KAPOETA STATE STRATEGIC PLAN 2015 - 2020

Kapoeta State Mission:

To build a self-sustaining state with a Vibrant Economy and

a Solid Political System with the capacity for participatory,

quality and transparent service delivery.

Francis Bainomugisha (Lead Facilitator), Hon. Sam Felix Makuja, Hon. Epone

Emmanuel Lolimo, Hon. George Echom Ekeno , Locheria Albert Lolibes, Lokuda Elia

Lonyia

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TABLE OF CONTENTS

Contents TABLE OF CONTENTS ........................................................................................................................ 3

1. FOREWORD .............................................................................................................................. 4

1. EXECUTIVE SUMMARY ............................................................................................................. 5

2. ACRONYMS USED ..................................................................................................................... 6

3. STATE DESCRIPTION ................................................................................................................. 7

4. VALUES, VISION AND MISSION STATEMENTS .......................................................................... 8

5. STRATEGIES .............................................................................................................................. 9

6.1 Strategic Objectives ................................................................................................................ 9

6. GOVERNANCE STRUCTURE .................................................................................................... 14

7. COMMUNICATION OF PLAN .................................................................................................. 16

8. MONITORING & EVALUATION OF PLAN................................................................................. 17

9.1 Regular Monitoring of Priority activities by programme staff ............................................. 17

9.2 In-built Monitoring mechanisms .......................................................................................... 17

9.3 Mid Term Evaluation and End of Project Cycle Evaluations ................................................ 18

9.4 Feedback: ............................................................................................................................. 18

9. SUSTAINABILITY OF PLAN ......................................................................................................... 0

9.6 ACTION PLAN – 5 YEARS ((JANUARY 2016 –– DEC 2020) .......................................................... 1

9.7 STRATEGIC ANALYSIS DATA ....................................................................................................... 4

9.8 : LIST OF SEVEN (7) MINISTRIES FOR THE GOVERNMENT OF KAPOETA STATE ..........................

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1. FOREWORD

This document represents the Strategic plan for Kapoeta State for the Five years period January 2016 to December 2020. We believe that a government that focuses on Human Security through quality service delivery can and, will have a major positive impact in our common struggle to create a self-sustaining state. Good Governance is and should be different in Kapoeta State, given the social/cultural context. We believe that the State currently has a unique opportunity to emphasize this and it is our stated mission to transform this belief

into action for the benefit of the people. The contents of this Strategic plan are hereby approved by the Governor for immediate implementation. All key stakeholders are encouraged to read and understand the fundamental reasons for Kapoeta State’s existence, and participate where appropriate in the strategic directions indicated herein. Congratulations to all those Steering Committee members who spent their valuable time and energy participating in the Strategic planning process. It has

been much anticipated and discussed over the last month or more, with the formal process actually starting in January 2016 and taking 1 month to get to this stage. We hope that the end result makes it easy for the reader to grasp quickly just what Kapoeta State stands for. This document is flexible, and is indicative of an ongoing process rather than a one-off document ‘set in stone’. Over the period 2016 to 2020, as a government we will be periodically reviewing our progress towards the goals and objectives we have set ourselves, and continuously adapting our activities to suit the national

cum external environments and our internal capacity. We enthusiastically welcome you, the reader, to join in this journey with us at Kapoeta State.

Kapoeta, 29the

January 2016

Signed ____________________________ H.E Louis Lobong Lojore. 1st Governor Kapoeta State

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1. EXECUTIVE SUMMARY

Kapoeta State is one of the newly formed states of the Republic of South Sudan by

the Presidential order Number 36/2015 of October 2nd, 2015 that enabled the

creation of 28 states from the former 10 states. This new State was curved out of

the former Eastern Equatoria state. The state capital is Kapoeta. The Vision of

Kapoeta State is to see “A United, Peaceful, Harmonious, Prosperous and Secure

State based on Justice, Equality, and Respect for Human Rights, Dignity and Rule

of Law”. Our stated Mission is “to build a self-sustaining state with a Vibrant

Economy and a Solid Political System with the capacity for participatory quality and

transparent service delivery”.

