Strategy

AMA	Assistance Mission for Africa
BOD	Board of Directors.
CBOs	Community based organizations.
CHF	Common Humanitarian Fund
CLIMIS	Crop and Livestock Marketing Information system
CPA	Comprehensive Peace Agreement.
CPJ	Citizens for Peace and Justice.
ED	Executive Director
FAO	Food and Agriculture organization (of the United Nations)
GOSS	Government of South Sudan.
ICT	Information Communication technology.
IDPs	Internally displaced Persons.
IGAD	Intergovernmental Authority on Drought
JEM	Justice and Equality Movement
LNGOs	Local Non governmental organization.
LRA	Lords Resistance Army.
NGOs	Non-governmental Organizations.
NRM	Natural Resource Management
OSIEA	Open Society Initiative for East Africa.
PLA	Participatory Rural Appraisal.
PAX	Peace in Dutch
PC	Program Coordinator.
RRC	Relief and Rehabilitation Commission
SINGOs	Sudan Indigenous non governmental organizations.
SPLA	Sudan People’s Liberation Army.
SPLA-O	Sudan Peoples Liberation Army in Opposition.
SPLM	Sudan Peoples Liberation Movement.
SPLM/O	Sudan People’s Liberation Movement.
SWOT	Strengths, weaknesses, opportunities, and threats.
UNDP	United Nations Development Program.
UNICEF	United nations Children Education Fund.
UXO	Unexploded Ordinance.
WFP	World Food Program.

Table 1; List of Abbreviations

Description of Terminologies used in the Document;

Term	Description
AMA
Arab Misserya
1.0 Capacity Building	Capacity building is defined as Set of actions and activities that are set to help people /organisations gain an understanding of themselves. Capacity building is done in order that people/entities are better able to take control of their own future and to themselves arrive at effective solutions to questions, problems and concerns of their situations, including economic and political marginalisation. Allan & KApplan
2.0 Gender	Gender is defined in contrast to sex, to draw attention to the social roles of and interactions between women and men, rather than to their biological differences. Male and female roles and the relations between them are not unalterable but subject to constant change because they are shaped by society, i.e. they are socially constructed and depending on ethnicity, class, age etc
3.0 Gender Based Violence (GBV)	Gender-based violence (GBV) is the general term used to capture violence that occurs as a result of the normative role expectations associated with each gender, along with the unequal power relationships between the two genders, within the context of a specific society.” (Bloom 2008, p14). While women, girls, men and boys can be victims of GBV, the GBV referred in this document is mainly violence against women and girls.
4.0 Human Resource Development,	The process of equipping individuals with the understanding, skills and access to information, knowledge and training that enables them to perform effectively.
5.0 Environmental Scanning.	Environmental scanning is the acquisition and use of information about events, trends, and relationships in an organization’s external environment, the knowledge of which would assist management in planning the organization’s future course of action.
6.0 Livelihood	“Sustainable livelihood creation basically translates into the creation of livelihoods that empower individuals to earn enough money to provide for basic amenities such as food, clothing and shelter. It also enables people to lead a life of dignity in a sustainable manner.” Rajiv, Senior Editor, DA Communications Group.

7.0 Natural Resources Management.	Natural resource management is a discipline in the management of natural resources such as land, water, soil, plants and animals, with a particular focus on how management affects the quality of life for both present and future generations. Management of natural resources involves identifying who has the right to use the resources and who does not for defining the boundaries of the resource. The resources are managed by the users according to the rules governing of when and how the resource is used depending on local condition. A successful management of natural resources should engage the community because of the nature of the shared resources the individuals who are affected by the rules can participate in setting or changing them. The users have the rights to devise their own management institutions and plans under the recognition by the government. The right to resources includes land, water, fisheries and pastoral rights. The users or parties accountable to the users have to actively monitor and ensure the utilization of the resource compliance with the rules and to impose penalty on those peoples who violates the rules. These conflicts are resolved in a quick and low cost manner by the local institution according to the seriousness and context of the offence the global science-based platform to discuss natural resources management is the World Resources Forum, based in Switzerland.
Self -Actualizing Communities	Self-actualizing communities are groups where individuals strive for personal growth, fulfillment, and self-realization collectively. These communities often focus on holistic well-being, creativity, and authentic expression.
Sustainability
8.0 SWOT Analysis	SWOT Analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favourable and unfavourable to achieving that objective.
Transformation

Table 2; List of terminologies used in the strategy document

Executive Summary.

This strategic plan was carried out in participatory manner employing many approaches and methodologies to ensure truly consultative and quality participation.

It involved critical and reflective review of AMA work (peace building and conflict resolution, natural resources management, exploring and mitigating gender inequalities and power dynamics, and working with IDPs within communities to mitigate their trauma while rebuilding their livelihoods) of the last 2 years; this process was also informed by exploring strategic analysis, looking at AMA’ current and future contexts and also by looking inwards analysing strengths, weaknesses, and opportunities and threats.

It was aimed at developing a shared vision of AMA’s future, and the major steps the Board of trustee and Management staff will take to move the AMA in that direction.

