SOUL FOR DEVELOPMENTs Strategic Plan.pdf · accurate subject specific information. Early Childhood Development - Support ECD and related issues that affect young children, through:

SOUL FOR DEVELOPMENT

STRATEGIC PLAN

2014 - 2018

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TABLE OF CONTENTS

ACRONYMS AND ABBREVIATIONS

EXECUTIVE SUMMARY

Section I: Introduction

1.1- Country Background

1.2- Current Development Overview

1.2.1- Overview of Underprivileged Groups

1.3- SOUL‘s Organizational History

1.4- SOUL‘s Methodology and Work-Approach

1.5- Overview of SOUL‘s Current Scope of Work & Organizational Structure

1.6- Summary of SOUL‘s Previous Strategic Planning Efforts

1.7- SOUL‘s Current Strategic Plan Overview for 2014-2018

1.7.1- Strategic Plan Summary

Section II: Organizational Profile

2.1- Mission

2.2- Vision

2.3- Values: Quality / Trust / Respect / Openness

2.4- Principles

2.4.1- Community-First Approach

2.4.2- Building Partnerships

2.4.3- Good Governance

2.4.4- Promoting a Productive Learning Environment

2.4.5- Knowledge Sharing and Dissemination

Section III: Strategic Focus Areas & SOUL’s Long-term Projects

3.1- Strategic Focus Areas

3.1.1- Institutional Strategic Level

3.1.2- HEALTH

3.1.2.1- Strategic Goals and Objectives for Health

3.1.3- CHILD RIGHTS

3.1.3.1- Child Rights –Participation & Protection

3.1.3.1.1- Strategic Goals and Objectives for Child Rights – Protection & Participation

3.1.3.2- Child Rights – Early Childhood Development – ECD/ECCD:

3.1.3.2.1- Strategic Goals and Objectives for Child Rights – ECD/ECCD

3.1.4- YOUTH EMPOWERMENT AND CIVIC ENGAGEMENT

3.1.4.1- Strategic Goals and Objectives for Youth Empowerment and Civic Engagement

3.2- SOUL‘s Long-term Projects

3.2.1- Azal - Sana‘a Microfinance Program

3.2.1.1- Strategic Goals and Objectives for Azal

3.2.2- Community Learning & Development Center – CLDC

3.2.2.1- Strategic Goals and Objectives for CLDC

3.2.3- Relief Work

Section IV: Internal Institutional Priorities &

Institutional Operational Support Strategies

4.1- Internal Institutional Priorities

4.1.1- Strengthen Internal Governance

4.1.2- Develop Staff and Attract Volunteers

4.1.3- Diversify Funding Resources & Achieve Financial Stability


4.2- Institutional Operational Support Strategies

4.2.1- Communication Strategy

4.2.2- Monitoring and Evaluation Strategy

4.2.3- Volunteer Program

REFERENCES LIST

ANNEX SECTION

No. Annex Number ANNEX TITLE

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Strategic Focus Areas (SFA) – KRI -Results Framework

SOUL’s Main Projects/Programs & Main Studies/Researches

Geographic Target Areas

Internal Institutional Priorities (IIP) – KRI -Results Framework (draft)

SWOT Table

Organizational Chart (2014)

Internal & External Environmental Scan Conclusions

Strategic Focus Areas (SFA) – Monitoring & Evaluation Plan

Internal Institutional Priorities (IIP) - Monitoring & Evaluation Plan (draft)

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ACRONYMS

C4D Communication Strategy

CEDAW Convention of Elimination of All Forms of Discrimination against Women

CRC Convention on the Rights of Children

CSO Community Service Organizations

DPPR Development Plan for Poverty Reduction

ECD (ECCD) Early Childhood Development (Early Childhood Care and Development)

ERP Enterprise Resource Planning

EU (ECHO) European Commission Humanitarian Office

GER Gross Enrolment Ratio

GGGR Global Gender Gap Report

HDI Human Development Index

HRBA Human Rights Based Approach

HRP Humanitarian Response Plan - 2014

ICT Information Communication Technology

iEARN International Education and Resource Network

IMR Infant Mortality Rate

LDC Least Developed Country

MCH Maternal Child Health

MDG (United Nations) Millennium Development Goals

MENA Middle East and North Africa Region

MEPI Middle East Partnership Initiative

MMR Maternal Mortality Ratio

MTRF Yemen Medium-Term Results Framework 2013-2015

NCYS The National Children and Youth Strategy of the Republic of Yemen

MoH Ministry of Health

MoE Ministry of Education

MoPIC Ministry of Planning and International Cooperation

NGO Non-governmental Organizations

NRHS Yemen National Reproductive Health Strategy

NSECD National Strategy for Early Childhood Development

NSWDG Women Development Strategy

OCHA (UN) Office for the Coordination of Humanitarian Affairs (United Nations)

SAR (UNICEF) Situation Analysis of Children in Yemen 2014 (UNICEF)

SFD Social Fund for Development

SIDA Swedish International Development Agency

SWOT (analysis) Strengths, Weaknesses, Opportunities, Threats

UNDP United Nations Development Program

UNESCO/ ECOSOC United Nations Economic and Social Council

UNFPA United Nations Population Fund

UN-HABITAT United Nations Human Settlements Program

UNICEF United Nations International Children’s Emergency Fund

WIT Women in Technology Program

YEEP Youth Empowerment and Employment Plan 2014

YNFSS Yemen National Food Security Strategy

INSTITUTIONAL ABBREVIATIONS

AZAL AZAL - Sana’a Microfinance Program

CLDC SOUL- Community Learning & Development Center

IIP Internal Institutional Priorities

M&E Monitoring and Evaluation

NDS National Development Strategies

SFA Strategic Focus Areas

SOUL SOUL for Development

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Executive Summary

Yemen is located in the MENA Region, on the southern tip of the Arabian Peninsula. The country is divided into 6

regions, which are further subdivided into 22 governorates; all of which vary in their levels of socio-economic

development, total population, topography and natural resource availability. It is primarily an agricultural society with

most of the population living in rural areas. Historically, it has witnessed several political and economic changes, most

recently was the youth uprising of 2011. This event, though a temporary setback, intrinsically slowed down the

country‘s capacity for development and progress. However, it should be noted, that generally over the last 20 years,

Yemen has made steady progress in development, through the collective efforts of the government, the private sector,

international donors, and Civil Society Organizations (CSOs). The country continues to be underdeveloped, remains

classified as an LDC, and ranks low on the UNDP Human Development Index. Additionally, it has a very low per-

capita and presently over half of the total population is living in chronic poverty.

To illustrate, Yemen faces enormous economic and social challenges, including: a very high unemployment rate;

limited access to basic services; a very high fertility rate; and high illiteracy rates. Furthermore, the underprivileged

groups, mainly women, youth and children, have very limited opportunities to improve their circumstances and are

more likely to suffer even greater difficulties and inequalities, on all levels of the socio-economic strata. Although

Yemen will be unable to attain all of its nationally set goals, it is in the process of making structural long-term

development changes, as per the Yemen‘s Strategic Vision for 2025. Their aim is to transform Yemen into a ―middle-

human development country‖ with a diversified economy and noted social, scientific, cultural, and political progress.

Moreover, Yemen will not be able to achieve all of the MDGs by 2015, as the government independently lacks adequate

human and financial resources. Therefore, increased partnerships and collaboration between CSOs and the government

are essential to overcome these development challenges.

As a locally based NGO, SOUL is centrally located with a deep and broad knowledge of the Yemeni society and has

first-hand experience of the needs of local communities in different areas of intervention. Throughout years of

experience, SOUL has remained committed, to raising the quality of life for women, children, and youth; through the

successful implementation of multiple projects, programs, researches and studies. Also, in terms of work methodology,

SOUL takes a people-centered approach to development, placing great importance on the need for community-level

participation and cooperation, in all stages of project design and implementation. Thus, creating project ownership and

helping communities become more proactive within their own larger society, to reach a higher potential. Additionally,

SOUL believes in collective action and constantly seeks to establish multi-level partnerships based on mutual respect

and shared vision. SOUL always attempts to align its programmatic Strategic Focus Areas to support and promote

relevant National Development Strategies and the UN-MDGs.

Additionally, in light of SOUL‘s extensive experience, it has been nationally and internationally recognized for its

social-development efforts. Within the last few years, SOUL began to play a more significant role as a CSO in

contributing to the development of the nation through participating in the National Dialogue Conference, the Yemeni

Government & Civil-Society Partnership Agreement, and the Supreme National Council. In such, it has established a

commanding position on the CSO‘s scene in Yemen, with a commendable record, which has led to the support and

funding from a multitude of organizations, both inside Yemen and abroad. Moreover, since establishment, SOUL

considers itself a ―learning organization‖, which is able to transform and improve itself through institutional learning

and growth. SOUL has always developed organizational work-plans, which help direct and guide institutional priorities

for the organization in order to better serve the needs of its constituents, as well as meet the requirements of its

sponsors. In 2013, SOUL‘s developed a comprehensive and feasible organizational Strategic Plan for 2014-2018.

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The main aspects of the 2014-2018 Strategic Plan, over the next five years, are as follows:

Date of implementation: January 1, 2014 through December 31, 2018.

Mission- “SOUL is committed to realizing Youth Empowerment and Child Rights and to enhancing Mothers‘ and

Children‘s Health through sustainable and effective development projects.‖

Vision - ―Empower women, children and youth for a better future.‖

Values - Quality, Trust, Respect and Openness

Principles - Community-First Approach, Building Partnerships, Good Governance, Promoting a Productive

Learning Environment, and Knowledge Sharing and Dissemination

Target-groups - women, children and youth

Target-areas - Hadramout, Taiz, Ibb, Aden, Lahj, Al-Hudeidah, Raymah, Hajjah, Sana'a, Ma‘rib, and Al-Jawf

Overall Strategic Level Goal - ―Realize Youth Empowerment and Child Rights and enhance Mothers‘ and

Children‘s Health through sustainable and effective development projects.‖

Strategic Focus Areas:

(1) Health- Support MCH, Nutrition and Family Planning, by contributing to: improving maternal and child health

and decreasing infant, child and maternal mortality rates, through several means: providing quality health

awareness and education on related health issues; building the capacity of stakeholders, both individual and

institutional; and advocating for relevant policy changes, which will contribute to improving MCH.

(2) Child Rights:

Protection & Participation- Support children by promoting for and providing children with their rights by

implementing projects and studies, which will: raise awareness; empower children; build a protection

system and decrease violence against them; provide capacity building; and provide research and disseminate

accurate subject specific information.

Early Childhood Development- Support ECD and related issues that affect young children, through:

participating in building the capacity of stakeholders, raising societal awareness and advocating for relevant

policy and procedure changes.

Youth Empowerment and Civic Engagement- Support youth to become active participants in society through

several means: contributing toward societal needs, especially as they relate to health and child rights; facilitating

an increase in youth-to-youth interrelation; promoting the importance of structure volunteerism among youth; and

enhancing youth‘s knowledge and skills through capacity building and training.

Long-term Projects:

Support AZAL - Sana’a Microfinance Program to: transform from a micro-finance program into a financial

institution; expand its services; provide microcredit to all applicants; collaborate and synergize with other

programs at SOUL; and contribute to SOUL‘s sustainability.

Support SOUL- Community Learning and Training Center - CLDC to: expand into a full telecenter;

provide services for SOUL‘s projects and programs; and contribute to SOUL‘s sustainability.

Internal Institutional Priorities: Staff Development & Retention, Strengthen Internal Governance, Knowledge

Sharing and Dissemination, Diversify Funding Resources, and Achieve Financial Stability

Institutional Operational Support Strategies: Communication Strategy (C4D), Monitoring and Evaluation

Strategy, and Volunteer Program

Administrative Units: Project Implementation Unit, Program Development Unit, Monitoring & Evaluation Unit,

Finance and Administrative Unit, and Media & Communications Unit

This Strategic Plan has intended to shed light on SOUL‘s current position and to enhance its catalytic role to become an

even stronger player, working with all concerned. It will provide a more disciplined focus, in order to achieve

collective and consolidated mutually reinforced national development results for the communities they serve and

ultimately to support the national development process.

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Section I: Introduction 1.1- Country Background

The Republic of Yemen was created in 1990 through the unification of the former Yemen Arab Republic in

the north, and the former People's Democratic Republic of Yemen in the south. The country is located on the

southern tip of the Arabian Peninsula, in the MENA Region, bordering Saudi Arabia, Oman, the Red Sea and

the Arabian Gulf. It is rich in natural resources and offers diversity, antiquity and natural beauty. It is

primarily an agricultural society with more than 70% of the population living in rural areas and less than

30% living in urban centers; although rapid urbanization is shifting this demographic balance. The majority

of the urban population is in four major cities: Sana'a, Aden, Taiz, and Al-Hudeidah. The country is

presently, divided into 6 regions, which are further subdivided into 22 governorates (including

Socotra/December 2013) (Wikipedia/2013), all of which vary in their levels of socio-economic development,

total population, topography and natural resource availability. The physical geography and topography of the

country varies from barren desert coastal regions, to rich tropical fertile lands, to rugged and seemingly

desolate mountains, and includes several islands in the Red Sea and Indian Ocean. Furthermore, Yemen has

four properties, which are inscribed under the UNESCO World Heritage List and several others are

considered tentative sites throughout the country (UNESCO/World Heritage).

In the last century, Yemen has witnessed several political and economic changes, including civil wars and

political power-shifts; the most recent main event was the youth uprising of 2011. These events intrinsically

slowed down the capacity of the country‘s development process. Although there has been continuous efforts

within the social-economic development sectors, it has remained slow to change compared with other

nations. In the last decade, development has improved through the collective efforts of the international

donor community, the government, the private sector and Community Service Organizations (CSO); in

particular, within the health and education fields and Information Communication Technology (ICT). These

collective efforts have led to improved development strategies and policy changes, especially regarding

political democratization reform and toward trying to achieve the United Nations Millennium Development

Goals (UN-MDG). Although according to several sources, Yemen will be unable to attain all of its nationally

set goals and the MDGs; although the country continues to strive in the development process making slow

but steady progress forward.

1.2- Current Development Overview

According to the Ministry of Planning and International Cooperation, the MDG-Needs Assessment, and the

Yemen Country Report, the Yemeni government is in the process of making structural long-term

development changes as per the Yemen‘s Strategic Vision for 2025. Accordingly, it calls for the

transformation of Yemen to the rank of countries with middle human development; with a diversified

economy and social, scientific, cultural and political progress. Additionally, it aims to accomplish several

goals concerning food-security, education, health, sustainable environment and infrastructure. The

government is also attempting to achieve the objectives, set for poverty reduction, as stated in the

Development Plan for Poverty Reduction (DPPR/2006), with the main goals to generate economic growth,

create job opportunities, reduce poverty and secure economic stability. Although, due to the events post 2011

and its repercussions, the above-mentioned goals and aims have been delayed.

Yemen continues to be classified as a ―least developed country‖ (LDC) and ranks low on the Human

Development Index (HDI), at 154 of 166 countries (Wikipedia/HDI-UNDP). It has a very low per-capita

and over half of the population is living in chronic poverty. Yemen‘s population faces enormous economic

and social challenges, including: a very high unemployment rate, limited access to basic services, a very high

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fertility rate and high illiteracy rates (especially among females). Additionally, women suffer from

significant gender disparity and inequality throughout all of the socio-economic strata, but especially within

the educational, economic and political sectors.

According to the Humanitarian Response Plan-OCHA (2014), Yemen has an estimated population of 25.2

million and is growing at an alarming rate, with one of the highest population growth rates in the world.

(OCHA/HRP/2014) Furthermore, the population of children and youth combined is 76% of the total

population, intrinsically, having its own negative long-term repercussions. (NCYS/2006)

Many problems and obstacles toward national stability remain in Yemen and the progress of development

remains very slow. Even with all the efforts made, the country persistently faces the challenges of a

developing nation and most of its people remain living in chronic poverty. For this reason the government of

Yemen, with support from the international development community, has committed itself to: economic

reform, improving the level of human development and upgrading Yemen to become a ―middle human

development‖ level country. The government, per the Yemen MDGs Needs Assessment Report-2005, is

following a policy to enhance governance through decentralization, allowing for social participation in the

decision making process and optimizing the country‘s resources. (MDG-NAR/2005) This includes changes

in policy that support: good governance; civil service modernization; enhancing and strengthening

democracy; implementation and enforcement of laws and regulations; strengthening local authority and

decentralization; and increasing the roles of the private sector and CSOs.

1.2.1- Overview of Underprivileged Groups

The underprivileged groups in Yemen have very limited opportunities to help make their circumstances

better and are more likely to suffer greater difficulties and challenges. These groups consist mainly of

women, youth and children and collectively make up the vast majority of the total population. These people

are those who hold the keys to the future of Yemen; as it is the women who are raising the next generation

and the youth who will become the next leaders and decision makers for the country. They continue to live

with a limited collective voice, which could help them raise and support the issues that they confront on a

persistent basis. More sustainable feasible efforts must be initiated immediately to facilitate the overall

development of the country; as the present situation, represented by gender disparity and isolated

discouraged youth, may lead only to lack of development and a fruitless future.

