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EAST AFRICAN CIVIL SOCIETY ORGANIZATIONS’ FORUM
Empowering Active Citizenry for Sustainable Development Empowering Active Citizenry for Sustainable Development Empowering Active Citizenry for Sustainable Development Empowering Active Citizenry for Sustainable Development andandandand Growth Growth Growth Growth inininin East Africa East Africa East Africa East Africa
May 1, 2010
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EACSOF
EACSOF STRATEGIC DIRECTIONS 2010 - 2015 April 2010 © East African Civil Society Organizations’ Forum Haile Selassie Road, Plot 64 P.O BOX 6240, Arusha Tanzania Tel/fax: +255-27-250-8707 Cell: +255-787-821010 Email: [email protected] Website: www.ealawsociety.org/eacsof
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Foreword
On behalf of the Governing Council, Secretariat and broad membership of
East African Civil Society Organisations Forum (EACSOF), I take great pleasure
to introduce you to the EACSOF Strategic Plan 2010-2015. Since the Forum’s
inception in 2005 there has been a great need for a roadmap to guide the
activities of the organisation. This has further been thrust to the fore with the
rapidly evolving East African Community and inclusively dynamic region.
EACSOF must define its niche in an effort to meet the challenges of a modern
regional organisation.
The next five years should see the Forum grow into a dynamic and responsive
organisation that responds to the needs of the people of East Africa and to
the integration process. The Strategic Plan takes into account the fluid
environment within which the Forum operates and has tempered precision
with flexibility a nascent learning organisation will need. This will provide
EACSOF with the breathing space necessary to remain relevant to the
integration process whilst concurrently building its own unique institutional
culture.
I would like to sign off by extending my thanks to the Governing Council,
Coordinator, membership, development partners and friends of EACSOF who
in one way or the other contributed to the development of this Strategic Plan.
Finally, I would like to express my sincere gratitude to our facilitators Dr.
Mohammed Kerre of PERC-PACE International and Mike O’Brien of Oxfam UK
who more than ably took us through the strategic planning process.
Asanteni Sana!
Prof. Chris Maina Peter,
President EACSOF
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Prologue
To fully implement and achieve its mandate, EACSOF embarked on a strategic thinking process to run from
2010-2015. During the strategic planning process, the Mission, Vision and Identity statements were reviewed
and refined. This was an improvement from the past, it identified its mandate, reworked the core values and
developed clear programmatic foci, in line with its mandate.
The strategic planning process was also driven by the challenges that the civil society and the citizenry in the
region at large will have been confronted with in the immediate, intermediate and future. These include but
not limited to the following:
Weak Policy and Negotiating and Influencing Skills
Over the years, a number of CSOs in the region have been involved in exemplary initiatives. However, the
extent to which these initiatives inform or influence policy is intangible and in many cases not measured. Due
to financial and skills capacity constraints most interventions that CSOs implement are not structured to
influence policy. In addition the Civil Society is faced with limited space (currently Observer Status only) in its
participation with the EAC, recognition in the different EAC Partner States (partly due to the limited
appreciation of what civil society is)
Weak Collaboration amongst Civil Society
Collaboration among civil society within the region is weak. Whereas there are networks and umbrella
organisations functional in the region, competition over dwindling donor funding among network members
fosters adversarial relationships rather than collaboration and complementarity. This situation has resulted in
the duplication of efforts and initiatives. Responses from CSOs on several issues sometimes have not been
coordinated. There is need:
a) For civil society organisations to work together more cohesively, and
b) To strengthen existing civil society partnership and networks, and create new ones, at the grassroots,
district, national and regional levels.
c) The need to strengthen CSOs weak internal structures and improve corporate governance structures.
Poor Information Flow
A thorough analysis of CSO sector shows that there is inadequate information flow among actors. Even though
CSOs have generated a large scale of information on their activities; they fall short in their capacity to collect
and to properly disseminate data to facilitate peer learning and experience sharing. As a consequence, civil
society has found it extremely difficult to organise around any agenda with one voice.
Lack of Documentation
Though civil society has made key contributions to the development of the sub region, their work is largely
unknown. This is because civil society organisations have not embraced a culture of reflection and
documentation. The focus of a majority of CSOs is on implementing interventions and not documenting the
outcome of these interventions.
Constraining Legal Environment
The civil society is confronted with inhibiting and cumbersome pieces of legislation and legal instruments. This
has been and continues to affect civil society operations in Partner States. Coupled with inadequate financial
and human resources, the CSOs are unable to effectively handle their activities in the region.
Even with these constraints the civil society has demonstrated important potentials and proactive roles civil in
promotion of dialogue and consultation at different levels and on diverse interests, providing a voice to the
voiceless, participation in policy formulation and analysis, access to information, awareness creation, served as
a watchdog providing monitoring and evaluation on decision-making and proper application of public
resources, and cultivated conflict resolution and disaster management regimes. Today, more than ever before,
civil society plays a pivotal role in the promotion of democracy, regional and global peace, human rights,
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development and transnational interchanges. Many international organizations already acknowledge the role
of civil society organizations in contributing to the achievement of their objectives. Therefore, in the
implementation of its mandate, EACSOF has to respond to the current global challenges that affecting its
members and the citizenry of the region.
Within this realm EACSOF has identified two broad areas of operation over the next five years:
1. Institution Strengthening and Capacity Building
The objective of the above is to ensure that the EACSOF Secretariat and national coordination structures are
effective and able to deliver on programmes and ambitions, and that our key constituents and stakeholders
are fully on-board. Therefore, the organization will implement a programme of capacity building and
institution strengthening of member organisations and the Forum.
2. Policy Engagement with the State, the Private Sector and Other Stakeholders
The objective of the above is to ensure that the civil society has the best possible capacity for policy analysis,
monitoring and evaluation for effective service delivery within and among the citizens and households of East
Africa, and across sectors and borders.
In order to better serve its members, EACSOF has identified the following strategic objectives for the next five
years.
1: To ensure citizen centred and linked policy development and implementation at national and regional levels
2: To promote evolution and growth of good governance and democratic institutions for equity and prosperity
3: To engender a new culture of priority setting and focus on key policy and development Initiatives
4: To enable a new regional system-wide focus to deliver policies and priorities
5: To promote peaceful co-existence amongst States and the citizens of East Africa
6: To strive for an East Africa where citizens have improved productivity and equitable access to resource
control, allocation and distribution for sustainable development and growth
7: To advance responsible utilization of natural resources to achieve sustainable livelihoods, land use and
protection of bio-diversity
8: To support the harmonization of policies, standards and practices for enhanced competitiveness and
productivity in productive and social sectors.
As explained above, the two themes are very diverse, distinctive and broad. This will require operational plan
for each of the themes with focus activities, monitoring and evaluation strategies. This will require enormous
investment. We shall engage our various stakeholders in dialogue on it, especially through our e-newsletter.
In conclusion, we would like to acknowledge and thank very much the support from our valued membership
whose ideas and contributions have been remarkable in developing this plan. Great appreciation goes to the
development partners, German Technical Cooperation Tanzania (GTZ), Swedish International Cooperation
Agency (SIDA), and Oxfam GB for the financial support that has rendered this planning process possible and
successful.
In a special way, we would like to thank the East African Community for the continued support to EACSOF in
strengthening the participation of the civil society organizations in the community activities, programmes and
planning process.
We welcome you to be part of the team to implement this plan.
Ms. Joyce Kevin Abalo
EACSOF Coordinator
May, 2010
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Abbreviations and Acronyms
AU African Union
CBO Community Based Organisation
CS Civil Society
CSOs Civil Society Organisations
EA East Africa
EAC East African Community
EACSOF East African Civil Society Organizations’ Forum
EACT East African Community Treaty
EALS East Africa Law Society
FBO Faith Based Organisation
GTZ German Technical Cooperation
NGO Non- Governmental Organisations
OCSI Organised Civil Society Institutions
PAD Policy and Advocacy Directorate
PESTLE Political, Economic, Social, Technological, Legal and Environment
PPP Public Private Partnerships
REC Regional Economic Community
SWC Stakeholder Wide Communication
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Table of Contents
Foreword 3
Acknowledgements 4
Abbreviations and Acronyms 6
1. CONTEXT AND BACKGROUND 8
1.1 The East African Region 8
1.2 Rationale 10
1.3 The Evolution and Growth of the EACSOF 11
1.4 The EACSOF Strategic Direction 2015 12
2. THE MANDATE OF EACSOF 13
2.1 The Legal Capacity/Basis of Mandate 13
2.2 The EACSOF Mandate and Constituency 13
2.3 EACSOF Accountability 13
2.4 Improving Our Capacity for Good Governance 14
2.5 Coordination and Organisation of the Execution Civil Society Mandate 14
2.6 Setting Priorities for Change 14
2.7 Our Focus 15
2.8 Concepts, Methods and Quality Control 15
3. SITUATIONAL ANALYSIS 16
3.1 PESTLE Analysis 16
3.2 SWOT analysis 16
3.3 Stakeholder Analysis 17
3.4 Risks and Risk Management 19
4. GUIDING AND OPERATIONAL PRINCIPLES 20
4.1 Values and Tenets 20
4.2 Operational Principles 20
4.3 Vision 20
4.4 Mission 20
4.5 Theme 21
5. STRATEGIC INTERVENTION 26
6. RESOURCE MOBILIZATION 33
7. IMPLEMENTATION MONITORING AND EVALUATION 34
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1. CONTEXT AND BACKGROUND
1.1 The East African Region
East Africa lies astride the equator with a coastline running from Mozambique to Somalia and comprise five
countries: Burundi, Kenya, Rwanda, Tanzania and Uganda. The region is bordered to the north-east by Somalia, to
the north by Ethiopia and Sudan, to the West by the Democratic Republic of Congo, to the south by Zambia,
Malawi and Mozambique.