This planning process was aiming, at conceptual level, in finding the best fit between AMA’s mission, capabilities and its opportunities. This is for purposes of;

Serving as a framework for decisions or for securing support/approval.
Providing a basis for more detailed planning.
Explaining AMA’s processes and programs to others in order to inform, motivate & involve.

Figure 1; AMA strategic planning proccess Model

Assisting in benchmarking & performance monitoring.
Stimulating change and become building block for next plan.

This Strategic Plan is a roadmap for AMA in identifying whom it is, where it wants to go, and at a conceptual level, how it is going to get there. The plan includes the following sections:

i) Vision, Mission, and Values.

Vision, Mission, and Values are the foundation for all that AMA does. They define the organization and shape how it is set to achieve goals.

ii) Context for Strategic Planning.

Effective strategic planning requires an understanding of the context in which AMA operate. This context encompasses the social, economic, political, security, geo-physical positioning (areas that constitute Upper-nile regions and greater lake region) and environmental factors that influence and shape the organization, relationship with many and diverse stakeholders including the communities, partners and local government relevant departments at both local and state levels.

iii) Strategic directions, Goals, Objectives and Strategies.

This Strategic Plan was organized around four (4) strategic directions;

Toward peace, security and protection in areas of unity , Greater lakes state and their neighbors.
Towards enhanced AMA’s institutional and organizational capacity.
Towards sustainable Natural Resource management and securing the livelihoods of communities in Upper Nile, and greater lakes regions.
Towards good governance, Human rights, rule of law and implementing transitional justice.

The goals, objectives and strategies were designed to build on each of these strategic directions. The directions were developed around current key communities vulnerabilities, humanitarian situations as indicated in both strategic analysis and SWOT analysis, coupled with identified capacities and capabilities for AMA.

The issues and vulnerabilities were around key areas of;

Community Conflict and instability (communal intra & inter conflict,) .
Violence against women and children.(GBV, SGBV, fear, trauma early marriage, displacement)
Food and livelihoods insecurity (displacement, destroyed livelihoods, fear, inaccessibility to productive resources).
Inadequacies in AMA staff.
Low organizational funding and unsustainability ( Low funding base, donor reliance and poor core budget funding).
Poor Natural Resources Management and Utilisation(Oil spills, pollution, poaching on world life, oil prospecting technology in the hand of multintionals, lack of potable water, Nile waters utilization versus Egypt/Britain treaty , Poor sanitation solid waste Management, Floods
Poor Governance and accountability.
Lacking or poor telecommunications, media and network coverage.
Weak judiciary, law enforcement and state of lawlessness.

The key emphasis was to mobilize around the strategies which mitigate above vulnerabilities. It was also emphasizing on support to AMA mission and vision. It proposes to develop mechanisms for ensuring AMA devotes resources, effort and attention to strategic strategies to address the issues. Such strategies will include;

Market Based Programming.
Market System Approach
Climate Smart Programming
Gender Responsive and Climate Smart Livelihoods Strategies.
Community based Inclusive Conflict Prevention and Resolution Mechanisms.
Conflict analysis, actors mapping, training, mentorship, dialogues, negotiation and restitution.
Appreciative enquiry, accompaniment, mentorship and coaching .
Asset mapping, livelihoods diversification and use of appropriate technologies.
Citizenry participation in all aspects affecting them.
Research, information management, lobbying and advocacy.
PLAs, community organization, participatory learning and action.
Networking, collaboration coordination and alliance building.
Use of appropriate technology (Media mainstream and social and internet).

1.0 Background Information.

1.1 Republic of South Sudan.

South Sudan’s journey since gaining independence in 2011 has been marked by a series of formidable hurdles. Despite the optimism surrounding its newfound sovereignty, internal conflicts quickly erupted, leading to widespread violence and instability. In 2018, a glimmer of hope emerged with the signing of the Revitalized Agreement on the Resolution of the Conflict in South Sudan (R-ARCSS), aimed at ending years of bloodshed and charting a path towards peace and stability. However, the implementation of critical provisions within the agreement has been slow and often contentious, raising concerns about the country’s ability to transition smoothly to democratic governance.

The recurring flooding in the Upper Nile region has compounded the nation’s woes, wreaking havoc on communities and exacerbating food insecurity. With agricultural lands submerged and infrastructure damaged, the ability to produce and distribute food has been severely compromised, leaving many vulnerable to hunger and malnutrition.

Adding to these challenges is the significant influx of refugees and returnees from neighboring Sudan, placing strain on South Sudan’s already limited resources and infrastructure. The integration of these populations presents complex socio-economic and political challenges, further complicating efforts to stabilize the country. Economic woes have also plagued South Sudan, with a persistently high inflation rate exacerbating the hardships faced by its citizens. The devaluation of the currency and the lack of robust economic diversification have contributed to a precarious financial landscape, hindering efforts to stimulate growth and development.

Against this backdrop of conflict, environmental disasters, refugee crises, and economic instability, the prospect of holding credible and inclusive elections appears increasingly uncertain. The failure to address key milestones outlined in the peace agreement, coupled with ongoing challenges, underscores the fragility of South Sudan’s nascent democracy and the urgent need for sustained international support and engagement.

