This is just an entry to let you know that Rose is a woman with a mission for sure!!! In fact, she's not only setting goals for 2015 but, also, clear through 2020!!!
If you read what's contained in these links, you'll better understand why this is so important to her--along with those (such as myself) who are right there in her corner with her noising her around.
http://babybearbubbles.blogspot.com/2014/08/a-rose-with-goal-to-do-away-with-thorns.html
http://empowermentjourneys.blogspot.com/2014/12/here-come-brides-are-you-absolutely-sure.html
Now that you have read what's behing the links, please continue reading about her goals.
She has provided enough contact information for you to get in touch with her, so I hope you will -- as well as sharing this information with others. There are so many ways and opportunities to help, so please seriously study this information and decide how you want to use it...
If you read what's contained in these links, you'll better understand why this is so important to her--along with those (such as myself) who are right there in her corner with her noising her around.
http://babybearbubbles.blogspot.com/2014/08/a-rose-with-goal-to-do-away-with-thorns.html
http://empowermentjourneys.blogspot.com/2014/12/here-come-brides-are-you-absolutely-sure.html
Now that you have read what's behing the links, please continue reading about her goals.
She has provided enough contact information for you to get in touch with her, so I hope you will -- as well as sharing this information with others. There are so many ways and opportunities to help, so please seriously study this information and decide how you want to use it...
MIMUTIE
STRATEGIC PLAN FOR 2015-2020
MIMUTIE
WOMEN ORGANIZATION
P.O,BOX
7406 ARUSHA
EMAIL:
mimutieorg@gmail.com
DECEMBER
2014
Preamble
Preamble
MIMUTIE Strategic Plan is for a term
of 5 years commencing from 2015-2020. This Strategic Plan is the main working
document of MIMUTIE, and it is derived from the experience and challenges of
the pastoralist women in Tanzania on Basic Human Rights like; education,
livelihood and development. The strategic plan has been developed to guide the
planning and implementation processes of MIMUTIE programs over the five year
period.MIMUTIE has been born of out of a great concern of income poverty
and general poor economic status of the
pastoralist women due to the cultural system embedded in social organization
system which puts the pastoralist women in the lowest social ladder in all
matters ranging from education, human rights, economy and assets ownership
rights. This strategic plan is aimed at implementing programs to address all
the said concerns within the context of the pastoralist cultures. The programs
will touch on ,education for girls, socio-economic empowerment, sustainable
livelihoods, environment, Health prevention and care,
Gender mainstreaming as well as address other challenges and problems in
targeted communities of Tanzania. Through the operationalization of the Strategic Plan 2015-2020, MIMUTIE will
effectively contribute to the Education development, livelihood improvement,
Economic empowerment of women, Social development, Environment care, and health
care of the disadvantaged women.
The Strategic Plan 2015-2020
presents nine key intervention/thematical areas;
- Enhance
and Promote entrepreneurship among pastoralist women.
- Empower
women to participate fully in social and economic development process and
plans for their own sustainable development.
- Promote
environmental conservation through development of climate change compliant
strategies, facilitation of designing climate change mitigation and adaption
strategies in order to enable pastoralists become resilient over climate
change.
- Strengthening
network with the government, other organisations, institutions and the
local community.
- Promote
awareness on the negative effects of FGM in pastoralist communities.
- Promotion
of education on land and human rights.
- Promote
improvement of reproductive health.
- Promote
awareness of and prevention of HIV/AIDS.
- Promote
innovative microfinance strategies.
The defined intervention strategies in
the MIMUTIE Strategic Plan will be implemented as planned but in case of
intervening circumstances which might necessitate some changes, relevant
adjustments will be made to ensure the plan is well on track to enable the
organization achieve its vision and mission .
The document is divided into the
following main sections:
1. Introductory part which
gives the background of MIMUTIE.
2. Tanzania national
context.
3. Strategic objectives and
the expected results.
4. Monitoring and evaluation
(M&E) strategy.