Gender inequality (against women) has been recognized as a fundamental source of poverty throughout the

world. It is imperative that all who strive in development work and want to attain the MDGs, should do so

with an emphasis on and respect to women's rights and empowerment. Presently, Yemen suffers from many

gender disparities, with marked inequity in the political, educational and economic sectors. Fortunately, the

government has signed and agreed to uphold many international human rights instruments that specifically

support mainstreaming gender issues in development, which are in accordance with the Convention of

Elimination of All Forms of Discrimination against Women (CEDAW). According to the Global Gender

Gap Report of 2011 (UN-GGGR/2011), the Gender Related Development Index value in Yemen is ranked

at 135. This means that Yemen holds the lowest positions of all countries collectively ranked on economic

participation, educational attainment, health and survival and political empowerment. These issues reflect

that the state of women is perpetually one of marked inequity throughout all levels of the social, economic

and political strata. This is reflected in the lack of women‘s representation in politics, especially those

holding a high political position (parliamentary members, governmental ministers, etc.). Furthermore,

economic indicators show sever gender disparity and inequality, especially in regard to earned income and

employment/labor force participation ratios. Overall, it reveals a lack of awareness on the true impact and

value that women can have, as proactive participants in society.

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The youth of Yemen, according to the National Children and Youth Strategy for 2006-2015 (NCYS/2006)

represent almost a quarter of the total population, but are given disproportionate social development support

through lack of public services and initiatives. This is witnessed through the lack of services and public

programs provided for and by them, which would otherwise foster and support their particular needs and

cultivate their potential. Although presently there is a growing understanding of youth potential, the

development of programs, specifically targeting youth, remains disproportionate to fulfill the needs of the

total youth population (NCYS/2006). Support of youth can be observed through several means, mainly:

The National Children and Youth Strategy for 2006-2015, developed by the Yemeni government,

which includes youth plans for: employment, inclusion and participation, leisure activities and

reproductive health, and increasing the number of community youth groups.

Some CSOs do provide youth specific programs and activities.

There are technical and vocational training and skills development institutions and access to

scholarships for higher education.

There is an increasing awareness about the importance and practice of volunteerism and supporting

young entrepreneurs.

Development specifically for youth must be highly considered with more focus given toward understanding

and fulfilling their needs and instituting viable sustainable programs. The lack thereof will only lead to

negative social ramifications in the near future and could even have an impact on social development decline

and recession.

Another large group of society, which remains underprivileged and underrepresented, is the children; who

perhaps are the most deprived and remain most at risk. The government, with support from the international

donor community, continues to maintain and improve the quality and quantity of educational and healthcare

service institutions, although some major problems remain. Four of the main problems in the educational

system include: lack of access to and quality of public schools, especially in rural areas; overcrowding in

urban areas; lack of qualified teachers; and general overall student gender disparities. Additionally, it is

generally seen that children living in rural areas are more likely to suffer from lack of adequate health

services (as compared to those in urban areas), such as: lower levels of immunization, lack of quality

healthcare facilities, lack of clean water and proper sanitation, etc. Furthermore, over the last decade,

according to some UN sources, there has been an increase in child-labor, street-children and child-trafficking

in Yemen, compounded by the general lack of public knowledge of the potential hazards and risks, which

children may be subjected to. Investing in the safety and proper development of the nation's children is of

utmost concern and must remain a priority for the interest and prosperity of the county.

1.3- SOUL’s Organizational History

SOUL is a non-profit, Yemeni NGO established in 1997. It is committed to raising the quality of life of

women, children and youth through implementing development projects, doing research and studies and

creating partnerships with stakeholders. SOUL has a deep and broad knowledge of Yemeni society,

especially within the social and economic context and first-hand experience of the needs of local

communities in different areas of intervention. Throughout more than fifteen years since its establishment,

SOUL has succeeded in pioneering the provision of quality development projects and programs.

SOUL believes in collective action and hence always seeks to establish partnerships, based on mutual respect

and shared vision, with NGOs, the private sector, the government and international institutions. Since its

establishment, SOUL has tried to align its programmatic Strategic Focus Areas (SFA) (annex-I) to support

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and promote relevant National Development Strategies (NDS) and the UN-MDGs; as they are parallel to the

needs within society. Furthermore, through participation of local communities, SOUL increases the

effectiveness of its development efforts and helps communities achieve their highest potential—a goal that

can only be achieved through partnerships, shared vision and collective action of all stakeholders. Over

years of operation, SOUL has been involved in a number of both short and long-term projects and has

established a commanding position on the NGO scene in Yemen. This commendable record has led to the

support and funding from a multitude of organizations, both inside Yemen and abroad.

Since establishment, the organization, has gained extensive experience in implementing over 100

development projects/programs and 27 research and studies (annex-II) (as of 2013). During the past three

years alone, SOUL has executed multiple programs in which it has applied the learning gained from its

research activities. Such a comprehensive, hands-on learning approach has helped SOUL be more adaptable

to change in the immediate environment and more responsive to the needs of the local communities.

In such, the unexpected humanitarian needs of communities, which surfaced during the youth uprising in

2011, allowed SOUL to show its professional flexibility through rapidly responding to the needs of these

local communities. During this time, SOUL implemented several humanitarian aid projects targeting Arhab,

an area with civilian casualties that were caught in a violent armed confrontation.

In addition, SOUL has been internationally recognized for its social-development efforts, most notable of

these are: NGO Consultative Status by the United Nations Economic and Social Council (ECOSOC/2007);

―Best Program that Contributes to Women‘s Economic Empowerment through IT‖ Award (Islamic Bank for

Development-IDB/2007); ―Best Practice Certificate‖ Award (Dubai Municipality, UAE and the United

Nations Human Settlements Programme/UN-HABITAT/2008); and ―Sharjah Award for Voluntary Work‖

(Sharjah, UAE/2010).

Furthermore, in recent years, SOUL began to play a more significant role as a CSO in contributing to the

development of the nation. Members of SOUL were nominated to participate in the National Dialogue

Conference, representing both independent women and CSOs. Additionally, SOUL was selected as one of

five NGOs to represent civil society, which worked with the government to formulate the ―Yemeni

Government & Civil-Society Partnership Agreement‖. Moreover, SOUL was selected as one of the CSOs,

which was represented on the Supreme National Council to supervise the implementation of the National

Dialogue Committee outcomes.

In conclusion, SOUL will continue to work closely with all stakeholders, to provide the highest standards of

service to its beneficiaries, the public and partners and to fulfill all of its responsibilities in a professional,

transparent, efficient and credible manner; to work together towards the growth and development of the

nation.

1.4 –SOUL's Methodology and Work-Approach

SOUL works for the Yemeni community and as a locally based NGO is well placed to respond to the needs

of society to adopt culturally and socially appropriate development strategies. In terms of development focus,

SOUL‘s projects/programs and researches/studies, compliment all relevant NDSs and UN-MDGs, with

additional consideration to the Convention on the Rights of Children (CRC) and Human Rights Based

Approach (HRBA). Within this context, SOUL believes that all people, regardless, must be given access to

equal human rights, which is fundamental to any society seeking economic development, social harmony and

prosperity. SOUL has always supported the belief that all women and children must be given access to equal

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human rights and they cannot be bypassed by any society wishing to progress toward a bright and self-

sufficient future.

In addition to this, SOUL takes a people-centered approach to development, placing great importance on the

need for community-level participation and co-operation in all stages of project design and implementation.

SOUL seeks to mobilize communities to achieve their highest potential through partnerships and shared

leadership, enabling them to become an active and sustainable factor in community development. This

approach contributes to building the capacity of targeted communities and creates a sense of project

ownership, which assists them to become more active in the development of their own society. Furthermore,

SOUL follows several other vital standards of work ethics and approaches, which include:

Providing the highest standards of service to all stakeholders and beneficiaries.

Striving to fulfill all of its responsibilities to sponsors and partners in a professional, transparent,

efficient and credible manner.

Collectively cooperating and working in conjunction with all stakeholders on all development levels

(international, ministerial, governorate, local councils, key community leaders etc.).

Assessing societal needs by means of professional quantitative and qualitative research and analysis.

Focusing on the sustainability and cost-effectiveness of projects is of primary importance, as well as

proper monitoring and evaluation throughout the project life-cycle.

Offering expert consultation, technical assistance and educational/vocational training (the SOUL-

Community Learning & Development Center (CLDC) is fully equipped and facilitates most events).

Ensuring professionalism and continual development of its staff, through on-the-job training and

participation in both national and international workshops and conferences.

Promoting and supporting volunteerism, especially youth involvement.

Moreover, SOUL recognizes itself as a ‗learning organization‘, one that has the capacity to transform and

improve itself and maintain a cooperative working environment, where employees feel committed to self-

learning and institutional growth. SOUL‘s team members work collectively to achieve institutional goals,

solve problems and overcome obstacles, learn from experiences and work together to build a better future for

the organization and the communities they serve.

1.5 – Overview of SOUL’s Current Scope of Work & Organizational Structure

Presently, SOUL continues to work and strive toward being a proactive participant in the development and

prosperity of Yemen. Over the next five years, SOUL will continue in its endeavor to reach and support

women, children and youth, within specific governorates (annex-III). These target-groups were selected due

to the belief that women are a pillar in society whose care extends to reach the entire family and that children

and youth are the foundation for a better future for Yemen. It is believed that the selected SFA will

collectively have a broad, long-lasting positive effect for these target-groups, who can and must have an

active role in contributing to the progress of the nation.

As mentioned before, SOUL will continue in its efforts to actively align with and support relative NDSs and

MDGs; with attention and consideration given towards the needs of the communities; especially targeting

those that the organization is already serving within its active projects and programs. SOUL also intends to

strengthen strategic partnerships with both national and international partners and adopt a pro-active

approach for resource mobilization. This will facilitate the achievement of its strategic priorities and move

from donor-driven projects to more sustainable and long-term programs, focusing particularly in diversifying

and increasing the organization funding resources. Additionally, SOUL plans to expand its volunteer base

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through attracting more youth. It will provide them with the opportunity to increase their experience to

volunteer for a development organization and to engage them in promoting SOUL‘s mission, vision, values

and principles within their communities.

The Internal Institutional Priorities (IIP) (annex-IV)-and Strategic Focus Areas (SFA) goals and objectives

(annex-I) for 2014-2018, were carefully selected, developed and finalized utilizing several resources

including: NSDs, MDGs, assessment of community based needs, previous institutional experience, national

circumstances, and results from the institution‘s SWOT analysis (annex-V), The new framework for the

Strategic Plan is two-fold: (1) the Strategic Focus Areas are Health, Child Rights and Youth Empowerment

and Civic Engagement and (2) the IIP and operational support strategies will facilitate institutional capacity

building and growth.

Additionally, as part of the 2014-2018 Strategic Plan Soul‘s team restructured its organizational structural

chart (annex–VI) in a way that will assist in carrying out its work in a more effective and efficient manner.

This was designed to meet the needs of both its IIP and SFA better. The present structure consists of five

main units:

(1) Project Implementation Unit is the main body responsible for overseeing all programs and covers

various programs that operate within the three main SFA, and if necessary projects related to Social

Relief Work.

(2) Program Development Unit is responsible for identifying project ideas and designing project

proposals.

(3) Monitoring & Evaluation Unit (M & E) is responsible for monitoring projects implementation and

evaluating projects impact and their contribution toward achieving SOUL‘s strategic goals and

objectives.

(4) Finance and Administrative Unit is responsible for all institutional financial and administrative

components.

(5) Media &Communications Unit is responsible for marketing and promoting SOUL and its projects

and programs accordingly, utilizing all appropriate media methods.

Additionally, SOUL‘s ongoing long-term projects (AZAL & SOUL-CDLC) are monitored from SOUL‘s

headquarters although they operate independently.

All Unit Directors report to the Executive Director and the Board of Directors has the ultimate highest

authority over the organization, as it is the body that is authorized to set and approve policies, as well as, any

changes suggested by the executive management.

The Strategic Plan‘s overall development process has intended to shed light on SOUL‘s current position and

to enhance its catalytic role to become an even stronger player, working with all concerned, in supporting

specific national strategic plans in Yemen. SOUL believes this Strategic Plan will provide a more disciplined

approach, over the next five years, for SOUL‘s entire team to achieve consolidated and mutually reinforced

development results.

1.6- Summary of SOUL’s Previous Strategic Planning Efforts

Since establishment, SOUL has considered itself a ―learning organization‖, which is one that has the capacity

to transform and improve itself and is committed to self-learning and institutional growth. In such, SOUL has

always developed organizational work-plans, which help direct the institution through internal and external

priorities. These plans are developed based on both external and internal needs and give general direction in

7

which the institution bases their annual plans. With each consecutive year, the institution gained more

experience and expertise in developing more effective ways to plan and strategize.

It was not until 2005 that SOUL developed its first official Strategic Plan for 2005-2008. Primarily, SOUL

tried to develop the plan independently in order to focus their efforts in specific directions to leave a stronger

impact and enhance their work experience. Although, being the first time to attempt developing a Strategic

Plan, SOUL‘s staff found difficulty in conducting the SWOT analysis, so they sought professional assistance

from an expert in the field. This external expertise and assistance came through the Public Relations

Department at the American Embassy in Yemen. This plan set out, for the first time at SOUL, clear and

defined institutional priorities and outlined the strategic focus areas. It also helped to build SOUL‘s

institutional capacity towards strategic thinking. The strategic areas that SOUL focused on, under the 2005-

2008 Strategic Plan were: Female Education; Preventative Health Care and Awareness; Poverty Reduction

through micro-finance and small enterprise; Early Childhood Development; supporting Underprivileged

Children; and Strengthening Partnerships with Civil Society. Although, this Strategic Plan was lacking an

action plan and internal monitoring and evaluation mechanism, it was still helpful in guiding and directing

the institution. This first institutional attempt was a good learning experience for the institution and it offered

better more focused and effective work strategies and approaches.

In the second Strategic Plan (2010-2012), SOUL‘s approach was more ambitious as it strove to produce a

more comprehensive document. It included a clearer sense of vision and mission, core values and guiding

principles and goals and objectives for the SFA and IIP. The main strategic areas in this Strategic Plan, were:

Health, Education, Poverty Reduction, and Economic Empowerment and Development by offering ICT skills

training. The main internal priorities included: financial and administrative stability, institutional professional

capacity, monitoring and evaluating systems and marketing strategies. Although this Strategic Plan was

helpful to the organization in assessing the various aspects of its work, there was little assistance from

external expertise in the area of strategic planning and a full comprehensive SWOT analysis was not

conducted following the international environmental scanning methodologies. As well, various internal and

external factors prevented the ―action plan‖ from being fully realized during this time. It should be noted

though, that the institution as a whole, during this time did succeed and thrive within the context of project

implementation and internal development.

In summary, SOUL will continue to grow and learn from both negative and positive experiences to build a

better future for the organization and the communities it serves. SOUL will strive to become a better

institution, despite the shortcomings of the previous strategic planning exercises, which certainly constituted,

in the least, a good learning experience for the organization. It was building upon these experiences that

SOUL developed and finalized a comprehensive Strategic Plan for 2014-2018.

1.7- SOUL’s Current Strategic Plan Overview for 2014-2018

As a locally based NGO, SOUL is centrally located to understand and meet the needs of the communities

they serve. Throughout years of experience, SOUL has successfully implemented a multitude of projects that

help people and their communities reach a higher potential; pioneering new ideas to such target-groups as

women, children and youth.

Early in 2013, SOUL initially began the process of developing the Strategic Plan for 2014-2018. Then soon

after, the Social Fund for Development (SFD) offered to support SOUL by funding a professional strategic

planning expert consultant, to guide and train the staff in this process. This process is explained in detail

below.

8

Initially, SOUL developed a Strategic Planning Committee (headed by the M & E Unit Manager). This

committee was comprised of the Executive Director and all of SOUL‘s Unit Heads, including: Project

Implementation Unit Manager, Project Development Unit Manager, Financial and Administrative Unit

Manger, and Monitoring and Evaluation Unit Manager. An initial assessment was conducted, which included

the feedback from key sources including, SOUL‘s staff members, partnering stakeholders (donors and local

partners) and project beneficiaries. The main aspect of the assessment-gathering phase were: staffs‘

collective conclusions of the organization‘s strengths and weaknesses; stakeholders‘ feedback on various

aspects of SOUL‘s operations; and the feedback from beneficiaries who had received training. Furthermore,

a formal evaluation was done on several projects through conducting internal discussions based on their

progress, achievements and shortcomings.

During the time, that SOUL was initiating a course of action to develop the third Strategic Plan, the SFD

offered its support for this process by supporting a professional national strategic planning consultant to train

and help SOUL‘s team to develop their plan more fully and to maximize its overall institutional benefits. The

staff received a broad range of trainings, from general theory and concepts of strategic planning development

to practical application of SWOT analysis. Following the trainings and utilizing the results from the Internal

and External Environmental Scans (annex-VII) SOUL developed and finalized their SFA and IIP. The

mission and vision were changed, but the principles remained the same (though redefined) and the values

remained unchanged. Additionally, it was concluded that the institution needed to development other

necessary institutional operational support strategies, in order to facilitate organizational performance and

growth.