1.2 Assistance Mission for Africa (AMA).

Assistance Mission for Africa (AMA) is a Christian based nongovernmental organization with vision for Africa. It’s registered with both South Sudan Relief and Rehabilitation commission (RRC) and with ministry of culture and social services as community organization in Nairobi Kenya. AMA has a board of directors with international outlook constituted in the year 2002. The board meets twice in a year to plan and innovate, Organize and configure, Implement and realize, and execute goals of AMA.

Assistance Mission for Africa (AMA) is committed facilitating the communities to determine their own development and self-determination. It seeks to secure their rights to dignified lives. This will be done through, Capacity building, citizenry participation, lobbying and advocacy, documentation, information management, livelihoods diversification and use of appropriate technologies.

AMA has been working in south Sudan for the last twenty two years and has build a very useful experience in strategic areas of Peace building and conflict resolution, Mitigating and resolving all forms of violence against women and Girls, Natural Resources Management , transitional Justice, social justice, HIV Aids, Food security and livelihoods (FSL), water and sanitation.

The understanding of the local context coupled with staff from the region makes it very competitive in the region. AMA employs 99% national staffs who speak the language, shares in cultural values and aspirations of the communities. This enables AMA to deepen her understanding and learn from changing environment through silent listening and own analysis. There is a strong team of committed staff well educated willing to learn. They are very committed to the goals and values and goals of AMA.

AMA is active in strategic networks and working groups in south Sudan and beyond. AMA is a chairing member of transitional Justice working group(TJWG), south Sudan Network for Small Arms (SSANSA), and Publish What You Pay (PWYP) . This gives AMA important learning and leverage on issues of concern to the stakeholders it works with.

Over time very good relations have developed with the relevant local authorities and different strata of communities like the women association, the youth and the farming and livestock keeping communities, UN and other international bodies. AMA has implemented projects and programs through both material and moral support and good will from partners and collaborators such partners include but not limited to PAX, AECOM- Viable Initiatives Sustainable Transitional (VISTAS) /USAID), CORD AID , American Jews World Wide service(AJWS), Aids and Development Botswana(ADB) , UNMISS, South Sudan Peace and Reconciliation, Payinjiar County government, Eastern lakes and Western lakes state governments, WWH, (Justice Africa, PAX ,Faith Action , and South Sudan NGO Forum ,RRC.

2.0 Vision, Mission and Values.

Assistance Mission Africa (AMA) is committed mobilizing the communities to determine their own development and self-determination. It seeks to secure their rights to dignified lives. This will be done through attitudes and approaches that ensure Capacity building, research and citizen participation, systems thinking including market systems Approach, lobbying and advocacy, documentation, information management, microfinance, entrepreneurship and use of appropriate skills and technologies. The core values serve as guiding principles in efforts to effectively fulfil the day-to-day mission and realize long-term vision of success. Shared vision, mission and core values are stated below;

2.1 AMA’s Vision Statement

A just, free, dignified and self-actualizing society.

2.2 Mission Statement:

Facilitating communities’ self-actualisation through access to inclusive and quality Education, Social Justice, Sustainable Livelihoods, climate change adaptation and Natural Resource Management.

2.3 Philosophy

‘Standing in the gap’.

2.3 Core Values;

The core values constitute AMA operational principles, relationship with society-the communities, the staff, and the partners, other NGOs and the government at local, state and GOSS levels. AMA ’s attitude’ is shaped by these operational principles and incorporates the confidence to act in and on the world in a way that the AMA believes can be effective and have an impact, and an acceptance of responsibility for the social and physical conditions ‘out there’. AMA subscribes and is committed to the following core values:

Good stewardship.
Inclusivity and equal opportunity to all.
Networking and collaborative attitudes.
Accountability and transparency.
Environmental conservation.

6.0 Communities centred in focus.

3.0 Context; making Sense of AMA,s World.

Understanding the environment in which we work is important in order to provide a context for AMA’s strategic planning. An analysis of, political, humanitarian, economic, , social, geophysical positioning, security and technological, environmental, and legal situation of our environment (PHEGSTEL-Analysis). This analysis coupled with frank and thorough assessment of our strengths and weaknesses, as well as the opportunities and threats we face, equips us with an ability to plan effectively for our future. In the process, AMA’s goal was to analyses and understand these perspectives so that she can shape the strategy to mirror the communities, partners and other relations’ myriad needs and interests,

Synthesis of Issues.

Destroyed Education Infrastructure and Learning Disrupted by War.
Many school drop outs due to displacement and conflict
Gender disparity and gender based violence
Chronic Food Insecurity.
High youth and women unemployment
Skyrocketing Petroleum Prices.
High Inflation Rate
Climate Change Impact Including Four Years Successive Flooding In Upper Nile Region.
Insecurity
Protracted Violent Conflict in Sudan.
Refugees, IDPs and Returnees.
International Wars In Russia/Ukraine, Israel/Palestine
Regional Integration Somalia And DRC Joins East Africa C ommunity
South Sudan Chairs East African Community.
Street children
Substance abuse

Assistance Mission for Africa (AMA) made a purposeful and informed choice to mobilize around Education and skills development, Livelihoods, Social justice and towards Peaceful coexistence, climate change adaption and sustainable natural resources management while maintaining flexibility to deliver relief to refugees, IDPS and disadvantaged in the community. It has chosen to deliver through strategies of citizenry participation and engagement, capacity building training, accompaniment and mentorship, research and advocacy, networking, collaboration and partnerships.

