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Friends World Committee for Consultation- Africa Section(FWCC-AS)

Strategic Plan 2018-2023

Draft document from Workshop deliberations Robert Wamaya- Consultant

17

FWCC-Africa Section Strategic Plan 2018-2023


Table of Contents FOREWARD......................................................................................................................................................................3 EXECUTIVE SUMMARY.................................................................................................................................................4 Vision...................................................................................................................................................................................5 1.

Operating Contexts (issues, trends)...................................................................................................................6 1.1 Background.............................................................................................................................................................6 1.2 Aims and purposes of FWCC- AS:....................................................................................................................6 1.3 Purpose of the Strategic Plan.............................................................................................................................7

2.

The Strategic Planning Process.............................................................................................................................8 2.1 An all Inclusive Approach.....................................................................................................................................8 2.2 Based on the Word of God.................................................................................................................................8 2.3 Phases of the Strategic Plan................................................................................................................................8

3.

FWCC-AS Identity..................................................................................................................................................9 3.1

Vision:.................................................................................................................................................................9

3.2 Mission.....................................................................................................................................................................9 3.2

Values..................................................................................................................................................................9

4. Situation Analysis- Where are we now?................................................................................................................10 5. Strategic Priorities (objectives, outputs and indicators)...................................................................................12 6.

Fundraising Strategy..............................................................................................................................................17

7.

Section’s structural capacity................................................................................................................................18

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FOREWARD For an organization to grow, gain support from the stakeholders and remain relevant in years to come, it must have clear and well articulated plans on which to base their operation activities. Both internal and external buy-ins can be achieved and enhanced by the organization being able to communicate and implement its programs in a well thought out and clearly stated action plan. Friends World Committee for Consultation- Africa Section (FWCC- Africa Section) strategic plan for 2018-2023 was developed through a consultative approach including inputs from and workshop participation of all executive committee members. The process was facilitated and document authored by an expert from within the Quaker society with vast experience in marketing and social research & strategic planning. The plan is based on the background of FWCC history, an analysis of the current situation in which FWCC- Africa section operates and the potential that the organization has to grow towards achieving its laid out mission. The strategic plan is anchored on the infallible word of God based on the theme derived from Esther 4:14 “This is the Time”. The team focused on developing a plan that is derived from wise/expert consultative process- “Mordecaian” Principle; and committed to take the strategic plan’s advicse/vision and act on it with passion- “Estherian” Principle. The strategic plan is being written in a period when FWCC- Africa Section feels the need to become more visible and expand its activities in the backdrop of economic, political and social challenges facing most African countries. However the executive committee acknowledges that “with God all things are possible”. We appreciate the inputs from the World Office, participation of the director of FUM and financial contributions of various Yearly Meetings in support of this process. Bainito Wamalwa The Clerk FWCC- Africa Section

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EXECUTIVE SUMMARY The new FWCC- African section leadership recognized that the structure and operations of the Section have not been guided by any strategic plan. It is for this purpose that the new Executive Committee has resolved to develop a 5-year Strategic Plan for the year 2018-2023. The plan is being developed on a background of numerous challenges amidst a lack of sustainable financial base and heavy reliance on donor support causing a major setback to the Section’s ability to serve the continent adequately. The strategic plan has seven major sectors namely 1. 2. 3. 4. 5. 6. 7.

A summary background of FWCC- African Section The strategic planning process FWCC- Africa Section Identity Strategic situation analysis Strategic priorities Fundraising strategies Section’s structural capacity

The Executive Committee undertook an all-inclusive approach, incorporating all executive committee members in the process of deciding the future course for the Section. The process was conducted in a scientific method facilitated by an internal expert. FWCC- Africa Section’s identity is entrenched in the constitution that was revised in 2014 that articulates the vision, mission and objectives of the section. The constitution also inter alia describes the FWCC-Africa Section Strategic Plan 2018-2023Page 4