The total surface area covered by the region is 1.85 million square kilometers (sq. km). Aridity, sparse population
and scarcity of road transport links characterize northern parts of Uganda and Kenya. Although the region lies on
the Equator, variations in altitude provide a wide range of climatic conditions. At an altitude of slightly over 5,000
meters Mt. Kenya and Kilimanjaro have permanent snowcaps, which continue to suffer increasingly from climate
change effects. The costal belt is hot but moderated by the strong south-east and north-east monsoon winds.
Temperatures fall as one moves inland towards the highlands that enjoy a temperate type of climate. The
mainland is broken by highlands and in-land lakes. These highlands and the Lake Victoria basin have two rainy
seasons: the long rains from March to June, and the short rains from October to December. These rains are
heaviest in the potential agricultural areas across the countries.
The region has a population in excess of 124 million people and a combined gross domestic product of over USD 45
billion. As a regional economic block it bears great strategic and geopolitical significance and prospects of socio-
economic development because of its rich and varied natural resources base of fertile lands, minerals, water,
energy, forestry and wildlife resources offering great scope for agricultural, industrial, tourism and trade
development and expansion. In this respect the East African Community (EAC) is focusing on boosting productivity
through promotion of investments, industries and trade.
The region is credited with one of the longest experience in regional integration. The East African Community
archives show that as early as 1900, Kenya and Uganda operated a Customs Union which was later joined by
Tanzania (Tanganyika) in 1922. A major step forward in the co-operation process came when the three partner
states signed the Treaty of East African Economic Co-operation in June 1967. The Treaty established the East
African Community whose main goal was “to strengthen and regulate the industrial, commercial and other
relations of the partner states to the end that there shall be accelerated, harmonious and balanced
development and sustained expansion of economic activities the benefits whereof shall be equitably shared”
[Article 5(2)]. The Treaty envisaged co-operation to cover legal and legislative affairs; economic matters; and
management of joint organizations. However, in 1977 the Community collapsed because of many problems
including, among others,
• Inequality in the distribution of benefits, ideological differences and differences in levels of development and
lack of political will to solve real or imagined problems1; and
• Structural problems which impinged on the management of the common services; inadequate involvement of
the people in the decision-making process; lack of compensatory mechanisms for addressing inequalities in
the sharing of costs and benefits of integration; and ideological differences, vested interests and lack of vision
on the part of some leaders2
The Head Quarters of the East African region is situated in Arusha Tanzania. However, each Partner State retains
its sovereignty as a State and Government.
EACSOF Secretariat is also situated in Arusha, Tanzania on Plot 64, Haile Selassie Road.
The table below summarises important land marks in the evolution and growth of the East African regional
integration and cooperation.
1 Common Wananchi interpretation/perception of the causes of the collapse of the Community and as recorded by the EALGA Study on the
Impact of the EAC Common Market Protocol on Local Governments in Partner States of East African Community, Prof. Athuman J. Liviga,
EALGA/GTZ January 2009, Arusha 2 East African Community, EAC Update: Progress, Achievements and Benefits of the East African Community, EAC/GTZ, Arusha Tanzania
2008
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Chronology of Events in the Evolution and Development of the East African Community
Date Important Event
1900 Establishment of the Common Customs Collection
1901 Completion of the Kenya-Uganda Railway
1905 East African Currency Board
1917 Customs Union established between Kenya and Uganda
1922 Tanzania (then known as Tanganyika) joins the Customs Union
1940 Establishment of Joint Economic Council to manage the Customs Union
1947-1961 East African High Commission constituted by Orders-in-Council of the British Government
1961-1966 East African Common Services Organisation established
1967
To
1977
East African Community born, incorporating the East African High Commission and the East
African Common Services Organisation. Operated as quasi-government running common services
of over thirty institutions including the East African Railways, East African Harbours, East African
Posts and Telecommunications, and the East African Airways besides a formidable array of joint
research institutions
1977 East African Community dissolved dealing a major blow to the East African people since it was
considered to be the world’s model of successful regional integration and development.
1984 East African Community Mediation Agreement for division of assets and liabilities of the defunct
East African Community. The agreement was designed to avoid a disastrous breakup, and explore
ways of resuming regional cooperation
1991 At their meeting of Heads of State held in Harare Zimbabwe the leaders agreed to revive the East
African Cooperation.
1993 At their first Summit held in Kampala Uganda, East African (Uganda, Kenya and Tanzania) Heads of
State sign Agreement Establishing the Permanent Tripartite Commission for East African
Cooperation with declaration on closer East African Cooperation.
1994 Protocol on the establishment of a Secretariat of the Permanent Tripartite Commission for
cooperation between the three East African States
1996 Secretariat of the Commission for East African Cooperation launched with seat in Arusha Tanzania
1997 At their second Summit held in Arusha Tanzania East African Heads of State launch the East
African Development Cooperation Strategy 1997-2000, the East African Flag and the East African
Passport. They also mandate the Permanent Tripartite Commission to embark on the process of
upgrading the East African Cooperation Agreement into Treaty
1998 At its 9th
meeting held in Arusha Tanzania the Permanent Tripartite Commission launches the
Draft Treaty for the Establishment of the East African Community and invites participation of the
East African people in the Treaty making process.
1999 • At their third Summit held in Arusha Tanzania East African Heads of State direct the Permanent
Tripartite Commission to complete the Treaty-making process. Ministers responsible for
Foreign Affairs sign the EAC Memorandum of Understanding on Foreign Policy Coordination
• At their fourth Summit East African Heads of State sign Treaty for Establishment of the East
African Community in Arusha Tanzania.
2000 • The Treaty Establishing the East African Community comes into force on July 7, 2000 following
ratification by the original 3 Partner States (Kenya, Uganda & Tanzania)
• The 2nd
East African Community Development Strategy launched focusing on prioritized
regional projects and programs, institutional development and the establishment of the
Customs Union
2005 The East African Customs Union established
2006 The 3rd
EAC Development Strategy launched focusing on the consolidation of the Customs Union,
establishment of the Common Market, deepening of infrastructure development,
industrialization, promoting East African agricultural and rural development and the Lake Victoria
Basin Development.
2007 • The Republic of Rwanda and the Republic of Burundi ascended to the EAC Treaty (June 18,
2007) and became full Members of the Community with effect from July 1, 2007
• The Lake Victoria Basin Commission launched on July 11, 2007
2009 • The Common Market Protocol Signed in November 20, 2009
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1.2 Rationale
The Civil Society
The term civil society (CS) is used to define the relationship between the State and the people. It encompasses a
wider variety of individuals - the universality of the people that form a community – households, organisations
(formal and informal), engaged in social and economic activities for human development. That before politics and
the emergence of business enterprises, there is civil society – the people – the foundation on which everything
else evolves, grows and develops. The civil society uses the state, markets and its civil society organisations (CSOs)
to generate goods and services and to support the functioning of the state and to sustain the market dynamics.
The civil society uses the civil society organisations as vehicles to realize its objects of equity, equality, justice and
humanity. These organisations come in different forms and groups and they include, among others the Non-
governmental Organisations (NGOs), Community Based Organisations (CBOs), Faith based Organisations (FBOs),
workers organisations (Trade unions), Professional Associations, Academia, Media, and Issue and Interest Groups
(Women, Youth, Elderly, people living with disabilities, etc.). Even in these diverse forms, the CSOs have eight main
defining characteristics:
• They are established voluntarily by citizens/interest groups seeking to promote their specific concerns,
values and or identities;
• They are organised around the promotion of an issue or the interests of a particular section of society;
• They are autonomous from the state3, which is essential if they are to provide credible contributions from
their numerous and diverse constituencies;
• Have shared Interests;
• Demonstrate high level of inclusiveness
• They are the voice of the people, the “ultimate power”;
• They do not struggle for political power, and are non-partisan; and
• They are not profit-driven
In the past the CS has demonstrated that it has immense potential to:
• Promote dialogue and consultation at different levels and on diverse interests
• Give voice to the voiceless
• Participate in policy formulation and analysis
• Provide access to information
• Promote awareness creation
• Serve as a watchdog providing monitoring and evaluation on decision-making and proper application of
public resources, and
• Cultivate conflict resolution and disaster management regimes
Civil Society in Regional Economic Cooperation
Today, more than ever before, civil society plays a pivotal role in the promotion of democracy, regional and global
peace, human rights, development and transnational interchanges. Many international organizations already
acknowledge the role of civil society organizations in contributing to the achievement of their objectives. For
example, the Charter of the United Nations provides:
“……the Economic and Social Council may make suitable arrangements for consultation with
non-governmental organizations which are concerned with matters within its competence.”