AMA will work as to mobilize around area (counties) programs in the states to tap into the contextual difference and realities. This was informed through the strategic analysis and the information gathered through a previous survey and studies conducted to inform the strategic planning. The strategies will be organized around the following identified areas of concern, situations and vulnerabilities

4.0 Determining AMA’s Strategic Direction.

Through shared analysis and careful reflection AMA stakeholders developed the following strategic direction and corresponding thematic Areas.

Cluster Of issues	Strategic Direction	Strategies & Tactics
1. Destroyed Education Infrastructure and Learning Disrupted by War	Increasing access to Education, rebuilding education systems, infrastructure and Technologies for Communities, Refugees, IDPs and Returnees In Unity State, Lake and Central Equitoria states.	Support learners with Learning materials, equipment’s and technologies
		Advocacy and policy support on education
		School infrastructure reconstruction
2. Many school drop outs due to displacement and conflict.		Teacher training and support/in-services training/ distance learning/onllne Tertiary education
3. High youth and women unemployment		Technical Vocational Education and Training
4. Chronic Food Insecurity.	Building Youth and Gender responsive Resilience and Sustainable Livelihoods for Refugees, Returnees, IDPs and Host Communities In Unity , Lakes and Central Equitoria State.	Climate change awareness and preparedness advocacy.
4. Chronic Food Insecurity.		Climate smart Agriculture
5. High youth and women unemployment		Dyke enhancing agro forestry
6. Skyrocketing Petroleum Prices.		Skills & technologies &
7. High Inflation Rate		Informal Self employment functional skills development ; for many youth and women without formal including literacy and numeracy educations
8. Climate Change Impact Including Four Years Successive Flooding In Upper Nile Region.		Market System Approach to link self employment youth and women to market ; motivate private sector actors play key roles in TVETI& ISEFSD
Displacement	Building peaceful coexistence and integration of IDPs and returnees across and within communities in Unity, Central Equitoria and Lake states and their neighbours	Conflict prevention and resolution
Insecurity		Voluntary Repatriation reintegration and rehabilitation of IDPS and returnees.
Protracted Violent Conflict In Sudan.
Refugees, Idps And Returnees From Sudan.
Human rights Abuses	Advancing Social Justice	Gender Transformation
Human rights Abuses		Youth Employment and Development
Social Exclusion		Youth Peace and Security
Impunity		Documenting Human Rights Abuses
Historical injustices		Transitional Justices
Gender disparity		Women Peace and Security

Based on issues and considerations indicated above, it was realized there was enough justification to focus all AMA’s efforts and resources in the strategic directions below;

Increasing Access to Quality and gender Responsive Education, Skills and Technologies.
Building Resilience, equitable and Sustainable Livelihoods.
Advancing Social Justice by Promoting Social Cohesion, Peaceful Coexistence and Gender and Conflict Responsive Protection.
Fostering Sustainable Natural Resource Management through gender responsive Climate Smart Strategies and Technologies.

5.0 How AMA Organizes to Deliver Vision 2028

5.1 Justification for AMA Reorganization.

The organizational structure was revised and differentiated to reflect purpose and strategy. The organization was constructed around decentralized decision making procedures and system which facilitate flexibility for individual and institutional growth, reduces bureaucracy and puts emphasis on AMA Vision and Mission. It was developed by representatives of all the stakeholders of to facilitate ownership and partnering beyond AMA.

This organization reflects thematic focus and strategy. Putting more emphasis on community based approach and working with community existing structures strengthening their capacities and capabilities.

Key areas of Reorganization Included;

Adopting Community based approach build capacity Community structure CPRMs, Education department at the county Level etc. Removed a layer of bureaucracy and reporting and enhance communication
Sustainability introduces the function of sustainability manager and production units to mobilise local resources for sustainability.

Working with community structures and reducing the staffing at AMA and amplifying the community structures.
Towards making the centre lean and smaller and efficient organization for efficiency and effectiveness.
Reducing the workload for reporting and fund raising from the executive director and Finance officer to team leader and thematic coordinators.