structure and roles of secretariat and committees. It was agreed that the Quaker values be included in the constitution and major documents/publications and websites of the section to act as a frequent reminder to all Friends. The situation analysis (SWOT) identified key strengths and opportunities to be pursued to ensure effectiveness and expansion of FWCC- Africa Section programs. A strong historical background in peace building, large numbers of members, well developed structures, networks with other religious bodies, positive relations with other Quaker bodies and operating in an environment with freedom of worship are the key strengths. Possibility of more collaboration with world Ecumenical bodies and the United Nations; increased conflicts in African states and tapping into more youthful and expert members were mentioned as the opportunities to explore. However major weaknesses and threats were also noted. Weaknesses identified included internal leadership wrangles, weak nomination processes, a poorly remunerated secretariat, lack of financial resources and logistical difficulties. Political crisis, religious intolerance, risk of becoming obsolete due competing programs and economic hardships are the main threats. The strategic priorities selected are based on identifying activities that take advantage of the Section’s strength and opportunities and; rectifies weaknesses and minimizes threats. Five priority action areas identified as pillars to grow and expand FWCC- Africa Section’s programs are:1. 2. 3. 4. 5.

Increasing visibility/ publicity of FWCC-AS programs Increasing the funding of FWCC-AS programs Increase Engagements in Peace programs Creating (StrenghtheningStrengthening) unity among various Quaker programs Initiate Climate SMART programs within Africa focused on tree planting

A fundraising strategy to increase the total annual funding to the Section’s program from the current USD 14,000 to USD 52,600 in 2018 and maintain an annual increase of 20% through the subsequent 4 years. This will be achieved through improved contributions from yearly meetings, recruitment of regular local donors, explore sustainable investments, writing of grants winning proposals and rebuilding the high standards of financial integrity values attributed to the early Quakers like Barclays.

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FWCC Africa Section Strategic Plan Building foundation and Pillars

Vision and

EQUALITY

STEWARDSHIP & ENVIRONMENT

COMMUNITY SERVICE

Initiate Climate SMART programs within Africa

INTEGRITY

Creating unity among various Quaker programs

PEACE & JUSTICE

Increase Engagements in Peace programs

SIMPLICITY

Increasing the funding of FWCC-AS programs

Increase visibility/ publicity of FWCC-AS programs

Mission

1. Operating Contexts (issues, trends) 1.1 Background Friends World Committee For Consultation – Africa Section (FWCC – Africa Section) exists as part of the world-wide Friends World Committee for Consultation for the purpose of encouraging fellowship among all the branches of the Religious Society of Friends in Africa. FWCC- Africa Section is one of the four Sections namely, Africa Section; Section of the Americas; AsiaWest Pacific; Europe & Middle East Section, of the Worldwide Friends World Committee for Consultation which was established in 1937 to be a channel of communication between Friends, helping them to explore and nurture their identity as Quakers in order to discover and be faithful to their true place in the world as a people of God. The Africa Section Secretariat based at Friends FWCC-Africa Section Strategic Plan 2018-2023Page 6


International Centre Ngong Road was started in 1969 and approved as a Section by the Triennial Conference held in Antanarivo-Madagascar, in 1971. It was registered by the Government of Kenya as a Society in 1973.

Friends in Africa are concentrated in the Western part of Kenya. However, there is Nairobi Yearly Meeting which stretches from Nairobi north to Nakuru and Kericho and south east to Mombasa. There are Friends in Uganda, mainly concentrated around Mbale. Tanzania has had Friends for a long time, concentrated around Lake Victoria and the Section is working to develop Friends groups elsewhere in the country. There was a group in Pemba which is no longer in existence. In Rwanda Friends are growing rapidly and are spread across the country but Kigali has the highest number. Burundi has had the presence of Friends since 1930s. There are also some Friends in eastern Congo with small numbers in Kinshasa and Brazzaville. The groups in Congo are separated by vast distances such that each group is autonomous. There are isolated members and groups in Nigeria; Ghana; Botswana; Lesotho; Malawi; Namibia; South Africa; and Madagascar. In essence, the section accommodates all the three Quaker flavors, i.e. the unprogrammed, the evangelical and programmed Friends. As such, FWCC Africa Section brings all the groups together and encourages cooperation and working together to further Quaker values in Africa. 1.2 Aims and purposes of FWCC- AS:1 1.

To encourage and strengthen the spiritual life within the Society of Friends in the Africa Section through such measures as the promotion of inter visitation, study, conferences and a wide sharing of experience on the deepest spiritual level.

