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EVANGELICAL LUTHERAN CHURCH IN TANZANIA

EAST OF LAKE VICTORIA DIOCESE

STRATEGIC PLAN

2014-2018

ELCT – East of Lake Victoria DioceseP O Box 423, Mwanza. Tanzania.www.elvd.net, [email protected], FB: @ELVD-ELCT.

ELVD STRATEGIC PLAN 2014-2018

KKKT - DMZV

mailto:[email protected]

http://www.elvd.net/

Contents

Message from the Bishop....................................................................................................3EXECUTIVE SUMMARY..........................................................................................................4BACKGROUND INFORMATION.............................................................................................5ECONOMY............................................................................................................................ 5SOCIAL ECONOMIC CONTEXT..............................................................................................6GOVERNANCE AND MANAGEMENT STRUCTURE..................................................................7PROGRAM AND PROJECTS....................................................................................................81. Education Governance and Management Improvement Program.................................8Program Key Objectives......................................................................................................92. Advocacy Desk..............................................................................................................9Program Key Objectives......................................................................................................93. ELCT and BAKWATA Mrutilima Sexual and Reproductive Health Rights........................104. Child Sponsorship........................................................................................................105. ELCT/ELVD PACT Pamoja Tuwalee...............................................................................11Project Key Objectives.......................................................................................................126. Forum SYD Social Accountability.................................................................................127. Partnership with other Churches, Dioceses and Mission Organizations......................13ELVD REVISED VISION, MISSION AND CORE VALUES.........................................................14STRATEGIC (SWOT) ANALYSIS...........................................................................................15STRATEGIC DIRECTION......................................................................................................17STRATEGIC DIRECTION 1: NURTURE SPIRITUAL GROWTH BY SERVING THE CHRISTIANS OF THE DIOCESE .................................................................................................................... 18STRATEGIC DIRECTION 2: STRENGHTEN THE DIACONAL WORK OF THE DIOCESE AT ALL LEVELS.............................................................................................................................. 19STRATEGIC DIRECTION 3: PROVIDE GOOD STEWARDSHIP OF ELVD’S PROPERTY.............20STRATEGIC DIRECTION 4: BUILD AND DEVELOP THE CAPACITY OF ELVD IN FINANCIAL STEWARDSHIP, MANAGEMENT AND LEADERSHIP SKILLS..................................................21STRATEGIC DIRECTION 5:PROVIDE SUFFICIENT RESOURCES OF MONEY AND STAFF .......22STRATEGIC DIRECTION 6: ESTABLISH AN INTEGRATED COMMUNICATION SYSTEM ..........23STRATEGIC DIRECTION 7: FOSTER A CULTURE OF MONITORING AND EVALUATION..........24Summary........................................................................................................................... 25


Message from the Bishop

What will our Diocese be like in 2018? We are “Growing Together.” Prior to this participatory strategic plan, we gathered together as a diocese in a workshop to discuss and assess where we are today and to develop a shared vision of where we want to go and what we want our Diocese to be like. Together we came up with a revised mission statement and a set of commitments that will enable us realize our vision. The assessment we undertook and the vision statement that we came up with can be viewed as the end posts of a road marking a journey that the Diocese is beginning to take. Having defined the start and the finish, it is necessary to define the best road to take us to the finish – our vision of the future. This strategic plan accomplishes that purpose by defining goals and objectives that are consistent with our vision and our commitments, by assigning responsibility for their accomplishment, and by establishing a process for identifying milestones and dates for their completion.

This strategic planning effort was conducted in the last quarter of 2013 and was sponsored by Forum Syd. Forum Syd is a member-organization which includes Swedish organizations involved in development cooperation. The purpose of Forum Syd is to contribute to the benefit and value of its members. This is done by working towards the commonly decided vision and by strengthening, supporting, complementing, enabling and facilitating the activities of its partner members. Forum Syd contributes to the work of its partners through technical and financial support. ForumSyd sponsored this strategic plan to strengthen the internal capacities of the Diocese and guide the development of ELVD activities.

This strategic plan is not the final answer. Rather, it is a living document that can be used and shaped by leaders over the plan’s period (2014 – 2018). It will be used to guide and promote the actions necessary to achieve our vision. It, therefore, should be reviewed annually and modified as necessary in light of changing circumstances.

+Andrew Petro Gulle,ELCT-ELVD


EXECUTIVE SUMMARY"Where there is no vision, the people will perish...." (Proverbs 29:1)

These words, taken from the holy Bible demonstrate the need for churches like other organizations, to map out their strategic plans. The Bible does teach planning both implicitly and explicitly. For example, when we study creation, it is obvious that God worked with a master plan. Within this context, ELVD realizes the need to move forward and focus on the next five years by improving its programmes, diversifying its donor base and empowering the target group in a manner that builds self-reliance. This strategic planning is anchored on these premises of empowerment and organizational sustainability.

In this Strategic plan 2014-18, ELVD describes a systematic planning process involving a number of steps that identify the current status of the diocese, including its mission, vision for the future, operating values, needs (strengths, weaknesses, opportunities, and threats), goals, prioritized actions and strategies, action plans, and monitoring plans.