Furthermore, SOUL developed additional secondary planning tools, which will help to better plan, monitor

and evaluate and make it easier to measure project success, as well as, assist in adopting corrective actions

when needed; these include: SFA KRI - Results Framework (annex-I); SFA M&E Plan (annex-VIII); IIP KRI

- Results Framework- draft (annex-IV); and IIP M&E Plan- draft (annex-IX).

There were several noted resources, which helped to develop and finalize the Strategic Plan‘s Strategic Focus

Areas and Internal Institutional Priorities, including:

1) SOUL‘s assessment of community based needs resulting from previous project outcomes,

institutional experience and national circumstances.

2) Aligning the organization‘s efforts with:

United Nations Millennium Development Goals (Direct support of Goals 4 and 5 and have

an impact on Targets mentioned under Goals 1 and 6.)

Convention on the Rights of Children (CRC)

Human Rights Based Approach (HRBA)

3) As mentioned above, the results from collective evaluation of the following: SWOT analysis and the

Internal and External Environmental Scans (based on internal focus group assessments and external

questionnaires).

4) Aligning the SFA to support aspects of several National Strategies/Plans, mainly:

The Socio-Economic Development Plan for Poverty Reduction (DPPR) 2006-2010 (Ministry

of Planning and International Cooperation - October 2006)

Women Development Strategy (NSWDG) 2006-2015 (Women National Committee and

UNFPA- No.4 2008)

Yemen National Reproductive Health Strategy (NRHS) 2011-2015 (Ministry of Public

Health & Population – February 2011)

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Yemen National Food Security Strategy (YNFSS) 2011 (Ministry of Planning and

International Cooperation- with additional joint national and international support - 2011)

The National Children and Youth Strategy of the Republic of Yemen-(NCYS) 2006-2015

The National Strategy for Early Childhood Development 2012-2016 (The Higher Council

For Motherhood and Childhood and UNICEF)

"Humanitarian Response Plan - 2014‖ (OCHA/ HRP, 2014)

Youth Empowerment and Employment Plan 2014 – (YEEP /UNDP/2014)

Situation Analysis of Children in Yemen 2014 (UNICEF& Ministry of Planning and

International Cooperation, 2014)

1.7.1- Strategic Plan Summary

The date of implementation for SOUL‘s Strategic Plan is, January 1, 2014 through December 31, 2018.

The Strategic Focus Areas that will support and benefit women, children and youth, as well as, sets out the

new framework for the Strategic Plan (2014 -2018), is as follows:

Health: Maternal Child Health (MCH), Nutrition and Family Planning;

Child Rights: Protection & Participation and Early Childhood Development; and

Youth Empowerment and Civic Engagement.

SOUL will also continue supporting its long-term projects: AZAL - Sana‘a Microfinance Program and the

SOUL- Community Learning and Training Center (CLDC), as well as, relief work on a needs basis.

The Internal Institutional Priorities (IIP) to facilitate institutional capacity building and growth, including:

Staff Development & Retention

Strengthen Internal Governance

Knowledge Sharing and Dissemination

Diversify Funding Resources

Achieve Financial Stability

The development of Institutional Operational Support Strategies, including:

Communication Strategy (C4D)

Monitoring and Evaluation Strategy

Volunteer Program

In conclusion, this Strategic Plan‘s overall development process has intended to shed light on SOUL‘s

current position and to enhance its catalytic role to become an even stronger player, working with all

concerned, in achieving national development. SOUL believes this Strategic Plan will provide a more

disciplined focus for SOUL‘s management over the next five years on achieving consolidated mutually

reinforcing development results.

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Section II: Organizational Profile

2.1- Mission

SOUL is committed to realizing Youth Empowerment and Child Rights and to enhancing Mothers‘ and

Children‘s Health through sustainable and effective development projects.

2.2- Vision

Empower women, children and youth for a better future.

2.3- Values

SOUL‘s values set the standards for institutional ethical behavior. They are the basis on which business

commitments and working partnerships are built and ultimately lead toward the success of all interventions

pursued by the organization.

Quality

SOUL strives for excellence and is committed to providing high quality programs and services to all its

stakeholders and beneficiaries. This is achieved through staff dedication, professionalism, and teamwork. It

believes that needs should be articulated by the community itself and not imposed by outsiders. It also

respects differences and encourages innovative and new ideas.

Trust

SOUL believes that transparency, honesty and integrity are key to building a reliable partnership that is based

on mutual trust, equity and equality with all its stakeholders.

Respect

SOUL believes that mutual respect among all stakeholders is essential to fulfill all goals in an effective and

efficient manner and that valuing people‘s time and assets is crucial for a respectful relationship.

Openness

SOUL values the participation of all stakeholders and believes that continuous learning, growth, and

knowledge sharing are essential components that enhance the capacity of the organization and enrich the

experience and knowledge of its staff, leading to the success of all interventions pursued by the organization.

2.4- Principles

SOUL‘s organizational principles are the foundation on which the institution‘s overall work ethics and

approaches are built. They are based on the belief that these key elements can facilitate project success and

should never be left unattended or disregarded. These are the central strategies that link the Strategic Focus

Areas together and are essential to fulfilling the goals and objectives set forth by the organization.

2.4.1- Community-First Approach

SOUL believes that achieving sustainable human development can only happen if target-groups are properly

involved and consulted on the development results planned for their communities. This approach makes

empowering citizens, not only desirable but also necessary, thereby enabling communities‘ voices to be

11

heard, particularly from those portions of society that have traditionally been excluded and/or ignored. By

giving voice to the voiceless, SOUL believes a base can be formed to support advocating for equal rights and

opportunities; increasing participation in the democratic processes; and raising awareness on important social

issues that affect them. SOUL also recognizes the complexities and diversity within the Yemeni society and

utilizes a ―community-first approach‖, which takes into considerations the differences among communities

and does not apply a proto-type ‗one size fits all‘ approach to development. Rather, SOUL tries to utilize

local knowledge and tailor projects to meet community needs.

2.4.2- Building Partnerships

SOUL believes that partnerships are the foundation for any successful development project. It is the

cornerstone on which the collective participation of all parties involved has a voice in decision-making and

project direction; creating clear guidelines to decrease repetition and resolve problems. Thus, it selects

partners that share its fundamental values and attempts to establish partnerships that go beyond the

boundaries of the project cycle. It ensures that the relationship with both partners and targeted communities

is based on mutual respect and is maintained throughout project implementation and even after the activities

end.

2.4.3- Good Governance

SOUL strives to develop the basis of good governance within the organization, through enhancing teamwork,

clear job descriptions and reporting hierarchy. SOUL perceives good governance as an encompassing

trajectory that starts with establishing good internal regulations, fair and transparent recruitment practices

and a stable financial system. It includes such concepts as applying the knowledge and experience of all staff

members to ensure maximizing learning and effectiveness of all development efforts. This stable

environment is reflected externally, as well through the work approach and ethics of SOUL‘s team members.

2.4.4- Promoting a Productive Learning Environment

SOUL is a ―learning organization‖ and considers staff productivity and learning as an important engine for

organizational growth and prosperity. Thus, SOUL pays careful attention to enhancing performance and

productivity of its staff, and encourages them to be self-motivated, relatively autonomous and pro-active. It

promotes sharing of knowledge and experience between them, and equally tries to establish good parameters

and policies for teamwork and incentives for continuous learning. Additionally, SOUL strives to always

promote this same productive learning environment in all of its related external projects and activities.


SOUL believes that internal organizational learning is critical for building a competitive edge within the

organization, as well as, by observing and assimilating successful external practices. Thus, SOUL strives to

establish a ‗knowledge sharing culture‘ not just within its internal work environment, but also with and

between other organizations. SOUL works closely with its staff and targeted communities to establish and

enhance the transfer of knowledge and good practices, which help both the organization and its partners to

gain new knowledge and improve in their implementation approaches and practices.

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Section III: Strategic Focus Areas & SOUL’s Long-term Projects

3.1- Strategic Focus Areas

3.1.1- Institutional Strategic Level

SOUL‘s Institutional Strategic Level Goal is to ―Realize Youth Empowerment and Child Rights and enhance

Mothers‘ and Children‘s Health through sustainable and effective development projects‖. (annex-I) SOUL

aims, by focusing on these three strategic areas, to increase its impact and effectiveness in improving the

living conditions of its beneficiaries and hence contribute to achieving the national development priorities in

those areas; over the next five years (2014-2018). This Goal will be achieved mainly through: designing and

delivering quality programs and projects in these areas; ensuring effective and efficient delivery of SOUL's

programs and projects; and ensuring all programs and projects build local capacity and lead to sustainable

change. The following SFA sections offer a brief introductory description for each, followed by their specific

goals and objectives.

3.1.2- HEALTH

During the 1990s, the Yemeni government made slow but steady progress toward establishing better more

effective health and educational systems and services throughout the country. This correlated with the influx

of international support, geared toward supporting the attainment of the MDGs by 2015. Although,

unfortunately, over the last decade their ability to finance and implement these essential services has visibly

deteriorated and the situation was further exacerbated by the events of 2011. The causes for this deterioration

are many and are not necessarily connected to flaws specifically related to the healthcare and educational

systems alone. It is noted that the healthcare field in general does suffer deficiencies in manpower and

infrastructure to cover the needs of the population, but other additional issues add to the problem. These

issues generally lead to negative ramifications for society, as a whole, and are made even worse when

combined. Some of these socio-economic factors include: rapid increase in population; stagnating per-capita

income, compounded by global economic changes; and the recent national socio-political events.

Additionally, in general there has been a noted increase in: the consumption of non-nutritious processed

foods and snacks; usage of tobacco products and qat, especially among women of child bearing ages; and

usage of pesticides on foods, with a noted increase in cancerous disease. Further exacerbating the problem is

the lack of health-education programs to properly disseminate accurate knowledge on health issues.

The government is unable to meet the ever-increasing demands for healthcare services. Over the years, health

related indicators show barely any improvement and even others show negative trends. According to the

Situation Analysis of Children in Yemen 2014 (UNICEF/SAR/2014), Yemen suffers from a fertility rate of

4.2% and high population growth rate of 3% annually, one of the highest in the world. This is mainly due to

early marriage, low usage of effective preventive family planning and lack of access to proper maternal-

health facilities. Additionally, although the Maternal Mortality Ratio (MMR) has reduced, it still remains the

leading cause of death among women of reproductive age and the Infant Mortality Rate (IMR) remains high

and malnutrition and underweight children under five is on the rise nationally. The most prevalent diseases

amongst children, especially in rural areas, are often preventable and include diarrhea, malaria and

respiratory infections. Additionally, poor feeding practices and lack of hygiene and sanitation add to the high

incidence of childhood malnutrition and infectious diseases.

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Furthermore, according to recent figures from the Humanitarian Response Plan (OCHA /HRP /2014), the

total population is 25.2 million, with an estimated 14.7 million in need of immediate humanitarian aid,

representing more than half of the nations people (58.3 %). Moreover, 10.5 million people, more than 42%

of the population, are unable to meet their basic food needs. It is estimated that more than 1 million children

under five are suffering from acute malnutrition, including 279,000 severely malnourished children; this is

compounded by the 8.6 million people who have insufficient access to health services. In such, the majority

of women lack access to health-education and training. Only 45 % of women are literate and only 7.6% of

them have a secondary education, according to the UNDP Global Human Development Report 2011. As a

result, the majority of women lack awareness on basic health issues, especially concerning proper nutrition

and family planning. Compounded by these factors, is the rise of poverty and people unable to afford

nutritious foods and adequate healthcare.

Due to these overwhelming challenges, several sources agree that Yemen will be unable to attain all of the

health related MDGs by 2015. Since the government lacks the human and financial resources to address

these pressing issues, partnerships between CSOs and the government is essential.

SOUL has years of experience implementing projects and doing researches and studies on health related

issues. Since inception, SOUL has made continuous efforts towards preventative healthcare through

promoting health awareness and disseminating accurate knowledge to individuals (especially targeting

women, children and youth), local communities and professionals on pertinent health issues. Also, SOUL

provides health services under its various programs, which have a direct impact on decreasing IMR and

MMR (as was witnessed in the ―Safe Motherhood Program" that targeted over 15,000 pregnant women).

Furthermore, SOUL has had exceptional experience working in the areas of family planning and nutrition, in

providing assistance, awareness-campaigns and researches.

SOUL, over the next five years, will continue to support health issues, placing specific emphasis on

maternal/child-care, nutrition and family planning, targeting women, children and youth, by contributing to:

improving maternal and child health and decreasing infant, child and maternal mortality rates. This will be

achieved by: providing quality health awareness and education on related health issues; building the capacity

of stakeholders, both individual and institutional; and advocating for relevant policy changes, which will

contribute to improving MCH. In this way, SOUL will continue in its endeavor to support and contribute to

the goals set forth in the government‘s national health strategies and plans, in particular the NRHS/2011-

2015 and the NSWDG/2006-2015.

3.1.2.1- Strategic Goals and Objectives for Health

Overall Goals:

1. Contribute to improving Maternal and Child Health (MCH) in Yemen.

2. Contribute to decreasing infant, child and maternal mortality rates.

Specific Objectives:

1. Provide quality health awareness and education on related health issues.

2. Build the capacity of stakeholders, both individual and institutional.

3. Advocate for relevant policy changes, which will contribute to improving MCH.

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3.1.3- CHILD RIGHTS

The Yemeni government and donor community have been active for decades in their pursuit to support and

protect children, by implementing projects and programs to uphold the Convention on the Rights of Children

(CRC). The government has developed national strategies and plans to reduce and prevent the unfavorable and

detrimental environments in which many Yemeni children live. Due to recent social, economic and political

factors, the progress of development has slowed down and even some indicators reflect negative trends. During

these dire times and under these complex circumstances, much funding and development efforts have been

redirected toward vital humanitarian assistance. This means that many of the government‘s programs primarily

focus on striving to provide the most essential social services in basic education and health (with an emphasis on

nutrition, immunization, combating childhood illnesses, and reproductive-health).

According to the National Children and Youth Strategy (NCYS-2006-2015), Yemen will be one of two

MENA countries that will not achieve 80% of the MDGs by 2015, with most of the missed goals relating to

the development of children and young people. Some basic social indicators, which reflect the circumstance

of Yemeni children, include: 76% of the population is under 24 years of age; 53% of the poor are children

under 15 years of age. Additionally, Yemen has a very high fertility rate compounded by low marriage age

(although there is an upward trend in marriage age). Furthermore, according to the Situation Analysis of

Children in Yemen, the Under-five Mortality Rate was 77, the Infant Mortality Rate was 75 and Neonatal

Mortality Rate was 42. (UNICEF/SAR/2014)

Pertinent educational indicators from the NCYS/2006 include: overall Gross Enrolment Ratio (GER) is low

at 0.4% (the lowest in the MENA Region); 38.1% of children are out of basic education, and the primary

school completion rate is 51%; only 20% of children enroll at the official school entry age of six and

preschool and ECD initiatives are few in number and poorly developed. In addition, the present GER for

basic education is 86% and for secondary education is 35%. (UNICEF-SAR/2014)

Compounding all these problems is the prevalence of child labor, which appears to be on the rise nationally.

Also, general deterioration and increased corruption of those responsible for upholding national laws and

protection systems causes an increase in crimes against people, especially women and children. Currently

these groups are more vulnerable to grave violations of their rights, with significant exposure to exploitation

and gender-based violence. According to OCHA-HRP, priority areas have been identified as food security,

nutrition, water and sanitation, health and shelter. Additionally, grave child rights violations are occurring

and it is estimated that 5 million children live in areas where one or more of the six grave child rights

violations could occur. (OCHA/HRP/2014)

Since inception, SOUL has targeted children to be constant recipients and central beneficiaries to almost all

of SOUL‘s projects and programs (and in several studies), which have had a positive impact on their rights

and living conditions. Additionally, SOUL‘s staff keeps updated on child rights and issues that affect

children through attending national and international conferences and capacity building workshops. In such,

SOUL holds a unique position among NGOs regarding the support of children and their rights. SOUL has

had a long history and an extensive, wide-range of experience, which has had a direct and indirect impact on

child rights. Since establishment, SOUL has maintained a central and strong position in supporting children

by implementing projects, which have had a direct impact on meeting their basic vital needs, especially

within the health and educational sectors and in recognition of their fundamental human rights. Furthermore,

as of 2002, SOUL broadened their role as a child rights supporter, by expanding their focus areas and work

approach in support of certain rights. Primarily, SOUL was one of the first NGOs to implement the Child-to-

Child program that encourages children‘s direct involvement, contribution and participation in project

implementation. Soon after this SOUL expanded their focus areas to include pioneering the social value and

15

importance of Early Childhood Development (ECD/ECCD) holistic approach and integrated techniques.

Then followed by this they initiated projects that supported the protection of children, especially

marginalized and underprivileged groups.