2. To help Friends to gain a better understanding of the worldwide character of the Society of Friends and its vocation in Africa today. 3. To promote consultation amongst Friends of all cultures, countries and languages. To bring the different groups of Friends into intimate touch with one another, seeking their common Quaker heritage, sharing experiences and coming to some measure of agreement in regard to their attitude to world issues. 4. To promote understanding between Friends everywhere and members of other branches of the Christian Church and also of other religious faiths and to interpret the specific Quaker Message to those who seek further religious experience. 1 FWCC African Section- Revised Constitution (2014)

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5. To keep under review the Quaker contribution in world affairs and the World Christian mission: to facilitate the examination and presentation of Quaker thinking and concern in these fields: and to encourage Friends to co-operate as far as possible in joint action with other groups having similar objectives. 6. To help and promote capacity building for Friends and Quaker groups in Africa, and surrounding communities in Africa. 7. To mobilise resources and funds for promotion of Quaker programmes in Africa. 8. To venture in sound investments in property Assets/Securities and Establishments for the benefit and development of Quaker Programmes, Friends and Quaker groups in Africa. 9. To establish, develop and promote partnerships with Institutions/Developmental Organisations for economic empowerment and growth of Quaker groups/communities in Africa. 1.3 Purpose of the Strategic Plan Africa Section confronts major problems on the continent such as diseases, unemployment; war and tribal clashes, corruption, poor governance, emerging modern sects/ministries, poverty, and violent extremism among others. For the past 44 years, Africa Section has attempted to address these challenges amidst a lack of sustainable financial base and heavy reliance on donor support and this has been a major setback to the Section’s ability to serve the continent adequately. The structure and operations of the Section have not been guided by any strategic plan although an attempt was made in 2010. It is for this purpose that the new Executive Committee has resolved to develop a 5-year Strategic Plan for the year 2018-2023.

2. The Strategic Planning Process 2.1 An all Inclusive Approach The Executive committee undertook an inclusive approach, incorporating all executive committee members in the process of deciding the future course for the Section by having them:  

Invited to the planned retreat/workshop at Mbale- Uganda from 19-22nd October 2017 Respond to a SWOT analysis exercise before the retreat Participate in the Strategic Planning workshop

This ensures that all members have a strong buy-in of the developed strategic plan by: 

Becoming clearer about their roles and how they fit into the organizations overall objective Unifying diverse interests for a common purpose

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 

Agreeing on more effective use of human and capital resources and Building commitment and motivation

2.2 Based on the Word of God The development of the strategic plan was based on the infallible word of God based on the theme derived from Esther 4:14 “This is the Time”. The team focused on developing a plan that is derived from wise/expert consultative process- “Mordecaian” Principle; and committed to take the strategic plan’s advise/vision and act on it with passion- “Estherian” Principle. The strategic plan document developed should “Lay clear your vision, and make it plain on tablets. That anyone who sees it might run with it.” (Habakkuk 2:2). Finally he plan will always be committed to God (Proverbs 16:3) and based on the faith that “If you can believe, all things are possible to him who believes” (Mark 9:23) 2.3 Phases of the Strategic Plan The development of the strategic plan followed the scientific approach of:1. 2. 3. 4. 5. 6. 7.

Understanding the identity (vision, Mission and values) of FWCC- AS Evaluating the Situation Analysis (SWOT) of FWCC-AS Setting the Priority Goals for FWCC-AS for the next 5 years Discussions on the Resources (finance, staff/expertise) needed to achieve the goals Self appraisal of FWCC-AS capacity to achieve goals Brainstorming on Fundraising strategy Commitment to Performance Measurements

3. FWCC-AS Identity To ensure uniformity on the identity of FWCC-AS, the vision, mission and values were based on from in the revised Constitution2 and reports on the brief history of the organization. 3.1 Vision: The current vision is based on the FWCC constitution revised in the year 2014 that states: “To cross cultures, to connect friends, and to change lives”. This would be retained as the organization’s view of the desired future of FWCC- Africa Section vision to drive the strategic plan. 3.2 Mission The mission statement on the FWCC constitution revised in the year 2014 that states: “Answering God’s call to universal love. FWCC brings Friends of varying traditions and cultural experiences together in worship, communications, and consultation, to express our common heritage and our Quaker message to the world.”