When the African Union (AU) replaced the Organization of African Unity (OAU) in 2001, the leaders gathered
committed within the Consultative Act to a vision of Africa that is
3 Based on this characteristic some respondents have indicated that in structuring the EAC Civil Society institution, it should be independent
of the EAC and should not be construed as an EAC institution or organ.
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“……integrated, prosperous and peaceful … driven by its own citizens, a dynamic force in the
global arena.”
Emanating from this, the various regional blocs4 (or Regional Economic Communities – RECs), across the continent
have sought to reflect this vision in their charter, articles and operations, by opening up the policy arena to
increased civil society involvement.
The involvement of civil society in the affairs of East Africa, both at national and regional levels, has increased in
pace and scope in recent years. Most states in the region recognize the positive role civil society organizations play
in socio-economic and political developments. At the East African Community level, the Partner States are
convinced that for purposes of realizing a fast and balanced regional integration and development, there should be
an enabling environment to allow the private sector and civil society5 to play a leading role in the socio-economic
activities of the Community.
Thus, the Treaty for the Establishment of the East African Community provides for the creation of an enabling
environment for amongst other sectors, the Civil Society. Specifically, Article 127(3) and (4) of the East African
Community Treaty states:
“The Partner States agree to promote an enabling environment for the participation of civil
society in the development activities within the Community; and
The Secretary General shall provide the forum for consultations between the private sector,
civil society organisations, other interest groups and appropriate institutions of the
Community.”
Furthermore, Article 7 of the EAC Treaty states that the principles that shall govern the practical achievement of
the objectives of the Community shall include, among others:
a) people-centred and market-driven co-operation; and
b) The provision by Partner States of an adequate and appropriate enabling environment …”
1.3 Evolution and Growth of EACSOF
In 2005, a regional workshop for civil society organizations (CSOs) of the East African Community (EAC) was
organized as part of the EAC’s plan under its mandate to provide a forum for CSO engagement under Article 127(4)
of the EAC Treaty. Thereafter, the East African Civil Society Organizations’ Forum (EACSOF) was established as an
autonomous umbrella body of all Non-Governmental Organizations (NGOs) and CSOs in East Africa, with the
primary objective of building a critical mass of knowledgeable and empowered civil society in the region, in order
to foster their confidence and capacity in articulating grassroots needs and interests to the EAC, and its various
organs, institutions and agencies.
To this end, EACSOF galvanizes the initiatives of CSOs and partners with the EAC for the improvement of humanity,
social security, regional integration, as well as economic and social development in East Africa. EACSOF seeks to
facilitate the building of associational networks, promotion of solidarity, trust, and reciprocity among CSOs both
nationally and at regional level aiming to empower civil society to exploit the public space in a liberal democracy,
to which EACSOF aspires, where the sovereign is the people.
EACSOF also works towards strengthening and institutionalizing a relationship between East African CSOs and the
EAC through an annual General Assembly for members of EACSOF with the purpose of submitting
recommendations to East African ministers and heads of state on human security issues, to audit the
implementation and legislative domestication of the EAC treaties, protocols and decisions relating to human
development, security and peace in the region and to establish national and sub-regional monitoring mechanisms
on the status of human security in East Africa.
4 Africa alone has more than thirty regional organisations, many of which are part of deeper regional integration schemes. 5 Article 7(1(a) and 127 and 129 of the Treaty for the Establishment of the East African Community
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1.4 The EACSOF Strategic Direction 2015
This Strategic Direction sets out the EACSOF’s strategic focus between 2010 and 2015.
• It sets out the modalities and structures to fully operationalise EACSOF with the objective of actualizing its
mandate. The underlying themes of the Direction are: structuring EACSOF into a full-fledged operational
institution, policy engagement with the State and the Private Sector, and working actively to strengthen and
build the civil society. All these are important to realise the needs and aspirations of the East African people,
especially the attainment of the objectives of the Treaty Establishing the East African Community, and the
Millennium Development Goals.
• It articulates the Forum’s engagement parameters as it catalyzes organized civil society across East Africa for
a need-driven and people-centered regional integration process and sustainable development and growth.
The organization will achieve this through support to CSOs and direct influencing of regional institutions -
bridging the citizen-EAC engagement gap by supporting and facilitating citizen engagement (and influencing)
with the EAC. To enable us achieve this, create enabling space for active citizen engagement, and influence
policy and practice at the EAC institution level, EACSOF will invest in building up its institutions and those of
its members, partners and constituents for proactive and effective engagement in regional issues as well as
national discuss with regional resonance.
The preparation of this plan, which was launched by the EACSOF President Professor Chris Maina Peter, and was
guided by the following principles and approaches:
(i) Transparency
(ii) Inclusiveness
(iii) Acknowledgement of the lead role of the EAC and Partner States in policy formulation and
implementation
(iv) A focus on building capacity
(v) Citizen focused delivery of services
This Strategic Direction has been developed in a participatory and consultative manner.
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2. THE MANDATE OF EACSOF
Shape and Drive Sustainable Development and Growth in the Region
2.1 The Legal Capacity/Basis of the EACSOF Mandate
EACSOF is a regional membership-based civil society organisation founded to engage legal authorities in the East
African region to foster good governance and democratization, and to support institution strengthening and
capacity building for its members for meaningful human development. The Forum focuses its attention to the
State, the Market and the citizens of the region.
Over the last three years of its existence it has been able to forge close working relationships with the East African
Community, the civil society community in the region and the member Partner States. The Forum is in the process
of acquiring legal personality in each of the states. On being registered in all Partner States of the EACSOF shall
• have the capacity, within each of the Partner States of the Community, of a body corporate with
perpetual succession,
• Have power to acquire, hold and manage and dispose of land and other property, and sue and be sued in
its own name
2.2 The EACSOF Mandate and Constituency
The Mandate of the EACSOF is to facilitate the citizens of East Africa to effectively shape and drive sustainable
development and growth in the region.
As a catalyst regional based civil society organisation the EACSOF will play a facilitative role. This role will involve:
• identifying opportunities available,
• Mobilization of the members to take advantage of what the environment can offer
• Establishment of national support institutions for effective social capital formation;
• Facilitation of capacity development for design, implementation and delivery of services for effective
transformation of communities
The EACSOF has no political or religious affiliations, but operates within the policy and legal frameworks of the
Partner States of the East African Community and regional and international regional protocols binding the
peoples of East Africa, and best practices in the organisation and management of civil society for effective human
development. These policies, laws and protocols include the UN Millennium Development Goals on Poverty
Eradication, UN Habitat Agenda 21, Africa Union Charter on Human Rights, the Treaty Establishing the East African
Community, and the Visions (2020, 2030, etc.) promulgated by individual states of the east African Community.
In cooperation with community institutions and organs, EACSOF works to stimulate involvement, shape opinion,
mobilize resources and popular support for long-term development work oriented towards supporting social
capital formation to improve living conditions for the poor, vulnerable and economically disenfranchised people of
East Africa.
Our Constituency is wide and diverse includes citizens and organisations of farmers, fishermen, pastoralists,
entrepreneurs, academicians, professionals, workers, the youth, and special groups (cultural groups, marginalised
communities, etc.) organised in sustainable and results-oriented groups/units within their local legal systems and
structures, and meeting the minimum threshold for organised civil society.
2.3 EACSOF Accountability
The mandate, nature and purpose of EACSOF make it accountable to the citizens of the region. To effectively
discharge this responsibility, EACSOF will work closely with the Partner States and the EAC, and supported by
grassroots civil society organisations. To ensure efficiency and effectiveness the Forum will be organised in work
teams (Thematic Committees) for meaningful engagement with the States, the EAC and other stakeholders in
addressing the development and growth needs of its constituents.
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2.4 Improving Our Capacity for Good Governance
Good governance is a significant contributor to development and democracy. Key indicators of good governance
include a well-functioning Forum and Civil Society with sufficient capacity for analysis as well as implementation of
social and economic policies, and providing high quality and responsive services to members and citizens. Building
and improving on these capacities is a core role of modern civil society and it must have the capacity to perform at
the highest levels. In turn, this is heavily reliant on effective capacity building, coordination and support systems
and mechanisms for a strong civil society and empowered population.
