Networking, Capacity Building
NETWORKING
Networking is another critical programme area for the Network. This program area focuses on movement building. UWONET recognises that in order for its advocacy to achieve the desired impact, networking is key and therefore must be continually built and strengthened. UWONET also recognises that the Network is only as strong as the sum total of its part and thus each part needs to be strengthened organisationally and through increasing their advocacy skills base. UWONET further recognises that at the core of a collective voice are relationships among members working together under UWONET and these relationships must be nurtured and helped to flourish.
Strategic Objective:
To promote a strong well coordinated, interrelated and interdependent network with a highly skilled and committed membership that is strategic in tackling women’s concerns.
UWONET focuses on:
* Providing and promoting a reflective space for reviving and re-energizing the women’s movement as well as nurturing inter-generational interaction and inter-relation hence ensuring continuity.
* Promoting methods of work that enhance inclusiveness, collectiveness and participation. Acknowledging unity in diversity, UWONET will promote networking among membership, locally regionally and internationally.
* UWONET focuses on strengthening the capacity of the membership through organization development (OD) and skills building in order to be key actors/players both in the women’s movement and at national level.
The Key Activities under this programme include the following:
Activity 1: Participatory Needs Assessment to establish membership need
As follow-up of one of the recommendations of the UWONET evaluation of the previous programme 1999-2003, the Network shall undertake a participatory needs assessment at the beginning of the programme period to establish the needs of the membership.
Activity 2: Advocacy skills training and capacity building for UWONET membership
Annually, UWONET organises advocacy skills training workshops for the membership and its allies with the aim of having a core group of public policy analysts, lobbyist and advocates. The training also strengthens the membership for effective learning, information sharing, commitment and participation in the Network activities. UWONET prioritises the training of its membership on policy analysis and advocacy so as to groom a novice among its membership who will be involved in lobbying activities of the Network.
Activity 3: Monthly press briefings on topical women’s issues
UWONET as a national coalition of women’s organisations works towards keeping women’s concerns on the national agenda through organising monthly press briefings. The briefings are done by the members who deliberate on topical issues depending on relative advantage and areas of specialty. This activity has not only sustained women’s concerns on the national agenda but also given the membership visibility.
Activity 4: Chief Executives quarterly forums
UWONET recognises that the Chief Executives of the member organisations need to actively be involved in Network activities. To that effect, the forums are used for exchanging ideas since they are the policy makers of the member organisations. These forums aim at increasing information flow and commitment of the policy makers of the member organisation to UWONET activities so as to ensure sustainability of the Network programmes.
Activity 5: Joint Fund raising Activities
UWONET strives to undertake joint fund raising activities between the Secretariat and membership. This would ensure that collective activities are undertaken for solidarity building as well as involving most of the members in UWONET activities.
Activity 6: Organize Inter generational Dialogues
As a way of facilitating active mentoring, exchange learning and increasing solidarity between seasoned women activists and young women, intergenerational dialogues are organised. These sessions are used to groom more activists who will eventually carry forward the activism on women’s rights. They are also used to increase dynamism, vibrancy and activism in the women’s movement from strengthened ties between the young and old members.
Activity 7: Annual Networking Day and Net worker of the Year Award Ceremony
One of the main reasons as to why UWONET exists is to promote networking among women in Uganda and other development partners. UWONET plans to have an annual national networking day for women in Uganda. The day will be aimed at bringing together women activists to share experiences, information and ideas on various campaigns and the best practices in advocacy. Each year, UWONET will select an appropriate theme for the day and hold an exhibition of information generated about women in Uganda. The day will be used as an opportunity to know who is doing what, where and how. It will also strengthen the participation of women in Uganda in the activities of the Network.
On this day too, UWONET will bestow a net worker award to individuals and organizations that have excelled in networking in a specific year. This initiative is aimed at fanning the flame of women rights activism in Uganda.
Activity 9: Local, Regional and International Networking
UWONET subscribes to a number of organizations within the country, in the region and internationally so as to enhance its advocacy agenda. UWONET subscribes to a number of regional and International networks and has exploited its membership to these organizations by including onto their agenda the concerns of women. In addition, UWONET has a number of partnerships within Uganda, in the region and internationally. In the above networking initiatives, UWONET is always invited to participate in national, regional and international meetings that play a big role in enhancing networking.
The key outputs/outcomes of the Networking programme are:
* Improved cohesiveness among and between UWONET members
* Collective activities undertaken among membership and allies for solidarity building
* There is increased networking at regional and international level networks.
* Member organizations and other stakeholders have annually received lobbying and advocacy skills training.
* Active mentoring of young women activist by older/ experienced activists in the women’s movement and Inter generational Dialogues are giving feedback to the womens movement in terms of new strategic issues to give attention to.
CAPACITY BUILDING AND INSTITUTIONAL STRENGTHENING
The institutional strengthening programme aims to bolster the institutional and organizational development of UWONET so that the organization can be effective both in lobbying and advocacy as well as networking ‘ both aimed at improving the status of Ugandan women. Through this programme, UWONET seeks to develop and implement a fundraising strategy that will make the organisation sustainable. The programme also works to review and implement organisational guidelines in the area of governance and decision-making, management and financial systems. Through the programme, staff capacity building is envisioned to ensure effective coordination by UWONET.