This Five year Strategic Plan sets out the strategies to be employed, the outputs generated, and the objectives that will need to be reached along the way, over the period January 2016 - December 2020.

The Strategic Objectives are:

SO1. Promote effective governance and service delivery practices in the democratic context;

SO2. Increase recognition of Peace and Security as critical to effectiveness of governance and development programming;

SO3. Strengthen state capacity, credibility and visibility of Kapoeta state.

The government will support and administer Kapoeta state’s programs and activities. It is envisaged that the government should not be a large and costly institution, but will work specifically to harness the energy, skills and experience of the citizens in improving the use of valuable resources for Peace, Security and Development issues across the state. After all, it is the capacity of the community members themselves that will be built in various state locations and fields of work.

The executive will execute while the legislature oversees the whole process, and through a handful of sub-committees, supervise the build-up and implementation of these activities.

The key inputs available are 1) funds (budget) allocated by national government to the State of Kapoeta and 2) Human resources of the Cabinet, Directors and the ministry officials. It is already clear that a robust resource mobilization strategy will need to be written and implemented to fund the full extent of this plan (see Appendix 1).

The development of this Strategic Plan took over a month (December 2015-

January 2016), and was highly participative, drawing on the views and experience of numerous stakeholders. These included lengthy in-person contributions of the Steering Committee members, the state Government, MPs, Community members and a Consultant to facilitate the process.

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2. ACRONYMS USED

BAA : BUYA ADMINISTRATIVE AREA

BUDI: BUYA/DIDINGA

CPA : COMPREHENSIVE PEACE AGREEMENT

DPS: DISPUTED POPULATION CENSUS

EES: EASTERN EQUATORIA STATE

J/M AA: JIE/MOGOS COUNTY

KAA : KAUTO ADMINISTRATIVE AREA

KEC : KAPOETA EAST COUNTY

KNC : KAPOETA SOUTH COUNTY

KSC: KAPOETA SOUTH COUNTY

KS : KAPOETA STATE

OD : ORGANIZATIONAL DEVELOPMENT

SO : STRATEGIC OBJECTIVES

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3. STATE DESCRIPTION

Kapoeta State is one of the newly formed states of the Republic of South Sudan by the Presidential Order Number 36/2015 of October 2nd, 2015 that enabled the creation of 28 states from the former 10 states. This new State was curved out of the former Eastern Equatoria state. The state capital is Kapoeta, the former district headquarters during the British colonial administration. Kapoeta was also the Capital of Eastern Equatoria State

during the Arab regime but was transferred to Torit after the CPA by the then Parliament. The state is composed of Eight counties of Kapoeta North, Kapoeta East, Kapoeta South

and Budi, Ngauro, Kimotong, Kauto,JIMO as well as two administrative areas of Katiko

and Karkomuge

Currently the state population is estimated at 1 Million persons though as per the 2008 Disputed Population Census, Kapoeta State has a total Population of 445,750. At that time a big population of the state was not registered due to displacement, refuge, nomadism of the people.

Geographically, the State strategically lies at the South Eastern corner of the Republic of

South Sudan. It has three international boundaries with Uganda to the south, Ethiopia to

the East and Kenya to the south east including the disputed Ilemi Triangle. Internally, it

is also bordered by Boma State to the north and Imotong State to the west.

The state is inhabited by diverse ethnic background that includes the Toposa speaking

groups (Nyangatom, Jie, Teus and Toposa), Didinga and Buya tribes. All of them are Agro-

pastoralist.

The state has rich and diverse physical features and climate. It has mountains and

scattered hills separated by extensive flatlands and valleys though mostly covered with

plains and grasslands. The most outstanding feature is the great Kidepo Valley. The

Climate is so beautiful with a six-month uni-modal rainy period, which promotes a flush

evergreen belt especially to the Southern mountainous part of the State.