As a regional forum the organisation needs to acquire autonomy and flexibility to operate as a highly technical and
professional service institution. In order to operate more efficiently, the Forum needs to recruit, train and retain
high calibre professional staff as well as to have access to adequate financial resources needed for operation and
program development.
Governance also stems from the legal and regulatory instruments governing the behaviour and structure of the
organisation. We propose to repeal the constitution setting up the institution to reflect its mandate of engagement
from local to regional levels and beyond. This repeal will also strengthen the organs of the Forum for effective
engagement with Partner States, the EAC and other stakeholders at all levels (technical, professional and political)
for enhanced human development.
2.5 Coordination and Organisation of the Execution of the Civil Society Mandate
Coordination and organisation are important concepts because they closely reflect the modern role of risk-based
oversight and stewardship in modern civil society organisations in their engagement with the state and the
market. We recognize that as a large and complex community, with many cross-cutting issues and opportunities,
the civil society organisations (CSOs) cannot deliver results if they operate as islands, disconnected from one
another.
Making the civil society work effectively and efficiently means that CSOs must be linked–up in sharing information,
collaborating on improving service delivery, analysing policy and getting it implemented in order that the State and
the Market deliver on their mandates and are dully accountable.
The Forum’s Mandate of coordination and organisation is intended to ensure cohesion and coherence across the
civil society and responsibility for civil society performance.
2.6 Setting Priorities for Change
Setting priorities in a regional forum of civil society organizations is a challenge and even when priorities are set
they are often overtaken by other emerging events, are poorly communicated, or poorly implemented. However,
the EACSOF will develop and inculcate a culture of setting clear and well-communicated priorities and will rally the
civil society to stick with priorities and focus on critical success factors in achieving key outcomes in their
engagement and partnership with the State and other important and critical stakeholders.
An important first step is identifying and naming the most challenging cross cutting issues, lifting them above the
balance of everyday activities and assigning resources to them. This is especially important in engagement with
Governments, where delivery on political mandates and Government performance is often wanting. We propose
to foster transparency and communication in bringing a wide range of civil society on board in the match towards
making the governments and the market accountable. We are aware that this will involve some political risk, but at
the same time it will provide enormous pressure to the State and the market for change and for taking
responsibility. The market, political leadership and the governments should respond to this challenge by placing
new emphasis on delivery of services, measurable results and social responsibility.
The Forum will take initiative in appraising national (State) and regional (EAC) priorities to ensure that they have
grassroots orientation, are people-centered and driven. We propose to ensure that the right people and processes
are in place to support and monitor the articulation of priorities at local, national and regional levels and delivery
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to the citizenry them. This is important in achieving break-through in critical sectors such as health and education,
human rights, environment management, peace and security, and food security.
We recognize that government priorities have political and not citizen origin and must link with the aspirations of
the leadership and not the people. Priorities will therefore be derived from this process and the role of the CSOs
and the Forum shall be to rally people and organizations around a few mission-critical priorities that can inspire
energy, commitment and innovation, and promote growth and development.
To arrive at relevant and acceptable priorities, the Forum and the citizens shall go through a prioritization process
at all levels of planning- local, national and regional levels. This requires establishment of a mechanism to
determine local, national and regional priorities both sectoral and thematic.
In setting priorities the following success factors shall be observed by all civil society organisations and their
agents:
• The determination of priorities is citizen-led, politically driven and approved at the highest political level;
• Priorities are selected and championed by the citizens to achieve significant momentum;
• Decisions are supported by solid evidence-based data;
• The assignment of clear accountabilities for delivery of priorities; and
• There is clear ownership.
2.7 Our Focus
As we engage the State and the Market in setting priorities and other activities, our focus is on our membership
and their communities in their effort to improve their livelihoods, as individual households and together as the
Society. Whereas the Society is human potential (skills, traits and resources) transformation and development
vehicle, we consider personal accountability as core to realizing our Vision. We are convinced that our members
can improve the lives of the citizens of the through cooperation and by finding alternatives that lead to greater
prosperity. Therefore, we shall concentrate our initiatives, as a Forum on those areas where optimum impact can
be achieved in terms of promoting the productive potential of the citizens of the region.
2.8 Concepts, Methods and Quality Control
Because of the nature of our work, detail to technical quality and discipline is essential, therefore, we shall
continually update and renew our concepts and methods for high development impact. This includes developing
alternative methods for planning, monitoring and follow-up, and evaluation and learning aimed at enabling better
understanding of the impact of our interventions and the improvements and genuine changes that the Forum
helps create at the citizen level. This should in turn help us to develop more resource-efficient methods for the
future at the regional, national, and local, as well as methods aimed at empowering the people we serve.
Quality is a guiding principle in our work. We make every effort to find methods and systems for assuring quality
and measuring the impact of our activities. During the next five years the EACSOF will develop and implement
information documentation, storage and dissemination systems and structures that will inform research and
development of quality control and management practices that add value to the work and effort of our members
and the citizenry as a whole. In addition we shall seek to expand the range of our quality control and
standardization to ensure that our members and citizens of East Africa get value from regional integration and
cooperation agreements entered by either the EAC or the individual Partner States.
Our concept of quality is divided into three components:
• Quality control for products and services,
• Quality of work life for our staff and those of our clients, and
• Quality of life at household and community levels.
This emphasis ensures that there is a balance between human dignity and performance. To strengthen this
concept and institutionalize its effects the EACSOF will be adopting and implementing Performance (Results)
Management during the first year of this Document with its staff, organs and membership.
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3. SITUATION ANALYSIS
3.1 PESTLE Analysis
The pestle analysis reveals that the environment within which the EACSOF operates is fluid and requires a careful
and measured approach in determining the products and mechanisms that have the highest chances of influencing
change and the active involvement of the citizenry in the development process at local, national and regional
levels. The matrix below summarises the context in which the EACSOF is undertaking its mandate.
Political
• Evolving democratisation and political empowerment
• Horizontal growth and development of political
parties
• Mistrust among the major political parties
• Abuse of power by incumbents
• Crisis of political parties
• Regional challenges and limits to collective action
• Fledgling political will, determination and action
• Discordant political engagement
• On-going political integration initiatives into an East
African Political Federation
• Potential for political instability
• Partner States at different levels of political
development
Economic
• A developing region with low per capita Gross Domestic
Product (GDP)
• A wide common market
• At least each country as vision into the future (Vision 2020,
Vision 2030 or Medium Term Expenditure Frameworks) as
blueprints for development
• Low to average economic growth rates
• Global economic uncertainty
• Unequal distribution of wealth
• Major economic activities concentrated in agriculture,
tourism, trade, manufacturing and financial services sectors
• Partner states at different levels of economic
development
• On-going integration of the East African market under the
East African Community
Social
• A population estimated at more than 184 million
• About 50 per cent of the population is below 15 years
• Life expectancy of between 42- 54 years
• High ethnic diversity
• About 80 per cent of the population settled in the
rural areas
• Main religions are Christianity, Islam and Hinduism
• Multi-lingual population
• Well educated population
• High HIV/AIDS prevalence and resurgence of TB
• High insurgence of malaria
• High child mortality
• High unemployment rate
• Potential for conflict and ethnic violence
Technological
• Electric power demand on the increase and growing at
between 5-10 per cent annually
• Information and communication technology (ICT)
infrastructure being expanded
• Vibrant activities in telecommunication services,
information and broadcasting and information and
technology services
• Integration of Science, Technology and Innovation (STI) in
national production processes being vigorously expanded
• Expanding knowledge-based economy
• Laying of fiber optic infrastructure to improve and
strengthen internet communication or the information
highway
Legal
• Evolving legal system for civil society participation
• Enabling environment created by the Treaty
Establishing the EAC
• Cumbersome incorporation laws in Partner States
• Existence of Customs Union and Common Market
Protocols setting the pace for legal reforms
Environmental
• About 42 per cent of GDP is derived from natural resource
based sectors
• Forest cover blow 5 per cent and declining
• Rehabilitation and protection of indigenous forests on-going
• Implementation of Lake Victoria basin programmes
• Focus on urban physical and social infrastructure
development in informal settlements
3.2 SWOT Analysis
In designing a Strategic Plan, it is important that internal strengths and weaknesses as well as opportunities and
threats to the organization are identified and analyzed. This is usually called SWOT (Strengths, Weaknesses,
Opportunities and Threats) analysis.
The internal strengths and weaknesses are essentially controllable activities within an organization that are
performed especially well or poorly. They need to be identified and evaluated in functional areas so that the Plan
can build on the organization’s strengths and aim to mitigate or eliminate the weaknesses.