In light of its extensive experience, SOUL is nationally recognized for its leading role in supporting child

rights issues. SOUL participated in implementing multiple projects and studies in partnership with several

international donors, mainly: Save the Children, UNICEF, ECHO and OCHA. Overall, SOUL has

implemented several projects and studies, covering a multiplicity of subjects that have an impact on and

support child rights issues; these include:

health (MCH, nutrition, sanitation etc.);

education (promoting gender equality in school, youth empowerment etc.);

promoting and understanding the CRC and child rights issues;

increasing child-friendly networks, encouraging self-expression and freedom of speech;

pioneering ECD holistic and integrated approaches, techniques and social awareness;

protection for underprivileged and marginalized children;

promoting responsible citizenship;

participating in institutionalizing a ―Safe and Caring‖ protection system in schools and

decreasing violence toward children.

Furthermore, SOUL participated in several studies and produced important reports, which had an impact on

the development of national strategies and plans to support child rights in Yemen and in the MENA region.

SOUL intends over the next five years to continue in its pursuit and support of child rights through

implementing projects and studies, which focus on child participation and protection and ECD awareness and

approach. Additionally, SOUL will continue supporting the right for better health for children as per the

Health – SFA section.

3.1.3.1- Child Rights –Participation & Protection

SOUL has implemented several child rights projects and studies that support child participation and

protection, which have had a sustainable impact and many continue to date. In addition to SOUL‘s support of

children‘s issues since establishment, it has had continued and extensive experience doing researches and

projects with UNICEF, since 2002. SOUL began implementing the Child-to-Child Projects, which include

activities that encourage children to become proactively involved in their schools and communities, as well

as, facilitates child-networks. In addition, SOUL helped to start the Manara Network, which was established

by Save the Children (Sweden) and funded by the Swedish International Development Agency (SIDA). They

selected SOUL along with five other NGOs, representing five different countries, to participate as co-

founders of Manara, a network that operates in the MENA Region to improve the lives of children in

accordance with the CRC. In such, SOUL was specifically selected to take a leading role in several of

Manara‘s main components. In 2010, SOUL participated in the Country Profile Report, which covered

various issues, related to child rights in Yemen and offered a comprehensive view of the problems affecting

them, as well as, the initiatives that should be taken by governmental, non-governmental and international

organizations to overcome these problems. Also, SOUL was part of a secondary study, entitled, ―Regional

Study on Violence against Children‖, which was conducted in Yemen, Lebanon and Morocco. SOUL was

responsible for both the national analysis and participating in the regional analysis. Currently, SOUL is in

charge of training new member of the Manara Network, as well as following up on the implementation of

16

certain components and providing technical support when needed. In 2012, UNICEF collaborated with four

national partners, including SOUL, in implementing the project entitled, ―Child Protection and Participation

towards Future Active Citizens and Violence Prevention in Schools‖. This project had three main

components: (1) Establish Protection Systems in Schools; (2) Child Led Data Collection; and (3)Wasal -

Yemen Adolescents Conference. In particular, the Wasal component of the project sought to empower

adolescents (ages 15-17), through offering them a better understanding of child rights and protection.

Additionally, a national conference was held to provide them a platform to voice their opinions about their

rights and issues that concern them. Furthermore, as part of children and adolescents empowerment, SOUL is

the national representative for iEARN- Yemen (International Network for Education and Resources). iEARN

is a child-friendly network which teaches schoolchildren how to be proactive participants within their

communities and the world. This is done through implementing community-based initiatives, and by joining

international collaborative projects, which links them to other participating iEARN schools around the world.

Over the next five years, SOUL will support children by promoting for and providing children with their

rights by implementing projects and studies, which will: raise awareness; empower children; build a

protection system and decrease violence against them; provide capacity building; provide research; and

disseminate accurate subject specific information. In this way, SOUL will lend direct support toward the

CRC, national strategies and MDGs.

3.1.3.1.1- Strategic Goals and Objectives for Child Rights – Protection & Participation

Overall Goals:

1. Contribute to and advocate for building a generation capable of participating actively in the society.

2. Raise societal awareness and advocate to better understand, value and support Child Rights.


1. Empower children to create a participatory environment to solicit and incorporate children's voices on

issues that affect them.

2. Contribute to the promotion of "Safe and Caring" schools free from violence through building and

promoting a protection system in Yemeni schools.

3. Contribute to the advancement of Child Rights through raising public awareness.

4. Research the present status of children‘s rights in Yemen and create a preliminary pool of information,

for the purpose of knowledge sharing and dissemination.

5. Support Child Rights through building the capacity and ensuring the commitment of stakeholders; both

individuals (duty-bearers/care-providers), as well as with relevant institutions.

3.1.3.2- Child Rights – Early Childhood Development – ECD/ECCD

Yemen faces countless issues within its educational system, one major problem is the lack of ECD/ECCD

programs and activities, as well as general lack of awareness about it among teachers and school

administrators. Children under five years of age represent 26% of the population (NCYS/2006), yet

educational services for this age group are nearly non-existent and most private entities are inaccessible to a

large portion of the population, due to high cost and lack of availability in rural areas. Yemen has one of the

highest growth rates worldwide, which puts high pressure on the government and the country‘s limited

17

resources to even provide basic adequate public services, which certainly undermines the government‘s

ability to provide ECD services.

Although, even under these very strenuous circumstances the government does recognize the important role

and influence that ECD approach and techniques can have and they are making an effort to adopt a more

unified and holistic approach on its various child-care and education strategies. In such, the government has

developed the Yemen Medium-Term Results Framework (MTRF/2013-2015), the National Basic Education

Development Strategy and the National Strategy for Early Childhood Development (NSECD/2012-2016).

Accordingly, the Ministry of Education (MOE) will expand its participation with different stakeholders, both

within the MOE and from the CSO sectors.

Since 2005, SOUL has made special efforts to pioneer and further develop the concept of ECD in Yemen

(UNICEF Program, 2005-2008). SOUL has maintained its position as a national expert within the context of

child rights but perhaps no topic has been given more prominence and consideration than ECD. SOUL has

remained immersed in supporting and promoting ECD holistic approach and integrated techniques

throughout the years, mainly by facilitating the establishment of a school and through providing multiple

trainings to some like-minded organizations and individuals, as well as in giving technical assisting for the

development of the NSECD 2012-2016. In 2006, SOUL and Nama‘a, established Manarat Preschool &

Kindergarten, one of the first of its kind to pioneer ECD techniques and approach into a school curriculum;

and during the 2007-2008 school year, it was officially licensed under, Manarat -Sana’a International

School.

SOUL believes that education constitutes the foundation of any efforts to build the nation. From here, it

becomes evident that the centrality of ECD efforts is an initial first step for children to be properly prepared

to join school and ultimately to be able to contribute effectively to the development of their society. Based on

this belief, the organization aims to use its expertise and experience in ECD to contribute to supporting the

above-mentioned national strategies through collaborating in projects, which promote and support ECD

issues.

SOUL is one of the first NGOs in Yemen to invest in the importance of supporting and promoting ECD

issues and recognize that within the context of its own design, ECD creates an amenable platform on which

to support child rights issues. SOUL‘s Strategic Plan will continue to advocate for the importance of ECD

techniques and promote its use, both institutionally and individually. Therefore, over the next five years,

SOUL is committed to continuing their promotion and support of ECD and related issues that affect young

children, through participating in building the capacity of stakeholders, raising societal awareness and

advocating for relevant policy and procedure changes.

3.1.3.2.1-Strategic Goals and Objectives for ECD:

Overall Goal:

1. To contribute to creating favorable conditions for holistic development (physical, intellectual,

psychological and social) of children between the age of 0-8 years.


1. Participate in building the capacity of stakeholders; both institutional and individual (parents, teachers,

caregivers, etc.) in ECD.

18

2. Raise societal awareness on the importance of significant investment in ECD, focusing on teachers,

parents, and caregivers.

3. Advocate for relevant policy and procedure changes, which will contribute to improving child

development and growth.

3.1.4- YOUTH EMPOWERMENT AND CIVIC ENGAGEMENT

For several years, the Yemeni government has recognized the youth-group within society as a specific socio-

economic development target-group, with its own vulnerabilities and separate needs and requirements.

Furthermore, they have stressed that the development community and all stakeholders must collaborate and

cooperate with one another to invest in youth by supporting their rights, providing them adequate resources

and protection and encouraging them to be active participants within society. According, to the NCYS

(2006), the government ―Seeks to provide a positive national vision, a holistic framework and a state policy

for all government agencies and civil society groups interested in, and committed to contributing to child and

youth protection and development‖. This national strategy focuses on enhancing the protection and

development of all Yemeni children and youth through applying a four-fold approach, including: (1)

enabling them to reach their potential and become active contributors to society; (2) preventing them from

becoming disadvantaged; (3) assisting those who are extremely disadvantaged; and (4) creating new levels of

synergies and collaboration between all stakeholders. For youth, this means: creating a national youth

employment environment and plan; strengthening national identity, increasing youth inclusion and

participation; increasing leisure options and creating child/youth friendly urban planning; and preventing

early pregnancy and reducing the risks to reproductive health.

The government is making policy and program level changes to facilitate the achievement of the related

MDG‘s for youth, including: raising literacy rates; reducing unemployment; raising marriage age; and

reducing early pregnancy. Although, unfortunately, Yemen will not achieve many of these targets, especially

those related to children and young people. Additionally, the government faces multiple national challenges

that collectively cause shortcomings and lack of opportunities. These specifically have a negative impact on

youth, these include: high level of poverty, lack of adequate education and health services, lack of

appropriate infrastructure throughout all sectors, high unemployment rate, gender ratio imbalances, social

changes, internal governance problems, and political instability.

According to the NCYS, children and youth collectively represent 76% of the national population.

Approximately five million are youth, representing the largest group ever to transit into adulthood, as well as

the most disadvantaged age sector within the society. The youth in particular face many challenges in

achieving their full potential, this includes the risks of high illiteracy rates, low enrollment rates throughout

all levels of education, high unemployment and inactivity rates (with disparity among females within all

areas noted). Furthermore, according to the Youth Empowerment and Employment Plan 2014 (YEEP),

Yemen has one of the highest youth unemployment rates in the MENA Region; presently 48% of youth are

neither in education nor in training or are employed. (UNDP/YEEP/2014)

Since establishment, a large percentage of SOUL‘s beneficiaries have been youth (mostly female). Although

for several years, SOUL has specifically recognized youth as a specific target-group in need of their own

separate and identifiable placement within the context of its programs, projects and studies. SOUL‘s

experience with supporting youth has covered multiple subjects and fields, including: health, education,

human rights, literacy, empowerment and employment, protection services (especially among the

disadvantaged), social participation and civic engagement, and ICT and professional development skills.

19

In recent years, SOUL has focused on youth empowerment and civic engagement as a priority, as it has been

witnessed that this target-group can make positive changes and a sustainable impact within the communities

they serve. Therefore, SOUL, over the next five years, will continue to support and build the capacity of

Yemeni youth to: become active agents in supporting societal needs, especially as they relate to health and

child rights; promote the importance of structure volunteerism among them; and provide them with the

necessary tools for efficient and effective socio-civic engagement.

3.1.4.1- Strategic Goals and Objectives for Youth Empowerment and Civic Engagement

Overall Goal:

1. To contribute in building a generation capable of participating actively in the society.


1. Promote youth participation on advocating for health and child rights issues.

2. Facilitate an increase in youth-to-youth interrelation and interaction at the national, regional, and

international levels on issues that affect them and their communities.

3. Contribute to promoting the importance and practice of structured volunteerism.

4. Enhance youth‘s knowledge and skills through capacity building and training.

3.2- SOUL’s Long-term Projects

3.2.1- Azal - Sana’a Microfinance Program

SOUL established Azal- Sana‘a Microfinance Program in 2001, in partnership with the Social Fund for

Development, to contribute to poverty reduction. This program offers a distinct chance for people, especially

women and youth, to improve or start their own income generating projects to help raise their quality of life

and standard of living. It is considered a very important tool to expand the occupational and economical

opportunities for the poor. It aims to support individuals willing to run their own small enterprises as income

generating activities, by using the Islamic system for benefits and loans (Murabaha). Although Azal is under

the overall guidance and control of SOUL, it remains an independent institution administratively and

financially, with its own mission, vision, goals and objectives.

Over the next five years, SOUL plans to facilitate the transformation of Azal from a micro-finance program

into a financial institution through achieving a bigger portfolio, diversifying grant-schemes and expanding

services to new districts in Sana‘a and to other governorates. Also, the program will move from the random

selection of its participants, to all applicants, as well as, to provide grants to projects that have the potential to

be profitable financially. Additionally, SOUL looks at AZAL as a vehicle to implement integrated

development activities through collaborating and synergizing with other programs at SOUL, by offering

access to microcredit-loans to SOUL‘s target-groups. Furthermore, Azal will contribute to SOUL‘s

sustainability as a not-for-profit civil society organization. SOUL has developed the following goals and

objectives to facilitate Azal‘s institutional development and expansion process.

3.2.1.1- Strategic Goals and Objectives for Azal

Overall Goal(s):

1- Azal will be a self-sustainable financial institution in microfinance.

20

2- Azal will contribute towards achieving SOUL‘s Strategic Plan‘s goals.

3- Azal will become an investment project, which contributes to SOUL sustainability.


1. SOUL will support Azal to develop appropriate goals, objectives and new criteria in order for it to be

upgraded into an independent and autonomous microfinance institution; with its own separate financial

accounts, cost-control and independent reporting.

2. SOUL will facilitate Azal to expand services to new districts in Sana‘a and other governorates.

3. SOUL and Azal will collaborate together to: (1) give priority access for microcredit loans to the target-

groups SOUL is serving; (2) raise the awareness of Azal‘s beneficiaries on SOUL‘s SFA issues

(health, nutrition, child rights, etc.); and (3) build the capacity of both Azal‘s and SOUL‘s target-

groups on microcredit income-generating skills, grant-management and other fiscal issues.

4. Azal will contribute to SOUL‘s sustainability as a not-for-profit civil society organization, by

enhancing its capacity to contribute to SOUL monetarily, as an investment project.

3.2.2- Community Learning & Development Center – CLDC

SOUL established the Community Learning & Development Center (CLDC), in August 2007; licensed by

the Ministry of Technical Education & Vocational Training. The CLDC, is designed to empower women and

youth by building their capacity through providing them with ICT and Professional Development skills. The

program also provides necessary technical and managerial skills and knowledge, high quality training in

multiple fields, and establishes partnerships with local and international organizations. In 2009, SOUL

expanded the CLDC services to include a well equipped hall for trainings, workshops and special events for

SOUL‘s employees, beneficiaries, development actors and CSOs.

Prior to the establishment of the CLDC, SOUL was selected to spearhead the Women in Technology Program

(WIT) in 2005, sponsored by the Middle East Partnership Initiative (MEPI) and managed by the Institute of

International Education. Due to its overwhelming success, the program reached a national scope and was

expanded to several other countries in the MENA Region. The WIT program services included the Unlimited

Potential (UP) program for basic computer skills in: Microsoft Office programs and Internet, Professional

Development skills, and Entrepreneurship. It was based on this experience and recognition of the demand

among women for ICT services, that the CLDC was established.

Over the next five years, SOUL plans to: expand the CLDC into a full telecenter; provide services for

SOUL‘s projects and programs; and to utilize its‘ services to support the achievement of the institution‘s

SFA and IIP goals and objectives. Furthermore, SOUL views the CLDC to have the capacity to contribute to

SOUL‘s sustainability as a not-for-profit civil society organization.

3.2.2.1- Strategic Goals and Objectives for CLDC

Overall Goal (s):

1- The CLDC will become a self-sustainable telecenter, autonomous in operation, through financial and

administrative independence.

2- The CLDL will contribute towards achieving SOUL‘s overall Strategic Plan‘s goals.

3- The CLDC will become an investment project, which contributes to SOUL sustainability.

21


1- Support the CLDC to transform into an independent entity with separate financial accounts and its

own autonomous management team, this includes: having independent systems for reporting and cost

control; and recruiting and maintaining a qualified manager and professional support team.

2- Promote the CLDC and expand its services to become a full-telecenter, this includes providing:

a fully equipped computer lab with supporting professional office needs;

a fully equipped training center offering up-to-date trainings and workshops in ICT and

Professional Development skills;

a team of professional staff to assist and offer expert advice on related issues; and

a resource library in a private comfortable atmosphere.

3- Promote and raise awareness on SOUL‘s SFA issues (health, nutrition, child rights, youth

empowerment, etc.), in support of SOUL‘s projects and program, by utilizing the CLDC to host

capacity building trainings and workshops for development actors and target-groups.

4- Build the institutional capacity of NGOs and other CSOs by offering various types of training

programs and workshops in line with their professional needs and provide access to academic

resources and information on health, child rights and youth empowerment issues.

5- SOUL will assist and support the CLDC to develop appropriate goals, objectives and criteria that will

lead to its own financial independence, thus enhancing its capacity to contribute to SOUL monetarily,

as an investment project.

