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The MAASBEE 50/50 Grand Strategic Plan 2011 â&#x20AC;&#x201C; And Beyond " Tribute to Lenana & Senteu Circa 1890 Notice that Olonana is Cornered

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â&#x20AC;&#x153; Sir Arthur Hardinge, although which man in the photo Hardinge is is unknown. Lenana was the son of Batian who was the previous Chief Medicine-Man

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Table of Contents Background..................................................................................................................................04 INTRODUCTION .........................................................................................................................06 EXECUTIVE SUMMARY ………………………………………………………………………………07 What is 50 / 50 Grand Strategy.....................................................................................................? VISION / MISSION/ CORE VALUES ...........................................................................................08 OBJECTIVES……………………………………………………………………………………………10 SWOT ANALYSIS……………………………………………………………………………………….12 GOAL 1 ........................................................................................................................................14 GOAL 2 ........................................................................................................................................15 GOAL 3 ........................................................................................................................................16 GOAL 4 ........................................................................................................................................17 GOAL 5 ........................................................................................................................................18 GOAL 6 ........................................................................................................................................19 Goal 7 ........................................................................................................................................20 Goal 8 ........................................................................................................................................21 Goal 9.........................................................................................................................................22 Goal 10 .........................................................................................................................................23 Resource Mobilization...................................................................................................................24 Funding…………………………………………………………………………………………………..26 Program Implementation…………………………………………………………................................26 Resource Mobilization Mapping – names Staff……………………………………………………………………………………………………….26

Monitoring and Evaluation Financial Management ………………………………………………………………...26 Monitoring and Evaluation………………………………………………………………27 Key staff ………………………………………………………………………………….31 APPENDIX A—Organization Structure ...............................................................................................................................29 I"#"$ % & ' " "


B—Graphical Strategic Plan Summary Charts ........................................................................................ 37 Contibutors ………………………………………………………………………………………………..43 Merchanizing………………………………………………………………………………………………44 Slogans ..................................................................................................................................................................49

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Background On 20th December 2010, The Narok County Youth Coalition for Change together with Change Maa Association, Impact, Touch of Love, Hapep, Maa Discovery, Narok University College Student Caucus and the Narok District Network met and decided to form a grand organization, a civil society movement that spearhead the process of transforming Narok county into an economic power house driven largely by the youths. A Committee of experts was established. The members were: 1. George Narok – Legal Expert 2. Stanley Maren Ole Swakei – Secretary, Narok Youth Coalition 3. Kelly Konchellah – Treasurer , Narok County Youth Coalition 4. Antony Kilerai- Change Maa Initiative 5. Esmael Omar – Chairman – Impact, Narok Youth Agenda 6. Soila Sankale – Intellectual – Makerere University 7. Solomon Ole Ntaiyia – Banker 8. Leornard Tambushi 9. Elkanah Sereny

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During the meetings, the Committee of experts was visited by guests who came to give their input so that the final document can represent as many diverse people and groups as possible. Notable among the visitors to the Committee were 1. Maina – Hapep 2. Stella kasura – 3. Nema representative 4. Environmental representative 5. Stephen Ole Kishoyian – Chairman – Narok County Youth Coalition for Change 6. Nafsi – Performance Artist 7. KZak – Performance Artist 8. Julius Karano – Ole Menya – Celebrity Actor 9. Konana – Artist – Ata Turn Tables Hit album, Celebrity actor 10. Serem Olkaja

One of the main items to be discussed was what kind of organization the Narok County initiative. It was agreed by all that A Civil Society would be best suited to tackle the problem at hand. The next item was the strategic plan. It was however agreed that before we get to the strategic plan, we first needed a constitution. The Committee discussed about what should be in the Constitution and the Strategic Plan. K"#"$ % & ' " "


The Committee was then split into two groups. One group was to work on the Constitution and the other was to work on the Strategic Plan. It was also agreed that the strategic plan should be in line with vision 2030. Questions arose as to whom we are targeting. In the end it was agreed should be a youth led initiative aimed at benefiting the entire community. This should be reflected on the organization structure. Other propositions included, a Board of trustees, A secretariat, chairman, Secretary, Treasurer, a Patron. It was also suggested that the alliance charges other groups so that they can be part of the Alliance. For the first ever, the Narok Youth Alliance has established the Narok County Strategic Plan for 2011 and beyond