The Economy of the state presents a huge opportunity for economic growth and

development thanks to the strategic location with multiple bordering countries and nation

states for cross border trade. The state private sector remains undeveloped which

presents an opportunity for local and foreign investment.

The State is endowed with diverse natural resources, both renewable and non-renewable,

ranging from the rich alluvial agricultural land for farming, animal resources, wildlife

conservation, forests resources that include; timber, Gum Africa (Arabica) and abundant

mineral deposits such as Gold, Oil, Uranium, Diamond and Mercury. Agriculture, Animal

Resources, Wildlife Conservation and Tourism are the key potential sources of a vibrant

economy.

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4. VALUES, VISION AND MISSION STATEMENTS

During the course of the strategic planning process the following statements were

produced by general consensus of participants at various meetings. They are internally

coherent, building one on the other: Mission - on Vision - on Values. These now

guide and direct all future activity and actions by Kapoeta state:

The Vision of Kapoeta state is what our dreams are made of… • A United, Peaceful,

Harmonious, Prosperous and Secure State based on Justice, Equality, and

Respect for Human Rights, Dignity and Rule of Law.

The Mission of Kapoeta state is the reason we exist … • To build a self-sustaining state

with a Vibrant Economy and a Solid Political System with the capacity for

participatory quality and transparent service delivery.

The Values of Kapoeta state are the fundamental guiding principles that shape the

way we think and behave. We are committed to…

….. Patriotism ….Unity and Commitment

…. Empowerment ….Diversity, Harmony &

Inclusiveness

…. Dignity and Integrity …. Equality and Equity

…. Transparency …. Accountability

…. Stability …. Ownership

….. Creativity ……Inovation

….. Selflessness ….. Hard work and Self-reliance

…. Success …. Sustainability

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5. STRATEGIES

6.1. Strategic Objectives

This plan seeks to achieve its mission by delivering service in a transparent and

accountable manner based on equity and equality to all stakeholders. We shall be

providing good governance to facilitate creation of a vibrant economy and functional

political systems. To achieve this we shall equip all stakeholders with tools, developing

capacity and promoting quality systems such that, at the end of the period, a review of

progress will find that work has been carried out as described in the three Strategic

Objectives as follows:

SO1. Promote effective governance and service delivery practices in the democratic context;

SO2. Increase recognition of Peace and Security as critical to effectiveness of governance and development programming;

SO3. Strengthen state capacity, credibility and visibility of Kapoeta state.

The complete list of outline proposed activities, together with the required inputs of

finance and human resources can be found in the Action Plan log frame at Appendix 1.

The implementation of the plan will require a great deal of flexibility and initiative from

the implementers in order to be successful, and therefore the outline activities and input

required in the Appendix shall only be regarded as a guideline to the implementation of

the plan, which will have to be developed and expanded as experience is gained.

It is imperative though that the government of Kapoeta State enforces the implementation through its monitoring and evaluation unit.

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KAPOETA STATE ACTION PLAN LOG FRAME

KAPOETA STATE VISION

A United, Peaceful, Harmonious, Prosperous and Secure State based on Justice, Equality, and Respect for Human

Rights, Dignity and Rule of Law.

KAPOETA STATE MISSION

To build a self-sustaining state with a Vibrant Economy and a Solid Political System with the capacity for

participatory quality and transparent service delivery.

STRATEGIC OBJECTIVES

I. Promote effective governance and service delivery practices in the democratic context;

II: Increase recognition of peace and Security as critical to effectiveness of governance and development programming;

III: Strengthen state capacity, credibility and visibility of Namorunyang state.