5.2 AMA Organization for Strategy 2024-2028.

6.0 AMA Strategy Actions Plans.

6.1 Areas of Strength & Opportunities for Improvement.

Strengths	Goals (to sustain strengths)	Key actions to build	By whom?	By when?	Review date
Good report of evaluation on Portal to peace	Develop new programs to implement strategies employed in the past3 years of PTP	Extend the current programming on peace and psychosocial support	PC	June 2024	December 2024
Brand AMA , experience & values		Utilize AMA visibility to raise funds on strong areas like peace	PC	From now	June 2024
		Utilize networks to develop peace and community security theme – e.g. organizing a regional program on peace	ED/PC	From Now	End of June 2024
		Sharing vision, mission and values and shift of focus – develop information leaflet and brochure.	F&A,O	Mid August	End of April 2024
Assets –rig, land		Towards financial sustainability – utilize rig- commercialized ,drill borehole in Juba for commercial purposes Compounds for accommodation and food in leer Bentiu and Juba	ED	January 2024	End of June 2024
Trust/ networks/		Develop proposals and programs 3stregic directions	PC	now	March 2024

6.2. Matrix to address Department/sector Weaknesses and identify Areas of Attention.

Areas Needing Attention	Goals (to correct situations)	Key actions to correct	By whom?	By when?	Review date
AMA organizational capacity	Fund raising (developing wining proposals), increasing financial capacity (developing income generating concepts and implementing).	AMA compounds are managed as a business with profits. AMA explores the possibilities of undertaking cost recovery in some programs like water and sanitation, and utilizing free spaces in juba to develop offices for rent.	Executive director	End of December 2024	April 2024
Monitoring and evaluation	Increase AMA capacity to monitor programs indicator	Develop participatory monitoring tools for every program and department	Quality assurance manager	immediately	Monthly
Monitoring and evaluation		Quarterly reviews	Quality assurance Manager/PC	Immediately	June 2024
Staff turnover and staff issues	Determine salary structures and apply cost of living increment (COLI)	Increase staff remuneration.	HR& Quality assurance	January 2024	June 2024
Staff turnover and staff issues	Ensure staff appraisal and reward best performers & most improved	Review HR policy	ED	November	November
Poor information mechanism		Centralize and share information.	Communications & Resource mobilisation coordinator./Quality assurance Manager	Immediately	June 2024
Poor information mechanism		Create a domain	IT officer	Immediately	June2024

7.0 AMA strategy Logic Model

In this section we will be working out what exactly AMA need to do to get where she wants to be. It would be useless having good strategy on paper if AMA cannot implement it. Below are steps that AMA BOD and management will have to take to realize Vision 2028.

7.1 Strategic Directions & Theory of Change

AMA logic Model is based on the following strategic directions.

Increasing Access to Quality and Gender Responsive Education, Skills and Technologies.
Building Equitable, Sustainable and Resilient Livelihoods.
Advancing Social Justice by Promoting Social Cohesion, Peaceful Coexistence and Gender and Conflict Responsive Protection.
Fostering Sustainable Natural Resource Management through Inclusive, Gender, Responsive Climate Smart Strategies and Technologies.

Theory of change.

SD1. If CSOs, government and other stakeholders increase access to education, skill technologies and market opportunities and mitigated associated barriers for both Host, IDPs and refugees, then more youth and women will acquire education, skills, technologies and Markets opportunities and therefore more youth and women will have dignified work and livelihoods.

SDG2. If communities are facilitated to undertake participatory resource &asset mapping, including self-employable skills for women and youth, refugees and IDPs of market systems for key outputs from the communities, then AMA and other actors using assets, skills and technologies will resolve weak links and then women, youth and other groups will develop sustainable livelihoods therefore, more women and youth will have decent work or self-employment and livelihoods will be more sustainable

SDG3.1: If CSOs is gender and inclusive responsive, conflict sensitive and climate smart in programming then will address most of issues facing Communities and therefore peaceful coexistence and regional cohesion will be realised in Unity, lakes and central Equitoria states.

SDG3.2 If CSOs works with existing Conflict Prevention and Resolution Mechanisms enhancing their capacities including their communication systems linking with their neighboring communities, then there will be more shared information for preventing and resolving conflict before it actually happens, prevent escalations, solve conflict better and prevent humanitarian crisis therefore contribute to peaceful coexistence in South Sudan.

SD4.1 if CSOs and local governments increase awareness on effect of climate change and importance of adaptations coupled with advocacy for preparedness strategies to mitigate impacts then duty bearers and communities will proactively deal with outcome of the impact and reduce disasters and avoid humanitarian crisis.

SD4.2 If communities adapt to climate change strategies and act on them early enough in anticipation for climate change effects like drought, floods, high temperature then opportunities like recession agriculture, drought resistant crops, flood tolerant plants then climate change opportunities will be utilized to support the ecosystem in a sustainable way.