Introduction After the promulgation of the New Constitution, a democratic space has been created from where the youths, the intellectuals, and visionary leaders can now begin to chart the way forward for the future of Narok County. Ever since Kenya attained independence, there has never been a strategic plan that should govern how regions should develop. Years of dictatorship has meant that those with grand ideas were not allowed to air their views. The result has been total chaos in the management of affairs. Poverty, illiteracy, poor sanitation, lack of basic infrastructure, water and electricity, unplanned settlements, run-away population Growth and urban sprawl and urban decay has become such common features that the people actually find it normal. Corruption has been declared a national disaster. Moreover, the Youth Led - NAROK COUNTY CONGRESS wishes to declare that Corruption in Narok County a serious epidemic. The Narok Youth Alliance has therefore decided to move forward with collaborative strategic planning and its coordinated execution. To make the County services more accessible to the people it serves, to improve the cost-effectiveness of county programs and operations, and to embrace the spirit of innovation that is going to be a distinctive characteristic of Narok County, Leadership overhaul, replaced with transformational and visionary leadership is going to be the key strategy of Narok Youth Alliance. Once that has been done in 2012, the alliance will then push for the Implementation of the other main strategic plans that will result in a rich, vibrant, green society.

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Executive Summary This strategic plan outlines the priority areas to be undertaken by Youth Led - NAROK COUNTY CONGRESS in the Two years (2010 – 2012) planning period. The strategic plan has been developed after an elaborate stakeholder consultative process and therefore reflects the views and aspirations of Narok County Youth and its key stakeholders. It covers program priority areas of action including implementation strategies and key partners on which Narok County will concentrate the available human and financial resources to achieve its overall goals. The strategic plan has been developed as a guiding instrument for Narok County development and Governance interventions for young people in Narok County during the two-years planning period. Narok County’s overall strategic goal in this planning period is to enhance and accelerate youth participation in and contribution to Narok County’s development and governance efforts through increased advocacy, civic awareness, sustainable livelihood initiatives and exposure of young people to emerging issues of a global nature such as environment and climate change. To achieve this, YL NACOC realizes the need to engage in a number of crosscutting activities with key local and international partners that will enable its interventions make a tangible and sustainable impact on youth empowerment. These areas include: governance and human rights, youth economic empowerment, as well as environment and sustainable development. It’s anticipated that at the end of the two-year planning period, planned interventions will have made a measurable impact in transforming youth engagement and increasing their contribution to County level National and national development. More specifically, Narok County expects to have supported underprivileged youth acquire entrepreneur skills, increased youth participation in decision making both at local and national levels, increased exposure of youth to the new global issues of environment and climate change, as well as built strategic partnerships and networks with a cross section of other likeminded organizations in the country and beyond. M"#"$ % & ' " "


Vision A Socio â&#x20AC;&#x201C; Economic Empowered Society

MISSION To create and facilitate for an effective leadership that will encourage and strengthen collective political, social, economic cultural, environmental, and technological initiatives to build the best County.

GOAL Improved and sustainable livelihood N"#"$ % & ' " "


Core Values 1. Transparency and accountability 2. Objectivity (impartial/nonpartisan). 3. Consensus building 4. Respect for and appreciation of diversity 5. Effective participation (of both the membership and program beneficiaries and partners). 6. Universality of humanity (that human beings deserve their equal worthy irrespective of race, creed, or gender).

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Youth Led - NAROK COUNTY CONGRESS

CORE OBJECTIVES "

To advocate for youth networking and full participation of the youth

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in leadership and good governance

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To promote entrepreneurship and create economic opportunities

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To uphold and advocate for quality education for all

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To Protect and Promote justice and for human rights

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To ensure equal access to health and health care services.

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To Promote and to protect the positive Traditional Culture of the people of Narok County.