3.2.3- Relief Work: Overview

The events of 2011, youth uprising, changed the country‘s social, economic and political environment and

the ramifications from this are still ever-present. The overall socio-economic development process was

severely impeded and only recently, has it begun to stabilize, although the political environment remains

precarious and unpredictable. These revolutionary events brought with them overall national development

process changes in terms of outlook, plans and strategies. The government, under these dire circumstances,

developed and began to implement some of these changes under a centralized new plan, ―Humanitarian

Response Plan - 2014‖ (OCHA/HRP/2014) to collectively combat the immediate needs and lessen the

ramifications from this crisis.

During this time of national crisis, SOUL continued in its development efforts by proceeding with some

projects; although, circumstantially several were stopped or suspended per donor agency requests. SOUL,

also at this time, initiated crucial relief work via implementing three different projects. SOUL provided direct

humanitarian assistance to the civilians living in the war-affected zones of the Arhab district; an area that had

no other external support at that time.

In terms of continuing to support relief efforts, SOUL will remain involved, even though the acute crisis has

diminished, the post-effects remain, especially regarding health and nutritional needs. Within this context,

SOUL will support the distribution of vital living-essentials, but additionally will focus on dissemination of

accurate knowledge and skills, as they relate to the needs of the targeted groups.

22

Although, though SOUL recognizes that it is a national duty to help local communities during times of

severe conflict, it also believes that it might not always be the best-positioned organization to play such a

role. By orientation, SOUL‘s preference is to projects that focus on the concept of ‗relief for development‘.

As in the case with projects that tackle issues related to nutrition and food security, adapting the concept of

‗helping people help themselves‘, leads to a more sustainable livelihood for target-groups and enhances their

financial independence. This approach expedites people‘s recovery out of crisis and helps them initiate

income-generating projects, thus enabling them to be self-sufficient.

SOUL will continue to support relief work, but only that which pertains to and holds precedence towards

achieving institutional SFA goals and objectives. The decision to support relief work projects will be made

on a case-by-case basis, given the risk of taking focus off institutional goals. SOUL has decided to be

extremely selective in proceeding on any such projects in this area, except in cases where the relevance to its

group of beneficiaries is evident. The concepts and consent for any such projects shall essentially require the

agreement of the Project Proposal Approval Committee and Executive Director.

23

Section IV: Internal Institutional Priorities (IIP) &

Institutional Operational Support Strategies

As a ―learning organization‖, SOUL is continuously trying to improve the quality of services it provides its

stakeholders and beneficiaries, as well as improving the internal institutional work environment. It was with

this concept in mind, while developing the 2014-2018 Strategic Plan, that SOUL‘s team developed several

institutional priorities and support strategies. The collective main goal of these is to enhance the overall

performance and outputs of the organization, by instituting and utilizing these crosscutting methodologies

and work approaches. (annex-IV)

4.1- Internal Institutional Priorities (IIP)

4.1.1- Strengthen Internal Governance

SOUL has always recognized the need for good-governance. Over the next five years, SOUL will continue to

place great effort toward enhancing its internal governance systems by upgrading internal regulations and

procedures, which will facilitate the overall improvement of institutional activities and operations. This

includes: improving the financial system; providing capacity building; establishing a monitoring and

evaluation system; improving the documentation system; establishing the institution‘s specialized units and

the Project Proposal Approval Committee. SOUL will upgrade its internal regulations, financial system and

procedures for its staff and volunteer base. Additionally, it will continue to utilize the "balance scorecard

planning tool" and the information learned from previous experience, to improve its planning capacity, in

order to achieve the SFA and IIP goals and objectives and to improve institutional capacity and growth.

Furthermore, SOUL is adopting and systematizing, Enterprise Resource Planning (ERP) software, which

offers an integrated, crosscutting business and planning approach. This will facilitate all aspects of the

organization by: assisting in overall institutional and project management; ensuring integration, integrity, and

control within the organization; and improving the performance measurement process. This system will

allow staff to share data across the various departments; facilitate information flow between all business

functions; and manage connections to outside stakeholders.

These internal upgrades collectively will add to the capacity of the organization to perform more efficiently

through making a direct and positive impact on the overall daily administrative activities and project

implementation. (annex-IV- #1)

4.1.2- Develop Staff and Attract Volunteers

SOUL has gained a reputation as a highly professional and well-respected organization, which attracts an

increased number of professionals and volunteers, who are interested in working at and gaining experience

with SOUL. Over the next five years, SOUL aims to: design and utilize a clear and defined Staff

Development Plan, which focuses on recruiting and retaining highly professional staff/volunteers and

institutionalizes a work-friendly environment. Since establishment, SOUL has maintained the importance of

staff capacity building and development. SOUL will continue in this endeavor to support professional

capacity building and training of staff by encouraging and supporting internal and external professional skills

development and offer on-the-job training opportunities, as well as, continue to involve staff in regional and

local conferences. It will also work toward improving its recruitment system to retain the most qualified and

competent people, particularly in areas relevant to the SFA. SOUL will promote the understanding that all

employees are an intricate and essential part of the whole SOUL team and that their success and failures can

have an impact on the institution. Furthermore, SOUL will enhance its work environment and extra focus

24

will be made to ensure that all staff members thoroughly understand the organization‘s mission, vision,

values and principles, in order to assimilate these concepts into their work ethics and approach. This overall

approach, to staff development and retention, will have a direct and positive impact on the institution, which

will facilitate and lead toward the overall success of the organization. (annex-IV- #2)

4.1.3- Diversify Funding Resources & Achieve Financial Stability

Fiscal responsibility and financial security have always been an institutional priority. Control and follow-up

of cash flow is key to financial stability of the institution. SOUL will insure its financial stability over the

next five years by continuing with and improving its fiscal procedures, through: generating income, paying

off dues, maintaining a cash ratio of 2:1, better investments, and project stability. These procedures will

include particular components, mainly: increasing general staff understanding on financial stability and their

roles in achieving it; adopting a financial evaluation system that examines the financial lessons learned from

each project; diversifying its funding resources by generating funds through commercial means and

investments; and budget planning and forecasting, with an emphasis on unit-by-unit / project-by-project

financial reporting. In addition, SOUL intends to market relevant project proposals supporting its SFA and

generate income through commercial marketing of the CLDC services. Previously, SOUL almost entirely

obtained all of its financial support by implementing projects on behalf of and in partnership with donors.

Presently, SOUL intends to continue working in supporting development projects, but will reduce its

dependency on this single form of funding, by diversify its funding sources and resources. SOUL will

become more pro-active in fundraising and resource management and mobilization. It is believed with more

independence, SOUL will be able to focus on its institutional ideals and fulfill the SFA goals and objectives

and be better prepared to engage donors in support of these SFA. (annex-IV- #3&4)


SOUL has always recognized that knowledge sharing and dissemination of information play a positive

catalytic role in the development process and can add to and improve the quality of project implementation.

For this reason, over the next five years, SOUL will establish a shared beneficiaries database and focus on firmly

building a knowledge sharing culture among its staff, partners and stakeholders. Additionally, SOUL will

emphasize its media coverage and enhance the promotion of its project. It will also aim to adopt new

technical tools to ensure proper capture of this knowledge from its various projects and activities. SOUL

intends to have this information available for interested stakeholders, with the aim to reinforce and ensure

maximum benefit from the various development interventions, for the communities they serve.

(annex-IV- #5)

4.2- Institutional Operational Support Strategies

4.2.1- Communication Strategy

SOUL recognizes the absolute importance of clear, accurate and effective communication in all levels of

work, especially when partnering with multiple stakeholders and within the context of project

implementation. It is for this reason that SOUL adopted the Communication for Development (C4D)

approach as a very effective strategy for institutional communication and a way to accelerate and enhance the

development process. The C4D approach is a social process that promotes dialogue between communities

and decisions makers at local, national and international levels. Its goal is to promote, develop and

implement policies and programs that enhance the quality of life for all. It promotes the use of

25

communication strategies and approaches in order to: increase the impact of development programs;

accelerate achievement of global and development goals; and enhance the ability of families and

communities to achieve results to realize their rights. Additionally, C4D is an effective way to improve key

social outcomes in health, nutrition, and education and other pertinent issues. It enables people to deliberate

and speak out on issues important to their own well-being. Its role in the empowerment processes helps

distinguish communication and makes it an essential part of programs aimed at achieving their goals and

other development priorities. SOUL will utilize this approach in communication as an effective means to

achieve the institutional SFA goals and objectives to facilitate collaboration with partners and beneficiaries.

to make a positive difference, in the lives of women, youth and children, their families and communities.

4.2.2- Monitoring and Evaluation Strategy

This Strategic Plan provides an integrated framework that directs its work and assists it in adopting clear

guidelines in the selection of its projects. It also helps the various units within the organization in realigning

their plans and projects and incorporates them all in such a manner that makes achieving the organization‘s

strategic goals possible and traceable. Accordingly, all units will be able to coordinate better and work in a

coherent manner during the plan‘s implementation.

Often, monitoring and evaluation (M&E) efforts fail to gather few ‗meaningful‘ measures from its various

diverse and disconnected functional units. The outputs at the project level, for instance, do not always get

measured and evaluated based on the value they add to the outcome level, and likewise the outcomes do not

always serve towards achieving the ultimate impact aspired in a measurable manner. The objective of

establishing a selection of Key Result Indicators (KRI), immediately measured against and linked to all

levels of impact is hence of paramount importance. This five-year Strategic Plan has specifically paid

attention to achieving this objective, to ensure alignment and focused project planning and monitoring

towards achieving SOUL‘s strategic mission and vision.

Additionally, it is noted that proper M&E also requires correct selection of projects that are institutionally

suitable, at the initiation stage. Therefore, in order to facilitate this selection process, SOUL developed a

specific list of criteria, as per the Project Selection Criteria, that each project proposal must meet. If there is

a project proposal, which shows potential value, but does not meet one or more of these criteria, it may be

presented and explained why it is believed that SOUL should apply for it and then the Project Proposal

Approval Committee must endorse it. This committee consists of a manager from each unit and the

Executive Director. The aim of this committee is to ensure that the projects that are selected, fit with and

serve the institutional goal‘s aims and cause no deflection of focus from them.

The M&E Plan will specifically focus on the following:

Measure the level of achievement of the SFA and IIP goals and objectives by utilizing the SFA-

M&E Plan (annex- VIII) and IIP-M&E Plan (annex-IX).

Examine how each unit achieves its goals and the level to which it has contributed to the overall

success or failure in achieving the goals of the organization.

Ensure institutional alignment behind those objectives.

Identify any deviation from the set goals and strategies.

In order for the above mentioned to be achieved, the M&E Unit will be responsible for conducting reviews of

all institutional plans. In general, the monitoring system will monitor the progress of SOUL‘s Master Action

Plan, which is represented by all of the five units‘ individual plans together. In addition, the SFA-M&E Plan

will be reviewed to assist in refining projects' outcomes, as well as, measuring the impact projects have on

26

achieving the SFA goals and objectives. Also, the IIP-M&E Plan will be reviewed to ascertain the level of

achievement of the institution's internal priorities. Annual performance target indicators will be set, and

(depending on the year) either an annual or a bi-annual review(s) of those targets will be conducted to show

the level of progress toward achieving them. These reviews will follow a structured timeframe to monitor

and evaluate the progress of organizational plans. The general schedule for these reviews will be as follows:

the first. third and fourth years will have annual reviews; while the second and fifth (final) years will hold bi-

annual reviews; each review will be followed by a full report. While the main strategic issues of the plan are

not expected to change significantly, it is expected that the regular reviews may only lead to some

modifications in the SFA and IIP M&E Plans and the units' plans, based on lesson learned during the actual

implementation of the plan.

This M&E approach will be followed during the first four years. Although, the first year, in particular, will

also focus on ensuring that all units are in alignment with the plans and to raise staff awareness on the plans

themselves. In the last year of the plan, a more intensive review shall be undertaken as a preliminary process;

the findings of which shall have more significant value, as their inputs will benefit the development of the

next subsequent Strategic Plan. These bi-annual reviews will be conducted by the M&E Unit, as it will give

guidance to the working teams and recommendations to management on any of the findings of the review.

4.2.3- Volunteer Program

SOUL has always supported the concept of volunteerism and has recognizes the immense impact that

community based volunteers can have on project implementation and sustainability. In such, SOUL has

within its present organizational plans to develop a fully structured pro-active volunteer program.

Over the years, SOUL has gained a reputation as a highly professional and well-respected organization,

which attracts an increasing number of volunteers. This requires a tremendous effort and commitment on

behalf of the organization to become ‗the partner of choice‘ for all its various stakeholders, including

volunteers.

The main objective of the volunteer program is to contribute to promoting the importance and practice of

structured volunteerism, which aims to increase the level of engagement, particularly of young people from

the communities being served, hence increasing community acceptance and participation. It also gives

communities a chance to contribute effectively in making their own development interventions and gives

young people a chance to gain new experiences and knowledge, especially those that are relevant in the area

of community development. The program will include: establishing an easy and accessible application

process; adopting a clear and transparent selection criteria; providing training upon admission; and a

rewarding recognition system to improve volunteer retention. The idea is to make volunteering a mutually

beneficial experience for both SOUL and the volunteers.

27

LIST OF REFERENCES

Acronym/Year Reference Title

Wikipedia/2013

UNESCO-World Heritage

DPPR/2006

Wikipedia/HDI-UNDP

OCHA /HRP /2014

NCYS/2006

MDG/NAR/2005

CEDAW

UN/GGGR/2011

UNICEF/SAR/2014

UNDP/GHDR/2011

UNDP/YEEP/2014

NSWDG/2006

NRHS/2011

YNFSS/2011

NSECD/2012

http://en.wikipedia.org/wiki/Governorates_of_Yemen

http://whc.unesco.org/en/statesparties/YE/

Socio-Economic Development Plan for Poverty Reduction DPPR-2006-2010

http://en.wikipedia.org/wiki/List_of_countries_by_Human_Development_Index#

Low_human_development

Humanitarian Response Plan/-2014 (OCHA)

The National Children and Youth Strategy of the Republic of Yemen/ 2006-2015

MDGs-Needs Assessment Country Report/2005 for Yemen (UNDP)

Convention of Elimination of All Forms of Discrimination against Women

Global Gender Gap Report -2011(UN)

Situation Analysis of Children in Yemen 2014 (UNICEF & MoPIC)

UNDP Global Human Development Report- 2011(UNDP)

Youth Empowerment and Employment Plan -2014 (UNDP)

Women Development Strategy -2006-2015 (WNC & UNFPA- No.4)

Yemen National Reproductive Health Strategy- 2011-2015 (MoH)

Yemen National Food Security Strategy -2011( MoPIC)

The National Strategy for Early Childhood Development-2012-2016 (The Higher

Council For Motherhood and Childhood and UNICEF)

http://whc.unesco.org/en/statesparties/YE/

http://en.wikipedia.org/wiki/List_of_countries_by_Human_Development_Index#Low_human_development

http://en.wikipedia.org/wiki/List_of_countries_by_Human_Development_Index#Low_human_development

28

ANNEXES SECTION

STRATEGIC PLAN

2014-2018

No. Annex

Number

ANNEX TITLE

1

2

3

4

5

6

7

8

9

I

II

III

IV

V

VI

VII

VIII

IX

Strategic Focus Areas (SFA) – KRI -Results Framework

SOUL’s Main Projects/Programs & Main Studies/Researches

Geographic Target Areas

Internal Institutional Priorities (IIP) – KRI -Results Framework (draft)

SWOT Table

Organizational Chart (2014)

Internal & External Environmental Scan Conclusions

Strategic Focus Areas (SFA) – Monitoring & Evaluation Plan

Internal Institutional Priorities (IIP) - Monitoring & Evaluation Plan

(draft)

SOUL STRATEGIC PLAN 2014-2018 SFA – RESULTS FRAMEWORK

ANNEX -I

Strategic Plan 2014-2018-

Strategic Focus Areas -- Results Framework

SOUL’s, 2014-2018 Strategic Plan is centered on three primary Strategic Focus Areas: Health, Child Rights, and Youth Empowerment and Civic Engagement.

SOUL aims, by focusing on these three strategic areas, to increase its impact and effectiveness in improving the living conditions of its beneficiaries and hence

contribute to achieving the national development priorities in those areas. The following results framework outlines the main Strategic Focus Areas, for the key high

level results (at all levels) that SOUL shall strive to achieve, in a measurable fashion. The purpose of the framework is to provide guidance and assistance to the

organization in proposing programs and projects that contribute to achieving its high-level goals. The focus areas’ overall goals, specific objective and Key Results

Indicators (KRIs) reflect the types of development changes SOUL hopes to achieve.

Strategic Level -- Results Framework

Strategic

Focus Area Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs)

Means of

Verification Timeline

Strategic

Level

Realize Youth

Empowerment and

Child Rights and

enhance Mothers’

and Children’s Health

through sustainable

and effective

development projects.

1. To design and deliver

quality programs and projects

in MCH, child rights and

youth empowerment.

1.1 Improved Government MCH statistics in

SOUL's target areas

1.2 Improved knowledge, attitudes and practices

related to child rights and child protection in SOUL's

target areas

1.3 Increased numbers of children and young people

are actively participating in public life in SOUL's

target areas

Government

statistics; SOUL MIS

system; SOUL

annual reports

2. To ensure effective and

efficient delivery of SOUL's

programs and projects.