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On the other hand, external opportunities and threats are trends and events that can benefit or harm the
organization. These trends and events which are largely beyond the control of a single organization also need to be
identified and analyzed so that advantage can be taken of the opportunities and threats can be avoided or their
impact reduced.
The main strengths, weaknesses and to some extent opportunities and threats to EACSOF have been identified in
the course of various meetings and retreats held by EACSOF since establishment. A formal SWOT analysis of the
EACSOF was done in a Governing Council Retreat of October 2009 in Arusha, and the Strategic Planning Meeting of
April 19-21, 2010 at the East African Hotel Arusha Tanzania.
Strengths
• Existence of active CSOs and members in all partner
states;
• Establishment of EACSOF as a legal entity;
• Diversity of CSO programs, skills and activities and the
existence of membership that is multi-skilled and
multi-faceted;
• Diversity of languages (English, Swahili, French).
• Extensive national and local CS infrastructure
Weaknesses
• Secretariat not fully establishment
• Poor communication channels with organisations
leadership and amongst the larger membership;
• Ignorance and apathy by CSOs on EACSOF and EAC;
• Divergence of languages as used across the region
occasionally leads to ineffective communication;
• Limited resources specifically financial, skills and human
resources;
• Low visibility at national and local levels
• Perception that as a “nascent” CSO EACSOF may be less
competitive when seeking funds.
• Weak coordination, collaboration and networking
• Lack of comprehensive member recruitment and
development strategy
• Limited analytical skills
• Inadequate knowledge management
• Lack of a documentation and dissemination policy
• No definite source of financing
Opportunities
• Related cultural values and belief systems within the
region and across membership;
• EACT cognizant of, and allowing CSO participation in
the EAC;
• Existence of political will on the part of EAC to engage
with CSOs;
• Ease of transport and communication across the
region.
• Advancement in information technology
• Regional and international frameworks of civil society
• Eager and growing membership
Threats
• Fragile security and stability in the region;
• Political interference
• Unfavourable and restrictive laws and policies limiting the
involvement of CSOs in decision making;
• Low profile: role of CS and its importance not yet
appreciated in Partner States
• NGOs viewed as opponents by National Governments and
fluid relationship with EAC;
• Deteriorating human rights situations in Partner States.
• Lack of commitment to coordination, collaboration,
networking and information sharing
• Inadequate funding
3.3 Stakeholder Analysis
EACSOF considers engagement of stakeholders as important for the successful implementation of this Strategic
Direction (SD). This Direction therefore provides an opportunity to all citizens of East Africa to contribute to the
development of the region. The key stakeholders that have been identified to have a stake in the implementation
of this SD include the citizens, CSOs, Partner States’ governments, the EAC with all its Organs and Institutions, the
business sector and the development partners. The roles and expectations of these stakeholders are analysed
below.
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Stakeholder Role (Stake) Current Status Expected Partnership and Role
Citizens • Social capital
• Feedback and input
in analysis and
formulation of policy
• Citizen-centred and
driven services
• Consultations on ad hoc
basis
• Assumed to own and drive
the CSOs
• Assumption that
government and EAC
services are citizen-centred
• Regular and structured consultations
• Program specific citizen involvement
• Pillars of the civil society
• Drivers of change
CSOs • Input in
formulation of
Government and
regional policies
• Involvement in
monitoring and
evaluation of policy
implementation.
• Representatives of
the citizen in
EACSOF
• Membership mobilisation
in progress
• Absence of a coherent
consultative mechanism
• Establishment of a mechanism for a
structured engagement
• Vehicles for grassroots mobilisation
and participation
• Lead sensitization and training of
citizens at local and national levels
to increase level of awareness
• Stakeholders in the change process
The Media Inform, educate and
communicate on PESTLE
issues
• Undertake information,
education and
communication
• Coverage of EACSOF affairs
• Ad hoc consultations
• Structured briefings
• Responsible media coverage of local,
national and regional CS and EACSOF
activities
• Citizen education
• Forum for informed advocacy and
lobbying Partner State
Governments
• Regulation and
control
• Enabling environment
• Political will,
determination and action
• Establishment of a mechanism for a
structured engagement
• Memorandum of Understanding
EAC • Civil society as
vehicles for
awareness raising
• Regional product
development and
facilitation of
application
• In the process of
developing a civil society
mobilisation strategy for
coordinated awareness
raising for effective
regional integration and
cooperation
• Memorandum of
Understanding
• Establishment of a mechanism for a
structured stakeholder engagement
• Formal Partnership Treaty
Business
Sector
• Supplies and works
•
• Collaboration networking
• Social responsibility
• Resource mobilisation
Research,
Training and
Consultancy
Groups
• Supply of
information and data
for
• Training and capacity
building
• Consultancy
• Technical support
• Information and
technology
• Limited technical
support, training and
consultancy
• Structured support to policy engagement,
institution strengthening and capacity
building
• Development of EACSOF as a depository
of knowledge for civil society
Development
Partners
• International
cooperation
• Resource
mobilization
• Technical support
• Some resources already
mobilized
• Technical support
provided.
• Strengthen and structure relationships to
enhance resources mobilisation
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3.4 Risks And Risk Management
Policy, campaigning and advocacy work means reaching out to the media, large numbers of people, and key
national and regional decision-makers. This inadvertently comes with risks and challenges, which EACSOF takes
into cognizance.
Below is a table of anticipated risks in the context of the 2010 – 2015 Strategy. The list is by no means exhaustive,
but represents the key ones already identified at this time. Other risks might come up over time. Similarly, some of
the risks listed might disappear (due to external or internal intervening variables). Thus the overall risk assessment
might change over time.
Risks Probability Risk Management
1 External
Reduced space for civil society and
media due to political tensions and
enactment of CSO laws in some East
African countries
Medium to High
Target identified governments through
regional instruments on freedom of
association and expression
CSOs and key constituencies lack
capacity to engage in effective policy
and regulatory campaigns and or
advocacy Medium to High
• Work closely with national coordinating
structures to build partners’ (as well as
EACSOF’s) capacity in
campaigning/advocacy.
• Also establish/strengthen long-term
partnership with key
alliances/organizations
Political instability affecting the
capacity of governments to
adopt/implement progressive policies
on EACSOF’s focus areas
Low to Medium
Influence/convince governments, through
briefing papers and consultative meetings, to
ensure human security is actually a good way
to maintain political stability
2 Internal
Inadequate resources and lack of
capacity at Secretariat and country level
for policy articulation, campaigning and
advocacy work
Medium to High
Support from key donors/funders/expert
trainers to provide sustained support in skill-
gaps to the Secretariat and national
coordinating structures
Civil society organisational culture
medium
• Transformative leadership change
management
• Corporate cohesion plans, team building
sessions
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4. GUIDING AND OPERATIONAL PRINCIPLES
Values and Tenets to Principles to Vision to Mission
EACSOF will provide strategic direction to the civil society and the citizens of East Africa on the execution of the
Treaty for the Establishment of the East African Community and related protocols and decisions. It will also
provide leadership towards this strategic and the appropriate framework of principles and values, within which
the civil society can engage governments of the region, inter-governmental agencies and other regional
economic blocks.
4.1. Values and Tenets
In the tradition of the founders of the Forum, we believe in the ethical values of honesty, openness, personal
accountability, social responsibility, caring for others, respect and tolerance. These values are the basis on
which the drivers of friendship, solidarity and mutual respect; and independent self-reliant economy are
rooted. These are essential in fostering human rights; healthy traditions and cultural norms; and fighting for
democracy, rule of law, social justice, good governance and people-centred development.
The EACSOF is committed to the reinforcement of these values with strong community culture that directs the
behaviour of its members and staff. In recognition of the support of all stakeholders, EACSOF intends to use
these values and principles to mobilize resources, package and deliver services and increase the population of
current and potential partners and stakeholders for effective and high impact service delivery to the citizens of
the region designed to improve quality of life.
4.2. Operational Principles
To effectively participate in and Influence the Economic, Social and Political development of East Africa and its
people the Forum will continue to promote the principles of :-
• Inclusiveness and equal participation.
• Gender equity and equality.
• Transparency, accountability and selflessness.
• Independence, impartiality and active participation of members.
• Collective ownership and responsibility.
� Mutual respect and trust.
� Effective, proper and accurate representation of constituent groups.
� Competence and professionalism
� Confidentiality
� Equal rights and responsibilities
� Education, training and information
� Co-operation among civil society
� Cooperation with the market and the state
4.3. Vision
Our Vision is an East Africa in which citizens are fully engaged and involved in all affairs affecting their lives.
EACSOF envisions a future for people built on self-determination with citizens in control of the social, economic
and political capital.
4.4. Mission
Our Mission is to provide a Platform and catalyse a Critical Mass of organised civil society to engage in need-
driven, people-centred East Africa integration and cooperation process effectively and proactively for
equitable and sustainable development
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4.5. Theme
The overall theme of this Document is Empowering Active Citizenry for Sustainable Development and Growth
in East Africa.