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promote and protect the natural environment and its peaceful co-existence with the eco-system.

promote Scientif i c, Information and Te leco m m uni cations techno lo gy - as a key contributor to the! To Promote Tale nts - Sports, Arts, Performance Arts, Local Movi e s "The

Deve lo p m e nt of New Smart & Green Citie s for each of the Narok County

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THE TEN OBJECTIVES ARE REPRESENTED BY THE YOUTH POWER TRIANGLE SIGN OF BOTH HANDS THE HORNS REPRESENT OUR WILDLIFE AND POWER

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The MAASBEE 50 /50 Grand Strateg ic Plan i s based on the Youth Led – NAROK COUNTY CONGRESS core objecti ve s. " !G"#"$ % & ' " "


SWOT ANALYSIS Strengths • Established network of members • Development partners and potential funders • Availability of qualified employees • Good will and commitment among the youth of Narok

Opportunities • Available and willing development partners for youth development • Youth are majority • Civic Education to the majority of illiterate, or less exposed youths in the country side

Weaknesses • Weak internal resource base • No office yet • Weak Monitoring and evaluation system • Illiteracy of target youth members • Ineffective usage of Information Technology especially new media • Lack of funds • Lack of It infrastructures in rural areas. Threats • Political leaders interference of youth activities • Widespread youth CSOs in the country • Positive CSO legal and operational environment in the country • Weak youth structures at all levels • High levels of poverty especially among young People.

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The Plan Through a continuous reflection and analysis of the Vision and Mission of YL NACOC as well as the current youth demands and national priorities geared towards ensuring that the country successfully undergoes through the political and economic transitions at hand, this strategic plan has been designed to create a lasting and valuable impact for youth prosperity in all spheres. The program have been planned out to reflect Narok County’s areas of focus in the long term 5 years and in the short term (2011 – 2012), if successfully accomplished, will realize the strategic objectives stated below. The program areas will be realized through building strategic partnerships and collaborations with development partners, government and the network’s membership across the board. Within the strategic plan, there will be the short -term strategic plan covered by objective No. 1. The short -term strategic plan is called the HONEY COMB. The success of all other objectives will be based on the success of this objective. Leadership, lack of strategies, corruption, impunity and negative ethnicity has for many years scuttled any meaningful development in Narok County. A paradigm shift is therefore needed in the way things are done in Narok County. Narok County Congress must strive to separate “Self – Esteem, ego-centric leaders” from “Visionary and Transformational leaders”.

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1.0 To advocate for youth networking and full participation of the youth in leadership and good governance (Short Term Strategy - The Honey Comb Strategic Plan)

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The Youth Led - Narok County Congress will go on mega civic education campaign that will create the awareness needed about to bring leadership change. So as to achieve and or implement the other objectives Moreover, the congress will identify and map visionary and transformational individuals for the 2013 Narok County Leadership. Delegates and regional representatives shall be identified or elected so as to drive the process. The people of Narok County will be advised to vote as a block – “OPERATION WILDLBEEST MIGRATION 1.1

Movies and documentaries funded by Local and international organizations

1.2

Radio shows television adverts, billboards, branding and merchandizing

1.3

Facebook and other social networking sites

1.4

Mobile phones alerts, e.g. SISI NA AMANI Frontline SMS, Bulk SMS

1.5

“VILLAGE CONNECT” Visit or call your village frequently. Organize meetings

1.6

Networks with all youth CSO’s / NGO’S

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2.0.0 To promote entrepreneurship and create economic opportunities 2.1.0 50/50 Deals between the people of Narok County and Investors 2.2.0 Supermarkets to be owned by local entrepreneurs with each business having a “department” 2.3.0 To promote new and innovative business models – Renewable energy / Reptile Parks, Game Ranches. 2.4.0 To research, patent, brand, manufacture and market Narok County herbal medicines. 2.5.0 Value addition of Narok Resources I.e. Industries and factories 2.6.0 Establish international market linkages for local products. 2.7.0 The Establishment of MAASAI BROAD-BASED ECONOMIC EMPOWERMENT (MAASBEE) Charter I)

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3.0.0 Uphold and advocate for quality education for all 3.1.0 Research and development 3.2.0 Advocate for a good education system 3.3.0. Advocate for relevant College curricula to fill the skills gap 3.4.0 Prepare and develop skilled personnel in the areas of computer

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Technology so that they can manage New Narok E-County 3.5.0 Work with foreign governments like EU USA, China and others so as to get the youths to go abroad for special youth skills development Programs. 3.6 Affirmative action in Education among the marginalized communities 3.7 Through the MAASBEE 50/50 Grand Strategic Plan, the Narok County people will be able to take up more challenging courses like Engineering, material sciences, space explorations, Research and development, etc. Currently there is an over emphasis on Humanities.