The Diocese knows that in order for the church to flourish, everyone needs to participate fully in the affairs of the church and ensure the Diocese’s goals are met. The total amount of funds needed to accomplish this strategic plan amounts to approximately Tshs. 4,361,813,216 which shall be sourced locally and externally.

In order to create a sustainable and dynamic organization, solidify its mandate and provide strategic focus, ELVD’s vision, mission and core values were revised so as to match with the strategic direction of sustainability and self reliance among its beneficiaries.


BACKGROUND INFORMATION: Description The registered trustees of Evangelical Lutheran Church in Tanzania-East of Lake Victoria Diocese (ELCT-ELVD) are a body incorporated under the provisions of the Trustees’ Tanzania Incorporation Act (CAP.318 R.E.2002) registered on 22nd day of March 2010 as Faith Based Organization (FBO).

The East of Lake Victoria Diocese (ELVD) is one of the 22 Dioceses of the Evangelical Lutheran Church in Tanzania (ELCT). The Diocese covers area of two regions: Mwanza and Geita. National data indicates that this area covers 17% of the country’s population.

Historically, East of Lake Victoria Diocese originated from Central Synod, now known as the Central Diocese of the ELCT. The East of Lake Victoria Diocese was inaugurated as an independent diocese on May 14, 1989 with seven parishes. Today, the diocese serves 32 parishes with a higher Christian growth rate than in other areas.

The ELVD Head Quarter is situated in Mwanza, which is the second largest city in Tanzania, located next to Lake Victoria about 1,200 km north west of Dar-es-Salaam the business city of Tanzania. Mwanza is near other East African capital cities, such as Nairobi in Kenya, Kampala in Uganda, Bujumbura in Burundi and Kigali in Rwanda. Mwanza is also near to the Serengeti National Park.

ECONOMYThe economy of Mwanza region is dominated by smallholder agriculture employing about 85% of the region population and is complimented by the expanding fisheries industries. The main food crops are maize, cassava, sorghum, millet, sweet potatoes and legumes. Cotton and paddy have been the major cash crops for the past 50 to 60 years. The region is the leading producer of cotton in Tanzania and has been badly affected by the decline of cotton production over the


last two decade. This decline has resulted in low profitability and inefficient marketing arrangements. In Mwanza region, fisheries are the dominant industry for foreign exchange.

The rural population of Mwanza region has, however, continued to live in abject poverty. The agricultural conditions have continued to decline, mainly due to poor soil condition and erratic rainfalls. The region therefore continues to experience food shortages.

The region continued to lose some of its tree cover due to extensive clearing of forests for agriculture activities, timber, poles and firewood without replacement. Firewood accounts for 95 % of total domestic energy used in the region.

SOCIAL ECONOMIC CONTEXTThe dominant ethnic group in Mwanza and Geita regions is Sukuma, the other major ethnic groups are Wakerewe, Sumbwe, Zinza and Nyamwezi. Most ethnic groups present in Tanzania can be found in urban areas.

The Sukuma are nomadic group that adheres strongly to their culture and traditions. They move from one place to another, seeking pastures and water. The traditional dancing particularly during harvest time, leads to immoral practices, even among Christians. The Sukuma love music and one noticeable phenomenon is their attachment to radio. The traditional dancing encourages free and sometimes forced sex with young girls, putting many of them at the risk of contracting HIV/AIDS. HIV/AIDS prevalence is estimated at about 8 to 10 %, even though HIV awareness initiatives are in place. Other traditional practices include worship of the dead and the practice of witchcraft. The fear of witchcraft is seen to be a major contributing factor to a disconnect that exists between the elite and their local communities, with most of the elite staying in the urban centers. It is common to see people wearing disguised protective ornaments. The Sukuma are known for their extravagant spending and during harvest engage in a period of harvesting for three months. Sexual activities also tend to be high


during the harvesting period, making it one of the areas with the highest birth rates in Tanzania. It is common among the Sukuma for men to have up to 10 wives, and it is a society where women are still suppressed socially and economically. Another noted phenomenon is the high divorce rates, mainly attributed to the masculinity behaviors of men. Because of these cultural practices and life style, the Sukuma remain very poor in spite of the hardworking culture they have.

Morbidity in the region is mainly attributed to 10 diseases, of which the leading five are malaria, acute respiratory infections, intestinal worms, and diarrhea/dysentery .

GOVERNANCE AND MANAGEMENT STRUCTUREAccording to article IX of the constitution, the governing bodies of the diocese are the diocese general assembly (Synod), the diocese executive council, department committees and other committees.

The general assembly (synod) is the highest decision making body in the diocese. The general assembly which meets every two years appoints the diocese council. The diocese council is in charge with the responsibility of giving guidance and direction on the policy and strategy, while at the same time providing supervision on the overall operations of the diocese. The diocese is divided into districts, parishes and congregations with council committees at each of these levels.

The officers of the diocese as defined in article XIV of the constitution are the Bishop, Assistant to the Bishop, General Secretary, Assistant General Secretary, Director of Finance and Internal Auditor.