KEY ACTIVITIES

• Establish and form a state government • Conduct a strategic planning conference with elites/intellectuals of the state • Formation of model cooperatives and re-

instatement of old ones

• Document best practices & lessons learnt • Identify, negotiate and sign MoU with Air

transport companies in Juba for regular flights

to Kapoeta-Juba, Juba-Kapoeta

• Establish and facilitate a Banking System

• Organize annual focused workshops and conferences • Identification of Resources for Participation in

the state and National programmes

• Improve livestock production by cross-

breeding and market identification and input

provision

• Conduct Reconciliation , Peace and Healing Conferences • Urgent opening of Loele –Naita

road , deployment of police and

wildlife rangers

• Design advocacy strategy, implement, monitor, and evaluate effectiveness • Develop and strengthen partnerships for promotion of Education • Baseline Survey of the Conflict

and Development situation

• Deployment of security and

organized forces in core areas

• Ensure access to clean

drinking water

• Survey of Kapoeta City (master plan)

• Visits to the model Countries for information

exchanges and inter-governmental linkages

• Recruit staff for government ministries and

departments

• Develop and implement

resource mobilization strategy

• Opening of the core roads

• Renovate and Relocate Kapoeta Airstrip • Develop financial and

administrative systems

• Send delegations to various Countries to lobby

for investments to the State

• Capacity building and Planning for Human

Resource in the state

• Establish an interactive website

• Survey and exploration of natural resources in

the State

• Develop Training tools and materials in areas of

Peace building

• Mobilize resources and citizens to urgently open roads for access to market and security

OUTPUTS

1.1 Quality in Governance promoted 1.2 Governance practitioners provided with tools, resources and lesson learned 1.3 Centres of Excellence & Governance established

2.1 Advocacy conducted for Democracy and Good Governance as an integral component of human security and development programming

3.1 Governance and administrative structures strengthened 3.2 Communications strengthened between duty bearers and rights holders 3.3 Bilateral relationships established

KEY INDICATORS OF PROGRESS

• Number of downloads of strategic resource materials on website links or distributed copies • Number of practitioners assessed and certified in Governance competencies • Number of courses offered and individuals trained in Governance and Service delivery

• Number of participants at regional workshops and conferences • Number of key HS&D program managers, decision- makers, donors that received documentation of the effectiveness of Education for Peace and Security

• Number of bilateral partners • Number of quarterly work-plan targets met 100%

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SO1. Promote effective governance and service delivery practices in the

democratic context;

Many different methods will be used to get democracy, good governance and development

messages across to the public effectively. If we assume that good governance enhances

the effectiveness of service delivery and state development programming, then we should

take steps to highlight effective methodologies and effective programs. In this way, others

may follow the example, raise the overall standards, and reach the recipient with the

message.

African democracy and development issues are unique. We believe that it is not wholly

appropriate to simply copy approaches and strategies created and intended for another

social/cultural context, for use in Kapoeta state setting. For example, in Kapoeta state it

is largely the interpersonal approaches which have been shown to work, rather than a

mass-media approach.

The strategies necessary to achieve the above Strategic Objective are:

− Document and disseminate evidence that democracy actually

works in Namorunyang state;

− Define and promote quality in service delivery, by publicizing

lessons learnt (positive and negative), setting appropriate standards of

practice and establishing an annual benchmark award for excellence in the

field;

− Provide practitioners with the tools and resources they need by

gathering and sharing lessons learnt and promising practices;

− Build the capacity of the chosen “Canters of Excellence”

Activities will be carried out as follows:

• Establish and form a state government

• Conduct a strategic planning conference with elites/intellectuals of the state

• Formation of model cooperatives and re-instatement of old ones

• Document best practices & lessons learnt

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• Identify, negotiate and sign MoU with Air transport companies in Juba for regular

flights to Kapoeta-Juba, Juba-Kapoeta

• Establish and facilitate a Banking System

• Improve livestock production by cross-breeding and market identification as well

as provision of core inputs for production

• Organize annual focused workshops and conferences

• Identification of Resources for Participation in the state and National programs

SO2. Increase recognition of Peace and Security as critical to effectiveness of governance and development programming;

Whilst practitioners in this field are clear about the importance of Peace and Security for

ensuring effectiveness of governance and development programs, this is not always true

of other stakeholders, e.g. donor agencies, national governments, non-governmental

organizations. Kapoeta state will seek to drive home the clear message that peace and

security are critical, and will do this using evidence and theory compiled in Africa. This

advocacy is expected to be fielded in places of influence both within and outside Kapoeta

state.