Strategic Objective:
To develop a dynamic, proactive and all-inclusive system of management that is strategic on issues and approach, effectively influences policy and decision-making and provides leadership on women’s issues.
UWONET will focus on:
* Searching for and re-orienting itself to adopt methods of work that consciously involve membership to identify and own strategic issues of women’s concerns. The membership will be involved in defining how UWONET should function and provide direction through various policies.
* Building the capacity of the secretariat to adopt dynamic work methods that enhance coordination rather than implementation of the Network’s activities.
* Developing internal systems of continuous reflection and learning that promote and maintain dynamism as well as a sense of direction and continuity.
The key activities under the institutional strengthening and capacity building programme will include the following:
Activity 1: Expand Establishment
The Secretariat, the administrative arm of the network headed by the Coordinator is responsible for implementing programmes of the Network and coordinating membership. However the Secretariat is currently understaffed and lacks personnel to undertake specific tasks, which is detrimental to UWONET’s performance. UWONET would therefore like to recruit the services of 2 programme officers (information and communication and; monitoring and evaluation) In order to effectively implement and manage the organisation’s financial commitments, UWONET plans to recruiting the services of a financial manager. The recruitment of more staff will intensify the fundraising activities of all the programme areas.
Activity 2: Developing and Reviewing Various Gender Sensitive Policy Documents
As part of the institutional development, UWONET plans to develop policies such as the resource mobilization manual, human resource manual, HIV/AIDS workplace policy, board manual, networking policy and financial manual. In addition, the Network will undergo review of existing policy documents like the UWONET Constitution, personnel policy.
Activity 3: Signing of Memorandum of Understanding
Memorandum of understanding will be signed between the Network and the membership so as to set out the modus operandi as well as increasing commitment to Network activities and clarification of roles and responsibilities. Signing MOU is imperative because it will strengthen the role of the membership in the programme since the new approach is that of greater involvement of the membership implementing the activities.
Activity 4: Executive Committee Induction
UWONET administrative structure is made up of the General Assembly, the Executive Committee and the Secretariat. The General Assembly, which is the supreme organ of the network, comprises of all members – organisations and individuals. The Executive Committee is made up of nine members elected by the General Assembly. The implementation of programme activities is under the general supervision of the Executive Committee. This makes it imperative for the Executive Committee to have annual induction sessions so that they can effectively support the secretariat.
Activity 5: Developing and Implementing a Monitoring and Evaluation System
As a follow-up of one of the recommendations of the previous mid-term evaluation, UWONET as a learning organisation plans to develop a monitoring and evaluation system in placeto inform UWONET on progress and impact of the advocacy initiatives of the organisation.
Activity 6: Undertake Staff Development
UWONET will maintain a qualified, organised, pro-active staff that will effectively and efficiently coordinate the programme. In order to have such staff, the Network will work towards development and capacity building programmes for staff though induction and training.
Activity 7: Implement Internship Programme
UWONET will continue to encourage volunteers and interns to participate in UWONET activities. Since UWONET operates on a small secretariat and a skeleton staff, there is need to implement the proposed activities in a cost-effective way through recruiting talented university graduates into the women’s movement. Through this methodology, UWONET will build the capacity of more human rights activists by providing young interns who will gradually carry forward the activism for women’s rights. By making use of volunteers, UWONET will be contributing to the strengthening of its members.
Activity 8: Conduct Network Meetings
As management of programme activity progress, there will be a series of meetings to plan, monitor and evaluate programme activities. These meetings will include: Annual General Meetings, annual planning retreats, staff and Executive Committee meetings.
Activity 9: Conduct Evaluation
UWONET plans to undertake a mid term evaluation in 2006 and end of programme evaluation in 2008. These evaluations will be aimed at measuring the impact of UWONET programmes as well as inform future programme design.
Activity 10: Fundraise for the Implementation of the Strategic Plan
UWONET will aspire to have a sustainable resource and financial base that will enable for the implementation of this strategic plan. UWONET will fundraise in accordance to the fundraising policy of the organisation and its strategy to diversify the funding base of the organisation in the short and long run. The fundraising will be a team effort done through establishing partnerships, donor conferences and proposal writing.
Activity 11: Programme Administration
In order to enable the secretariat staff to effectively execute their duties and fulfil programme activity demands, UWONET plans to avail appropriate equipment and space through: purchase and maintain of equipment such as computers, scanners, printers, photocopier, generator, and multimedia/ power point projector as well as pay monthly operational costs including fuel, telephone, utilities, email among others.
Activity 12: UWONET Staffing
In order to maintain a highly efficient, motivated and qualified staff, UWONET plans to pay competitive salaries to their staff, regularly review staff remuneration and motivate them, recognise and acknowledge staff contribution to the network.
Activity 13: Keep Proper Books of Accounts
UWONET will endeavour to keep proper books of accounts through daily balancing of books of accounts, producing monthly financial reports, annual financial reports and annual auditing of accounts.
Activity 14: Design of a New Strategic Plan
By the end of the Programme period in 2008, UWONET plans to engage the various stakeholders ‘ membership, allies and development partners in the designing of a new Strategic plan 2009-2013.
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