2 FWCC African Section- Revised Constitution (2014)

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The organization has made some progress in bringing Friends in Kenya, Uganda, Tanzania, Burundi, Rwanda and South Africa together. However more work has to be put in reaching out Friends in Nigeria, Ghana, Botswana, Lesotho, Malawi, Namibia, and Madagascar. The challenges of distance separating Friends, low financial resources and language barriers have to be addressed. 3.2 Values It was noted that the current documents, communications and newsletters do not incorporate the Quaker values. It has usually been assumed that all Quakers are aware of the values. These values should be included in all important communications especially the constitution, newsletters and website to act as frequent reminders to members. The underlying beliefs that Quakers hold and that must inform the FWCC-AS executive committee in establishing policies and making decisions are:Quaker Values 1. Simplicity 2. Peace and Justice 3. Integrity- Includes (Honesty, Truth, Openness, Love, stewardship) 4. Community service 5. Equality- That of God in each one of us 6. Stewardship and Environment NB- Quaker Faith & Practice is when values are applied in life

4. Situation Analysis- Where are we now? Using inputs from previous FWCC reports 3, emails responses and discussions at the workshop, including inputs from the World Office the following SWOT analysis was derived: SWOT Analysis Strengths • Historical tradition in peace building • Large Membership numbers • Strong networks- UN offices, Friends Schools, Ecumenical bodies, • Positive relationships with FUM and other Quaker groups • Strong top leadership • Inclusion of Youth in leadership positions • Capital resources- Land, human/intellectual capital • Well structured systems • Freedom of worship/assembly granted

Opportunities • Ecumenical movements including NCCK, World Council of Churches etc • Peace missions in countries facing conflict • Partnership with donors • Networks with like-minded organizations • Inclusion of Youths • Unused human resources/Friends who are experts in required fields

3 Brief History of FWCC; Yearly Reports from Secretariat; Executive Secretary Report in the Triennial in Rwanda; Friends World News 2016 (vol. 1 No. 183) and 2017 (vol.1 No. 184)

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by the constitution

Weaknesses Internal wrangles • Competing programs • Lack of understanding of roles • Leadership wrangles/conflicts/ Clanism • Historical differences due to flavours (liberals, conservatisms, evangelicals) • Lack of robust and transparent nomination process based on ability • Slow adaptability to Technology/, Experts, Youth Lack of financial resources • Poverty mentality/lack of sound investments /strategic allocation of available resources • Knowledge hoarding • Missionary mentality- reliance on external donations • An under-paid; under resourced secretariat Logistical challenges • Geographic distances and weak transportation systems • Linguistic diversity and the inherent challenge to provide interpretation;

Threats Political crisis • Conflicts - continental and global • Political interference Religious intolerance • Violent extremism – targeting Christians • Mush-rooming sects/Prosperity gospel • Ideologies Competing Programs • Risk of becoming obsolete due to lack of clear cut boundaries in organization structures and frequent duplication/lack of understanding of roles Economic hardships • Poverty

Based on the above situation analysis the strategic plan should:A. Take advantage of the strengths and opportunities by i. Lobbying for more capital and human resources from the large African membership base, strong networks, co-opting influential members and expert leadership and youth base. ii.

Enhancing the relationships with other organizations and Ecumenical bodies; International Donors; FUM; Other FWCC sections; and the 26 Yearly Meetings in Africa

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iii.

Expand peace activities by leveraging on the strong historical tradition of peace building, explore involvement in countries facing conflicts and engagements with the QUNO offices

B. Correct weaknesses and plan to handle threats by i. Communicating to members the distinct roles of various programs to avoid leadership wrangles and/or duplication of activities ii. Developing internal channels of financial resource mobilization to better equip the secretariat office, expand activities and improve linkages with other currently dormant countries

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5. Strategic Priorities (objectives, outputs and indicators)

Strategy 1. Increase visibility/ publicity of FWCC-AS programs

Activities a. Activate/updated website

Key performance Indicators Increased interactions with the website resulting to more awareness and support for FWCC-AS activities

b. Regular Intervisitations and communications with Yearly meetings clerks

Increased meetings with Year meeting clerks

c. Increase publications and

Developed Awareness campaign brochures

FWCC-Africa Section Strategic Plan 2018-2023

Outcomes Expected

Timelines

At least 3 monthly updates/ new articles on FWCC-AS activities

To start immediately Monthly reports to track numbers

Increased number of new people visiting the website to 100 monthly; 1000 yearly visitors. 5000 in 5 years

From November and continuous

Number of interactions converted to 100 active participation and support for FWCC-AS programs per Quarterly- Target 500 active friends annually- 2500 in 5 years Face to face Meeting with at least one Yearly meeting clerk every month- 12 clerks a year- 60 meetings within 5 years