3.0.
Background Information
3.1.
Organizational Information
MIMUTIE is the Maasai traditional
name meaning “it is never late” which can be interpreted as “better late than
never”. The organization was founded on the philosophy that it is never late to
do something to positively change the powerlessness and poverty situation of
pastoralist women, who for centuries have been relegated to the lowest social
status due to the male dominated social organization systems in the pastoralist
communities. This means concretely that women being human beings just like men
have the intellectual and volitional power to fully realize their full
socio-economic development potentials given strategic empowerment through
capacity building and formal education.
MIMUTIE aims to support the women
empowerment process until women have the capacity socially, economically,
politically and legally to bring about their own sustainable development through
women managed development processes.
MIMUTIE WOMEN ORGANIZATION(MWO) is a
non-profit ,non-governmental, non partisan and non racial organization based in
Arusha and Manyara Region. It is duly registered under Non-Governmental
Organization Act, 2002 with Registration
NO. 00NGO/00001587 made on 9th may 2014. Has no religious affiliation and was founded
in June 2012.
The
organization seeks to work with marginalized pastoralist women in East Africa starting
with northern Tanzania, Arusha and
Manyara regions.First start will be, in Ngorongoro District especially in
Loliondo division. We will extend gradually to other regions in Tanzania and
beyond in the East African Region.
Administratively
the district is divided into three (3) divisions of Ngorongoro, Sale and
Loliondo. The district has Twenty one (21) wards, Fifty five (55) villages and
one hundred fifty one (155) sub-villages/hamlets. Loliondo division is the starting target of MIMUTIE which has
eight (8) wards; 1. Oloirien Magaiduru, 2. Ololosokwan, 3. Soitsambu, 4. Oloipiri,
5. Orgosorok, 6. Enguserosambu, 7. Losoito/Maaloni and 8. Arash. MIMUTIE has started to work at Arash village
in Arash Ward.
3.2.
Vision
A society where pastoralist
women are given the space to actualize their full human potentials for socio-economic
development which fully respects human rights and gender equity.( kuwa na jamii
ambayo wanawake wanapata nafasi ya kujiendeleza kiuchumi,kijamii na kisiasa kwa
kuzingatia usawa wa kijinsia)
Mission
To provide education and socio-economic
empowerment for the pastoral women in Tanzania through capacity building and
active participation and management of their
own development processes.
3.3.
Objectives
In order to achieve the above stated
Vision and Mission, MIMUTIE aims to achieve the following strategic objectives
which were formulated from MIMUTIE Core Values:
4:3:1 General Objective:
Enhance access to socio-economic
development opportunities by pastoralist women through promoting intellectual
capabilities and protecting environment for all current and future use by 2020
4:3:2
Specific Ojective:
1.
To enable the disadvantaged girl
children to access better education for sustainable development.
2.
To process and disseminate appropriate
information on environmental conservation and climate change as well as support
developing climate change adaptation strategies.
3.
To support entrepreneurship and local
capital development through establishing VICOBAS and microfinance services.
4.
To promote
networking with like-minded local and international organizations, instutions,
government and target communities.
5.
To enhance and support education on
Female Genital Mutilation in pastoralist communities.
6.
To enhance education and awareness
raising on reproductive health and
prevention of home preventable disease.
7.
To educate pastoralist women on land
and human rights as promulgated in the national constitution.
8.
To improve livestock production and
provide support on agriculture inputs.
9.
To support and assist pastoral communities
to have access to clean and safe water.
10.
To
strengthen the capacity of MIMUTIE to attain its strategic objectives for pastoralist
development.
3.4.
Core
Values.
MIMUTIE believes in the following;
§ Transparency.
§ Accountability.
§ Gender Equality.
§ Respect.
§ Sustainable development.
§ Team work
§ Networking
3.5.
