This plan was developed during the course of a 5-day planning workshop held in Nepalgunj between 8th and 12th February 2016. A majority of Sahakarmi Samaj’s field staff participated for the first three days of the workshop, along with staff from the SS executive team office in Kohalpur, senior managers and the Chairperson of the Board. The final two days were attended by a smaller group made up of the SS field team leaders, central office personnel, senior managers, the Chairperson and members of the Board. (Attendance lists are presented in Appendix One). The workshop was facilitated by Dr Paul Doherty, an organisational development specialist from Ireland who previously worked in Nepal, where he served as Oxfam’s Country Representative. It was also supported by Leonie Lynch, International Partnership Programme Officer with The Social and Health Education Project (SHEP). Sahakarmi Samaj’s last strategic plan covered the period 2007 to 2013. Following 2013, the organisation’s work continued with the same strategic logic, the effectiveness of which had been largely confirmed through operational experience and external evaluation. The methodology used to develop the current plan focused on assessing the continuing validity of this strategic logic. In particular, it involved a critical analysis of the underlying rationale (‘theory of practice’) for each of the strategies that Sahakarmi Samaj encompasses within its organisational remit (‘purview’). It is recognised that there is a certain absurdity about undertaking strategic planning in an unpredictable resource environment and scepticism has consequently arisen about this approach to managing change. However, an approach that focuses on validating an organisation’s strategies remains robust in the face of resource uncertainty, since it serves to tightly define what represents ‘good work’ for the organisation, whilst leaving open the question of how much of that ‘good work’ the organisation will be resourced to undertake. The strategic objectives set out in this plan reflect what Sahakarmi Samaj could realistically deliver over the coming six years if optimally resourced. These strategic objectives will be confirmed or reworked in the light of resource availability. Over the past 20 years, Sahakarmi Samaj has acquired an impressive record of bringing about sustained change in disadvantaged communities. It is now in a position to demonstrate how social investment can be translated into predictable and convincing returns. As a result, it will seek support for this strategic plan, assured that it is worthy of the backing of donors who wish to bring optimum benefit to the most marginalised people in Nepal.
Reconciliation and peace Initiatives for Social EmpowermentRead more
United Mission to Nepal, KathmanduRead more
Lutheran World Federation, Kathmandu
United Protestant Churches in The Netherlands (UPCN)