This Strategic Objective is dependent on the prior enabling provided by activities to be

carried out under SO1 and SO3. Therefore SO2 activities should be integrated throughout

this Strategic Plan.

The Strategy necessary to achieve the above Strategic Objective is:

− Conduct advocacy for ‘Peace and Security as an integral

component of human security and development’, amongst

influential policy- and decision-makers in Kapoeta state and

Beyond;

Activities will be carried out as follows:

• Conduct Reconciliation , Peace and Healing Conferences

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• Urgent opening of Loele – Naita road , deployment of police and wildlife

ranger

• Design advocacy strategy, implement, monitor, and evaluate effectiveness

• Deployment of security and organized forces in core areas

• Ensure access to clean drinking water through establishment of water

supply areas.

• Develop and strengthen partnerships for promotion of Peace and Security

• Baseline Survey of the Conflict and Development situation

• Document and disseminate existing evidence of Peace and Security used

in nation building and development programming;

• Devise and write an appropriate advocacy strategy, using primary

research data collected from key respondents within South Sudan;

• Launch and implement that strategy, through developing specific

partnerships with influential individuals and institutions within and outside

South Sudan ;

• Evaluate effectiveness and redesign strategy as necessary.

SO3. Strengthen state capacity, credibility and visibility of Kapoeta state.

Kapoeta state was just created in December 2015 by presidential Order and has with

doubt achieved much in that time. The little so far achieved is in the face of very limited

internal capacity and volunteers. Administrative and financial systems are undeveloped

and totally reliant upon the current governor, the Ag. Secretary General and other

government stakeholders. All these inadequacies cannot remain this way if SO1 and SO2

are to be fulfilled. Hence SO3 seeks to build sustainable internal capacity, increasing

staffing and equipping them with policies, plans and diversified funding sources. It will

also find ways of promoting Namorunyang state by and through the work that is being

done in SO1 and SO2. The state exists for its leadership and the public, and leadership

should be as broad as there is demand for services, not just in governance but in the

wider economic, political, socio-cultural and development spheres in Kapoeta state.

The strategies necessary to achieve the above Strategic Objective are:

− Strengthen the governance and administrative structures of

Kapoeta state, ensuring that it is legally constituted, appropriately

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staffed and funded for sustainability, and that roles and responsibilities of

the cabinet and government are clearly defined;

− Strengthen communication between the government and

public, through the web portal, conferences, e-mail and postal mail

correspondence, posters, list servers etc. and facilitate linkages between

public to develop local and national forums;

− Broaden ownership, technical areas and focus beyond state

governance, by recruiting members from diverse sectors, geographical

and technical areas, and offering tools and resources relevant to their

work;

Activities will be carried out as follows:

− Review and define staffing requirement for the government, then carry

out an appropriate recruitment exercise to fill vacancies and induct staff;

− Survey of Kapoeta City (master plan)

− Visits to the model Countries for information exchanges and inter-

governmental linkages

− Recruit staff for government ministries and departments

− Mobilize resources and citizens to urgently open for access to market and

security

− Develop and implement resource mobilization strategy

− Renovate Kapoeta Airstrip

− Develop financial and administrative systems

− Send delegations to various Countries to lobby for investments to the State

− Capacity building and Planning for Human Resource in the state

− Establish an interactive website

− Survey and exploration of natural resources in the State

− Develop Training tools and materials in areas of Peace building

It is important to acknowledge the fact that these core strategic objectives, strategies and activities thereof are a reflection of the Kapoeta state priorities attached in Appendix

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1. GOVERNANCE STRUCTURE

The following structure will be necessary to provide oversight and management of the

state during the period of this strategic plan. Ministerial sub-committees may be added or

removed from time to time as required, and these decisions will be taken by the Cabinet.