National Context
Tanzania has put in place various policies on
socio-economic development to guide coordination of interventions by various
actors as well as to promote the spirit of contributions from the citizens. The
water policy, the policy on forest participatory management and the policy on
community development all underscore the importance of active participation of
target and beneficiary communities in the process of planning, implementation
and monitoring of their own development activities. MIMUTIE bases its planning
and implementation processes on these policies and thereby contributes to the
implementation of the same.
4.0.
Logical framework
MIMUTIE
logical framework matrix details the interlinked interventions set to achieve
general objective which will be attained through the achievement of 12 specific
objectives and its corresponding expected results and activities. The logical
framework matrix is the basis of the Monitoring and Evaluation system of
MIMUTIE.
MIMUTIE LOGICAL FRAMEWORK
Project
Description/Intervention Logic
|
Objectively
of verifiable indicators
|
Sources
or
means
of verification
|
Assumptions
|
Overall Objective;
Enhance access to socio-economic development opportunities by pastoralist
women through promoting intellectual capabilities and protecting environment
for all current and future use by 2020
|
Droughts do not
pull back achieved development interventions.
|
||
Specific
Objectives 1/outcomes
|
|||
1:1 .
To enable the disadvantaged girl children to access better education for
sustainable development.
|
Number of girl children
supported
|
· Certificates, academic reports from
schools..
|
beneficiary
communities are ready to cooperate
|
Expected
Results/outputs
|
|||
1.1.1.
Better education is accessed by the
disadvantaged girl children by 2020.
1.1.2.
Reduced number of unskilled pastoralist
women by 2020.
1.1.3.
Well and better educated community women
members of the pastoralist communities for present and future development.
1.1.4.
Education and training to disadvantaged
girl children and women is enhanced.
|
·
Number of village meetings attended for
advocacy.
·
Number of pupils enrolled in primary
schools.
·
Number of Adult education classes
established.
·
Number people joining Adult Education
Programs.
·
Number of girls Supported for education.
·
Number of early pregnant girls supported
to complete their education.
|
· Activity report.
· School registers.
· Adult education programs reports.
|
communities are
ready to invest education of their children
|
Activities;
1.1.1.1.To support
pastoralist girl students from poor
families to meet education costs at secondary and college levels..
1.1.1.2.To support women
adult education programs through the organized income generating groups.
.
|
|||
Specific
Objective 2/Outcome
|
|||
1. 2.1. To
process and disseminate appropriate information on environmental conservation
and climate change as well as support developing climate change adaptation
strategies.
2019.
|
Number of training
sessions held.
|
· Training reports
|
climate change
does not work against efforts on conservation
|
Expected
Results/outputs
|
|||
2.1.1. Strategic
conservation promoted for environmental protection by 2020.
2.1.2. Resilience
over climate change and adaptation strategies is prioritised by
2020.
2.1.3. Natural
resources management, planning, friendly use monitoring and conservation is
enhanced by 2020.
|
·
Number of training sessions conducted.
·
Behavioural change practices noted on the
better use of local recourses.
·
Number of climate change adaptations
interventions.
·
Number of water sources protected.
· Number of Success stories
documented.
|
·
Training reports
·
Good practices noted and documented
·
Work reports.
·
Success stories documented
|
|
Activities
2.1.1.1. To
promote environmental protection through training and awareness raising.
2.1.1.2. To
develop community-centred early warning strategy for climate change
resilience.
2.1.1.3. To
enhance the local pastoralists resilience over climate change.
2.1.1.4. To
train the community on better natural resources planning, friendly use monitoring
and conservation.
2.1.1.5. To facilitate
initiation of forestation programs.
2.1.1.6. To
plan, train and construct demonstrative tanks for local fuel(biogas)
2.1.1.7. To reduce deforestation by introducing the use of
local fuel (Bio gas) at household
.
2.1.1.8. To
train and practice on the protection of available water sources
2.1.1.9. To
train communities on climate change and coping strategies
|
|||
Specific
Objective 3.
|
|||
1.
To
support entrepreneurship and local capital development through establishing
VICOBAS and microfinance services.