The committees of the diocese are finance, health and diakonia, women and children, planning and community development, mission and evangelism, Christian education formal education and youth.


The diocese secretariat is headed by the Bishop who has reporting to him the assistant to the bishop, the general secretary and internal auditor. The operation of the diocese is undertaken through six directorates. The directors report to the general secretary. The six directorates are, finance and administration, women and children, Mission evangelism and stewardship, Christian, secular education and youth, health and diakonia and planning and community development.

PROGRAM AND PROJECTSThe diocese has developed partnerships with a number of agencies on social and other development programs. The major programs include:

1. Education Governance and Management Improvement ProgramThe Evangelical Lutheran Church in Tanzania, Head Office (ELCT) in collaboration with Danmission, a Faith Based Organization (FBO) in Denmark, are in the process of developing and implementing an educational programme targeting secondary education level. This will be done in a PPP model where the government organs in the Lake Zone will be a key stakeholder.The two FBOs know that that government must be involved if there should be improvement in the education sector within the Lake Zone Region. The collaborative effort of the government, FBOs and for-profit private education providers will provide the necessary synergy to trigger a positive change in education in the Lake Zone.Significantly FBOs provide about 25% or more of the educational services in Tanzania, and therefore ELCT engagement in the sector gives it the validity and respect in the government’s eyes. The ELCT is viewed as a key ally in the educational development of the nation.


On the other hand, the two FBOs converge on commonality of similar pursuit of enhancing governance and opening up opportunities for the indigent in the society.

Program Key Objectives•A collaborative and effective mechanism of Public Private Partnership (PPP ) in the Regions’ education sector is positively influencing the quality of education development in the Lake Zone Regions.•Good governance and effective school management (including quality teaching) is contributing positively towards improved quality of education.

2. Advocacy DeskRecently, ELVD, ELCT HQ and Danmission have jointly established advocacy projects in Bugogwa ward. The main focus is to support women and children to access their rights that have been denied to them. The project has brought together different partners including religious organization, government agencies and other local partners in the areas to advocate for the rights of women and children. The project has established a project committee and equip with various training to resolve and refer cases to other authorities.

Program Key Objectives•Build the capacity of duty bearers at villages, wards and districts levels by equipping them with knowledge to execute their duties and responsibilities for the benefit of marginalized women and children•Build the capacity of other local partners by educating them on their roles and responsibilities to advocate for women and children.

•Build the capacity of rights holders in all villages and sub-villages in Igombe and Ngoma wards to understand and claim their rights through organizing them by project committees at village and sub-village levels.


•Contribute to Capacity building on socio-economic empowerment of women groups and other population in villages and sub-villages in Ngoma and Igombe wards through trainings on Village serving and loan association and training on entrepreneurship skills and other alternative livelihood.

3. ELCT and BAKWATA Mrutilima Sexual and Reproductive Health RightsFunded by Diakonia Sweden, the Lake Victoria Rights Programme’s (LVRP) overall objective is a ‘strengthened civil society contributing to the increased realization of human rights, in particular sexual and reproductive health rights, among the fishing communities of Lake Victoria.’ It has three interrelated components are:

Sexual and Reproductive Health Rights (SRHR) – to enhance the capacity of rights holders to individually and collectively understand, respect, promote and claim their SRHR;

Access to Justice (A2J) – to individually and collectively advocate for human rights in various decision-making bodies, locally, nationally and regionally;

Economic Empowerment (EE) – to enhance entrepreneurship and improve the living standards of the fishing community.

4. Child SponsorshipFunded by the Finnish Evangelical Lutheran Mission (FELM) and other invited partners, the primary target group in this Program are Orphans and vulnerable children’s (OVC), caregivers and communities in the program. The secondary target group is the available duty bearer, NGO’s and other stakeholders available in the program operation areas. The program will focus on supporting children from nursery schools to secondary schools, technical schools e.g. VETA and in special cases high learning institutions. The focus will improve the education level and increase independent capacities of disadvantaged children’s.


The program will also focus on the remote areas where there are mostly needy communities. The project should not only involve in supporting children’s with education fees and materials but also construction of schools/classroom in the remote and unreached communities and continued support and upgrading the existing nursery schools, supporting start-up tools to graduate student from technical schools. The tools will help them as the capital to start their own business by utilizing the knowledge acquired from schools. The project also needs to focus on developing and renovation of existing classrooms to improve quality and attract students from wealthy families. This will increase program income through fees and in turn the fees will be used to help children from the needy families. The program will also focus in sensitizing the communities on the importance and contribution of the program to the children’s primary health care, education, children’s rights, HIV/AIDS and general health care. The program will focus on providing teaching materials to teachers and support books to students, facilitate empowerment of OVC caregiver on IGA to increase the income of the family and increase capital to support the basic needs of OVC and caregivers and create a referral system to make it possible for the children to easily get support from other stakeholder’s especially legal support and health support.