7.2 Strategic Pathways.

Vision	Self-Actualizing communities.
Impact	Communities accessing quality education, functional skills & technologies, peaceful coexistence, sustainable Livelihoods and climate change adaptations.
Strategic Goals	Communities have Inclusive access to Education, Skills, Technologies, decent work & Market Opportunities.	Communities have inclusive, resilient, climate smart & sustainable livelihoods.	Communities experiencing, Social Cohesion, Peaceful Coexistence & Protection	Communities with inclusive, climate smart & sustainable natural resources management systems.
Long term Outcomes.	CSOs Partners & job market actors, Governments create enablers for education, skills, Technologies & market opportunities	CSOs, Partners, market actors, & governments create enablers for inclusive, climate smart& sustainable livelihoods	CSOs, Partners & governments support CPRMs, women &girls to cultivate peaceful coexistence, cohesion and protection including women peace& security.	CSOs, Partners, multinational, market actors & governments develop sustainable natural resources systems, turn climate change effects and impact into opportunities.
Medium term Outcome	CSOs, Governments develop inclusive policies on education, skills and technologies, go	CSOs, Partners & Governments create policies and regulatory framework to encourage the needy getting opportunities for livelihoods, facilitate linkages between private actors and SMEs, develop market systems and remove bottlenecks, network supply, demand, regulation and support systems.	CPRMS identify conflict before it happens, stops escalation, resolves it better , more economically and prevents humanitarian crisis. Gender activists and advocacy groups identifies	Communities have climate change adaptation strategies sustainable natural resources systems, turn climate change effects and impact into opportunities.
Output	CSOs, Partners, market actors & government support TVETI, self-employments skill & technologies, curriculum development, skills and technologies focusing short term training courses, functional literacy focusing short courses, onjob training, e-learning, market system development. Higher education learning opportunities at middle colleges, technical colleges, universities in south Sudan and in the region.	Youth and women engage in	ü Actor develop areas of cooperation, communication ü Actors develop interconnectedness of conflict issues, identify common grounds,	CSOs, Partners, multinational, market actors & governments develop sustainable natural resources systems, turn climate change effects and impact into opportunities.
Intervention	CSOs, partners, governments develop learning infrastructure, provide skills, technologies, equipments, machinery, tools, materials, curriculum, enabling policies, and moral support to youth women, teachers, trainers	CSO and communities map resources, assets including human assets, develops production systems, market systems, skills, technologies, and opportunities. Map the interconnectedness between resources, markets, skills, relationships. Identify bottlenecks, leakages, redundant resource and assets, and opportunities. Develop required skills, attitudes, practises, processes, technologies, linkages and synergies.		CSOs, multinational and governments develop context specific climate change adaptation strategies including dyke enhancement agro forestation, recession agriculture, aquaculture, climate smart agricul ture,

Pathways for realizing AMA strategic Goals’

Strategic Direction ; Direction:	Increasing access to quality and gender responsive education, skills and technologies.
Strategic Goal;	To increase access to quality and gender responsive education, skills and technologies
Strategic objectives 1	To increase access to primary ad secondary education by 25% year 1& 2 in Payinjiar &Rubkona in Unity state and Yirol West Counties of in Lake state
Strategies;	Results ;			Indicators ;
-Support schools with school scholarly material	-25% of schools in the targeted areas receive school materials like text books, exercises books, chalk., white boards, graph boards			-Number of school that receive scholarly materials segregated by name, location and type of supported. -Number of scholarly materials provided to schools.
Develop school infrastructure including classes, toilet blocks, staff rooms.	25% of schools have developed 25% of of school infrastructure by year 2.			% of schools in the targeted areas with developed school structures.
Strategic Objective 2; increase quality of learning in schools by 25% in the 1&2^nd year.
Training teachers in targeted areas in desired skills and technologies	Training 25% of teachers in school in the targeted areas by year 1and 2 of the intervention			% of teachers who have undergone training
Strategic O objective 3; To increase access to quality gender responsive tertiary education , skills and technologies by 25% in the first 2 years of intervention.
Provide access to scholarships for tertiary students	Provide 200 students of tertiary education with scholarship in education and technology institutions in South Sudan and the region.			Number of students who access scholarships to tertiary institutions of education and technology
Support technical, Education and training institutions in targeted counties.	Develop technical , education and training (TVET) in each county			Number of counties with functioning TVET institutions .
Strategic Direction 2;	Developing Sustainable Livelihoods including Mobilising Rural Resources To Production, Market Systems Development, Enterprises Development And Youth Self Employment Skills.
Strategic objective 1;	To use the County as a unit and map resources including skills and technologies and put the to production of goods and services.
Strategies;	Results ;			Indicators ;
Participatory resource mapping and interconnectedness	– participatory resource maps Interconnectedness of resources including human resources, relationships, skill and technologies, gaps identified			Number of resource mappings done Skills and technologies identify
	– Goods and services productivity and production potential identified			Number of goods and services production potential identified.
Strategic Objective 2; To Develop Market Systems for the Existing Goods And Services In Each County.
Strategies;	Results ;			Indicators ;
Map existing market systems (supply of goods and services, Demand for the goods and services, support for the market , regulatory services for the market	– Market systems of different goods and services mapped, weaknesses in the market system identified, potentials identified and – Market development opportunities identified – Market development initiated. – Bottlenecks in the market system identified and resolved. Presbyterian			– Number of County based goods and services identified. – Number Weakneses identified – Number Market systems identified – Number of opportunities identified – Market systems developed. – Number of bottlenecks in the market system resolved.
Match interests of women and youth , persons with disability ORP&Ws to different parts of the market system and support them	Appropriate areas of interest for different groups identified and supported			– Number of groups supported in the market system
Link women, youth , orphans and widows to markets for their goods and services	– Structured market days and trade fairs organized. – Volume of market created			– number of trade fairs organized – number of structured market days agreed – number of individuals and groups linked to markets
Strategic Objective 3; To develop Rural Resources Based Enterprises in each County and Link them to the Market System.
Take advantage of agricultural resources make agriculture based production units	– Production of foods and animal products for market. – reduced price of goods and services – increased income from the production units – Increased sustainability of Countyes and entire AMA structure – Increased employment for youth, PWD, Women, orphans and widows – Increased growth in rural economy – Increased food security and livelihoods – Reduced poverty			– increase number of different food produced – increase in availability of food in the hunger gap – increased trade at the County level
Strategic objective 4; Train Youth, Women, PWD, Orphans and Widows in Self Employment Skills, Technologies and Attitudes.
Build at least 1 Presbyterian sponsored Technical and Vocational Education Training Institution per Presbytery.	Facility equipped with equipments and technologies for craft courses of plumbing, masonry, joinery, animal stock persons, agriculture, fisheries, computer, wiring, electronics and others based on demand for technicians and crafts men and women.			– Number of Countyes with TVETI institutions, Number of technicians graduating from TVETIs. – Number of self employed women, youth, PWDs, Orphans and Widows
Informal training workshops for persons with reduced literacy in literacy, numeracy, book keeping, craft, animal health, organic farming, fisheries	Women, youth, PWD, orphans, Widows, attending functional self employment skills development workshops.			– Number of different categories enrolling and attending these self employment skills. – Number of youths, women, PWD, orphans and widows who are self employed
– Link self employed persons to market system	– Disseminate market information systems to self employed persons or introduce them to value chain			– Number of self employed persons linked to market systems – Number of self employed persons benefiting from the market system.
Strategic Direction 3: Increasing Advocacy Actions And Community Engagement On Civic Education For Free, Fair, Inclusive and Peaceful Electoral Processes.
Strategic Objective: To ensure 2024 Elections are Peaceful, Inclusive, Free, Fair and no post election Violence.
AMA , CSOs and other actors lobby and advocate for all inclusive free and fair elections	Election actors reduce the scope of corrupt or unfair election practices			– Environment for peaceful, free and fair election
	Media, NEC, political parties, LGA are responsive to conflict, exclusion, and corrupt practices conduct themselves responsibly during the electioneering process.			– Number of election actors responsive to conflict& inclusivity
The AMA & CSO advocate for inclusive electoral processes	Election actor are more responsive to Conflict, Gender and disability in their actions and processes			– Number of monitoring processes that are responsive to conflict and inclusivity. – Election process records are gender and conflict sensitive – Number of media houses who are conflict sensitive in their reporting – Media houses censuring hate speech .
AMA and CSOs train, media political parties, electoral commission, local government officials in conflict sensitivity in electoral process including conducting reporting , counting and announcing election results.	Media, Political parties, NEC officials, LGA pledge and sign to be conflict sensitive including avoiding hate speech, violence in conduct of elections			– Number of election actors avoiding hate speech and corrupt practices.
Strategic Direction 4; Enhancing capacity of local peace actors for cohesive and peaceful society & Monitoring and Engaging with the situation in Sudan to counter any spill over while supporting and caring for refugees.
Strategic objective 1; AMA and other actors at all levels identify and stop conflict before it actually happens, resolve conflict better, save lives more economically and avoid humanitarian crisis.
Strategies		Results		Indicators
Peace actors at all level work towards more inclusive gender sensitive approaches and actions.		Peace actors create an environment for inclusive conflict prevention and resolution mechanism.		– Number of women and girls in conflict prevention and resolution mechanisms. – Number of persons with disability in conflict prevention and resolution mechanisms. – No of woman and girls specific conflict issues resolved or discussed.
The church and other actors organize conflict monitoring platforms and coordinate their response to conflict .		– Peace actors coordinate and collaborate their actions in conflict prevention and resolution		– Number of conflict prevention and coordination meetings held – Number o coordination meetings held. – Number of conflict incidents recorded.
Peace actors hold monthly, monitoring sessions, analysis conflicts, identifying issues , and recommending action to resolve and upscale best practices
Strategic Objective 2: The AMA and other peace actors create an environment for inclusive conflict prevention and resolution mechanisms free and fair participation and representation of women, youth Persons with disability and cattle camp communities in
Reconstitute the existing Conflict prevention and resolution mechanisms to reflect 25% women. 10% PWD and 25% youth representation			– More inclusivity in presentation and participation in conflict prevention and resolution of women youth and persons with disability.	-%of women, youth and PWDs in conflict prevention and resolution mechanisms.
– Organize women, youth and PWDs only peace forums for conflict analyses and monitoring at the County level.			– Women, youth, PWD specific conflict issues are brought to attention of broader CPRMs and addressed	Number of Women, Youth PWD peace forums held.

Annex1; Strategic Analysis.