This expresses EACSOF’s commitment to increased involvement of the citizenry to interrogate the ‘socio-
economic value chain’ and the ‘political infrastructure’ in the creation, growth and distribution of wealth for
sustainable human development. In this respect EACSOF will work towards ensuring that its members and their
households build and strengthen community institutions that become centres of engagement, planning and
development that meet the needs of the present without compromising the ability of future generations to
meet their needs.
Central to this concept and crucial for the achievement of this theme is the need to make fundamental changes
in the way the EACSOF is managed, the members and citizens go about their businesses and to localize policy
analysis and formulation through education and knowledge. This will include identifying and investing in
activities and programmes that seek to empower and transform the citizens to effectively take charge of
decisions regarding their future.
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5. STRATEGIC INTERVENTION
Management, Strategic Themes and Strategic Objectives
5.1. Management Approach and Philosophy
EACSOF intends to promote the win-win engagement and development approach in our work with citizens of the
region and member organisations, and in our partnership with the States, the EAC, the private sector and other
stakeholders.
Our Governing Council, employees and volunteers share a strong will to constantly improve and renew our work.
We want to be on the leading edge with respect to methods and concepts in civil business processes and services.
Accordingly we shall work to enhance the way we plan, monitor and evaluate our interventions. We are also re-
examining our organisation and relations to our primary and secondary stakeholders.
The EACSOF will collaborate with organised civil society institutions (OCSI). OCSI is the expression of EACSOF’s
solidarity with the people at national, local and remote areas of the region. It is the link to community-led
organisations keen on improving the standards of living and rights of the citizens.
OCSI are embedded in the will of the community. They thrive on the trust and integrity of the community and
individual citizens to participate and protect their image, resources and right to social and economic space. The
citizens come together through self-selection and belief in the power of unity as social capital, and pre-requisite
for economic development. The OCSI’s values and objectives are to improve the living conditions of their members
through innovative development modules, and concepts and methods. This is consistent with EACSOF’s mandate,
as well as the view that the fight against poverty and other injustices is about creating the necessary conditions for
the citizens to lift themselves out of poverty, marginalization and disenfranchisement.
EACSOF believes that genuine development can only occur if local organisations own their development processes
and are accountable for the resources provided to implement their programmes. We hold the OCSIs dearly in this
process, and with clearly defined objectives, jointly defined requirements, and distinct definition of obligations
(between EACSOF and the OCSIs); the results realized at the local, national and regional levels are a matter of
shared accountability.
To ensure this Strategic Direction and people are effectively integrated in the process of the region’s development;
EACSOF will use the following approaches and tactics to realize its mandate:
� Research
� Advocacy and Campaigns
� Lobbying
� Sensitization and Awareness-raising
� Networking and Collaboration
� Training and knowledge sharing
5.2. Strategic Themes
It is a common truth that citizens of East Africa want Governments and the EAC that:
• Listen and deliver on their promises;
• Deliver the services they want;
• Are there for them when they most need it;
• Is modern, efficient and responsive; and
• In which everyone is pulling in the same direction.
It is widely acknowledged that there is a gap between what citizens expect from Governments and the EAC and
what the Government and EAC are currently doing. Therefore as we start the journey towards 2015 we want to
particularly emphasize the following strategic ambitions:
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• Policy Engagement with the State and the Private Sector
• Work actively to strengthen and build the civil society
• Structuring EACSOF into a full-fledged operational institution
Overall Objective
The overall objective of the Strategic Direction is to provide a forum for meaningful engagement with the States
of East Africa and the East African Community for enhanced livelihoods and human development.
A large part of EACSOF’s mandate will focus on policy analysis and formulation, and institution strengthening and
capacity building. This will include enhancing the policy interrogation, lobbying and advocacy of the civil society
organisations in the region. In giving effect to this focus, EACSOF and the total civil society in East Africa will work
to make the Governments of East Africa and the EAC work better for the good of the citizens. This should also be
seen as part of an overall strategy for mainstreaming the citizen into policy formulation and implementation, and
ensuring that all development is people-centered.
Working together and across-borders involves change in culture – adaptation and a new way of doing business. It
means acknowledging that we can do not just to work for one country, but for all East Africa.
Strategic Objectives
Policy Engagement with the State, the Private Sector and Other Stakeholders
As mentioned above, there is an urgent need to ensure that the civil society has the best possible capacity for
policy analysis, monitoring and evaluation for effective service delivery within and among the citizens and
households of East Africa, and across sectors and borders. The following are the Strategic Objectives for the
EACSOF over the next five years.
Strategic Objective 1: To Ensure Citizen Centred and Linked Policy Development and Implementation at
National and Regional Levels
Policy development and coordination is a core business of Government and must be people centred and driven. It
will be the noble duty and task of EACSOF and the CSOs to
o Contribute to and influence policy formulation and implementation
o Translate and disseminate Government and EAC policies and commitments to the citizens for appropriate
action;
o Provide effective support and information for decision-making by the people, the governments and the
EAC;
o Ensure that policies are evidence-driven, that policy options provide a full range of informed choices, and
that there are sound assessment of risks and advantages, costs, communications plans and
implementation plans, and impacts;
o Engage citizens more effectively as policies and programs are developed;
o Work across boundaries to ensure coordination, harmonization and integration.
Key Strategies to realize this objective shall include, among others:
• Enhance policy development and coordination capability at CSO levels
• Empowering people to contribute to and interrogate policies and their impacts
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• Building infrastructure for policy research, lobbying and advocacy
• Strengthen linkage between priorities and budgeting
• Strengthen the oversight and quality control mechanism for the policy making process
• Establish structured stakeholder engagement
Strategic Objective 2 (Governance and Democratisation): To Promote Evolution and Growth of Good
Governance and Democratic Institutions for Equity and Prosperity
In the last three decades, civil society organizations (CSOs) have worked throughout the Africa to support
democracy and democratic governance. They have been active in promoting participation, advocating for
transparency and accountability and defending human rights, working together with governments and the
international community. In this respect Governments and citizens have made progress. With few exceptions in
the last 15 years the region has experienced regular, uninterrupted cycles of democratic elections and the reform
of key institutions. Yet democracies remain fragile and traditional challenges have been compounded by emerging
manifestations that threaten the stability of the region. These new trends not only underscore the necessity of
sustained civil society activity, but also bring added complexity to the work of CSOs and call for a concerted effort
to engage governments to institutionalize gains already realized and to work towards true and meaningful
democracy.
Despite progress, the development and consolidation of civil society in countries across the EAC has been uneven.
In some countries civil society has established strong roots and productive working relationships with
governments, while in other countries this has not been the case and CSOs remain excluded by suspicious and
uncooperative governments. However, now more than ever there is recognition that the existence of an active,
diverse and inclusive civil society is an integral component and important indicator of a mature democratic
society. It is acknowledged that CS contributes to democratic consolidation by strengthening governance
mechanisms and promoting open and transparent decision-making processes. Over the last ten years, the CS has
played a key role in monitoring elections, advocacy and providing input on the content, implementation and
monitoring of important agreements, including the EACT and other Treaties the Partner States and or the EAC
have entered with their trading partners worldwide.
True democracy and good governance translates into socio-economic growth and development. The focus of
EACSOF will be promotion of shared ideals of good governance and democratisation and collective interest in
advancing meaningful regional integration and cooperation in East Africa. EACSOF will also work towards enabling
the Partner States of EAC to enter a Governance and Democratic Charter to operationalize Articles 3 and 6 of the
EACT.
Key Strategies
• Harnessing the CS strengths
• Undertake analysis and develop policy options
• Promote dialogue
• Sensitization, training and education
• Improve consultations and information sharing
• Strengthening key partnerships for best practices
• Working collaboratively (networks and inclusiveness)
• Monitor and follow-up on national, regional and international commitments
Strategic Objective 3: To Engender A New Culture of Priority Setting and Focus on Key Policy and Development
Initiatives
As an international best practice, the concept of setting priorities is used by organisations and nations to focus on
a few critical policies, programs and projects to optimize the utilization of scarce resources to realize
development goals. The EACSOF will drive a system wide focus on local, national and regional and institutional
priorities over the next five years, as a first step towards institutionalizing policy and programme/project
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prioritization. The identified priorities are:
• Democracy and Governance
• Environmental Protection And Climate Change
• Food Security
• Productivity and equitable access to resource control, allocation and distribution
• Peace and Security
• Institution Strengthening and capacity building
• Mainstreaming science and technology
These priorities have been identified from across all the Partner States and the EAC, and the civil society. In cases
where a priority cuts across many actors and boundaries, there will be lead CSO and a cross sector priority
delivery team working in collaboration with the EACSOF Thematic Committee. It will be important that clear
accountability for delivery is assigned to a single project lead with appropriate support. It is worth emphasising
that the OPM will not implement any of the priorities, but through its coordination and supervisory mandate will
ensure that the selected priorities are implemented by the relevant agencies within the EACSOF structure and
family of CSOs and partners. The Policy and Advocacy Directorate at EACSOF will collaborate and partner with
stakeholders in order to provide support and assist in addressing challenges and unblocking implementation
bottlenecks that may arise.