5. ELCT/ELVD PACT Pamoja TuwaleeThe goal of the Pamoja Tuwalee Program is to provide coordinated and sustainable care for most vulnerable children in the Sengerema district. The program will strengthen existing community and family structures to more effectively use internal and external resources to address the current needs of children, and, develop mechanisms to ensure the welfare of families, and consequently, children, long after external support has ended.


Project Key Objectives1. Increase community ownership and capacity to implement the NCPA, enabling most vulnerable children to access comprehensive care and support within their communities2. Strengthen the capacity of district authorities and local implementing partner organizations to manage the MVC program in their district and/or region3. Replicate effective multi-sectoral coordination structures that effectively include public/private partnerships at district and village levels, with representatives engaged from all key stakeholders (children, families, community groups, service providers, local government and private sectors) 4. To strengthen capacity of families to meet the basic needs of their own, most vulnerable children

6. Forum SYD Social AccountabilityELCT ELVD is also partner with Forum SYD for social accountability project in Ukerewe district. Forum Syd and ELCT-ELVD sees that injustice and poverty are intimately linked to the lack of rights and democracy. Forum Syd’s work is based on the conviction that poverty can only eliminated through the fulfillment of all basic human rights, where marginalized men and women have the power and ability to influence the decisions that affect their lives. Democracy and rights are the basis for Forum Syd's operation and influence both the organisation's objectives as well as its methods. The mission of the organization is therefore “to contribute to the democratic organization of women and men in order that they can solve common problems, claim their rights and exert democratic influence”. People’s independent and voluntary organization within civil society is a prerequisite for their participation in democratic processes and people’s ability to assert their rights. A strong, inclusive, vibrant and democratic civil society is therefore crucial for a well-functioning democracy.


Forum Syd’s main strategy is to work together with social movements around the world to promote the development of a strong and inclusive civil society, within which men and women organize themselves in democratic forms.

Forum Syd Social Accountability Programme in Tanzania (SAPT) is aimed at increasing voice, information and negotiation/influence of citizens at district and ward level, in order to enhance local government accountability, with special focus on women, youth, people living with HIV/AIDS and the disabled.

7. Partnership with other Churches, Dioceses and Mission OrganizationsThe Diocese has also a number of partnerships with a number of churches, dioceses and church-related organizations. These include Southern Ohio Synod of Evangelical Lutheran Church in America, Mid South District of The Lutheran Church - Missouri Synod in the United States (community development project;- boreholes, evangelism, eye centers equipment and motorcycles), the Oulu and Kuopio Dioceses of the Evangelical Lutheran Church in Finland, Danmission of Denmark, Swedish Evangelical Mission SEM and Finnish Evangelical Lutheran Mission (FELM).These churches and organizations are supporting the Diocese in various programmes both in spiritual and development work. Department of Mission, Evangelism and Stewardship are receiving plenty of support for the workers training. Southern Ohio Synod, Danmission and FELM are supporting workers training at the Nyakato Lutheran Training Centre as a capacity building. SEM is supporting the workers training by supporting the Theological Training by Extension programme.Department is also getting support for running its mission activities. For example FELM is supporting the work of mission at the mission areas as well as the work of Cinema Leo team, the evangelism through movies.Also several other Departments of the Diocese are receiving funds - and other support - from these organizations. Those included are the Departments for


Women and Children, Christian Education, Youth, Health and Diaconia, Planning and Development.Here it is also good to mention the support in a form of co-workers: In the end of year 2013 FELM has five workers seconded to the Diocese to work in several positions of the Diocese, working in workers training, evangelism and in child sponsorship as well as with the women’s and youth department. From ELCA there is one secondary school teacher and one person working at the Development and Planning. From Sweden there is a coordinator for Theological Education by Extension -programme.

ELVD REVISED VISION, MISSION AND CORE VALUESIn order to create a sustainable and dynamic diocese, concretize its mandate and provide strategic focus, ELVD’s vision, mission and core values were revised and clearly articulated as follows:

VISION“We strive to be “united in Christ so that the kingdom of God reigns.

MISSIONIn writing the mission statement, ELVD describes what it does, with whom or for whom they do it, and, in broad terms, how they do it. With these criteria in mind, the previous mission statement was revised so as to be as follows:

“ELVD endeavors to spread the gospel of Jesus Christ, through word and deed, to all people in Mwanza and Geita regions.” (Kueneza Injili ya Yesu Kristo kwa maneno na matendo kwa watu wote katika mikoa ya Mwanza na Geita.)


CORE VALUES1. We are committed to creating and sustaining a foundation for our

children whichfosters their spiritual growth, guides their search for truth and empowers them to work for justice.

2. We are committed to promoting greater love, unity and understanding among ourselves, in our community, in our country, and in the world.

3. We are committed to reaching out to and serving others in our community, ourcountry, and the world.

4. We are committed to providing welcoming space to support and promote our Diocese’sministry and programs for those within the congregation and beyond.

5. We are committed to finding and providing the resources necessary to realize ourvision.

6. We are committed to coming together in a spirit offriendship to forge consensus on important decisions and then empowering ourMinister, our Staff, and our Lay Leaders to take action to implement those decisions and realize our vision.