2.1 All projects have a Project management system

in place

2.2 All projects have a Project M&E system in

place

2.3 All projects have the required number of

trained staff in place

SOUL annual reports

External project

evaluation reports;

External audit reports

3. To ensure all SOUL's

programs and projects build

local capacity and lead to

sustainable change.

3.1 All projects include stakeholder and beneficiary

participation in PMEL

3.2 All projects have a Project Exit strategy in place

3.3 All projects have adopted a rights-based

approach

Projects’ reports;

Stakeholder meeting

minutes and reports


Strategic Focus Area: (1) HEALTH - Results Framework

Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs) Means of


1.1 - Contribute to

improving Maternal

and Child Health

(MCH) in Yemen.

1.2 Contribute to

decreasing infant,

child and maternal

mortality rates.

1.1-2.1 - Provide quality health

awareness and education on MCH

related health issues. (Quality)

1- At least 30% of targeted communities

populations (focusing on women) received health

awareness on MCH, FP, and Nutrition

At the end of each

year, accumulated

by the end of the

Strategic Plan

2- At least 5000 women of child bearing age

delivered with help from a qualified trained birth

attendant in the targeted areas

Baseline survey

3- At least 5000 malnourished children in the

targeted districts cured.

At the time of

program

implementation and

at the end of the

program 4- Contraceptive use increased in targeted areas

by 5%

1.1-2.2- Build the capacity of

stakeholders, both individual and

institutional. (Sustainability)

1- At least 4000 health professionals (*CHV,

Midwifes, public facilities’ staffs) trained on

MCH, FP, Nutrition issues

Database of all training

activities, accumulated

by the end of the

Strategic Plan

timeframe

At the beginning

and the end of each

project, accumulated

by the end of the

Strategic Plan

1.1-2.3 - Advocate for relevant

policy and procedure changes,

which will contribute to improving

MCH. (Sustainability)

1- A number of laws developed on health related

issues

2- A number of parliament members adopted the

law developed

Regular reports

At the beginning and

the end of each

project, accumulated

by the end of the

Strategic Plan


Strategic Focus Area: (2) Child Rights Results Framework – 2.1- Protection & Participation (goal-1)

Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs) Means of


2.1.1 - Contribute to and

advocate for building a

generation capable of

participating actively in

the society.

2.1.1.1 -Empower children to

create a participatory

environment to solicit and

incorporate children's voices on

issues that affect them. (Quality

and Sustainability)

1. 1000 schools are targeted in child rights training sessions Pre and post

awareness session

In the third

quarter of

2014

2. A minimum of 5 community-based projects are produced by

children in each targeted school

Questionnaires

upon field visits In June, 2015

3. A minimum of 5000 children are equipped with essential life

skills and capable of community-based projects List of projects

4. A minimum of 2000 teachers equipped with essential life

skills and managing community-based projects

Focus group

discussion for

teachers

2.1.1.2- Contribute to the

promotion of "Safe and Caring"

schools free from violence

through building and promoting

a protection system in Yemeni

schools. (Sustainability)

System Building:

1. Protection System (CP) is produced, consisting of:

a. CP Framework

b. M&E + Checklist

c. CP System in Schools

d. Teachers booklet

e. CP System training manual

2. Protection system is approved by UNICEF and MOE

3. CP System is piloted in 28 schools

4. Evaluation report produced

5. All modifications are reflected in the system

6. The system is finalized and ready to be applied

• Baselines survey

at the beginning of

the application of

the child protection

system

• Copies of all

produced material

• Copy of

evaluation report On an annual

basis

Promotion System:

1. A minimum of 30 schools adopted the child protection

system in all targeted governorates (2015-2018)

2. Reduced rate of violence cases against children in targeted

schools (down by 50% )

List of schools

Pre and post

system application

survey


Strategic Focus Area: (2) Child Rights - Results Framework – 2.1- Protection & Participation (goal – 2)

Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs) Means of Verification Timeline

2.1.2 -

Raise societal

awareness and

advocate to

better

understand,

value and

support Child

Rights.


advancement of Child Rights

through raising public

awareness. (Quality)

1. 1000 schools are targeted in Child Rights awareness

events Structured questionnaires

Six months after the

project start

2. A minimum of 3 advocacy campaigns held to

promote Child Rights

Questions distributed after

training or awareness sessions

1 Year after the

Strategic Plan was

initiated

3. 500,000 parents received awareness on Child Rights

Spot visits to schools,

communities and conversations

with kids in homes and schools

***Also, check

achievement of KRIs

every six months for

1 more year

2.1.2.2- Research the present

status of Child Rights in

Yemen and create a

preliminary pool of

information for the purpose

of knowledge sharing and

dissemination. (Quality)

1, A shadow report on Child Rights in Yemen is

produced and submitted to the UNCRC Copy of the report By the end of 2015

2. Child-led data collection study report is produced and

submitted to the UNCRC

3. A minimum of 3 research reports on Child Rights

produced

Copy of the study

By the end of 2015

Copies of the researches By the end of 2016

2.1.2.3-Support Child Rights

through building the

capacity and ensuring the

commitment of stakeholders;

both individuals (duty-

bearers/care providers), as

well as with relevant

institutions. (Sustainability)

1. 1000 principals + 1000 social workers received

awareness on Child Rights

2. Mapping report on Child Rights status in Yemen

produced

3. Initial and specialized toolkits on Child Rights

developed and integrated into the curricula for the Police

Academy and schools in Yemen consisting of:

a. A facilitator manual

b. A participant manual

c. A reference manual

d. Support material (PowerPoint, case studies, etc.)

e. Assessment tools

f. A portable checklist

4. At least 30 trainers trained to be Master Trainers on

Child Rights toolkits

5. A team (from SOUL) consisting of at least 5

competent personnel trained in all the materials

produced.

Entry test for care providers

upon their recruitment

• Six months after the

project starts

• 1 Year after the

Strategic Plan was

initiated

• Focus group discussion for

parents

• Observatory notes during site

visits

• Feedback survey questions for

children and parents

List of trainers


Strategic Focus Area: (2) Child Rights - Results Framework – 2.2- ECD

Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs) Means of Verification Timeline

2.2.1 - To

contribute to

creating

favorable

conditions for

holistic

development

(physical,

intellectual,

psychological

and social) of

children between

the age of 0-8

years.

2.2.1.1-Participate in

building the capacity of

stakeholders: both

institutional and individual

(parents, teachers,

caregivers, health workers

etc.) in ECD. (Sustainability)

1. 1000 ECD facilitators are trained and equipped with

relevant knowledge and skills Structured questionnaires

Three months after

the end of the

campaign

2. 100 Schools are targeted for ECD activities

Focus group discussion for the

targeted group: teachers, parents

and school management

Also, check KRI

achievement one year

later

3. 50 community based structures are targeted for ECD

activities

Observatory notes during site

visits

4. 200 parents are trained on better parenting care and

conflict resolution

5. 40 core national ECD professionals received a TOT

in the ECD area

2.2.1.2 -Raise societal

awareness on the importance

of significant investment in

ECD with focus on:

teachers, parents, and

caregivers. (Quality)

1. 500,000 parents received awareness on ECD

2. 1000 caregivers received awareness on ECD

3. 500 facilitator received awareness on ECD

4. ECD materials distributed, including:

flipchart, pamphlet, posters and 2 TV-flashes

2.2.1.3 - Advocate for

relevant policy and

procedure changes, which

will contribute to improving

child development and

growth. (Sustainability)

1. Minimum of 1 feasibility study(s) conducted which

aims to identify the best non-formal pre-school models

for children

One feasibility study ready on

time and distributed among

relevant stakeholders

Feasibility study

ready by end of 2015

2. Learning outcome framework for school readiness is

produced and advocated

Learning outcome framework is

applied

Learning framework

is prepared by end of

2014 and applied by

end of 2015

3. School readiness assessment mechanism is

developed and advocated

One study in child rearing

practices is produced /available

One study produced

by end of 2016

4. Minimum of 1 Child Rearing Practices study

conducted ECD resource center

ECD center

operational by end of

2017

5. ECD resource center is established and fully

functional


Strategic Focus Area: (3) Youth Empowerment and Civic Engagement - Results Framework

Strategic

Focus Area Overall Goal (s) Specific Objective (s) Key Results Indicators (KRIs) Means of Verification Timeline

3 - Youth

Empowerment

and Civic

Engagement

3.1 - To contribute in

building a generation

capable of

participating actively

in the society.

3.1.1-Promote youth

participation on advocating for

health and Child Rights (CR)

issues.

1- Raising awareness for a minimum of 3,000 youth

on health related issues (Nutrition, FP, MCH)

2- Minimum of 10 initiatives conducted by youth

on health related issues

3- Raising awareness for a minimum of 3,000 youth

on CR related issues (Protection & Participation,

ECD/ECCE)

4- Minimum of 10 initiatives conducted by youth

on CR related issues.

Structured questions

Focus group discussion

Family planning and

demographic statistics done

for the targeted

communities

3.1.2 -Facilitating an increase in

youth-to-youth interrelation and

interaction at the national,

regional, and international levels

on issues, which affect them and

their communities.

1. At least 100 youth participated in national

events/programs

2. A minimum of 10-20 youth participated in

regional/international events/programs

3. A minimum of 10 initiatives conducted by youth

(on "Youth to Youth"&"Civic Engagement"

issues)

Focus group discussion pre

and post events attending

Online surveys

Feedback from national and

international organizers

about the substantive

quality of participation of

targeted youth

3.1.3 - Contribute to promoting

the importance and practice of

structured volunteerism.

1. A permanent team of youth is established to

initiate and maintain the program for volunteers

(with database and system/bylaws in place)

2. At least 200 youth will become trained

volunteers (registered in database)

3. Minimum of 5 initiatives conducted by youth-

volunteers to promote other youth/peers to

become active volunteers.

3.1.4 - Enhancing youth’s

knowledge and skills through

capacity building and training.

1. Minimum of 1,500 youth participated in

professional development trainings/programs on

health (Nutrition, FP, MCH) issues.

2. Minimum of 1,500 youth participated in

professional development trainings/programs on

CHR (Protection & Participation, ECD/ ECCE)

issues.

Database of youth

benefiting from center who

get actively involved in

community works in the

areas of health and child

rights advocacy

SOUL STRATEGIC PLAN -2014-2018 SOUL’s Main Projects and Programs & Studies and Researches

ANNEX- II

SOUL’s MAIN PROJECTS AND PROGRAMS

& RESEARCHES AND STUDIES

List of SOUL’s Main Projects and Programs:

No. Project Title Donor Project

Cycle

1 Promoting Small Family Norms in Yemen The Embassy of the

Kingdom of the Netherlands

2013 - 2016

2 Integrating a Mandatory Initial Course and an Optional Specialized

Course on Child Protection in Police Schools in Yemen

UNICEF

2013 - 2014

3 The Formative Research Study (FRS) on >2 yrs Children (U2),

Pregnant & Lactating Women (PLW)

UNICEF

2013 - 2014

4 Mareb: Teacher Training on Child Rights Principles Australian Aid 2013

5 Youth Learning for Responsible Citizenship USA Embassy 2013 - 2014

6 Youth Learning for Responsible Citizenship Oxfam NOVIB 2013 - 2014

7 Promoting Child Rights in the Arab World and Providing Children

with a Protective and Supportive Environment Developmental

Action Without Borders

Save the Children 2013

8 Engendering the Yemeni National Dialogue World Bank 2013

9 Community Based Nutrition Interventions UNICEF 2013

10 Youth Learning for Change Middle East Partnership

International (MEPI)

2012 - 2013

11 Child Protection and Participation Towards Future Active Citizens

and Violence Prevention in Schools

UNICEF

2012 - 2013

12 Third Party Monitoring –Al-Jawf UNICEF 2012 - 2013

13 Nutrition: Provide Life Saving Therapeutic Nutrition Interventions

For <5 Children, as well as PLW.

Office for the Coordination

of Humanitarian Affairs

(OCHA)

2012 - 2013

14 Child Health & Nutrition : Everyone Campaign Save Children International 2012 - 2013

15 Women Business Ownership Training - WBOT SMEPS 2012 - 2012

16 Learning for Active Citizenship Middle East Partnership


2012 - 2013

17 Youth Empowerment: Oracle DBA Training Program Western Union Foundation

& Shamil Bank Of Yemen

and Bahrain(WUF & SBYB)

2011 - 2012

18 Youth Development Project Vision Hop 2011 - 2012

19 Creating Opportunities of Child Rights to Education, Protection and

Healthcare for Marginalized/ Street Children and their Families in

Sana’a City: Family Center

Save the Children 2011 - 2012


20 Offering Second Chances to At-Risk Youth and Marginalized Youth World Bank & Japanese SFD 2011 - 2013

21 Our Empowering Schools Australian Aid 2011 - 2012

22 NGOs Capacity Building in E-Mediate Middle East Partnership


2011 - 2012

23 Community Economic Empowerment Project “Al-Bedayah” French Social Fund for

Development (FSD)

2010 - 2011

24 Yemeni Youth Voices Royal Netherlands Embassy 2010 - 2012

25 Safe Motherhood Program (SMP) World Bank 2009 - 2014

26 From Al-Bidr to Al- Maed American University of

Beirut (AUB)

2009

27 Improved Drinking Water Management Care International 2009 - 2011

28 Breast Cancer Awareness Campaign Project Middle East Partnership


2009 - 2010

29 Child to Child Approach : Monitoring and Follow-up Component UNICEF 2009 - 2010

30 Youth Empowerment: Oracle Training Program

Western Union Foundation

& Shamil Bank of Yemen


2009 - 2010

31 Youth Initiatives Support Equal Access 9002

32 Women In Technology: Training for Women on Basic Computer

Skills (Up Training)

Western Union Foundation

& Shamil Bank of Yemen


2009 - 2010

2011 - 2012

33 Khamer Women’s Empowerment and Literacy Program Foundation For the Future

(FFF)

2008 - 2012

34 Telecenter: The Information and Communication Technology (ICT)

Training and Learning Center for Women: Antee for Student Services

Islamic Bank For

Development (IDB)

2008 - 2011

35 Human Rights Documentation Methodologies The Center of Arab Woman

for Training and Research

(CAWTAR)

2008 - 2011

36 Promoting Women's and Children's Rights in Hajjah Governorate European Commission (EC) 2008 - 2010

37 Micro-Business Women Empowerment Pilot Project (MWEPP) Dutch Embassy 2008 - 2009

38 Women LNGOs Capacity Building Project in Marib Middle East Partnership


2007 - 2008

39 Anti-Qat Campaign Qatar Charitable Association 2007

40 Breast Feeding Promotion Program

Al Aa’oun Foundation for

Development

2007 - 2008

41 From Child to Child Project Qatar Charitable Association 2007

42 Software-Component Program for Construction of School Facilities

for Basic Education in Sana’a Governorate

Mohri, Architect &

Associates, Inc. & Fund from

the Japanese Government

2006 - 2010

43 Establishment of Manarat Sana’a International School Nama’a International

Company For Educational

Services

2006

44 Women In Technology-Yemen (WIT) Middle East Partnership


2005 - 2009

45 Early Childhood Development Program UNICEF 2005 - 2008

46 Protection of Street Children in Yemen European Commission-

Humanitarian Aid

(ECHO)

2005 - 2006


47 Promoting Girls' Education Through Junior Local Non-

Governmental Organizations Capacity Building" Program

French Social Development

Fund (FSD)

2005 - 2006

48 Pilot Project “Training of Female Clients - Sana’a", Micro--

Financing Program

Social Fund For

Development (SFD)

2005

49 NGOs Capacity Building on Strategic Planning USA Embassy - Yemen 2005

50 The Awareness Raising Campaign on Legal Documentation and

Women’s Rights

Middle East Partnership


2005

51 Improving School Management Training Project British Council 2005

52 Training of Trainers in the Field of Dressmaking and Design Charitable Emirate

Committee- Red Crescent

2003 - 2004

53 "From Child to Child" Project Radda Barnen 2003

54 Institutional NGOs Capacity Building USA Embassy- Yemen 2003

55 Breast Feeding Promotion Program Islamic Bank For

Development

2003

56 Sana’a Micro--Financing Program (AZAL) SFD 2002 to present

57 "Environmental Health In Schools" Training Program SFD 2002 - 2003

58 Community Based Integrated Development Program Oxfam 2002 - 2003

59 Breast Feeding Promotion Program SFD 2002

60 Training Course on Management and Communication Means for

NGOs

SFD 2001

61 Traditional Midwives Training SFD 2001 - 1998

62 Traditional Midwives Training SFD & British Council 2000 - 1999

63 Breast Feeding Promotion Program British Embassy 1998

64 Dress-Making Project Nippon International

Cooperation for Community

Development (NICCO)

1999 - 2002

65 The Development of Educational Material for Children About

Rational Drug Use

Yemen Drug Action Program

(YemDAP)

1997


LIST OF SOUL’S MAIN STUDIES AND RESEARCHES:

No. Study / Research Title Donor Agencies Date

1 Violence Against Children in Schools

UNICEF 2013

2 Adolescent Led Data Collection

3 Childhood Issues and Ways to Address Them: Early Marriage; Children

Recruitment / Children Joining Armed Groups or Military Force; Children in

Conflict with the Law

4 Country Profile Report of Yemen: A Review of the Implementation of the

UN Convention on the Rights of the Child Save the Children-Sweden 2010

5 Impact Evaluation of Urban Water Supply and Sanitation in Yemen-Amran

and Zabid

Kreditanstalt Für

Wiederaufbau,(KfW)

Reconstruction Credit

Institute

2008 - 2010

6 Study of Education Situation of Marginalized Groups World Bank 2008 - 2009

7 Follow-up Assessment of HIV School- Based Interventions UNICEF 2008 - 2009

8 Impact Evaluation of Netherlands Assisted Projects in Water Supply and

Sanitation Dhamar and Hodeidah Governorates

Amsterdam International

Institute for Development 2007 - 2008

9 Social Fund for Development Projects Impact Evaluation Study

Social Fund for

Development-SFD 2006

10

Assessment of Internet for Yemen High Schools.