The implementation, performance and results of these priorities will be continuously monitored and
communicated within the civil society, the EAC, and Partner State structures, and to the general public. The
EACSOF Policy and Advocacy Directorate (PAD) oversee progress on the achievement of designated priorities;
receive regular reports on the status of the local, national and regional priorities from designated focal points.
These reports will indicate to whether progress is on track or not. The PAD will convene quarterly meetings with
the lead actors in the CSO, and hold bi-annual consultations with the governments and the EAC to review progress
on priorities and account to the citizens of the region.
Key Strategies
o Strengthen prioritization in strategic planning and management
o Develop a strategy for the monitoring and reporting on delivering local, national and regional priorities
o Implement a Stakeholder wide communication (SWC) strategy on priorities
Strategic Objective 4: To Enable A New Regional System-Wide Focus to Deliver Policies and Priorities
Over the past decade, the combination of changing citizen demands for better services and political demands for
measurable delivery commitments has resulted in transformed approaches to delivery of services at local,
national and regional levels in government, private and development sectors. This move to a focus on outcomes,
particularly in government circles, has forced changes to planning, policy development and the way government
budgets are developed and implemented. Best practices around the world have created dedicated capacity in
central delivery units to monitor and support effective delivery and to maximize success in delivering on political
priorities. In the EAC region only Rwanda comes close to this practice. Together with its citizens Rwanda has been
successful in achieving breakthroughs in previously change-resistant sectors or in tackling thorny and complex
policy challenges.
In view of the uneven progress in implementation of key policies at national levels and protocols at the EAC, the
EACSOF will pursue a rigorous and focused approach to ensure all authorities, the business sector and CSO
institutions deliver.
Key Strategies
o Build EACSOF and CSO capacity to monitor, support and report on policy and delivery of priorities
o Build capacity of CSO for delivery on their own priorities as catalysts of development
o Develop mechanisms for citizens to engage and proactively track delivery on policies, protocols,
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international agreements and national development priorities
Strategic Objective 5 (Peace and Security): To Promote Peaceful Co-Existence amongst States and the Citizens
of East Africa
The need for CSOs to develop and help impart practical conflict resolution and disaster management skills is an
important and emerging area of concentration. Given growing insecurity, polarization and protest, organizations
and citizens equipped with dialogue, negotiation and consensus building skills are well placed to reduce tension
and division between individuals and groups, promoting moderation and communication. Because conflicts arise
as a result of perceived or real marginalisation and exclusion, it will be the responsibility of the civil society to
ensure that these are no longer issues of chance in the EAC integration process.
Key Strategies
• Lead the strengthening and protection of democracy by embodying democratic principles and exercising
democratic values of pluralism, compromise and consensus building in its engagement with all stakeholders,
from citizens to multilateral organisations.
• Put in place mechanisms to strengthen its role as a bridge between divided groups. By promoting spaces for
open discussion and debate CS can build consensus and strengthen the moderate middle ground for peaceful
co-existence.
• Harness its strengths and use its knowledge, unique position and flexibility to bring the issues and concerns of
citizens to the forefront in a productive manner.
• Take full advantage of existing spaces for consultation and collaboration with national and multilateral
organizations, presenting concrete and well-researched reports and policy options for enhanced and
sustained peace and security.
• Strengthen key partnerships and engage stakeholders in a productive and responsible manner.
• Adopt a constructive approach to other domestic and international actors working to forge more
collaborative relationships designed to improve peace, security and livelihoods.
Strategic Objective 6 (Social and Economic): To Strive For an East Africa Where Citizens Have Improved
Productivity and Equitable Access to Resource Control, Allocation and Distribution for Sustainable
Development and Growth
1. Over the last ten years regional trading arrangements have spread, widened and continue to deepen. In the
process many questions are raised than answered, more challenges have been posed – whether they
stimulate growth and investment, facilitate technology transfer, shift comparative advantage towards high
value-added activities, deprive the poor and enrich the affluent, support national reform programs, induce
political stability and cooperation, and respect the laws and principles of asymmetry.
2. The role of gender and age in structuring economic systems is defined in the output and impact. The concept
and application of the customs union (as a welfare and development instrument), common market as wealth
creation instrument, monetary union as an equity instrument, and political federation as a governance and
democratization facility for all can only be evaluated in parity and proportionality.
3. The core problems of poverty, lack of representation and inequality, and attendant violence, corruption and
polarization require complex and long-term solutions, which must be based on strengthening fundamental
elements and principles in societies across the region. Among these elements is the need for:
• Information and ideas that provide citizens, politicians and policy-makers with a common basis for
informed discussion and decision-making;
• Pluralism and respect for difference of opinion;
• Consensus-building techniques that allow citizens to reach agreement and identify common objectives
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for national life at the local, national and regional levels, and
• Heightened transparency and accountability in government activity to ensure that these shared visions
are being implemented by elected officials.
• Citizen empowerment
4. A key element of the EAC Treaty is the extent to which it delivers improved market access and contributes to
the development of Partner States (read the well-being of citizens).
EACSOF’s role is to ensure the citizens realize maximum benefits from the EAC cooperation and integration.
Key Strategies
• Make the EACT and its protocols and commitments work
• Social and economic policy research and analysis of key protocols and commitments
• Mechanisms for people-centred development
• Mainstream citizens into the programs of the EAC
• Monitor the extent to which the EAC Protocols, Commitments and programs deliver improved livelihoods,
growth and development
• Topical studies and seminars
• Ensure the citizens receive the report card on the impact of the EAC effort on their lives
• Political will, determination and action
Strategic Objective 7 (Environment and Natural Resources): To Advance Responsible Utilization of Natural
Resources to Achieve Sustainable Livelihoods, Land Use and Protection of Bio-Diversity
Strategic Objective 8 (Science and Technology): To Support the Harmonization of Policies, Standards and
Practices for Enhanced Competitiveness and Productivity in productive and social sectors.
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Institution Strengthening and Capacity Building
To ensure that the EACSOF Secretariat and national coordination structures are effective and able to deliver on our
programmes and ambitions, and that our key constituents and stakeholders are fully on-board, the organization
will implement a programme of capacity building and institution strengthening in the following areas6:
� Strategic Thinking and Planning
� Research and Action Skills
� Finance and Administration Capability and Capacity
� Communication and Media Skills
� Establishment of Enabling Governance and Administrative Structures
Strategic Objective 1: Integrated Institutional Strengthening and Capacity Building
Who What Outcome Objectives
EACSOF
Secretariat
• Structuring of Secretariat:
Admin, Coordination &
Communication
• Capacity: Research,
Documentation, storage &
Dissemination
� Institutional audit Formats
and procedures
� Engagement mechanisms
with the EAC, partner states
and INGOs/Donors
� Competent &
functional
secretariat
� EACSOF organs &
institutions in place
& operational
� To establish and
strengthen the
EACSOF Organs and
Secretariat to
discharge the
organization’s
mandate
Members
EA Citizens
� Develop organised civil
society institutions at local
and national levels
� Advocates of the citizens
� Members empowered and
take charge
� Members and citizens
engage and interrogate each
other, the state and the
market
� National & Local
chapters &
structures enabled
� Proactive
engagement with
state & other actors
in their communities
� To empower and
strengthen the
citizens and organized
communities to
proactively engage
and promote
sustainable livelihoods
Governments
Private Sector
Political Parties
� Political Will &
Determination
� Enabling Environment and
Space
� Partnership, support &
engagement
� Efficiency & Effectiveness
� Standards & Certification
mechanisms
� Meaningful Social
Responsibility
� Active and accountable
political institutions
� Policy & Practice
change
� Adherence to
policies, practices &
minimum standards
� Development &
economic growth
� Competitiveness
� To cultivate a close
mutually reinforcing
working relationship
with the state, Private
Sector & other
development partners
for equitable and
sustainable
development
6 See grid for planned focus, objectives and expected output
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Strategic Objective 2: To Champion Speedy Policy and Legal Reforms for Effective and Meaningful Civil Society
Participation in Development at all Levels
The process of civil society policy and legal reforms is multi-faceted. Reforms should result in better processes,
inclusive engagement and enhance support for development initiatives and interventions that are people centred
and results oriented.
Key Strategies
o Harmonization of civil society policy, legal and regulatory framework
o Institutionalizing and mainstreaming Results Based Management;
o Develop and promote a framework to increase citizen participation in decision-making and reporting to
citizens on action taken;
o Implementing outcome driven human resources strategy at all levels; and
o Promoting professionalism, integrity and ethics in service delivery.
Functions, Structures and Capacity of EACSOF
This strategic objective addresses aspects of Function, Structure and Capacity including organisational systems and
processes required to deliver the Mandate of the EACSOF to achieve the Vision, Mission and Strategic direction.
Structuring is the term currently used to describe this process of creating organisational systems, processes and
resources in order to ensure that they support the organisational goals. It includes the concept of organisation
design and therefore covers issues such as structure and organisational accountability. The aim of the process is to
create an EACSOF where within a framework of good corporate and public Governance:
• Goals and priorities are commonly understood and shared by all, and everyone in the organization
understands the contribution expected of them;
• Roles and responsibilities are clearly defined and understood, ownership of strategic priorities is defined
and transparent to all, and owners are accountable;
• Key program/project and organizational policies and processes are designed to enable the achievement of
strategic priorities and flow without obstruction through the hierarch of CSOs and people;
• Policy and Process owners are identified and accountable for meeting the Strategic Priorities, and for
effectively coordinating and collaborating with counterparts in Governments, the EAC and other groups;
• Administrative procedures are designed to support the Policies and Processes;
• People in the EAC SOF Secretariat, EACSOF Organs and support infrastructure have, or are able to develop
the competencies needed to fulfil their roles;
• Physical resources support and enable delivery of the organizational goals.
EACSOF is not likely to be effective where:
• Success is not clearly defined or there are too many goals and priorities. This can result in conflicting
efforts, misunderstanding and resources being spread too thinly;
• There is role uncertainty or duplication between the EACSOF Secretariat and Organs. Just as ownership
must be defined for accountability purposes, roles must also be clear for effective leadership to be possible;
and
• There is over-emphasis on administrative procedures and controls – this can be the result of failure to
clarify roles and responsibilities or of failure to re-design processes to meet new demands.
Strategic Objective 1: Functions and Functional Units
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EACSOF was initially established without the benefit of a Strategic Direction. In the light of the goals and
requirements of this Direction 2015 and to fulfill the responsibilities of the EACSOF Secretariat the following
functional units will be established.
The Office of the Secretary General
The Secretary General (SG) shall be head of the EACSOF Secretariat7 and shall carry out the Forum’s mandate. The
SG shall on behalf of EACSOF:
• Carry out coordination and supervision responsibilities
• Oversee all aspects of EACSOF business.
To support him in his role, three directorates shall be created head by Directors. The Directors shall be responsible
for the strategic direction of their directorates as well as ensuring that they contribute effectively to the
achievement of the Strategic Direction 2015 as a whole.
The following directorates will be under the direct supervision of the SG:
5. Directorate of Support Services
6. Directorate of Policy Research and Advocacy
7. Directorate of Programs and Membership Services
Directorate of Support Services
The directorate of support services will provide strategic direction on
o Internal policies and procedures
o Administrative support services;
o Communications strategy;
o Logistics and backstopping;
o Finance management strategy;
o Human resources management development strategy; and
o Performance contracting.
Directorate of Policy Research and Advocacy
The directorate of Policy Research and Advocacy will provide strategic:
o Economic policy and advice;
o environment and natural resources policy and advice;
o social and youth policy and advice;
o political (local governance and democratization) policy and advice;
o Legal and regulatory reform and advice; and
o Science and technology policy and advice.
Directorate of Programs and Membership Services
The directorate of programs and membership services shall provide strategic direction on:
o Membership policy
o Planning, monitoring and evaluation;
o stakeholder engagement;
o implementation and realization of local, national and regional priorities;
o institutional strengthening and capacity building of members and partners;
o program/project development;
o private sector civil society partnership; and
7 Currently this responsibility is discharged by a Coordinator.
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o Coordinate the activities of the key Thematic Committees through supply of timely information.
Key Strategies
Institutional arrangements:
o Strengthening, rationalizing, restructuring and establishing functional units;
o Establishing systems and processes for effective policy making and service delivery;
o Development and implementation of a human resource management strategy;
o Putting in place a robust performance management system;
o Ensuring linked-up Secretariat, organs and institutions; and
o Institutionalizing effective stakeholder and citizen engagement mechanisms.
Deepening Results Based Management:
o Engender a goal-driven performance culture
o Align Strategic Planning and management to EACT;
o Focus on achievement of key priorities using enhanced engagement and delivery skills
o Promote a culture of performance improvement, monitoring and evaluation
Institutional capacity:
• Define and separate powers and responsibilities of the Secretariat, EACSOF Organs, and key thematic
committee • Getting the right people in the right jobs within the Secretariat and operational directorates
• Building leadership capacity within the civil society
• Developing competence on policy development, strategy and service delivery across the civil society
Strategic Objective 2: Structuring of EACSOF
To remain effective, relevant and responsive to its stated mandate, mission and objectives, EACSOF would adopt
the organisational structure that is flexible and growth oriented. Therefore to implement this Strategic Direction,
EACSOF requires an effective institutional framework.
EACSOF will ensure that it has an institutional framework that supports its mandate, has oversight of the executive
functions of its organs and institutions. In this respect, EACSOF will:
o Carry out an oversight role on behalf of its membership and the citizens of East Africa;
o Avoid any duplication of effort or resources related to realizing its mandate;
o Seek to harmonize policies, strategies and conduct across directorates, institutions and organs
o Establish priorities amongst competing issues
o Promote goal-driven culture
o Ensure strategic direction and lateral linkages of the Secretariat
o Define the structure of EACSOF from regional to local levels
Key Strategies
• Establish a full-fledged secretariat
• Build strategic, communication, technical, financial and administrative capacities
• Put in place mechanisms for effective lobbying, advocacy and policy dialogue with state, intergovernmental
organisations and the multilateral bodies.
• Develop and roll appropriate awareness raising programs for CSOs and citizens, the business sector and
governments
• Lead the strengthening and protection of democracy by embodying democratic principles and exercising
democratic values of pluralism, compromise and consensus building in its own management and engagement
with all stakeholders, from citizens, the state, intergovernmental organisations and the multilateral bodies.
• Establishment of cross-sectorial platforms at national level from which thematic group members will be
appointed
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• Explore possibilities of strengthening the governing council to reflect the diversity and representation of all
identified organised constituencies
EACSOF Organogram
The filling of these positions will be in tandem with the growth and capacity of the organisation. Project and
results based management emphasizes the need to match capacity and outcome with results.
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6. RESOURCE MOBILIZATION
The EACSOF shall adopt project-based budgeting in through 2015 in line with Results Based Management
approach being institutionalized at the Secretariat. This is aimed at relating the inputs of resources to the desired
outputs/outcomes. The EACSOF Secretariat, shall therefore, through prioritization identify programmes/projects
derived from its key strategic objectives to be funded during the Strategic Plan period.
These programmes will mainly involve coordination and supervisory functions which will be supported by the
tracking of monitoring and evaluation activities. The programmes will also be supported by various administrative
services.
The resources required to implement this Strategic will be sourced through:
• Members;
• Government budgetary processes;
• Private sector
• The EAC; and
• Development Partners and donor agencies.
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7. IMPLEMENTATION MONITORING AND EVALUATION
EACSOF leadership resolved to set up a monitoring and evaluation process to oversee the implementation of
this plan. The process shall include a committee that meets on a regular basis to review the set strategies,
progress in implementation and the challenges presented. Both the set target and the planned activities will
be reviewed, taking account of the existing resource constraints that EACSOF may be faced with.
The Governing Council, shall through the Secretariat establish a Strategic Direction Implementation and
Monitoring Committee which will coordinate and supervise:
• Preparation of implementation plans and annual work (Operation Plans) by the Directorates, and for each
Operation Plan or Project formulate a logical framework to guide and regulate activities and actions
• Negotiation with governments, business sector, EAC and development partners on rolling out of programs
and their financing
• Preparation and implementation of appropriate resource mobilisation and utilisation plans (Budgets)
• Annual Strategy Audits
Strategy implementation will also involve, among other things, mobilizing drivers of strategic success while
monitoring will track inputs, activities, outputs and determine whether the plan implementation is on course
and also assess how much is being achieved. At the end of the Plan period, there will be an evaluation to assess
the most significant constraints, the most successful activities and generally to assess how well the strategies in
the Plan will have met the set objectives. Both internal and external benchmarking will be done to improve
performance.
The Implementation Plan and Annual Work Plans will form the basis and tools for the M&E process. The
EACSOF staff will undergo training and coaching to ensure that rapid and effective progress is made in M&E
within the constraints of a new establishment and demanding work programme.
Since monitoring and evaluation is a critical part of the service delivery process the Strategic Plan will be
cascaded to more sharply defined performance targets. A Plan-relevant set of performance indicators will be
used both for monitoring and evaluation of the impact of the EACSOF Strategic Direction 2010-2015.