We have the Governor, Deputy Governor, Three Advisors, Ministers, Commissioners,

Secretary General, Director Generals, Directors, and all other technical and support staff.

GOVERNOR

DEPUTY GOVERNOR

ADVISOR ADVISOR ADVISOR

MOIC Y& S

MOLG LEW

MOFE PIMI

MOEG&SW

MOH&E CSD

MOPI TRB

MOAF ARD

DIRECTOR GENERALS FOR MINISTRIES

DIRECTORS FOR MINISTRIES

TECHNICAL STAFF SUPPORT STAFF ADMINISTRATIVE STAFF

SECRETARY GENERAL

COUNTY COMMISSSIONERS

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2. COMMUNICATION OF PLAN

This strategic plan needs to be owned by all stakeholders for it to be effectively

implemented and relevant. By implication it must be communicated accordingly to the

various stakeholders. For this to work attention should be paid to the following;

1) Note that certain groups of stakeholders might get complete copies of the plan,

including appendices, while other groups (usually outside of the government) might

receive only the body of the plan without its appendices.

2) Every member of the government should get a copy of the plan.

3) Distribute all (or highlights from) the plan to everyone in the state department. It's

amazing how staff members gain quick context, appreciation, and meaning from

review of the strategic plan.

4) Post the Mission and Vision statements and Values on the walls of the main office.

5) Publish all or portions of the plan on the government website, in the regular

newsletter, and advertising and marketing materials (brochures, ads, etc.).

6) Train the cabinet members and staff on portions of the plan during orientations.

7) Include portions of the plan in policies and procedures, including the human

resources/ employee manual.

8) Consider providing copies (or highlights) of the plan to major stakeholders, for

example, national government in Juba , funders/investors, professional associations,

potential collaborators, vendors/suppliers, etc.

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3. MONITORING & EVALUATION OF PLAN

Monitoring and evaluation is an important activity for Kapoeta state work. Monitoring and

evaluation of the state will happen at different levels using strategies outlined below.

9.1 Regular Monitoring of Priority activities by programme staff

The state will engage a monitoring and evaluation (M&E) consultant to develop an M&E

framework that will be used to track progress made against achievement of state set goals

and objectives as outlined in activities for the SOs 1 to 3. All staff will receive training on

M&E. The M&E consultant will develop monitoring forms or a system that will be used by

staff to capture data on activity indicators. The monitoring information will be analyzed

regularly and documented in quarterly and annual monitoring reports.

9.2 In-built Monitoring mechanisms

The state will use a number of in-built systems to monitor progress on government work.

The in-built system will include monitoring by different stakeholders who include the

Executive, Legislature, Commissions and Funding Partners. The following avenues will be

used for monitoring government work on priority areas:

• Government and staff meetings: held at least once or twice a week

• Quarterly state Meetings: The Cabinet will provide programme updates to

the Governor

• Annual and Bi-Annual Conferences: The state will have opportunities to

bring together its stakeholders through conferences. Focused Conferences will be

organized annually. These conferences provide an opportunity for all implementing

stakeholders and possibly funding partners to share progress on achievement,

state goals and objectives.

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• Donors Programme Updates: The government should organize donors up-

dates on priority areas at least twice a year. At such meetings the representative

of Cabinet will share highlights on programme updates and important policy issues.

9.3 Mid Term Evaluation and End of Project Cycle Evaluations

The state will commission independent external consultants to conduct both the Mid-Term

and End of Project Cycle Evaluations. The Mid-Term evaluation is scheduled for any one

month before and after mid-way through the project cycle. The results from the mid-term

evaluation will provide guidance for programme interventions during the second half of

the project cycle. An end of project evaluation is scheduled for any one month, three

months before completion of the project cycle. Both external evaluations will among other

things evaluate the following three broad components/areas of evaluations:

• Assessment of Programme effectiveness;

• Finance and Administration Issues; and

• Organizational Development (OD) issues - Governance and others.