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The Pentagon: The Five Core Objectives that Narok County will have to implement so as to drive the Growth Engine The Polyhedron: Signifies the ten objectives. "

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4.0.0 To Protect and Promote justice and for human rights 4.1.0 Civic Education on the Constitution / Provide Legal Assistance/ Legal Insurance 4.2.0 Oversee the establishment of affordable Lawyer insurance – Don’t Talk to Me, Talk To My Lawyer 4.3.0 Fight against corruption and collaborate with KACC 4.4.0 LAND OWNERSHIP IN NAROK COUNTY IS A MAJOR CRISIS THAT COULD LEAD TO CIVIL WAR 4.5.0 CONGRESSIONAL HEARINGS ON THE MAASAI LAND ISSUES AND CORRUPTION 4.6.0 CONSOLIDATE THE FAKE MAASAI LAND AGREEENTS OF 1904 /1911 CASES 4.7.0 Find lasting solutions to the issue of the Maasai Land so as to avoid future conflict 4.8.0 Advocate for fair land distribution and ownership amongst the indigenous people. 4.9.0 Engage in and organize the following mass actions i)

Stop Maasai Mara Tourism until land issues and malpractices are addressed.

ii)

Stop Corruption at Narok County Council and Town Council

iii)

Stop unscrupulous land sales in Narok County

iv)

MOVEMENT FOR THE EMANCIPATION OF LAKE NAIVASHA LAKE (MENLA) –and environs

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5.0.0 To ensure equal access to health and health care services. 5.1.0 Family Planning 5.2.0 Narok County HIV Aids Prevention and awareness creation 5.3.0 Personal hygiene and sanitation 5.4.0 Build more hospitals and clinics

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6.0.0 To promote and protect the natural environment and its peaceful co-existence with the eco-system. 6.1.0 Share the natural resources on a 50/50 basis between human activities and natural resources 6.2.0 Reclaim wetlands and Mau Forest. Establish wildlife corridors and access routes to the Mau Forest 6.3.0 Campaign for Conservation Carbon points in local and international forums 6.4.0 Carbon point payments to uplift the welfare of the local communities. The Kenya Government earns over Ksh. 6 billion from the conservation of forests. 6.5.0 To establish and ensure enforcement of strict environmental bylaws

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7.0.0 To Promote and to protect positive Culture of the people of Narok County. 7.1.0 Establish cultural days, weeks, and months – Put our cultural events on the calendar. All inclusive affair. 7.2.0 Establish Narok County as Kenya’s Cultural Capital 7.3.0 Rite of passage without the FGM or find better alternatives 7.4.0 Put Maa Ceremonies in The County Calendar and the promotion of the same by the County Government. 7.5.0 Moral regeneration of our society 7.6.0 Map Cultural Sites – Graveyards, cave dwellings and rock arts, Senteu, Lenana, Mbatiany, battlegrounds, and holy sites.

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8.0.0 To promote Scientific, Information Technology and Free internet 8.1.0 Youth Access Centers 8.1.1 Web Conferencing by leaders instead of wasting fuel with numerous 8.2.0 Telecommunications

avoidable travels

technology

8.3.0 As a key contributor to the execution of County programs and a measurement of their success 8.4.0 Promote E-Governance A Web conference is a virtual meeting at which people in different places exchange information in real time over the Internet or a company intranet. This may take form of a boardroom meeting transported online. 8.5.0 Special training on IT for the youth 8.6.0 Narok County owned TV stations and programs 8.7.0 Narok County own Newspapers and Newsletters 8.8.0 Narok County Radio Stations

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NAROK COUNTY E-GOVERNANCE

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9.0.0 Promote and Nurture - Talents - Sports, Arts, Performance Arts, Local Movies 9.1.0

Establishment of Sports SACCOS

9.2.0

Establishment of Sports Stadiums, Movie Studios and Theatres.

9.3.0

Promotion of Arts, Music

9.4.0

Establishment of Performance Arts Colleges

9.5.0

Promote Traditional Spots.

9.6.0

Promotion of Local movies using our breathtaking landscapes.