1st update report End of December 2017 Then quarterly reports

Quarterly Reports 1st Quarter 2018

Activity Champions Executive Secretary

Starts immediately Monthly and continuous

The Clerk

April 2018

ChairmanLiterature and


publicity materials

Strategy

Activities d. Engage with major Media houses

e. Develop and Include information of FWCC programs in Catechism classes

2. Increase the funding of

a. Setting Strategic Fundraising

Distribution to all yearly meetings

1st Distribution April 2018 and Annual distribution– 5000 brochures

Annually during Quakers Day

Increase On-line publications Key performance Indicators Number of articles published and/or aired in major local, regional and international media houses

At least one new on-line article monthly Outcomes Expected

Start November 2017 and continuous Timelines

At least one publication or event published or aired every 6 months in each country

Develop the information proposed to be taught in the classes

Information document

By June 2018 And continuous- at least 5 published/aired articles in 2018. Increase to above 10 in 2019 By January 31st 2018

Meetings with Yearly meetings clerks to discuss information inclusions in Catechism classes

26 Yearly meeting informed of our proposals; the information document shared with them and response received

Publications

Activity Champions Executive Secretary

Chairman Literature and Publications

Continuous from February 2018

The Clerk

Number of Yearly 26 Yearly meetings adapting meetings including the the information in the information in the classes catechism classes

First report by June 2018 and continuous

The Clerk

Fundraising Proposal document completed

By February 2018

Chairman- Planning and development

FWCC-Africa Section Strategic Plan 2018-2023Page 14

Proposal documents


FWCC-AS programs

Strategy

Programs/ Proposals

Activities b. Recruiting and encouraging local donations; and planning fundraising events and merchandising

c. Encourage Increase in Yearly

Key performance Indicators Number of recruited local donors and donations received

Outcomes Expected

Timelines

200 regular donors by end of 2018 increasing by over 20% annually

Start January 2018 Continuously and Quarterly reports issued

Amount of funds raised in Fundraising events a

Arrange annual fundraising event targeting $30,000 and increasing by over 20% annually

First fundraising event by August 2018 Minimum target for the 5 years is $150,000

Develop merchandize and recruit and activate Merchandizing agents at Yearly/Monthly meetings level

Approved Proposal document for merchandizing strategy

By end of January; reviewed annually

Number of Yearly meetings contributing

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Merchandize developed- 1st 1000 items- Sale over 5000 merchandize items by 2023 26 Yearly meetings contributing by end 2018

Activity Champions Chairman- Planning and development

By June 2018 and continuous Starts immediately and continuous

The Clerk


Meetings contributions

d. Ensuring integrity, stewardship and regular up-to-date financial record/reports Strategy

Activities e. Timely correspondence of appropriate financial reports/letters to donors

3. Increase Engagements in Peace building programs

a. Reactivate/form lobby groups

Annual Increments in contributions Strict adherence to Financial Policy from the World Office Number of timely reports sent to Donors Key performance Indicators Number of timely reports sent to Donors

Activities/Vibrancy of Facebook Page

Number of lobby groups activated/ formed b. Train groups on Training manual Peace building and development Conflict

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Advocate/Lobby for an annual 20% increment in amount contributed annually Clean bill given by Auditors

2019 to 2023

Timely of reports sent to donors Outcomes Expected

Annual counts of timely reports sent Timelines

Timely of reports sent to donors

Annual counts of timely reports sent

Positive response to financial reports encouraging timely, regular and increased donations Opened Peace and Social concerns Facebook page and number of interactions

Annual counts of positive responses Increased donations

At least one functional lobby group in every country Approved training manual

By June 2018

Annual Audit reports

Immediately and continuous monthly and quarterly reports

April 2018

Chairman- Finance

Activity Champions Executive Secretary

Chairman- Peace and Social concerns

Chairman- Peace and Social concerns


resolution

c. Engagements with Governments, NGOs, Other Ecumenical movements

Strategy

Activities

Creating unity a. Visit and regular among various communications Quaker programs with Yearly 4. Meetings Clerks b. Encourage “softice breaking� (meetings of worship, sharing of goodwill and breaking of bread with no heavy agenda)meetings amongst various Yearly Meetings to improve relations 5. Initiate a. Sensitization on

Number of peace lobby groups formed

All formed lobby groups trained

December 2019

Number of meetings with Governments, NGOs and Ecumenical bodies engaged with peace programs