7. Respect, integrity, honesty, human rights and transparency

8. Providing welcoming space to support and promote our Diocese’s ministry and programs for those within the congregation and beyond.

STRATEGIC (SWOT) ANALYSISFor ELVD to develop a well thought out strategic plan, performing Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis is seen as a fundamental condition precedent for its strategic plan. This SWOT analysis is seen as a mirror for ELVD to clarify the conditions within which the Diocese operates. It provides an overall view of the Diocese and the factors that affect it and enables it to anticipate and plan for the future.


STRENGTHS: ELVD has the following strengths which, if utilized to the fullest assures it of a sustainable future.

-the church has a sizeable pool of worshippers willing to take initiatives to grow the church-Christians who are also professionals in the community-land and plots-good relationship with external partners-good working relationship with stakeholders and partner organizations such as Forum Syd-permanent staff (pastors, evangelists and deacons)-buildings-Churches in the parishes and outstations-Diocesan buildings(offices, college, schools)-Staff buildings-Hospital and dispensaries-A constitution-ability to Networking internally and abroad-human and material resources-Harmony in the church-good standing with the government

WEAKNESSES: while ELVD has strengths, it also has some weaknesses that if not checked out expeditiously could hinder its smooth execution of plans to the next level. Some of these weaknesses could be overcome in the short-term while others will take a longer time to address. The weaknesses include the following:

-Not adhering to the laid down policies and following the system-Inadequate use of available resources-Inability to prioritize-Inadequate performance by the selected boards-The chairpersons lack qualifications to meet the responsibilities of being chairpersons.-Inadequate concern for the social welfare of personnel (pastor, evangelists allowances)- the vision of the diocese is not well known by the faithful-Committees that are formed are weak right from the grassroots to the diocese-Inadequate fund raising initiatives-dependency on donors-lack of capacity to get loans from commercial institutions-lack of integrated information system-inadequate funds, personnel and pastors


OPPORTUNITIES: with its strengths to take advantage of and its weaknesses offering room for self reflection and improvement, there are important opportunities that if well seized will enable ELVD accelerate its growth. Some of the opportunities include:

-availability of the donor community-democratic space in the country-external availability of volunteer professionals-tax waiver regime -political stability -mwanza becoming a commercial hub-people to evangelize to-presence of well educated and skilled Christians within the diocese-diverse sources of capital such as banks and micro finance institutions-increased opportunities for investments, income generating projects, and involvement in education, health, agriculture, and transport

THREATS: while ELVD’s strengths must be used to the fullest, weaknesses addressed urgently, and opportunities seized, there are threats on ELVD’s way, which this plan has reasonably anticipated, informed, and guarded against. These are:

•withdrawal of some donors due to ordination of women•economic instability including inflation•religious intolerance currently taking root in Tanzania e.g burning and attacks on Christian houses of worship•rapid technology changes•climate change-deep rooted cultural practices-Wide spread poverty -Urbanization that leads to breakdown of social systems-Poor infrastructure

STRATEGIC DIRECTIONThe following strategic direction/goals provide the central direction for how ELVD as a diocese will proceed in order toachieve its vision. These goals andobjectives were derived from a participatory forum with leaders from all the five jimbos as well as from information gathered from the heads of departments.

1. Nurture spiritual growth by serving the Christians of the Diocese as well as reaching out to those in need of hearing the Gospel.


2. Strengthen the diaconal work of the Diocese at all levels.

3. Provide good stewardship of ELVD’s property bybuilding, restoring and maintaining buildings and grounds to a condition that will best facilitate theministry and fellowship goals of the Diocese.

4. Build and develop the capacity of ELVD infinancial stewardship, Management and Leadership Skills.

5. Provide sufficient resources of money and staff to creatively addressthe short- and long-term financial and staffing needs of the Diocese.

6. Establish an integrated communication system that will enable effective communication from the sharika/parishes to the diocese.

7. Foster a culture ofMonitoring and evaluation:

Note: These strategic directions/goals are numbered for reference purposes, not to indicateorder or priority. These goals worksynergistically toward ELVD’s vision.

STRATEGIC DIRECTION 1: NURTURE SPIRITUAL GROWTH BY SERVING THE CHRISTIANS OF THE DIOCESE AS WELL AS REACHING OUT TO THOSE IN NEED OF HEARING THE GOSPELELVD through its Mission, Evangelization and Stewardship Department - as well as through all the other Departments, Circuits, Parishes and Sub-parishes - will provide and increase opportunities to enrich the spiritual growth of its members from the locallevel to the Diocesan level across both men and women in all age groups. This will include cultivating new members and general growth of the parishes while increasing ELVD’s outreach, service, and social action efforts.


The bible college will be tasked with preparing sufficient number of pastors, evangelist and other church workers in order to carry out mission work in all parts of the diocese. In order to do this, in the workers training there will be two lines of training: The first line is the normal full-time courses of theologians, evangelists and parish-workers at the Nyakato Lutheran Training Centre. The second line is Theological Training through Extension -programme for those who are working as evangelists at the local level, but who for a reason or another are not able to join the full-time studies.

For reaching out for the new Christians, work of evangelism is to be done at all levels. The Cinema Leo team is utilized at its maximum capacity in the out-reach work.

The Department of Christian education will enhance the Christianeducation provided in primary, secondary and colleges by training one teacher from every jimbo. There will also be one examination for the entire diocese for confirmation and strengthening of bible studies in every parish/usharika as well as introduction of a guide book for Christian education.

The other Departments will continue developing the ways of extending their work amongst the women, children and youth.

STRATEGIC DIRECTION 2: STRENGHTEN THE DIACONAL WORK OF THE DIOCESE AT ALL LEVELS.

The Diocese will enhance its actions for serving the community also in social work. This includes extending the work in general education, healthcare, as well as helping the poor, reducing poverty and promoting human rights.

The work of general education will be extended by opening schools of good quality where they are needed in order to increase the possibilities of primary and secondary training. Sufficient resources will be provided for the general education.


Work in healthcare is to be developed. The main focuses will be developing both Nyakato Hospital and the local clinics in their operations in order toeducate people over preventative measures against the different diseases, like HIV-AIDS and malaria.

In reducing poverty one focus will be the vocational training at different levels. The Nyakato Lutheran Training Centre is to develop its cooperation with the Iringa University also in secular training. The chances and the needs of the vocational training have to be explored and could possibly include initiating strong well managedSACCOS.

Helping the poor will be essential part of the work of the Diocese at all levels.

Special focus is to be put to the most vulnerable people within the society. Through the programmessponsored children and Pamoja Tuwalee the children in most difficult situation need to be identified and helped. The work of helping the most vulnerable should be established to all level of the Diocese.

Through the work of advocacy desk, the rights of the women and children, as well as the human rights in general must be promoted within all the Christians of the Diocese as well as the community in general. Human rights have to be also an integral part of workers training.

STRATEGIC DIRECTION 3: PROVIDE GOOD STEWARDSHIP OF ELVD’S PROPERTY BY BUILDING, RESTORING AND MAINTAINING BUILDINGS AND GROUNDS TO A CONDITION THAT WILL BEST FACILITATE THE MINISTRY AND FELLOWSHIP GOALS OF THE DIOCESE.ELVD will build, restore and maintain buildings and grounds to a condition that will best facilitate the ministry and fellowship goals of the Diocese. Through the Planning directorate, the diocese will ensure that all church buildings and grounds comply with set regulations. Prior to erecting a church building, a master plan needs to be presented to the directorate for assessment and approval. In this regardthe directorate will support the construction and restoration of churches,


pastor houses, nursery schools, hostels and conference halls in different parts of the Diocese (please see attached plan of action under the directorate of Planning)

STRATEGIC DIRECTION 4: BUILD AND DEVELOP THE CAPACITY OF ELVD IN FINANCIAL STEWARDSHIP, MANAGEMENT AND LEADERSHIP SKILLS.

Challenges connected to management and administration is often a reflection of leadership skills. The ability to identify needs, to find solutions, to make decisions and implement activities are all connected to an ability to take lead and manage change. 0rganisational leadership is complex. It is not simply situated within ELVD top leaders; everyone in the diocese contributes to this organizational capacity.

By developing the capacity in financial stewardship, management and leadership skills in all the departments, ELVD will potentially address the ability of pastors and staff to take a greater responsibility for the administrative and management needs of ELVD departments and contribute to the Diocese and programme impact in the future. This leadership capacity building process will address specific activities, in particular the retraining of all pastors on issues of leadership and the constitution of the diocese.

In regard to financial stewardship, the Finance department will undertake a deliberate financial management course for all pastors, heads of departments and their accountants in an effort to enhance the financial documentation-keeping an accurate record of financial transactions showing how funds have been used, financial planning, financial monitoring and internal control that safeguard the assets of the diocese.In addition, the current finance policies and procedures will be updated so as to match with the requirements of a financial system that is consistent, accountable, transparent, viable, and can meet internationally accepted accounting standards and procedures.


STRATEGIC DIRECTION 5: PROVIDE SUFFICIENT RESOURCES OF MONEY AND STAFF TO CREATIVELY ADDRESS THE SHORT- AND LONG-TERM FINANCIAL AND STAFFING NEEDS OF THE DIOCESE.ELVD will creatively address the short- and long-term financial and staffing needs of the Diocese and provide the resources to achieve those needs while fostering a mindset of abundance. ELVD will have a well-defined process for budget planning and development. The responsibility for execution of this process will be vested in the Planning and community development directorate. This directorate is tasked with

(a)Increasing the capacity and ownership of ELVD plots in various parts of the Diocese

(b)Facilitate payments of land rates for all ELVD plots(c) Support procurement of plots(d)Developing the structures necessary for economic sustainability of the

diocese

Additionally, the planning directorate will ensure that those with the potential to submit budget inputs are trained and supported in their budget planning efforts and writing of proposals and concept notes. All these will be done in an effort to avail sufficient financial support to realize the goals set in this strategic plan.In an effort to raise funds locally, the directorate will ensure that members and friends are regularly educated about ELVD’s financial processes and their responsibilities. A committee of trained people to pursue grants which can be used for property repairs and other church needs will be set up. The directorate of planning in collaboration with the finance department will ensure there are well-defined procedures for reimbursement of expenses and requests for funds beyond the current budget. Affected members are well-informed about these procedures, and those procedures are being followed. The annual budget includes an appropriate reserve account to fund normal maintenance and repairs of property, as well as repair and/or replacement of equipment and supplies. The issue of financial sustainability is of paramount importance


andELVD will make a concerted effort to address this pressing need in different ways.

STRATEGIC DIRECTION 6: ESTABLISH AN INTEGRATED COMMUNICATION SYSTEM THAT WILL ENABLE EFFECTIVE COMMUNICATION FROM THE SHARIKA/PARISHES TO THE DIOCESE.In an assessment carried out (Draft ORGANIZATIONAL ASSESSEMNT REPORT ELVD/ELCT - PARTNER in LVRP 11/15/2012 DIAKONIA SWEDEN) “Communication was cited as a major weakness in the diocese –both vertically and horizontally. While communication from the secretariat to the parishes was said to be weak, even projects within the secretariat do not have proper systems of communication, which creates many stand-alone units”. In an effort to remedy this ELVD will put in place a communications policy and procedures that will ensure that all activities are communicated effectively to serve the congregation at large most efficiently. Two-way communication is encouraged and fostered between church leaders and the congregation as a whole. Communication between committees is encouraged and fostered, and committees work together for common goals. Minutes of meetings and reports of principal congregation activities and processes are properly documented and archived. A variety of communication vehicles is used to provide timely and accurate information to members and friends. The governance structure and bylaws are reviewed periodically and updated as needed to ensure that they best support the mission of the diocese.

Included in the Communication policy is proper, clear and updated job descriptions for positions within the Diocese. Reporting lines will be made clear in order to reduce risk of overlaps in responsibilities, some tasks remaining undone, conflict among staff, demoralization, inefficiency in resource utilization, unfair practices among others. To avoid all these, division of duties and responsibilities will be reviewed periodically, updated accordingly and most importantly, communicated.


STRATEGIC DIRECTION 7: FOSTER A CULTURE OF MONITORING AND EVALUATION.

ELVD will commit resources to establish and regularly use feedback mechanisms and tracking tools to measure overall progress toward achievement of objectives, goals, and vision. Monitoring and evaluation will form an integral part of this strategic plan and will cut across all the above mentioned objectives. Monitoring and evaluation will target the church and project activities in the following manner & will include:

- Assessing the impact of the activities undertaken- measuring the project’s success & effects- monitoring the project’s performance on an ongoing basis- using the indicators to gauge the success of the activities

In addition, summative evaluation would take place at the end of the 5 year period after collecting information of each and every activity. An indicators’ sheet will also be prepared to quantify the data and also to analyze the expected and actual; outcome of the objectives. The parameters of the indicators sheet will be in collaboration with the objectives and activities of the project. In order to assure timely implementation and review of this plan, ELVD’s Governing Board will:

(a)Accept primary responsibility for the plan’s execution (b)Assign implementation of Strategic Plan objectives to appropriate departments. (c)Receive reports on progress at monthly Board meetings and report progress relative to the Strategic Plan to the congregation at least quarterly. The Board may designate a person or team to oversee execution of the Strategic Plan, including progress tracking and regularly update the Strategic Plan.


SUMMARYSTRATEGIC DIRECTION

ACTIVITY INDICATOR RESPONSIBILITY ESTIMATED BUDGET IN TSHS.

SOURCE TIMEFRAME

1 Nurture spiritual growth by serving the Christians of the Diocese as well as reaching out to those in need of hearing the Gospel.

Reaching out to new Christians, work of evangelism is to be done at all levels.

New Christians are baptized and new churches initiated

-Mission & evangelism-all directorates

-200,000,000 Offerings, tithe, harambee and donor contribution

Long term

The Cinema Leo team is utilized at its maximum capacity in the out-reach work.

Mission & evangelism

100,000,000 FELM,local contribution

Long term

Increase ELVD’s outreach, service, and social action efforts.

presence of outreach services

All directorates - Long term

Prepare pastors and evangelist to carry out mission work in all parts of the diocese in two lines of training: The first line is the normal full-time courses of theologians, evangelists and parish-workers at the Nyakato Lutheran Training Centre.

an increase of pastors and evangelists graduating every year

Bible college, mission and evangelization department and administration

120,000,000 Local contribution,FELM,Other donors

Long term

The second line is Theological Training through Extension -programme for those who are working as evangelists at the local level, but who for a reason or another are not able to join the full-time studies.