3.1.
|
·
Number of groups trained.
·
Number of members of women managed
VICOBAS.
·
Total capital of all groups
|
Ø Group report.
Ø Training reports.
|
women groups are
able to function well and stay in the groups
|
Expected
Results/outputs
|
|||
3.1.1. Increased
access by women groups to microcredit services by 2020.
3.1.2. Village
Community Banks are initiated and strengthened to enable them generate local
capital for capitalization of members’ businesses by 2020.
3.1.3. Number of Entrepreneurial women groups and
individuals has increased.
3.1.4. Pastoralist community livelihoods system is
diversified.
|
·
Number of training sessions conducted.
·
Number of entrepreneurial groups meetings
conducted.
·
Number of businesses established.
·
Number of women having access to credits.
·
Number of VICOBAS established.
|
Ø Training report
Ø BDS reports.
Ø Success stories documented.
|
repayments are
done on time and no bad debts from defaulters recorded
|
Activities
3.1.1.1.
Facilitations
of group’s formation.
3.1.1.2.
Training in groups dynamics, governance
and leadership
3.1.1.3.
6Training women on the
Village Community Bank model for savings and credit as a sustainable strategy
for mobilizing capital from local sources for capitalizing micro-businesses
3.1.1.4.
To link women groups with relevant markets
for their diversified businesses.
|
|||
Specific
Objective 4
|
|||
4.1.
To promote networking with like-minded
local and international organizations, institutions,
government and target communities
|
·
Number of organizations linked with MIMUTIE
|
list of organizations either
partnering with or linked with MIMUTIE
|
|
Expected Results/outputs
|
|||
4.1.
Networking with institutions and other
development agencies is enhanced by 2020.
|
·
Number of institutions networked.
·
Number of participatory decision making sessions done.
·
Number of pastoralist needs representations interventions made.
·
Number of M&E visits conducted.
|
operational Reports
|
|
Activities
4.1.1.
To design and reinforce linkage and
networking with other with other institutions.
4.1.2.
To create ,strengthen and update the data
base of relevantly resourced/technical people outside and within the
community for relevant solutions to the pastoral problems and needs.
|
|||
Strategic Objective 5
|
|||
.
5.1. To enhance and support education
on Female Genital Mutilation in pastoralist communities
|
|||
Expected
Results/outputs
|
|||
5.1.1.
Better knowledge of pastoralist
communities on negative effects of FGM is achieved by 2020.
5.1.2.
Lobbying and advocacy strategy on FGM is developed
and Strengthened by 2020.
|
· % of target
groups who are knowledgeable of the harms of FGM.
· Number
of people reached out in the training and campaign meetings.
· Number
of study tours conducted to Kenya where FGM is progressively being reduced.
· Number
of child children who have not been subjected to FGM.
· Number
of training sessions conducted.
|
Work
reports
|
|
Activities
5.1.1.1.
To conduct study tours to learn of
successful strategies against FGM in Kenya.
5.1.1.2.
To train in female reproductive system
and health.
5.1.1.3.
To conduct workshops for both men and women to discuss the FGM
problem.
5.1.1.4.
To conduct training for the development
of Lobbying and Advocacy strategy on FGM.
5.1.1.5.
To identify organizations that can give
external support in the training and Lobbying and Advocacy.
5.1.1.6.
To make research and document terrible stories of the
negative effects of FGM and use them in the L&A processes.
|
·
|
||
Strategic
Objective 6
|
|||
6.1 To
enhance education and awareness raising on reproductive health and prevention of home preventable disease
|
Number of people reached
|
Training
reports.
|
|
Expected
Results/outputs
6:2 Knowledge
on reproductive health is improved among pastoralist women by 2020
6:2 knowledge on prevention of home preventable
disease is enhanced by 2028.
|
·
Number of group’s members trained.
·
Number of individuals practicing learned
skills on prevention of diseases.
|
training
reports
|
|
Activities
6:2:1 To increase capacity of women to understand and prevent simple
and home preventable diseases through hygiene and other skills.