Participate in at least 3 national or regional peace initiatives annually 15 in the 5 years

Start January 2018 to 2023

Chairman- Peace and Social concerns

Key performance Indicators Number of successful inter-Yearly meetings

Outcomes Expected

Timelines

Better inter Yearly meetings relations

Starts immediately and continuous

Activity Champions The Clerk

Number of meetings between/among previously wrangling Yearly meetings

Better inter Yearly meetings relations

Starts immediately and continuous

The Clerk

Develop a document on

Approved document for

January 2017

Chairman-

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Climate SMART programs within Africa

environmental issues

b. Encourage local meetings to establish tree nurseries c. Kick off a “Quaker Family Peace Tree” campaign

environmental stewardship (especially growing of trees)

circulation

Number of yearly meetings that receive the document Number of local meetings with tree nurseries

Share document with all 26 yearly meetings

March 2017

At least Each Yearly meeting to have a tree nursery by June 2018

By June 2017

Provide 1000 free seedlings annually Number of Quakers that plant a “Peace Tree” in their homestead and churches

1000 trees planted annually

5000 trees planted by 2023 5000 trees planted by 2023

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1000 Quakers adapt a peace tree annually

Stewardship and Environment (propose formation of sub-committee) A forest/tree expert would be most appropriate ChairmanStewardship and Environment

ChairmanStewardship and Environment


6. Fundraising Strategy The team came up with the following strategies to improve the financial base of the FWCC-AS Fundraising Strategy 1. Encourage Yearly meetings contributions

Yearly Targets Champion Currently about 10 Yearly Meetings are The Clerk regular contributors. Target 26 contributing Yearly Meetings 26 X USD 100 (equivalent)= $2600

2. Recruit 200 regular local donors

To move the local donors from ad hoc contributions to monthly regular contributions  Each member of the Executive Committee to mobilize 10 Friends to contribute USD 100 per year =200 X $100= $20,000  Strategic Fundraising events and merchandise $ 10,000  Include valuation of the already purchased plot is assets at $5,000current market value to be confirmed

Chairman –Planning and development

3. Writing of focused proposals

 Sending out at least 12 well thought out proposals every year  Value targets to be determined by Executive Committee a. Adhering to the Operational Financial Policy from the World Office

Executive secretary

c. Timely and frequent appropriate correspondence with Yearly Meeting and other donors acknowledging receipt of funds and updating on projects/programs progress.

Executive Secretary

4. Rebuild the high standards of financial integrity values attributed to the early Quakers (Barclays) b. Proper record keepings and timely audited reports

Chairman- Financial Committee

The financial strategies (excluding proposals) have set to improve the current funding from $20,000 per year to $32,600 in the first year (2018); a 63% improvement. Increasing the funding by a minimum of 20% annually will yield:-

FWCC-Africa Section Strategic Plan 2018-2023


Year 2018 2019 2020 2021 2022 2023

Target Funding (USD) 32,600 39,120 46,944 56,332 67,599 81,119

7. Section’s structural capacity The FWCC Africa Section has a clear stated structure detailed in the constitution that explains the various roles of all executive committee members and standing committees. The members and committees include      

Office Bearers (5) 3 other nominated members Chairman of Standing Committees The Clerk of YQCA 7 co-opted members The Section Executive Secretary as ex-officio

With most of the members being new in the Sections, proper induction into their roles, commitment to participation in FWCC programs and the importance of frequent internet communication. Due to the members being from various countries in Africa and the financial challenges of physical face to face meetings it was agreed that all members must have a smart phone to ensure easy availability for:  

Quick Emails, documents reception and response The Whatsapp platform of frequent live group urgent communications Occasional Accessibility to laptop or cyber cafes computers to link into Skype meetings

The current membership has improved in having members of appropriate expertise and a track record of integrity to be able of achieve the strategic goals. The inclusion of the youth in the executive committee is also a positive move to ensure continuity and relevance in the future. The members should be frequently encouraged to use their talents and expertise to support the FWCC-AS programs. Increasing the co-opted members’ numbers to have at least a representative from every Yearly Meeting should improve awareness and expansion of the Section’s programs. The members should be nominated based on need of expertise, positive influence within the Yearly Meeting, commitment and availability to participate in FWCC- Africa Section programs.

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Q 20180812 FWCC strategic plan  
Q 20180812 FWCC strategic plan  
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