It is important to note that external consultants will be identified from groups who will not

present a conflict of interest for the government. They will not, at least be identified from

members of the government or its donors.

9.4 Feedback:

Following periodic reports, information will be passed back to the state to take appropriate

action to bring activities in line with the plan, or to flex the plan to cope with new realities

in the environment.

9.5 Sustainability of plan.

It is critical that at the start of this three year planning period, the state put in place measures that

will prove sustainable over the medium-long term. The state should not be totally dependent on

the donor for everyday activities, but should be self-driven with funding from diverse sources (e.g.

state revenues and fees, institutional donors, corporate sponsorship, consultancy fee income etc.)

For these reasons the state government will put in place a sub-committee with the mandate to

drive and achieve the desired result (see Governance Structure diagram in 7. above).

The following are relevant activities to be carried out in the course of this planning period:

− Develop a resource mobilization plan which, when adopted, will provide the state with

financial sustainability by the end of this planning period;

− Devise and maintain appropriate systems that befit an independent organization

covering finance, human resources, operations/ administration, to include opening bank accounts,

policies and procedures;

− Develop guidelines to enable creation of sustainable mechanisms by stakeholders in various

counties;

− Broaden the government’s focus onto wider Human Security and development issues

- gather peace and security tools and materials in four technical areas beyond the existing

governance ;

− Provide a Kapoeta presence at international/ national conferences to recruit members and

publicize the state, its vision and mission;

− Develop a targeted stakeholder campaign to attract new development partners from related

professions/sectors;

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Appendix 1: ACTION PLAN -- 5 YEARS ((JANUARY 2016 –– DEC 2020)

Vision:

•A United, Peaceful, Harmonious, Prosperous and Secure State based on Justice, Equality, and Respect for

Human Rights, Dignity and Rule of Law.

Mission:

• To build a self-sustaining state with a Vibrant Economy and a Solid Political System with the capacity for

Participatory quality and transparent service delivery.

Strategic Objectives , Outputs

and Work Activities: Means to implement

activities: personnel,

equipment, training,

studies, facilities etc.

Responsibility: Timeline and Budget Cost (US$):

Year 1 Yr. 2 Yrs. 3

1. PROMOTE EFFECTIVE GOVERNANCE AND SERVICE DELIVERY PRACTICES IN THE DEMOCRATIC CONTEXT

1.1 Quality in Governance

promoted

1.1.1 Establish and form a

state government

1.1.2 Conduct a strategic

planning conference with

elites/intellectuals of the state

1.1.3 Formation of model

cooperatives and re-

instatement of old ones

1.2 Governance practitioners provided with tools, resources and lesson learned

1.2.1 Establish and facilitate a

Banking System

1.2.2 Document best practices

& lessons learned

1.2.3 Organize annual focused

workshops and conferences

1.2.4 Identification of

Resources for Participation in

the state and National

programmes

2

1.3 Centres of Excellence &

Governance established

1.3.1 Identify, negotiate and

sign MoU with Air transport

companies in Juba for regular

flights to Kapoeta-Juba, Juba-

Kapoeta

1.3.2 Support CoEs to conduct,

document & disseminate

research

2. INCREASE RECOGNITION OF PEACE AND SECURITY AS CRITICAL TO EFFECTIVENESS OF GOVERNANCE AND

DEVELOPMENT PROGRAMMING;

2.1 Advocacy conducted for Democracy and Good Governance as an integral component of human security and development programming