Improved service delivery at the local level

Bible college, mission and evangelization department and administration

50,000,000 Local contribution,FELM,Other donors

Long term

enhance the Christian education provided in primary, secondary and colleges

quality of education offered in schools and colleges

Christian education formal education and youth

50,000,000 DANMISSION,Local contribution

Long term

Train one teacher from every jimbo. teachers trained Christian education formal education and youth

15,000,000 Short term


set one confirmation examination for the entire diocese

Exam set Christian education formal education and youth


strengthen Bible studies in every parish/usharika

Bible classes at the parish level

-Mission and evangelization-Christian education formal education and youth

15,000,000 Long term

Introduce a guide book for Christian education.

guide book ready and in use

Christian education formal education and youth


2: STRENGHTEN THE DIACONAL WORK OF THE DIOCESE AT ALL LEVELS.

Opening schools of good quality where they are needed in order to increase the possibilities of primary and secondary training.

Number of schools opened

Planning and development and directorate of education

250,000,000 Long term

Develop both Nyakato Hospital and the local clinics in their operations in order to educate people over preventative measures against different diseases, like HIV-AIDS and malaria.

Decreased reportage of preventable diseases

Directorate of Health

100,000,000 Long term

Develop cooperation with Iringa University in secular training.

Nature of cooperation attained

-Directorate of Education-The Nyakato Lutheran Training Centre

3,000,000 Long term

Initiate strong well managed SACCOS.

Improved economic situation

Planning and community development

5,000,000 Long term

Identify and help children in most difficult situation.

Number of children helped

Directorate of women and children


Promote and make Human rights an integral part of workers training.

Number of trainings

advocacy desk 200,000,000 Long term

Expansion and rehabilitation of Nyakato health centre

Rehabilitated buildings

Directorate of Health and dekonia

866,140,096 Revenue from Nyakato health centre

Long term

3: PROVIDE GOOD STEWARDSHIP OF ELVD’S PROPERTY BY

Support the construction of churches, pastors house, hostels and schools

Number and quality of constructions


500,000,000 Long term


BUILDING, RESTORING AND MAINTAINING BUILDINGS AND GROUNDS TO A CONDITION THAT WILL BEST FACILITATE THE MINISTRY AND FELLOWSHIP GOALS OF THE DIOCESE.

undertaken

4: BUILD AND DEVELOP THE CAPACITY OF ELVD IN FINANCIAL STEWARDSHIP, MANAGEMENT AND LEADERSHIP SKILLS.

Retrain all pastors on issues of leadership and the constitution of the diocese.

Number of Training undertaken, increased understanding of the constitution

Directorate of finance and general secretary office


undertake a financial management course for all pastors, heads of departments and their accountants to enhance financial stewardship

Number of Training undertaken



Update current finance policies and procedures to meet internationally accepted standards

Copy of updated policies



5: PROVIDE SUFFICIENT RESOURCES OF MONEY AND STAFF TO CREATIVELY ADDRESS THE SHORT- AND LONG-TERM FINANCIAL AND STAFFING NEEDS OF THE DIOCESE.

Increase the capacity and ownership of ELVD plots in various parts of the Diocese

Title deeds Planning and community development


Facilitate payments of land rates for all ELVD plots

Payments made Planning and community development


Support procurement of plots Number of plots procured



-Develop the structures necessary for economic sustainability of the diocese

Nature of income generating structures



Ensure that members and friends are regularly educated about ELVD’s financial needs and their responsibilities.

Increased local funding(zaka)

Mission and evangelism


Set up A committee of trained people to pursue grants which can be used for property repairs and other church needs.

Committee composed and grants received



Enable the diocese set up a reserve account

Reserve account opened

Finance and general secretary office

2,000,000 Long term


Payment of salary to ELVD staff Salary paid Finance and general secretary office

1,520,673,120 Internal revenue

Long term

6: ESTABLISH AN INTEGRATED COMMUNICATION SYSTEM THAT WILL ENABLE EFFECTIVE COMMUNICATION FROM THE SHARIKA/PARISHES TO THE DIOCESE.

put in place a communications policy and procedures to serve the diocese efficiently

Increased communication from parishes to the diocese and vise versa

General secretary


Ensure Minutes of meetings and reports of principal congregation activities and processes are properly communicated, documented and archived.

Documented minutes

General secretary

5,000,000 Long term

Review and update governance structure and bylaws periodically as needed to ensure that they best support the mission of the diocese.

Regular review conducted

General secretary


-enact and communicate HR policies and other policies necessary for efficient running of the diocese

Policies in place and are regularly referred to

General secretary


7. FOSTER A CULTURE OF MONITORING AND EVALUATION.

Assess, measure and monitor the impact of activities

M&E reports Planning and community development


Prepare an indicators’ sheet to quantify data and also to analyze the expected and actual outcome of the objectives.

Indicator sheet prepared


5,000,000 Long term

Receive reports on progress at Board meetings and report progress relative to the Strategic Plan to the congregation at least quarterly.

Board minutes and the congregation conversant with the strategic plan

ELVD’s Governing Board

5,000,000 Long term

Designate a person or team to oversee execution of the Strategic Plan, including progress tracking and regularly update the Strategic Plan.

Person designated and strategic plan regularly updated

-ELVD’s Governing Board


TOTAL 4,361,813,216


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