6:2:2To
train in the diseases that can be prevented at household level through
learning simple skills and using simple local materials and technologies..
6:2:3To train in women reproductive health.
.
|
|||
Strategic
Objective 7
|
|||
7.1 To educate
pastoralist women on land and human rights as promulgated in the national
constitution
|
No of women who
can describe their land and human rights in the Tanzanian context.
|
reports
|
|
Expected
Results/Outcome
|
|||
7:1 Knowledge of
women on land and human rights is improved
7:2 Women ‘s
ability to articulate their rights in the pastoralist communities is enhanced
|
No of trained
women
No of women able
to articulate their land and human rights
|
training
reports
operational
reports
|
|
Activities
2. Training
women on land rights based on the Village Land Act of 1999
3. Training
in human rights according to the new constitution
|
|||
Strategic
Objective 8
|
|||
8: To improve livestock
production and provide support on agriculture inputs
|
Quality of
agriculture and livestock production
|
Agriculture
inputs.
Improved
livestock breeds distributed
|
|
Expected Results/Outputs
8:1The
community is empowered with agricultural skills by 2020.
8:2 Agriculture
schemes are improved by 2020.
8:3 Agriculture inputs and improved livestock
production are enhanced by2020.
|
· Number
of community interventions conducted
· Number
of agriculture inputs supporting mechanism made.
· Number
of livestock improved and distributed.
· Number
of beneficiaries benefited.
· Quality
of agricultural production
· Quality
of livestock production.
|
Intervention
sessions
Agriculture
inputs.
Livestock
breeds.
Agriculture
and livestock production.
|
|
Activities
4. To
conduct 26 training sessions on modern agricultural and livestock practices.
5. To purchase, isolate and distribute evenly
improved breeds of livestock for effective livestock.
6. To
conduct training on improved pastoral habitats.
7. To
conduct study tour in Kenya/ or elsewhere in east Africa for physical
learning on improved pastoral habitats.
8. To
establish 15 improved houses for better houses reinforcement.
9. To
conduct baseline on the number of health and water facilities available
versus the number of people accessing them.
10. To
conduct mainstreaming sessions on the effective use of safe water (water
policy) and health care services.
11. To
drill 3 borehole wells and construct 3 cattle troughs
12. To
conduct 46 sessions on health prevention and care.
|
|||
Strategic
Objective 9
|
|||
9:1 To support and
assist pastoral communities to have access to clean and safe water.
|
|||
Strategic objective
|
|||
9:1 Water access is improved in one three
villages.
|
|||
Activities
1.
Identifying possibilities of water
development.
2.
Organize community contributions to the
project.
3.
Training water management and
conservation of water catchment forests.
|
|||
Strategic
objective 10
|
|||
10:1 strengthen the capacity of MIMUTIE to attain its
strategic objectives for pastoralist development.
|
|||
Expected result/outcome
|
|||
10:1:1 The management and organizational capacity of
MIMUTIE has been improved.
|
|||
Activities
1. Training all the MIMUTIE staff on organizational
management and development.
2. Training in project planning and management.
3. Training in fund raising skills.
4. Training in monitoring and evaluation.
5. Training in financial management.
6. Training in the use of computers for management and processing of management information.
7. Study tours to other areas where likeminded organizations
are operating women development programs(e.g MWEDO)
|
In order to monitor
properly the implementation of the strategic plan a clear monitoring and
evaluation system will be developed and internalized within the MIMUTIE
management system. This will entail monitoring of the activities and results,
which emanate from the actions taken towards reaching the mission of MIMUTIE.
Monitoring and
evaluation will be based on internal system through progressive reports, review
meetings, planning sessions and follow up visits at the sites of
implementation. External evaluation, both midterm and end of term will be held.
Standardized
progress reports will form the major part of monitoring mechanisms, which will
be implemented at all levels in order to capture and document results and
progress of the entire of MIMUTIE management system.