USAID’s Dot-Edu.

Mechanism Under Funding

from MEPI

2005 - 2006

11 Investment Climate Assessment in Yemen Study World Bank 2005

12 Assessment of Knowledge, Attitudes and Beliefs About HIV/AIDS Among

Young People Residing in High Risk Communities in Aden Governorate UNICEF 2005

13 Assessment Study "Knowledge, Practices and Attitudes of Female

Beneficiaries' Level of Satisfaction with their Services

Social Fund for

Development-SFD 2004 - 2005

14 Child Rearing Practices Study UNICEF 2004

15 A Study on Barriers Preventing Yemeni Females from Using Information

and Communication Technologies

Education Development

Center 2004

16 A Study on "Participatory Rapid Appraisal of Children in Marginalized Zones" Radda Barnen 2003

17 Baseline Survey for the "Yemen Adult Life Skills and Literacy Education" CARE 2003

18 Primary Study" Child Development Project" UNICEF 2002 - 2003

19 Institutional Assessment of Local Women's NGOs in Yemen CARE 2002

20 Social Assessment of the "Impact Of Photo Voltaic Energy in Rural Yemen World Bank 1999

21 Baseline Study on the Knowledge, Attitude and Practice of the Yemeni

Community with Regards to Maternal and Child Health and Family

Planning Services

European Commission (EC) 1999

22 A Study on "The Most Effective Media Means Among the Yemeni Public" World Bank 1998

23 Baseline Study "Girls Dropout Rates From Primary and Secondary Education" World Bank 1997 - 1998

http://soul-yemen.org/userfiles/files/Complete%20REPORT%20_Marginalized%20report.pdf

http://soul-yemen.org/userfiles/files/HIVAIDS%20Follow%20%E2%80%93%20Up%20Assessment.pdf

http://soul-yemen.org/userfiles/files/SOUL%20-%20Businesswomen%207%20August%2005(1).pdf

http://soul-yemen.org/userfiles/files/Baseline%20studiy%20for%20HIVAIDS%20Project%20UNCIEF%20-%202005(1).pdf

http://soul-yemen.org/userfiles/files/Baseline%20studiy%20for%20HIVAIDS%20Project%20UNCIEF%20-%202005(1).pdf

http://soul-yemen.org/userfiles/files/4-CRP%20Executive%20Summary%20July%202004(1).pdf

http://soul-yemen.org/userfiles/files/Word%20Pro%20-%20ICTreport6%20BARRIERS(BARRIERS%20TO%20INTERNET%20use).pdf

http://soul-yemen.org/userfiles/files/Word%20Pro%20-%20ICTreport6%20BARRIERS(BARRIERS%20TO%20INTERNET%20use).pdf

http://soul-yemen.org/userfiles/files/Baseline%20Survey%20of%20The%20Yemen%20Adult%20Life%20Skills%20and%20Literacy%20Education%20_YALLE_%20Project.pdf

http://soul-yemen.org/userfiles/files/Institutional%20Assessment%20of%20Women%20LNGOs(1).pdf

SOUL - STRATEGIC PLAN -- 2014-2018 SOUL’S GEOGRAPHIC TARGET AREAS

ANNEX: III

SOUL’S GEOGRAPHIC TARGET AREAS

*This table represents SOUL’s priority target areas for project implementation. SOUL is not

limited to these areas mentioned and is able to work throughout the entire country in all

governorates.

No. Region Governorate

1 Hadramout Hadramout

2 Janad Taiz + Ibb

3 Aden Aden + Lahj

4 Tahama Al-Hudeidah + Raymah + Hajjah

5 Azal Sana'a

6 Saba Ma’rib + Al-Jawf

SOUL STRATEGIC PLAN 2014-2018 Internal Institutional Priorities -IIP-- Action Plan

ANNEX- IV

Internal Institutional Priorities -IIP- KRI Action Plan (draft) --Strategic Action Plan 2014-2018

The Monitoring and Evaluation of the Strategic Plan has been divided into two parts: Part (1), deals with the monitoring and evaluation of the Strategic Focus Areas, focusing on

the extent of achieving the overall goals and Key Results Indicators (KRI) of the organization in the three domains of interventions: (Health, Child Rights and Youth

Empowerment). While Part (2), focuses on monitoring and evaluating the achievement of SOUL’s Internal Institutional Priorities (IIP). As the latter deals with internal capacity

building issues, it is important to allocate for it a separate M & E Schedule. These IIP are: (1) Strengthen Internal Governance; (2)Develop Staff and Attract Volunteers;

(3)Diversify Funding Resources; (4) Achieve Financial Stability and; (5)Knowledge Sharing and Dissemination

1) Strengthen Internal Governance

Institutional Priorities Activities ( Process) Target (Benchmark) Responsible Unit

Specific Objectives: 1.1. Modify previous administrative regulations and introduce new

ones

Recruit a consultant, review the regulations and

apply the new ones

Regulations upgraded and

applied

Consultant +Admin and

human resources

1.2. Adopt new financial procedures and upgrade financial tools to

meet projects requirements and improve financial reporting

Recruit a consultant, upgrade the financial

procedures. Test them and incorporate users’

feedbacks. Finalize the financial procedures

Financial procedures

finalized and adopted Consultant +Finance

1.3. Build the capacity of the organization in project management Develop a project manual and train staff in MS

project and manual

Project manual ready, MS

project installed and staff

trained in its usage

Project unit (PU)+

consultant

1.4. Establish a paper and automated archiving system

Identify and purchase a suitable software Admin and IT

Recruit an archiving person

Train staff

1.5. Develop an M & E Manual

Recruit an external consultant Manual ready and staff

trained. M & E and PU

Develop the manual M & E system applied M & E and consultant

Train staff M & E and PU

Test the manual M & E and PU

1.6. Establish an M & E automated system Recruit external Database consultant M &E +SFD

1.7. Activate the Projects’ Proposals Review and Approval Committee Review the current checklist

Checklist approved and the

committee meets on a

regular bases

M &E, PIU, PDU,

Executive director and

Admin and Finance unit

1.8. Review unit plans and modify planning system if needed

Review units plans and master plan progress All units

Write 2013 annual report of the organization Admin

Develop 2014 units and master plan All units


2) Develop Staff and Attract Volunteers

Institutional Priorities Activities ( Process) Target (Benchmark) Responsible Unit


2.1. Adopt a clear staff development plan to enhance staff retention

and motivation Develop staff development plan

a staff development plan

developed and adopted admin and HR

2.2. Recruit Highly professional staff

Ensure that job description is clear and salary

structure is realistic to attract highly

professional people

New job description

template is adopted in all

positions and salary

structure is modified and

admin and HR

2.3. Attract active and committed volunteers

Establishment of a volunteer development

program

development program

developed and adopted admin and HR

Make volunteer application accessible through

online forms

Training program contents

developed and adopted

Social media officer-

Website officer

Develop a clear volunteers selection criteria

Selection criteria

developed Admin+PIU

Design and provide a training program for

volunteers upon admission

Program contents

developed Admin+PIU

Develop and apply a reward recognition

guideline

Reward guideline

developed and applied Admin+PIU


3) Diversify Funding Resources

Institutional Priorities Activities ( Process) Target (Benchmark)

Responsible

Unit


3.1. Market for proposals among relevant donors to achieve SOUL's

strategic priorities

A proposal on mother and child health with a

minimum funding of $250, 000

Develop a minimum of 18 projects

proposals that fit within SOUL's

strategic Priorities during the action

plan period

PDU+finance

A proposal on child and mother nutrition/

$200,000 minimum Project proposals are developed

before the above projects

completion date

A proposal on child rights

promotion/$150,000/minimum

A proposal on educating youth on health and

child rights $300,000 Minimum

A Proposal on ECD.$150,000 minimum

3.2. Generate income through commercial marketing of the CLDC CLDC staff

4) Achieve Financial Stability


Responsible

Unit


4.1. Pay off all SOUL's Liability Pay off all liabilities 3 each quarter Finance

4.2. Achieve a financial cash ratio of 2:1

Reduce the financial burden on the organization focusing

on tax and staff insurance.

5; 7; 10% reduction each year

respectively

Finance and

PIU

Conduct a financial progress review exercise for each

project to avoid budget deviation 3 per quarter Finance


5)Knowledge Sharing and Dissemination


Responsible

Unit


5.1. Establish a Shared Beneficiaries

Database

Identify the goals and aims of the database

Admin+PIU+IT Identify SOUL's beneficiaries within all projects and focus areas

Design a database

Train staff on the usage of the database

5.2. Promote the strategic plan and

provide update on its progress

Conduct staff orientation on strategic plan Presentation conducted/ stand designed and

printed

Publicize the plan among partners and stakeholders

summary of the plan, brochure, cards

highlighting strategic priorities and overall

goals

Admin + Media

officer

Provide update to all staff and other stakeholders on the level of

the plan implementation

Electronic newsletter on the progress of the

plan implementation Admin + Media

officer translate the Strategic plan

5.3. Develop and Strengthen SOUL's

media coverage and enhance the

organization promotion of its projects

Recruit media officer

Highlight achievement of programs and

highlights events through social media

platforms and other media tools PIU+ Media

officer +

website

consultant Update the information on SOUL's website based on the new

strategic priorities

Website updated

Increase the number of fans in SOUL's social media platform total fans in soul's social media platforms

reach 900 k

Media officer Increase SOUL's programs’ promotions in Facebook SOUL face book fans reach 500 k by the end

of 2016

Improve SOUL's programs’ promotion in twitter SOUL's followers in twitter reach 400 k by

the end of 2016

Finalize social media guideline

SOUL social media guideline is approved and

disseminated among staff members

M + E Unit +

Senior

Management

SOUL's Organizational Chart _________________ANNEX-VI__________________________

Founders

Inspection &

Monitoring

Committee

Board of Trustees

Consultants

Executive Secretary

Executive Director

Monitoring & Evaluation Unit Manager

Project Development Unit

Manager

SOUL Community Learning &

Development Center (CLDC)

Project Implementation Unit

Manager

Admin Officer

Media & Communication

Unit Manager

Financial &

Administrative Unit

Manager Manager

CLDC

Secretary

Women & Youth

Empowerment Prog.

Manager

Child Rights Prog.

Manager

Health Prog.

Manager

Media

Officer

Public Relations

Officer

Finance Manager HR Manager MIS Officer

Training Programs

Officer

Logistics

Officer

Project Manager Project Manager

Project

Project

Project

Project

Project Manager Officer Officer Officer Officer

Technical Support

and Networks

Project Project

Officer Officer Senior Voucher Senior Budget

Accountant Examiner Accountant Procurement & Employees Affairs Administrative

Storage Officer Officer Officer

Accountant

Accountant

Accountant

Accountant

Drivers & Janitors

Cashier

1) To ensure that the programs and projects the organization is accepting and implementing fit within its SFA.

2) To follow up the achievements of Key Result Indicators and their contribution to achieving SOUL's overall goals.

Strategic Focus Area:

1) Health:

Overall Goals:

1.1. Contribute to improving maternal and child health (MCH) in Yemen.

1.2 - Contribute to decreasing infant, child and maternal mortality rate.

New M & E

Plan

2014 2015

Dec. Dec. Feb.

1- At least 30% of targeted communities populations

(focusing on women) received health awareness on MCH,

FP, and Nutrition

3% 10,0001. Propagating for Small Family Norms in Yemen

(July, 2013-31 March, 2016)

Around 60,000 women, men and local

communities

3,348 women: 6,646

9 45 schools

35, 245

community

members

3,279 women

0 7200 (1) Community Based Nutrition Intervention (CBNI) (

February 2012-Dec.2014)

CBNI provided 7200 delivery kit to pregnant

women

417Propagating for Small Family Norms in Yemen

(July, 2013-31 March, 2016)PSFN would contribute with 2500 women

4- At least 5000 malnourished children in the targeted

districts cured500 0 1,279

3.Community Based Nutrition Interventions

(2012-December, 2014)1,279 children cured by the end of the project

1.1-2.2- Build the capacity of

stakeholders, both individual and

institutional.

2- At least 4000 health professionals (*CHV, Midwifes,

public facilities’ staffs) trained on MCH, FP, Nutrition

issues 400 378 142 1,511

1.1-2.3 - Advocate for relevant

policy changes which will

contribute to improving MCH.

1- A number of laws developed on health related issues 0 0 1

2- A number of parliament members adopted the law

developed

0 0 0

2-Contraceptive use increased in targeted areas by 5%Community Based Nutrition Intervention (CBNI) (

February 2012-Dec.2014)

6646 pregnant and/or lactating women ;

32,435 children, 45 schools=76148 total of

the targeted communities ; 650 health

volunteers

0.5%

Cross-cutting issues in all health programs Safe motherhood law formulated

3- At least 5000 women of child bearing age delivered

with help from a qualified trained birth attendant in the

targeted areas

500

1.1-2.1 - Provide quality health

awareness and education on

related health issues.

ANNEX -- VIII

This SFA Monitoring & Evaluation Plan and review schedule aims to ensure that the Strategic Plan for the organization, which covers the period from 2014-2018, is going as planned and that the Action Plan of the

strategy is monitored in a regular and systematic manner. This plan also aims to determine whether the overall results stated in the (KRI) Result Framework of the strategy are being achieved and to measure the

contribution of each relevant project to this goal. The plan covers the monitoring & evaluation of the strategy over a two year period during which TWO evaluation will be conducted. During the last quarter of 2015, the

results of the evaluation will be incorporated to develop a new monitoring and evaluation plan to cover the period from 2016- 2018,. Additionally, taking into account that in 2018 only one MID-YEAR evaluation will be

carried out that should contribute to the development of a new Strategic Plan (to be scheduled during the last quarter of 2018).

Strategic Plan (2014-2018) -- Strategic Focus Areas -- Monitoring & Evaluation Plan (2014-2016)

The main aim of the monitoring and evaluation for the strategic plan is in twofold:

Related Projects Portfolio ( as of March,

2014) Key Results Indicators (KRIs)Specific Objectives Actual

SP KRI Bi

annual

target

Related

project Bi-

annual

Target On target

Project Final Target (total

contribution to KRIs)

Status **

Behind

target

Needs

Modification

2016

(1)This does not fit within this objective per see, however, it assist mothers to deliver in a more hygenic way

2) Child Right

Overall Goals:

2.1.2 - Raise societal awareness and advocate to better understand, value and support Child Rights.

2014 2015New M & E

Plan

Dec. Dec. Jan.

26 20

Marib Teachers Training MTT

26 school teachers ( 20 schools)

30 30Marib Teachers' Training

30 teachers

10 20 20 schools (30 school teachers)

2. A minimum of 5 community-based projects are

produced by children in each targeted school 500 50 5 100

3. A minimum of 5000 children are equipped with

essential life skills and capable of community-based

projects

500 25 50 50 children are equipped with essential life

….

4. A minimum of 2000 teachers equipped with essential

life skills and managing community-based projects200 15 20

30 teachers are targeted for essential life skills

training, and 20 teachers completed the

training

1 1 1

Specific Objectives


promotion of "Safe and Caring"

schools free from violence through

building and promoting a

protection system in Yemeni

schools.

System Building:

1. Protection System (CP) is produced, consisting of: a. CP

Framework; b. M&E + Checklist; c. CP System in Schools; d.

Teachers booklet and e. CP System training manual

2. Protection system is approved by UNICEF and MOE

3. CP System is piloted in 28 schools

4. Evaluation report produced

5. All modifications are reflected in the system

6. The system is finalized and ready to be applied

Promotion system:

1. A minimum of 30 schools adopted the child protection system

in all targeted governorates (2015-2018)

2. Reduced rate of violence cases against children in targeted

schools (down by 50% )

2.1. Child Protection and Participation:

Child Protection and Participation towards Future

Active Citizens and Violence Prevention in

Schools- Components-2- Establishing Protection

Systems in Schools (2012- October, 2013)

1. 1000 schools are targeted in child rights training

sessions100

Behind

target

Needs

Modification On target

2016Project Final Target

(Total contribution to KRIs)

2.1.1 - Contribute to and advocate for building a generation capable of participating actively in the society.