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10.0.0 The Development of New Smart & Green C ities for each of the Narok Cou nty Co nstituencies 10.1.0. Aerial surveys and mapping 10.2.0 Design of the Narok City 10.3.0 Laying of the Infra Structure 10.4.0 Start with anchor buildings 10.5.0 County HQâ&#x20AC;&#x2122;s, CBO Plaza

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10.6.0 Parks and Artificial Lakes 10.7.0 Residential areas 10.8.0.. Walk To Work at the Core of the designs 10.9.0 Solar, wind, bio-gas â&#x20AC;&#x201C; Sustainable and renewable energy 10.10.0 Energy efficient buildings

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10.11.0 allow for animal migrations

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Resource Mobilization OBJECTIVE: To build up YL NACOCâ&#x20AC;&#x2122;s capacity and establish strategic partnerships, collaborations and networking with organizations whose operations reinforce our Vision. YL NACOC will establish partnerships, collaborations and networks with other civil society organizations, with the major aim of harnessing resources, building capacity, avoiding duplication of services and providing the project team with a wide scope of local member organizations to interact and possibly partner with. In this strategic planning period, resources will be put aside to support staff development through tailor made trainings in the areas of project planning and management, customer care, records keeping and organization management. The staff development program will enhance technical capacity of staffs to manage planned activities in the new thematic areas of youth economic empowerment, environment and sustainable development. Efforts will be put in place to address outstanding infrastructural and project operational requirements that can facilitate the smooth running of the organization. In particular the organization plans to continue the office upgrade with all the necessary operational facilities and elevate its transport section by purchasing a 4X4 heavyduty project vehicle.

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Funding 1. Ksh.5000 per CBO and Youth Groups 2. Proposal writing â&#x20AC;&#x201C; Donor funding

Program Implementation Program implementation in this planning period will be undertaken by YL NACOC EXECUTIVE BOARD AND THE BOARD OF TRUSTEES after consultative and participatory processes involving other key stakeholders, particularly the Executive Board, youth community leaders, development partners and member organizations. This process will result in measurable and sustainable impacts that will transform the lives of young people in the Narok County Program monitoring and evaluation will be the responsibility of YL NACOC executive board, the Board of Trustees and regional representatives and will involve a mid-term review after one year of the strategic planning period. The mid-term review will be intended to establish whether the planned activities are being implemented as scheduled and whether the strategic objectives are on course to be realized. It will also identify key gaps and map out decisive responses and adjustments to realize the intended impacts. At the end of the four-year planning period, YL NACOC will contract the services of an independent firm to undertake a comprehensive monitoring and evaluation audit aimed at providing an independent and objective assessment of the performance of the program in the stated period.

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S ustain a bility Busi ne s s v enture s

Staffing Finan ci al Man agemen t Accountants Financial years Computerized accounting systems

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Monitoring and Evaluation Plan implementation will be monitored and evaluated at two levels; secretariat and board. Secretariat will be charged with monitoring - involving routine assessment of ongoing activities and progress while the board will undertake the evaluation â&#x20AC;&#x201C; episodic assessment of overall achievements as forecasted in this plan. The M&E system is based on a set of objectively verified indicators outlined in the logical framework. These indicators have been developed for each thematic area of the strategic plan. Activity based evaluation based on field visits and narrative periodic reports will be vital in providing valuable information to feed into the evaluation processes.

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" Administrative Structure YL NACOC being a civil society organization has its administrative structure reflecting the representation of all key stakeholders in the decision-making and management framework of the organization. The Administrative structure and the corresponding profile details is presented to highlight key staff and their responsibilities in this strategic planning period. The realization of this plan is therefore bestowed upon the following structure drawn in a diagrammatic format;

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i) The Annual Ge neral A s se mbly This is the supreme governing body of the organization and is composed of all the registered and paid up members. The General Assembly is organized to consider and adopt the audited accounts of the organization and the chairperson and treasurer’s reports. The Annual General Assembly elects officials to the Executive Board for three-year tenure in office. ii) Executive Board The Executive board is the policy making body of YL NACOC and is elected democratically by the YL NACOC Annual General Assembly. It’s assigned with the responsibility of ensuring that YL NACOC secretariat adheres to the Constitution as well as other established standing administrative and management rules and procedures, and that the planned as well as current engagements meet the organization’s intended goals and objectives. Investing in the Youth for Good iii) Board of Trustees iv) The Regional Representatives – Constituency, Divisional, and Locational YL NACOC has an established secretariat which coordinates the running of its day to day activities and special projects. The Secretariat is headed by the Executive Secretary and other six full time employees and admits interns as well as volunteers from time to time. Office facility equipped with office furniture, ICT gadgets including computers, phone and Internet connections as well as filing facilities. The youth resource centre now fully functioning will act as a one-stop information centre on the key program areas in this planning period.