2.1.1. • Conduct

Reconciliation , Peace and

Healing Conferences

2.1.2 • Urgent opening of

Loele –Naita road ,

deployment of police and

wildlife rangers

2.1.3 Design advocacy

strategy, implement, monitor,

and evaluate effectiveness

2.1.4 Develop and strengthen

partnerships for promotion of

Education

2.1.5 Baseline Survey of the

Conflict and Development

situation

2.1.6 Evaluate effectiveness &

redesign advocacy strategy

2.1.7 Ensure linkages to SO1

and SO3

3. STRENGTHEN STATE CAPACITY, CREDIBILITY AND VISIBILITY OF NAMORUNYANG STATE

3.1 Governance &

administrative structures

strengthened

3.1.1 Survey of Kapoeta City

(master plan)

-

3

3.1.2 Capacity building and

Planning for Human Resource

in the state including

recruitment of staff for

government ministries and

departments

.31.3 Develop a Resource

mobilisation plan & engage

potential funders

3.1.4 Develop finance and

administrative systems

including policy &

procedure manuals, HR,

operations management,

controls and reporting

3.1.5 Rehabilitate Kapoeta

Airstrip

3.1.6 Opening of the following

roads

3.2 Communications

strengthened between duty

bearers and rights holders

3.2.1 Establish an interactive

website

3.2.2 Develop Training tools

and materials in areas of Peace

building

3.2.3 • Survey and exploration

of natural resources in the

State

3.3 Bilateral relationships

established

3.3.1 Send delegations to

various Countries to

lobby for investments to

the State

3.3.2 Visits to the model

Countries for information

exchanges and inter-

governmental linkages

ANNUAL sub-totals (US$)

Total BUDGET (US$)

4

Appendix 2: STRATEGIC ANALYSIS DATA

The following table shows the results of a scan of the state environment in which Kapoeta State finds itself: Internal issues (Strengths and Challenges), and External issues (Opportunities and Threats).

STRENGTHS CHALLENGES

• Diversity of skills and experiences in state • Expanding large population • Competent communicators

• Existing institutional arrangements • Commitment and voluntarism • Strong technical support • Availability of financial resources ( budget allocation)

• Ability to communicate quickly electronically • A clear mission and vision • Strategic planning process begun

• Existing annual work plans

• Under-staffed secretariat • Voluntarism among ad hoc government committees

• Effectively reaching all stakeholders • Expanding at state level so quickly • No financial benefit to join/participate government activities

• Diverse languages among members • Only working in English • Sustainability challenges

• Gaps in funding • Low visibility of the Namorunyang state • Constituting a government body • No strategic plan yet (in progress)

OPPORTUNITIES THREATS

• Able to work with neighboring states (Imotong and Boma and neighboring Countries of Uganda, Kenya and Ethiopia) • Large donor community – expanded funding for Human Security • Emerging human security and development interventions –

Millennium Development Goals • Greater acceptance /opportunities for Pan-African programs • Tremendous need and demand for education services

• Increased general interest in Democracy and Governance • Increased demand to demonstrate impact / effectiveness of good governance • Expanding technology

• New opportunities with academia, and other NGOs • Deepening relationships with partner organizations • National fora for Peace building and Governance • Availability of materials on Peace , Security and Development

• Increased political will for Human Security

• Competition for donor funding • Donor agenda changing • Elimination of regional programs

• Brain drain (out of state and out of the field) • Unstable economic and political

environment • Social-cultural differences in South Sudan • Fear of change

• Limited number of educated professionals • Low political commitment

• Lack of coordination at country level • Lack of evaluation of Peace and Security programs

5

STATE MINISTRIES AND AGENCIES.

1. State Secretariat General

2. State Ministry of Local Government and Law Enforcement.

3. State Ministry of Finance and Public Service

4. State Ministry of Information, Culture and Youth and Sports.

5. State Ministry of Education, Gender and Social Welfare.

6. State Ministry Health and Environment

7. State Ministry of Physical Infrastructure

8. State Ministry of Agriculture, Animal Resources and Fisheries

STATE COMMISSIONS.

1. State Peace Commission

2. State Revenue Authority

3. State Investment Corporation.