Key Result Indicator

SP KRI Bi-

annual

target

Related Projects Portfolio

2.1.1.1 -Empower children to

create a participatory environment

to solicit and incorporate children's

voices on issues that affect them.

Related

project Bi-

annual

Target

Actual

Youth Learning for Responsible Citizenship -

YLRC-(September,2013-31 December, 2014)-

Novib

*by default by end of 2015 indicators 2-6 will

be **achieved

once the above indicators have been achieve,

the promotion system indicators will be

achieved

Youth Learning for Responsible Citizenship

(September,2013-31 September, 2014) US -

Embassy

Status **

**Status: on target, behind, needs modification M E -Strategic Plan (2014-2016) -SOUL2 (2) Bi-annual KRI targets and indicators to be identified in 2015


advancement of Child Rights

through raising public awareness.

1. 1000 schools are targeted in Child Rights awareness

events

2. A minimum of 3 advocacy campaigns held to promote

Child Rights

3. 500,000 parents received awareness on Child Rights

2.1.2.2- Research the present

status of Child Rights in Yemen

and create a preliminary pool of

information for the purpose of

knowledge sharing and

dissemination.

1. A shadow report on Child Rights in Yemen is produced

and submitted to the UNCRC

2. Child-led data collection study report is produced and

submitted to the UNCRC

3. A minimum of 3 research reports on Child Rights

produced

5 3 3

Child Protection and Participation towards Future

Active Citizens and Violence Prevention in

Schools- 2012- October, 2013) Components

( 1)Child Led Data Collection-

Three studies: 1- Violence Against Children

in Schools ; 2-Adolescent Led Data

Collection; 3- Childhood Issues and Ways to

Address Them

1. 1000 principals received awareness on Child Rights

100 0 20

YLRC, Teacher training -Marib+Teacher training

Arhab.

1.1. 1000 social workers received awareness on Child

Rights

100 0 20

YLRC, Teacher training -Marib+Teacher training

Arhab.

2. Mapping report on Child Rights status in Yemen

produced 1 1 1

the report have been completed

3. Initial and specialized toolkits on Child Rights

developed and integrated into the curricula for the Police

Academy and schools in Yemen consisting of:

a. A facilitator manual

b. A participant manual

c. A reference manual

d. Support material (PowerPoint, case studies, etc.)

e. Assessment tools

f. A portable checklist

2 1 1one initial kit and one specialized kit are

finalized and adopted.

4. At least 30 trainers trained to be Master Trainers on

Child Rights toolkits 30 10 15

50 trainers, 30 trained in the essential kit, and

20 trained in the specialized kit

5. A team (from SOUL) consisting of at least 5 competent

personnel trained in all the materials produced. what is the

actual no. 0

0

3

Five team members from soul

2.1.2.3-Support Child Rights

through building the capacity and

ensuring the commitment of

stakeholders; both individuals

(duty-bearers/care providers), as

well as with relevant institutions

20 social workers and 20 school principals.

Integrating a mandatory initial course and an

optional specialized course on child protection in

police schools in Yemen (April, 2012- January,

2015)


Overall Goals:

2.2.1 - To contribute to creating favorable conditions for holistic development (physical, intellectual, psychological and social) of children between the age of 0-8years.

2014 2015New M & E

Plan

Dec. Dec. Jan.

1. 1000 ECD facilitators are trained and equipped with

relevant knowledge and skills

100 150 this start 2015

2. 100 Schools are targeted for ECD activities 10 0

3. 50 community based structures are targeted for ECD

activities

5 20 districts in

five

governorates

by the end of

2015

4. 200 parents are trained on better parenting care and

conflict resolution

20 0

5. 40 core national ECD professionals received a TOT in

the ECD area

4 25 this start 2015

1. 500,000 parents received awareness on ECD 50,000

2. 1000 caregivers received awareness on ECD 100

3. 500 facilitator received awareness on ECD 50

4. ECD materials distributed, including:

flipchart, pamphlet, posters and 2 TV flashes

PSFN

Already SOUL distributed 265 flipchart,

1000 poster,5000 pamphlet,15000 newsletter

in ECD materials

2.2.1.3 - Advocate for relevant

policy/ procedures’ changes which

will contribute to improving child

development and growth.

1. Minimum of 1 feasibility study(s) conducted which aims

to identify the best non-formal pre-school models for

children

2. Learning outcome framework for school readiness is

produced and advocated

3. School readiness assessment mechanism is developed

and advocated

4. Minimum of 1 Child Rearing Practices study conducted

5. ECD resource center is established and fully functional

2

Strengthening quality and access to pre-primary

education for school readiness in Yemen June

2014- Dec2015(SRY)

One study , One framework+ SRS

mechanism by the end of the project period

2. Child Rights

SP KRI Bi-

annual

target

Related

project Bi-

annual

Target

Actual Key Result Indicator Related Projects Portfolio Project Final Target

(Total contribution to KRIs)

2.2.1.1-Participate in building the

capacity of stakeholders: both

institutional and individual

(parents, teachers, caregivers,

health workers etc.) in ECD.

Specific Objectives

2.2. Early Childhood Development (ECD):

300 facilitators, 40-50 trainer, 4000

awareness raising on early childhood for

parents, and 2000 child

2.2.1.2 -Raise societal awareness

on the importance of significant

investment in ECD with focus on:

teachers, parents, and caregivers.

Strengthening quality and access to pre-primary

education for school readiness in Yemen - SRY

June 2014- Dec2015 (SRY)

2000this start in 2015

(65)

this is not part of the project objectives however,

material was distributed during the project's

activities

Status **

On target Behind

target

Needs

Modification

2016


Overall Goals:

2014 2015New M & E

Plan

Dec. Dec. Jan.

1. Raising awareness for a minimum of 3,000 youth on

health related issues (Nutrition, FP, MCH)

300 10,000 youth 30,000 youth are reached by the end of the

project

2. Minimum of 10 initiatives conducted by youth on health

related issues

1 0 The project formed 11 initiatives in Taiz,

Hadramout , and Sana’a as a replacement for

NGOs which are lacking in the areas.

However, initiative formation per see were not

part of the objectives of this project

3. Raising awareness for a minimum of 3,000 youth on

CR related issues (Protection & Participation, ECD/ ECCE) 300 0

4. Minimum of 10 initiatives conducted by youth on CR

related issues.1 0

1. At least 100 youth participated in national

events/programs10

Currently there is no project that contribute to this

indicatorBy the end of the strategy period

2. A minimum of 10-20 youth participated in

regional/international events/programs1 to 2 1 Manara Network project By the end of the strategy period

3. A minimum of 10 initiatives conducted by youth (on

"Youth to Youth" & "Civic Engagement" issues)

1 0 0Currently there is no project that contribute to this

indicator

1. A permanent team of youth is established to initiate and

maintain the program for volunteers (with database and

system/bylaws in place)

N/A N/A By the end of the strategy period

2. At least 200 youth will become trained volunteers

(registered in database) 20 By the end of the strategy period

3. Minimum of 5 initiatives conducted by youth-volunteers

to promote other youth/peers to become active volunteers. 1 By the end of the strategy period

1. Minimum of 1,500 youth participated in professional

development trainings/programs on health (Nutrition, FP,

MCH) issues.150 0 0


indicator

2. Minimum of 1,500 youth participated in professional

development trainings/programs on CHR (Protection &

Participation, ECD/ ECCE) issues.150


indicator

3.1.3 - Contribute to promoting the

importance and practice of

structured volunteerism.

3.1.4 - Enhancing youth’s

knowledge and skills through

capacity building and training.

Related Projects Portfolio Project Final Target (Total

contribution to KRIs)Specific Objectives Key Result Indicator

3.1.1- Promote youth participation

on advocating for health and Child

Rights (CR) issues.

1.Propagating for Small Family Norms in Yemen

(July, 2013-31 March, 2016)

3.1.2 - Facilitating an increase in

youth-to-youth interrelation and

interaction at the national,

regional, and international levels

on issues which affect them and

their communities.


indicator

SP KRI Bi-

annual

target

Related

project Bi-

annual

Target

Actual

3.Youth Empowerment & Civic Engagement

3.1 - To contribute in building a generation capable of participating actively in the society.

Status **

On target Behind

target

Needs

Modification

2016


Q 1 Q2 Q3 Q4 Q 1 Q2 Q3 Q4 Q 1 Q2 Q3Q4


1.1. Modify previous administrative

regulations and introduce new ones

Recruit a consultant,

review the regulations and

apply the new ones Regulations upgraded

and applied

Consultant

+Admin and

human resources

1 0%

1.2. Adopt new financial procedures

and upgrade financial tools to meet

projects requirements and improve

financial reporting

Recruit a consultant,

upgrade the financial

procedures. Test them and

incorporate users

feedbacks. Finalize the

financial procedures

Financial procedures

finalized and adopted

Consultant

+Finance 1 0%

1.3.Build the capacity of the

organization in project management

Develop a project manual

and train staff in MS

project and manual

Project manual ready,

MS project installed

and staff trained in its

usage

Project unit

(PU)+ consultant 1 0%

1.4. Establish a paper and automated

archiving system

Identify and purchase a

suitable software Admin and IT 1 0%

Recruit an archiving

person 1

0%

Train staff

1.5. Develop an M & E Manual Recruit an external

consultant

Manual ready and

staff trained.M & E and PU

10%

5) Knowledge Sharing and Dissemination

% of

Annual

Target Institutional Priorities Activities ( Process) Target (benchmark)Responsible

Unit

Annual

Target

Year to

Date

Actual

The Monitoring and Evaluation Plan of the Strategic Plan has been divided into two parts: Part (1): deals with the monitoring and evaluation of the Strategic Focus Ares (SFA) focusing on the extent of achieving the overall goals and KRIs of the

organization in the three domains of interventions: (Health, Child Rights and Youth Empowerment). While Part (2) focuses on monitoring and evaluating the achievement of SOUL’s Internal Institutional Priorities (IIP). As the latter deals with internal

capacity building issues, it is important to allocate for it a separate M & E Schedule.

2015

% of

Annual

Target

Mid-

Term

Eval.

Annual

Target

Year

to

Date

Actual

2016

% of

Annual

Target

Annua

l Eval.

Institutional Priorities:





ANNEX - IX

Strategic Plan (2014-2018)

Internal Institutional Priorities (IIP)-- Monitoring and Evaluation Plan (draft)


Annual

Eval.

2014

Annual

Target

Year to

Date Actual

Q 1 Q2 Q3 Q4 Q 1 Q2 Q3 Q4 Q 1 Q2 Q3Q4

% of

Annual


Unit

Annual

Target

Year to

Date

Actual

2015

% of

Annual

Target

Mid-

Term

Eval.

Annual

Target

Year

to

Date

Actual

2016

% of

Annual

Target

Annua

l Eval.

Annual

Eval.

2014

Annual

Target

Year to

Date Actual

Develop the manual M & E and

consultant 10%

Train staff M & E and PU

Test the manual M & E and PU

1.6. Establish an M & E automated

system

Recruit external Database

consultant M &E +SFD

1

0%

1.7. Activate the Projects’ Proposals

Review and Approval Committee

Review the current

checklist

Checklist approved

and the committee

meets on a regular

bases

M &E, PIU,

PDU, Executive

director and

Admin and

Finance unit

1 0%

Review units plans and

Master Action Plan All units 4 0%

Write 2013 annual report

of the organization Admin 1 0%

Develop 2014 units and

master plan All units 4 0%


2.1. Adopt a clear staff development

plan to enhance staff retention and

motivation

Develop staff development

plan

a staff development

plan developed and

adopted

admin and HR 1 0%

2.2. Recruit Highly professional staff

Ensure that job description

is clear and salary

structure is realistic to

attract highly professional

people

New job description

template is adopted in

all positions and

salary structure is

modified and

admin and HR 3 0%

Establishment of a

volunteer development

program

development program

developed and adopted admin and HR 1 0%

Make volunteer

application accessible

through online forms

Training program

contents developed

and adopted

Social media

officer-Website

officer

1 0%

1.8. Review unit plans and modify

planning system if needed

M & E system applied

2.3. Attract active and committed

volunteers


Strategic Plan-Strategic Priorities-Action Plan and Review Schedule 2

Q 1 Q2 Q3 Q4 Q 1 Q2 Q3 Q4 Q 1 Q2 Q3Q4

% of

Annual


Unit

Annual

Target

Year to

Date

Actual

2015

% of

Annual

Target

Mid-

Term

Eval.

Annual

Target

Year

to

Date

Actual

2016

% of

Annual

Target

Annua

l Eval.

Annual

Eval.

2014

Annual

Target

Year to

Date Actual

Develop a clear

volunteers selection

criteria

Selection criteria

developed Admin+PIU 1 0%

Design and provide a

training program for

volunteers upon admission

Program contents

developedAdmin+PIU 1 0%

Develop and apply a

reward recognition

guideline

Reward guideline

developed and applied Admin+PIU 1 0%


A proposal on mother and

child health with a

minimum funding of $250,

000

Develop a minimum

of 18 projects

proposals that fit

within SOUL's SFA

during the action plan

period

0%

A proposal on child and

mother nutrition/ $200,000

minimum

Project proposals are

developed before the

above projects

completion date

A proposal on child rights

promotion/$150,000/minim

um

6 0% 6

0%

A proposal on educating

youth on health and child

rights $300,000 Minimum

A Proposal on

ECD.$150,000 minimum

3.2. Generate income through

commercial marketing of the CLDC

CLDC staff 5000 3000 60%

7000

0%

9000 0%


6

2.3. Attract active and committed

volunteers

PDU+finance

3.1.Market for proposals among

relevant donors to achieve SOUL's

SFA.


Q 1 Q2 Q3 Q4 Q 1 Q2 Q3 Q4 Q 1 Q2 Q3Q4

% of

Annual


Unit

Annual

Target

Year to

Date

Actual

2015

% of

Annual

Target

Mid-

Term

Eval.

Annual

Target

Year

to

Date

Actual

2016

% of

Annual

Target

Annua

l Eval.

Annual

Eval.

2014

Annual

Target

Year to

Date Actual


4.1. Pay off all SOUL's Liability Pay off all liabilities 3 each quarter Finance 6 0% 6 0% 6 0%

Reduce the financial

burden on the organization

focusing on tax and staff

insurance.

5; 7; 10% reduction

each year respectively Finance and PIU 5% 0% 7% 0% 10%

0%

Conduct a financial

progress review exercise

for each project to avoid

budget deviation

3 per quarter Finance 6 0% 6 0% 6

0%

5)Knowledge Sharing and Dissemination


Identify the goals and aims

of the database

Identify SOUL's

beneficiaries within all

projects and focus areas

Design a database 1 0%

Train staff on the usage of

the database

Conduct staff orientation

on Strategic Plan

Presentation

conducted/ stand

designed and printed 1 0% 1 0% 1

0%

Admin+PIU+IT

5.2. Promote the Strategic Plan and


5.1.Establish a Shared Beneficiaries

Database

4.2. Achieve a financial cash ratio of

1:1



Q 1 Q2 Q3 Q4 Q 1 Q2 Q3 Q4 Q 1 Q2 Q3Q4

% of

Annual


Unit

Annual

Target

Year to

Date

Actual

2015

% of

Annual

Target

Mid-

Term

Eval.

Annual

Target

Year

to

Date

Actual

2016

% of

Annual

Target

Annua

l Eval.

Annual

Eval.

2014

Annual

Target

Year to

Date Actual

Publicize the Strategic

Plan among partners and

stakeholders

summary of the plan,

brochure, cards

highlighting SFA's

and IIP's overall goals

Admin + Media

officer 1000 0%

Electronic newsletter

on the progress of the

plan implementation 1 0% 1 0% 1

0%

translate the Strategic

Plan 1 0%

Recruit media officer

Highlight achievement

of programs and

highlights events

through social media

platforms and other

media tools

Update the information on

SOUL's website based on

the ne w SFA and IIP

Website updated

1 0%

Increase the number of

fans in SOUL's social

media platform

total fans in soul's

social media platforms

reach 900 k 230,000 0% 230,000 0% 230,000

0%

Increase SOUL's programs

promotions in Facebook

SOUL facebook fans

reach 500 k by the end

of 2016 130,000 0% 130,000 0% 130,000

0%

Improve SOUL's program

promotion in twitter

SOULs followers in

twitter reach 400 k by

the end of 2016 100,000 0% 100,000 0% 100,000

0%

Finalize social media

guideline

SOUL social media

guideline is approved

and disseminated

among staff members

M + E Unit +

Senior

Management

1 0%

Media officer

Admin + Media

officer

PIU+ Media

officer + website

consultant

5.3. Develop and Strengthen SOUL's

media coverage and enhance the

organization promotion of its projects

5.2. Promote the Strategic Plan and


Provide update to all staff

and other stakeholders on

the level of the plan

implementation


Documents

SOUL FOR DEVELOPMENTs Strategic Plan.pdf · accurate subject specific information. Early Childhood Development - Support ECD and related issues that affect young children, through: