The National office facilitates and coordinates CADECOM’S work, but does not directly implement any activity. As a service arm of ECM, National CADECOM is also available to the Diocesan CADECOMs to render technical support where necessary and assist in capacity building in the dioceses with their close collaboration. At National level, the Secretary General is the legal holder of all CADECOM projects. The National Secretary is responsible for overall management of National CADECOM staff as well as coordination and facilitation of the Diocesan programs.

The Diocesan CADECOMs are each headed by a Bishop elected by the Conference, linking it with the office of the National CADECOM Secretary through office of the Secretary General. Diocesan offices facilitate, coordinate and implement CADECOM’s work in the dioceses through the deaneries/parishes and activity groups in the communities. At Diocesan level, the Bishop is the legal holder of all CADECOM projects.

The Diocesan CADECOM Secretary is responsible for overall management of CADECOM in the Diocese and facilitates and coordinates development and relief programs. The Secretary is also responsible for soliciting funding for projects accepted and approved by the Diocesan CADECOM Board. In addition, he/she is a link between the diocese and other dioceses, national office, international agencies, district assemblies and other development agencies and stakeholders.

At the deanery/parish level, there is a CADECOM committee at each parish with the overall task of overseeing development and relief work in the parish. The committees identify developmental and relief needs of all people in the parish develop activity plans and ensure activities are implemented and monitored. The parish committees are also responsible for receiving project proposals from the activity groups and submitting them to the office of the Diocesan CADECOM. As per CADECOM policy, at least 50 percent of committee members must be women. CADECOM works in six strategic areas: food security and nutrition, relief and rehabilitation, health and sanitation, environmental management, Training for Transformation and crosscutting issues (gender and HIV/AIDS).

The core activities include: promotion of crop diversification, promotion of livestock production and multiplication, small-scale irrigation and winter cropping, promotion of sustainable agricultural technologies (e.g. agro forestry, vetiver grass planting, use of organic manure), promotion of value adding and processing technologies, promotion of village grain and seed banks, facilitation of formation of associations and cooperatives, mainstreaming of HIV/AIDS and gender, Training for Transformation (TfT), implementing Disaster Risk Mitigation Projects and provision of relief food to affected and vulnerable households. Currently, CADECOM is reaching out to over 80,000 households in Malawi.

CADECOM’s activities are in line with several national and international policy documents and agreements including, but not limited to: Millennium Development Goals, Malawi Growth and Development Strategy, Malawi’s National Food and Nutrition Security Policy, National Adaptation Programmes of Action as well as national and international gender and human rights documents.

CADECOM has established good networking and collaborative partnership with Caritas International, Caritas Africa, CISANET, CURE, CDCC, Christian Service Committee, Ministry of Agriculture and District Assemblies.

Over the past years, the following partners have funded CADECOM programs and interventions.

• Trocaire

• Caritas Austria

• Caritas Australia

• Cordaid

• CAFOD

• CRS Malawi

• Caritas Luxembourg

• Caritas Germany

• Caritas Belgium

• Caritas Taiwan

• Caritas Japan

• NYCS

• Caritas Norway

• SCIAF

• WUSC

This has been possible with the able facilitation of our network, Caritas Internationalis and Caritas Africa

2. Rationale for the strategic plan

CADECOM developed a strategic plan for period from 1999 to 2004. The major areas of focus in the strategic plan included capacity building, decentralization in decision-making, active participation, networking, mainstreaming gender and environment, promoting sustainability, promoting health and minimizing pain, suffering, and raising awareness of stakeholders. Caritas Malawi was renamed CADECOM to attempt to change its image as a relief organization to a development organization, but remains a member of Caritas Internationalis.

Since 2004, CADECOM has operated without a strategic plan. In addition, CADECOM continues to encounter challenges, including lack of proper financial systems and procedures, lack of proper policies (recruitment, staff development, gender and HIV/AIDS at workplace, health and security policy, boarding of assets, work ethics and compensation). Other challenges include lack of understanding of meaning and rationale for integration, lack of skills in monitoring and evaluation, poor program reporting and poor coordination. Occurrence of disasters, poor understanding of autonomy by some dioceses and personalization of projects and donors continue to affect CADECOM. In addition to the above, lack of publicity, lack of self-sustainability, poor communication and unprofessional approach to programming, low donor base and the HIV/AIDS pandemic that affects programming are also some of our problems.

CADECOM, therefore, commissioned the development of a second five year strategic plan in order to be responsive to needs of communities, improve integration with other sister commissions, ensure professional approach to programming and implementation and fair favorably with the rest of Caritas members. This strategic plan, therefore, outlines the aspirations to be accomplished in the next five years beginning from June 2008 to May 2013. The strategic plan is expected to form a solid foundation upon which the national and diocesan operations, programs and activities will be based. As a result, in coming up with the issues addressed in this plan, CADECOM has taken into consideration the various observations that were made during consultations with various stakeholders and members of staff.

The Strategic Plan is intended to empower CADECOM to enable it effectively respond to the ever increasing demand of its services among disadvantaged communities(GS 1) in the country, so that all human beings are recognized as full images of God (Gen.1:27) regardless of gender or status. Furthermore, history shows that God has always taken the side of the poor, the sick and the oppressed in times of difficulties as captured in Amos 5:10-15; Jeremiah 7:6-7; and the beatitudes where the poor are promised to be heirs of the God’s Kingdom (Mat.5:1-12). In summary, the strategic plan is expected to set a clear direction for the future, be used as a management tool to facilitate performance management, address stakeholders’ needs and expectations, manage and adapt to change effectively (GS 44).

3. Strategic planning process

The strategic planning process started in October 2006, when CADECOM management undertook the development of a strategic plan that would provide a sense of direction and improve decision making, effectiveness, efficiency improved performance and image.

Stage 1: Compilation of stakeholder opinions and reports

Using information collected during management and technical meetings, Bishops’ plenary sessions and field visits conducted from 2005 to 2007, a comprehensive report was compiled to capture stakeholders’ opinions and needs at both national and diocesan level. This report provided a wide-ranging collection of important issues for use in developing the draft strategic framework.

Stage 2: Production of a draft strategic plan

To do this, a two-day workshop was organized. During this workshop, participants conducted SWOT and PESTEL analysses, isolated issues and developed themes, defined vision, mission, values and strategic objectives, specific objectives, strategies and resources. Group work and plenary sessions were used to ensure maximum participation. This workshop was attended by: CADECOM staff at both national and diocesan level, CADECOM Board of Directors and ex-officios, representatives of sister commissions, Government representatives, Donors and other stakeholders.

Stage 3: Validation of the draft strategic plan

To do this, a one day workshop was organized to review the draft plan and make recommendations. Group work and plenary sessions were used in this workshop. The meeting was attended by those who attended workshop in stage 2.

Stage 4: Finalizing and approving the strategic plan

The approval was done by ECM during the September 2008 Plenary.

Stage 5: Launching of the strategic plan

After the approval, the strategic plan was launched.

Stage 6: Dissemination of strategic plan to dioceses, donors and stakeholders

Copies of the strategic plan were disseminated to all participating partners after approval.

Stage 7: Develop annual work plans to operationalize strategic plan

An implementation plan as well as a monitoring and evaluation strategy were completed to accompany this strategic plan and to assist in successful implementation of the plan.

1.4 Strategic thinking process

A comprehensive strategic thinking process was conducted at Msamba Catholic Centre, for a period of two days from 20th to 21st November, 2007 to determine CADECOM strategic issues and draft a strategic plan for the period 2008-2013. Thirty-two (32) participants attended the workshop and included CADECOM staff, CADECOM Board of Directors, Bishop’s Ex-Officials, donors and stakeholders and representatives of sister commissions.

The major activities during the workshop included conducting SWOT (Strength, Weakness, Opportunities and Threats) and PESTEL (Political, Economical, Social, Technological, Ecological and Legislative) analyses of current CADECOM strategies, objectives, service providers, services provided (programs and activities) systems, resources and stakeholders, defining and isolating strategic issues, agreeing on critical issues for the strategic plan, defining the strategic objectives, specific objectives, resources, activities, target group and guiding principles.

At the end of the SWOT analysis, each group isolated strategic issues and ranked them according to priority. Out of this list, a summary of twenty-five (25) strategic issues to be included in the strategic plan were produced. The list of issues was presented to the participation for validation. After validation, participants were asked to prioritize ten issues out of twenty five (by way of scoring) that should be considered for the strategic plan. Based on these scores, eight strategic issues were identified for the strategic plan as follows:

1. Poor/lack of M&E system

2. Lack of organizational policies and procedures

3. Limited capacity of communities and CADECOM structures at national, diocesan and community level

4. Absence of sustainability plan and strategies

5. Lack of coordination among commissions under ECM

6. HIV/AIDS and Gender Based Violence

7. Natural disasters and climate change

8. Food insecurity

Participants were then divided into three groups. Each group was asked to develop strategic objectives, specific objectives and strategies for three strategic issues (see table 1).

1.5 Review process

A comprehensive review process of the draft strategic plan was conducted at Msamba Catholic Centre in Lilongwe on March 31, 2008. The workshop aimed to review the draft strategic plan and make recommendations. Fifteen participants attended the workshop and included CADECOM staff national and diocesan offices, Bishop’s Ex-Officio from Zomba Diocese, donor and partner organizations such as WUSC, Trocaire and CRS, representatives from the Catholic Health Commission and Catholic Commission for Justice and Peace.

The major activities during the workshop included presentation of the strategic plan, group work to review the strategic plan and make recommendations and plenary sessions. The basic questions during the group work and plenary sessions were: does the strategic plan assist CADECOM achieve its vision and mission? If not, why? What is missing? What should be taken out? Are there any issues appearing in other documents (ECM, donor, government, sister organizations) that are relevant to the strategic plan? For each strategic plan: does it make sense? Is anything missing from the specific objectives and strategies? What should be taken out? All recommendations made during this workshop have been incorporated in the strategic plan presented in table 1.

During the review process, participants recommended that the following issues should be incorporated in the plan:

• Gender

• Justice and human dignity

• Youth participation in CADECOM programs

• Advocacy

• Adult literacy

• Water and sanitation

• Rights based approach

• Publicity of CADECOM activities

Participants felt the issue of strengthening coordination and collaboration among ECM Commissions should be addressed at ECM level. As a result, the issue was taken out of the plan and was included as one of the factors for success (guiding principles).

2.0 CADECOM STRATEGIC PLAN: GOAL, PURPOSE AND OBJECTIVES

This chapter deals with CADECOM vision, mission statement, goal and purpose of the strategic plan, strategic and specific objectives and strategies.

2.1 Vision

A Holy Spirit filled family of God committed to holistic evangelization and integral development for all.

2.2 Mission

To create awareness and empower disadvantaged men, women and the youth at all levels to undertake development which is integral, gender and environmentally sensitive, sustainable and which promotes justice, human dignity, and self reliance with the active participation of the people themselves so that they take up the responsibility of their own destiny.

2.3 Goal of the strategic plan

To empower CADECOM and enable it to effectively respond to the ever-increasing demand for its services in Malawi.

2.4 Purpose of the strategic plan

To set a clear direction for the future, be used as a management tool to enhance performance, address stakeholders needs and expectations and manage and adapt to change effectively.

5. Strategic objectives

The general framework for CADECOM strategic plan comprises strategic objectives with defined specific objectives and strategies for each of the strategic issues. After carefully analyzing strategic issues, seven strategic objectives were developed as follows:

1. To enable CADECOM to successfully monitor and evaluate its programs and progress

2. To enable CADECOM to effectively manage human, financial and physical resources

3. To ensure the sustainability of CADECOM and its operations and functions

4. To implement integrated development programs that are responsive to the needs of disadvantaged men, women and the youth

5. To effectively mainstream HIV and AIDS, gender, youth and rights issues in all programs

6. To contribute towards the mitigation of the impact of climate change

7. To prepare for and respond to emergencies effectively

Table 1: Strategic framework

|STRATEGIC OBJECTIVE |SPECIFIC OBJECTIVE |STRATEGIES |OUTCOMES |

|1.0 To enable CADECOM to |1.1.To assess current M&E system and practices |1.1.1 Conduct situational analysis on the existing |An effective M &E system in place and |

|successfully monitor and evaluate| |M&E systems |operational. |

|its programs and progress |1.2. To develop and implement an effective M&E system | | |

| | |1.2.1 Develop an effective M&E system |Data base established for all programs. |

| | |1.2.2 Train staff on new M&E system |Capacity of staff and communities in M&E |

| | |1.2.3 Establish data base |strengthened. |

| | |1.2.4 Establish and train CADECOM committees at all |Ability to monitor and evaluate programs |

| | |levels in the Church to monitor and evaluate programs|enhanced. |

| | | | |

| |1.3 To establish M&E unit and train staff at national and |1.3.1 Recruit M&E personnel | |

| |diocesan level |1.3.2 Internalize M&E amongst CADECOM staff |Competent staff put in place |

| | | | |

|2.0 To enable CADECOM to |2.1 To assess current CADECOM and policies and procedures |2.1.1Consult relevant stakeholders |Policies and procedures to guide staff and |

|effectively manage human, |at all levels | |management in place. |

|financial and physical resources | | | |

| | |2.2.1 Review and modify existing policies |Human, financial and physical resources |

| |2.2 To develop and implement required policies and |2.2.2 Disseminate policies to diocesan offices |effectively utilized. |

| |procedures |2.2.3 Monitor implementation of policies | |

| | | | |

|3.0 To ensure the sustainability |3.1 To ensure effective structures at all levels |3.1.1 Conduct training in board governance |CADECOM has effective structures at all levels. |

|of CADECOM and its operations and| |3.1.2 Facilitate exchange visits for boards and |Programs that ensure sustainability of CADECOM |

|functions | |management |at all levels developed and implemented. |

| | |3.1.3 Review CADECOM Statutes | |

| | |3.1.4 Orient staff and board members in Catholic | |

| | |Social Teachings. | |

| | |3.1.5 Organize training for staff and board members | |

| | |in management skills | |

| | |3.1.6 Promote TfT concepts in all programs as an | |

| | |entry point |Sustainability policies and plans developed. |

| | | | |

| |3.2 To promote programs that ensure sustainability |3.2.1 Empower communities to sustain themselves | |

| | |3.2.2 Provide civic education on self-reliance. | |

| | |3.2.3 Use of participatory approaches in all program | |

| | |development processes. | |

| | |3.2.4 Provide adult literacy education | |

| | |3.2.5 Provide both technical and financial support at| |

| | |all levels. | |

| | |3.2.6 Develop proposals which are community based and| |

| | |holistic. | |

| | |3.2.7 Build capacity of staff in developing |Contribution towards annual budgets from local |

| | |sustainable livelihoods programs. |resources increases from 10 % to 30 %. |

| | | | |

| |3.3. To develop sustainability plans at all CADECOM |3.3.1 Raise awareness at all CADECOM levels. | |

| |structures | | |

| | |3.3.2 Develop and implement sustainability plans at | |

| | |all CADECOM levels. | |

| | |3.3.3 Develop a sustainability policy at all CADECOM | |

| | |structures. |Plans to use locally available resources |

| | | |developed and implemented. |

| | |3.4.1. Establish inventory of available resources at | |

| |3.4.To encourage use of locally available resources at |all levels. | |

| |national, diocese, deaneries and parishes to achieve self |3.4.2 Analyze current use and establish potential | |

| |reliance |uses of available resources. | |

| | |3.4.3 Develop a plan to use available resources. | |

| | |3.4.4 Reclaim and repossess properties that were | |

| | |encroached. |Dependency on donors reduced. |

| | | | |

| | |3.5.1 Encourage local fundraising in various ways. | |

| | |3.5.2 Develop quality proposals to retain existing | |

| | |partners as well as attract others. | |

| |3.5 To maintain current donor partners and broaden donor | | |

| |funding base. | | |

| | | | |

| | | | |

|4.0 To implement integrated |4.1 To improve food security of disadvantaged households |4.1.1 Promote improved varieties/breeds of crops and |Food security among disadvantaged households |

|development programs that are | |livestock |level improved. |

|responsive to the needs of | |4.1.2 Provide extension services on modern methods of| |

|disadvantaged men, women and the | |farming using CADECOM staff and farmer leaders. | |

|youth | |4.1.3 Promote small-scale irrigation | |

| | |4.1.4 Promote diversification and integration | |

| | |4.1.5 Promote improved storage techniques | |

| | |4.1.6 Promote efficient preparation and utilization | |

| | |of food | |

| | |4.1.7 Promote availability and proper handling of | |

| | |water and sanitation facilities | |

| | |4.1.7 Train beneficiaries in nutrition | |

| | | | |

| | |4.2.1 Facilitate formation of farmer groups | |

| | |(Associations and Cooperatives) to facilitate access | |

| |4.2 To increase income earning opportunities amongst |to better markets. | |

| |disadvantaged households. |4.2.2 Build capacity of farmers in value addition and|Income earning opportunities among disadvantaged|

| | |marketing of crops and livestock products. |households increased. |

| | |4.2.3 Build capacity of communities in business | |

| | |planning and development. | |

| | |4.2.4 Promote business culture among communities. | |

|5.0 To effectively mainstream HIV|5.1To incorporate crosscutting issues in all programs. |5.1.1 Conduct rapid assessment on issues affecting |Increased participation of women and youth in |

|and AIDS, gender, youth and | |participation of women and youth in CADECOM programs.|program development and implementation. |

|rights issues in all programs | |5.1.2 Develop programs to address issues affecting |Crosscutting issues successfully mainstreamed in|

| | |women and youth |all programs. |

| | |5.1.3 Build capacity of staff and farmer leaders in | |

| | |Rights Based Approach to program development and | |

| | |implementation | |

| | |5.1.4 Promote a Rights Based Approach in program | |

| | |development and implementation | |

| | |5.1.5 Promote close collaboration with all | |

| | |commissions | |

| | | | |

| | |5.2.1 Promote awareness on HIV/AIDS | |

| | |5.2.2 Conduct awareness campaigns on behaviour change| |

| |5.2 To mitigate the impact of HIV/AIDS among staff and |in conformity with the social teachings of the | |

| |their families as well as in the communities. |Catholic Church | |

| | |5.2.3 Promote production of nutritious food crops |Increased knowledge about HIV/AIDS among |

| | |5.2.4 Promote production and use of indigenous herbs |beneficiaries. |

| | |to enhance immunity |Increased number of people promoting HIV/AIDS |

| | |5.2.5 Promote close collaboration with the Health |best practices. |

| | |Commission |Increased number of people growing at least 2 |

| | | |different nutritious crops. |

| | | |Increasing number of people growing and using |

| | | |different indigenous immuno-enhancing herbs. |

| | | |Number of staff accessing good health care |

| | | |services increased. |

|6.0 To contribute towards the |6.1 To promote sustainable strategies for management and |6.1.1. Build capacity of communities and staff in |Number of people practicing different |

|mitigation of the impact of |utilization of natural resources through water shed |sustainable management and utilization of natural |sustainable natural resources management |

|climate change |management, promote rainwater harvesting and river bank |resources management strategies. |strategies increased. |

| |rehabilitation. |6.1.2 Promote strategies to manage and utilize |Increased resilience among communities to |

| | |natural resources in a sustainable manner |natural disasters. |

| | | |Reduced rate of degradation of natural |

| | |6.2.1 Mainstream DRR principles in all programs |resources. |

| | |6.2.2 Promote DRR strategies | |

| |6.2 To promote Disaster Risk Reduction (DRR) strategies in | |Increased knowledge and practices among staff |

| |all programs | |and communities on disaster risk reduction. |

|7.0 To prepare for and respond |7.1 To ensure access to up to date information on |7.1.1 Strengthen linkages to district assembles |Increased awareness of approaching disasters |

|to emergencies effectively |disasters. |7.1.2 Improved networking with FEWSNET and DoDMA | |

| | |7.1.3 Maintain active membership of MVAC | |

| | | | |

| | |7.2.1 Assign a task force to investigate options and | |

| | |draft a plan on how to ensure the availability of | |

| | |contingent funds. |Increased capacity to respond to disasters when |

| |7.2 To ensure availability of contingency funds and | |they occur. |

| |resources for effective response to disasters. | | |

3.0 STAKEHOLDERS

The following are stakeholders CADECOM will work with in implementation of this strategy:

1) Communities

2) Parishes

3) Government

4) Board of Directors

5) Staff at national and diocesan levels

6) Donors

7) Other NGOs and networks

8) Bishops

The individual roles of these stakeholder groups are well documented in CADECOM’s statutes.

4. GUIDING PRINCIPLES

The implementation of the strategy will be guided by existing policies at CADECOM Secretariat, association and cooperative level. The strategy is guided by the following key principles (critical factors of success):

1) Accountability and transparency

CADECOM will conduct itself with transparency, mutual accountability, openness and honesty, recognizing these values as fundamental preconditions for the growth of our relationships.

2) Efficiency and effectiveness

CADECOM will implement all activities and programs in an efficient and effective manner.

3) Commitment

CADECOM will be fully committed in serving the target communities.

4) Time consciousness

A monitoring and evaluation system will be put in place to ensure that all programs and activities will be carried out in a timely manner.

5) Equal Dignity of Human Beings

By their very nature and origin, people are created and born equal in dignity. Their equality and dignity are acknowledged at the very beginning of the bible. The Book of Genesis says: “God created man in his own image, in the image of God he created him; male and female he created them”(Gen 1:27). Thus, creation by God is the fundamental basis for life to be protected at all costs. Furthermore, the body is a temple of the Holy Spirit. “Do you not know that your body is a temple of the Holy Spirit within you?” (I Cor.6:19). This demands a holistic approach to human life.

6) The Principle of the Common Good

The common good entails that the sum total of social conditions which allow people, either as groups or as individuals, to reach fulfillment more fully and easily, be made readily available and accessible. In this way, all are entitled to share in available resources equitably, especially those resources that are needed to lead a truly human life.

7) Gender sensitive

Women and men make their own unique contribution to our world. Where there is an imbalance in participation of men and women, we are the poorer in our work and in our relationships. Therefore, CADECOM is committed to ensuring the full participation of both women and men and to abiding by the ECM Gender Policy.

8) Principle of subsidiarity

Subsidiarity points to the fact that a community of higher order should not interfere in the internal life of a community of lower order depriving the latter of its functions, but should rather support it in case of need to help coordinate its activity with the rest of the activities of society. In short, the powerful in society must empower the weak members with the necessary tools to be capable of solving their own problems. In this light, CADECOM is committed to the promotion and strengthening of national, diocesan and parish structures and returning the rightful ownership of projects and development processes to local communities as a way of working.

9) Preferential option for the poor

CADECOM will have a special solidarity with those who are in any way deprived or disadvantaged in society as guided by Catholic Social Teachings.

10) Solidarity

The Church has a social responsibility to support the whole human race especially those whose life is in danger. Vatican Council II teaches: “The joy and hope, the grief and anguish of men of our time, especially of those who are poor or afflicted in any way, are the joy and hope, the grief and anguish of the followers of Christ as well (GS I).” This is a commitment by Christian communities or individuals to struggle and overcome the social injustices prevalent in the society. This entails commitment to justice and taking the side of the poor or taking up the cause of the poor in the fight against injustices.

11) Prudent financial management

CADECOM will exercise prudent financial management practices in all programs and activities.

12) Coordination and collaboration with other commissions

CADECOM will work with other ECM Commissions whenever possible to bring in expertise for effective implementation of programs and mainstreaming of crosscutting issues.

5. RESOURCE MOBILIZATION

The strategic plan sets out the strategic objectives with practical strategies to be executed in order to realize CADECOMs vision and mission. To turn CADECOM’s aspirations into reality, financial, physical and human resources have to be mobilized for the execution of the different strategies suggested in the document. Apart from this, those in leadership positions need to demonstrate commitment and political will.

6.0 MONITORING AND EVALUATION

A proper monitoring and evaluation system will enhance effectiveness of CADECOM by establishing clear links between the past, present and future interventions and results. Effective monitoring and evaluation will help CADECOM extract relevant information from past and ongoing activities, which can be used as the basis for programmatic fine-tuning, reorientation and planning.

Effective monitoring and evaluation systems provide CADECOM with a framework against which work can be evaluated to ensure it is going in the right direction, whether progress and success can be claimed, and how future efforts might be improved. In this regard, it is imperative that CADECOM National office will assist Dioceses in developing their own strategic plans or adopting the National strategic plan. National office and the Dioceses will need to develop their own implementation plans on an annual basis.

Management and technical meetings will be used as a forum to check progress on the implementation of the strategies laid out in this strategic plan and the progress on the individual implementation plans. In addition, as part of the review of proposal documents, the National office will assist Dioceses in making sure that their proposals are in line with the established strategic framework before submission to donor partner for funding consideration.

ANNEX 1:

EPISCOPAL CONFERENCE OF MALAWI – ORGANISATIONAL STRUCTURE

CADECOM - Highlighted

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BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIR

BISHOP CHAIRMAN

STANDING COMMITTEE OF BISHOPS

SECRETARY GENERAL

BISHOP CHAIRMAN

CATHOLIC SECRETARIAT

EPISCOPAL CONFERENCE OF MALAWI

ADMINISTRATION

DEPARTMENT

FINANCE DEPARTMENT

PASTORAL COMMISSION

CADECOM COMMISSION

CCJP COMMISSION

RESEARCH AND COMMUNICATION COMMISSION

HEALTH COMMISSIONN

EDUCATION COMMISSION

ESTATES AND OFFICE SERVICES

GENERAL ACCOUNTS

BIBLICAL MINISTRY

RESEARCH

PUBLICATION AND PRINT MEDIA

HUMAN RIGHTS

EMERGENCY AND RELIEF

PRIMARY EDUCATION

PRIMARY HEALTH CARE

HUMAN RESOURCE

LAY APOSTOLATE

ECONOMIC JUSTICE

NUTRITION AND FOOD SECURITY

SECONDARY AND TERTIARY EDUCATION

PROJECT ACCOUNTS

CURAIV E HEALTH AND TRAINING

RESEARCH AND ADVOCACY

DEVELOPMENT AND PLANNING

GENDER

TRAINING FOR TRANSFORMATION

RELIGIOUS EDUCATION

HIV/AIDS HOME BASED CARE

LITURGY

CADECOM

ARCHIVES AND LIBRARY

AUDIO VISUAL AND ELECTRONIC MEDIA

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