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Key Staff for Plan Implementation The secretariat will be selected from the list of Regional representatives, the Executive Board, and The Board of Trustees. Executive Secretary The Executive Secretary (ES) is the administrative head and chief accounting officer of the organization and is appointed by the Executive Board. The ES oversees the organizationâ&#x20AC;&#x2122;s strategic program orientation including policy directions, capacity building and assumes strategic decisions based on current engagements, implements policy decisions of the board and oversees the day-to-day activities of the organization Fundamentally the ES together with the program officer ensures that Network staffs adhere to human resource and financial rules and regulations and consequently fulfill their mandates as outlined in their contracts with the organization. Spearheads resource mobilization for Network projects, facilitates networking and information exchange among member organizations and individuals working with YL NACOC and manages all the corporate governance and financial aspects of the organization Program Officer The Programs Officer (PO) is the technical person who undertakes organizational strategic planning and Implementation. Advises the ES on staff related matters and ensures processing of personnel actions, updating of organizations records including the website and appraisal of staff below him. The PO works closely with the E S to ensure that funds are effectively utilized and in accordance with standing financial regulations of the Network. Works closely with the E S to develop communication strategies and activities including profile rising of the organization and its development partners As a member of the Management team, the PO advises on policy development, program/project implementation, monitoring and evaluation. H/She works with members of the management team to I<"#"$ % & ' " "


prepare the annual budget, proposals and schedules of events for consideration by the executive board. Together with the ES, ensures cordial engagements with donors, potential donors and member organizations of the Network. Secretary of Energy This Department is responsible for implement the agenda for Narok County to invest in alternative and renewable energy, end our addiction to foreign oil, address the global climate crisis and create thousands of new jobs. Organize and identify the energy potential of Narok County in order to facilitate economic growth; Identify all sources of hydropower and other sources of renewable energy and facilitate their exploitation for electricity generation; Monitor the activities of commercial enterprises involved in the exploration for and exploitation of oil and other mineral resources of Southern Sudan to ensure compliance with relevant regulations; and Provide technical assistance, training and other capacity building to state governments and other local governments to build their capacity to assume their responsibilities for energy and mining maters as defined in the Constitution and Narok County policy. Regulate the exploitation of minerals Secretary of Industry This department is responsible for formulation and implementation of promotional and developmental measures for growth of the industrial sector, keeping in view the Narok County priorities and socio-economic objectives. IK"#"$ % & ' " "


Secretary of Mining Formulate necessary legislation and regulation for the management and development of the energy and mining sectors as well as develop and implement GOSS policies and strategies on power generation and distribution. Functions: The Ministry of Mining Formulate necessary legislation and regulation for the management and development of the energy and mining sectors of Narok County Organize and identify the energy potential of Southern Sudan in order to facilitate economic growth; Plan electricity power supply schemes and oversee their implementation and operational management; Regulate the exploitation of minerals, oil and other fossil fuels; Supervise geological surveys Coordinate with Government of National Unity on matters concerning oil and other mineral exploration and exploitation on behalf of Narok County Ministry of Mines is responsible for survey and exploration of all minerals.

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The Department of Wildlife Conservation and Environment Develop and execute legislation, regulations, policies and strategies for the protection and management of Southern Sudan's wildlife resources and protected areas; Administer and manage the Wildlife Protection Service; Initiate community-based wildlife conservation and tourism industry awareness campaigns; Demarcate protected areas and build infrastructure in and around parks and reserves; Advise Narok County on international wildlife and tourism conventions and other agreements to which Kenya is party

The Department of Culture Promote cultural heritage and identity; Foster cultural interaction between the various communities in Narok County Establish, promote and equip libraries; Protect and preserve tangible and intangible cultural heritage records of Narok County Establish and maintain the Narok County archives, museums and art galleries; Identify, gazette, maintain and oversee Narok County monuments;

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Secretary of Tourism Performs the following functions and duties: Formulate plans and program for the promotion and development of tourism in Southern Sudan; Develop policies to promote tourism as an income earning opportunity; Regulate and license private enterprises, bodies and other agencies operating in the field of tourism; Provide security to tourism institutions and resorts; Advise Narok County on international wildlife and tourism conventions and other agreements to which Sudan is a party; Develop and manage cross-border international "Peace Parks"; Promotion of ecotourism; and Advise and support States and local governments in their responsibilities for wildlife conservation and tourism and build their capacity to assume all functions vested by the Constitution and Narok County policy. Vision: Attain a Peaceful, Inclusive and Equitable Society. Mission:

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The Ministry of Gender, Social Welfare and Religious Affairs strives to promote gender equality and equity. The Ministry is committed to advocate, sensitize and protect the rights of all people without any discrimination on the bases of gender, ethnicity, political or religious affiliation. The Ministry is committed to promotion of religious coexistence in Southern Sudan. It is also to monitor any violation of women, children and persons with disability rights. Functions: The Ministry of Gender, Social Welfare and Religious Affairs performs the following functions and duties: Articulate and execute Narok County policy on gender equity and social services; Develop policies and program to promote the welfare of physically and mentally handicapped persons and other vulnerable groups; Develop policies and programs in regards to social welfare for the aged, disabled, orphans and street children; Develop policies and programs in regards to women affairs; Promote religious tolerance and co-existence; Initiate and oversee research and studies on community social development;

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Investment Mission: To facilitate investors and provide leadership for a conducive investment climate to domestic and foreign investors by promoting and facilitating policies and programs that provide for rapid socio-economic growth and stability for Narok County.

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/7'"-4VVW66''"4X"2fY'U6O" 1. George Narok – Legal Expert 2. Stanley Maren Ole Swakei – Secretary, Narok Youth Coalition 3. Kelly Konchellah – Treasurer, Narok County Youth Coalition 4. Antony Kilerai- Change Maa Initiative 5. Esmael Omar – Chairman – Impact, Narok Youth Agenda 6. Soila Sankale – Intellectual – Makerere University 7. Solomon Ole Ntaiyia – Banker 8. Leornard Tambushi 9. Elkanah Sereny 10. Jackson Sunkuyia

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/7'"-4VVW66''"4X"2fY'U6O"15'O6O" 11 Maina – Hapep 12 Stella kasura – 13 Nema representative 14 Environmental representative 15 Stephen Ole Kishoyian – Chairman – Narok County Youth Coalition for Change 16 Nafsi – Performance Artist 17 KZak – Performance Artist 18 Julius Karano – Ole Menya – Celebrity Actor 19 Konana – Artist – Ata Turn Tables Hit album, Celebrity actor 20 Serem Olkaja 21 Rose Soipan Toya 22 Ann Lanoi Ntutu

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-;+g3"%R9"@R9W^W95%SO" 1.0.0 Narok County Youth Coalition For Change 1.1.0 Stephen Ole Kishoyian – Chairman 1.2.0 Maren Swakei – Secretary 1.3.0 Kelly Konchella – Treasurer 1.4.0 Solomon Ntaiyia 1.5.0 Change Maa Initiative 1.6.0 Kilerai 1.7.0 Kesier 1.8.0 Touch of Love 1.9.0 Stanley Kimaren Riamit - Director 1.10.0 James Twala 1.11.0 Tikoishi Ntokoiwuan 1.12.0 Narok University College Student Caucus 1.13.0 Newton Ngoima 1.14.0 Kasaine Partoip 1.15.0 Stella Ntimama 1.16.0 Seneiyia James 1.17.0 Fidelis Kapasha 1.18.0 Impact 1.19.0 Esmael Omar 1.20.0 Hapep 1.21.0 Eunice Kuria 1.22.0 Kathreen Tito 1.23.0 Alex – Pulung’a Youths JK"#"$ % & ' " "


1.24.0 Sooyian Muriet 1.25.0 Sarah Ali 1.26.0 The Lipan Kodonyo 1.27.0 Ben Ole Koissaba â&#x20AC;&#x201C; Diaspora 1.28.0 Ole Mpeulori 1.29.0 Simon Ole Meeli 1.30.0 Maasai Ranger Expedition 1.31.0 Amos Ole Kipeen

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Merchandizing

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Enyeito Elelero !!! "

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MAASBEE 50/50 GRAND STRATEGIC PLAN