Understanding the environment in which we work is important in order to provide a context for AMA’s strategic planning. An analysis of, political, humanitarian, economic, , social, geophysical positioning, security and technological, environmental, and legal situation of our environment (PHEGSTEL-Analysis). This analysis coupled with frank and thorough assessment of our strengths and weaknesses, as well as the opportunities and threats we face, equips us with an ability to plan effectively for our future. In the process, AMA’s goal was to analyse and understand these perspectives so that she can shape the strategy to mirror the communities, partners and other relations’ myriad needs and interests,

1.1 The Environmental Scanning for AMA.

2.1.1 AMA’s Political Environment;

The period of this strategy planning was in a period when south Sudanese leaders both in opposition and in the government had bowed to international pressure to sign an agreement to revitalise the collapsed peace agreement negotiated in Addis Ababa. The SPLM remains divided with one part in government (SPLM-IG) and another part in Opposition (SPLM-IO) in a complex situation, which cannot be said to be a party or 2 parties in one. Other parties in opposition alliances allied themselves with the parties signing the peace agreement with insignificant two failing to consent. The division of south Sudan administrative units from 10 to 32 remains a sticking issue even within those who signed the R-ARCSS. R-ARCSS was celebrated in Juba with both government and opposition parties in attendance witnessed by most of political leader. Of notable absence was neighbour Kenya who did not send anyone but later apologised by sending the former vice president Hon. Kalonzo Musyoka and Cabinet secretary for foreign affairs Monica Juma to Juba to show solidarity.

The parliament had just extended its term and that of the current government for another 3 years with most of the members of the parliament (MPs) having been more of nominated rather than elected. This was at a time when Most of the national and state MPS spend most of their time in Juba partly due to insecurity in their constituencies and having no or very minimal interactions with their constituents. Consultations remained non-existent and social contract between both National and state government, MPs in one part and the communities in the other hand broken.

International and regional political leaders and agencies like the African Union (AU), European Union (EU), United nations (UN) United nations security council(UNSC), TROIKA, the Americans and the intergovernmental Authority on Development(IGAD) all worked to put pressure on both the government of south Sudan and the opposition parties and armed groups to cease hostilities, and implement the signed revitalised Agreement on resolution of conflict in south Sudan (ARCSS).

Its expected that, revitalised Agreement on resolution of Conflict n South Sudan (R_ARCSS), will be implemented. The political environment will change in the coming years with SPLM in opposition (SPLM/IO) and other political leaders coming to juba and participating in the Government of the transition period. The political temperatures will cool down at least until the elections expected in 2021. Its also expected the dissenting voices will be drowned by those in support of peace. This is expected to allow the people representatives get access to their areas and try to restore the social contract with the citizens at least in preparation for elections. This will create a enabling environment for communities in protection of civilian sites and those hosted by other communities to go back to their areas and rebuild their lives.

Period during and after the elections remains uncertain and what happens then depends a lot on the parties and the government preparation and preparedness to manage the events cautiously. The international community and civil society organisations will need to mount a serious advocacy for the parties to plan and respond to mal-practises and any election related conflict from degenerating to anarchy and crisis

2.1. 2 AMA’s Economic Environment.

At the time when the analysis for this strategic plan was being carried out, the economic environment was really bad. The inflation was extremely high standing at 187% early 2018 slowing to 49% in September (bank of south Sudan). Few goods in the market drove the inflation, lack of hard currency as the country relies a lot on oil revenue. The conflict also had driven out most of the investors who had set up businesses in the country of much interest being the beer and soft drinks production company (south Sudan breweries limited (SSBL), closure of the giant telecommunications company Vivacell among others.

Worst-case scenario is if the peace does not hold and the conflict recurs. Equally devastating is if the government ignores economic drivers and corruption continues.

In best case scenario is in the coming five years, oil production resumes and is sustained providing much needed hard currency to stabilise the economy. The agreement the government made with china roads is respected and the infrastructure is developed opening the rural areas for development and production especially in the agriculture sector, this will save south Sudan a lot of foreign currency being used at the moment to import foodstuffs in the country. The civil society and international community could play a role in advocating for attention in youth and women empowerment for mobilising energies to create employment and contribute to economic growth both in the urban and rural areas. Other expected happenings in the economic sector are investment in energy and water sectors, which are drivers for economic growth and employment creation.

2.1.3 Physical Environmental Issues.

The shared Analysis by actors in the process of the development of this plan, indicated an alarm of oil spillage in oil producing areas of Unity particularly in areas around tharjath in Koch County. The state ministry of health and local government shared with AMA extractive staff working on pollution in Northern Lech report indicating some 150 cattle died and about 10 people died of consuming contaminated water. The lack of awareness on the dangers of benzene pollution to communities surrounding the oil producing areas in south Sudan was indicated a major factor. Some community members could vandalise the drilling affluent stored with plastic cover lining and later use the plastic to make a shelter. Although there was a ban on use polythene paper-bags states have not also enforced the ban neither is national government enforcing it.

The lack of power generation has caused business and households to seek alternative power supply. Each household and businesses have gasoline run generator. This has created a lot of air and noise pollution in Juba and all other major towns.

The city and town councils have not organized for water supply. Water is trucked from the river and other sources t the settlements. This compromises sanitation and hygiene, as water is not adequately supplied. The trucks while filling and distributing water create water spillages which mess the environment.

Due to long-standing war, communal land ownership and pastoralist, environmental conservation has been neglected. Communities and individuals kept many livestock way beyond the carrying capacities of the ecosystems. The trend over the years has always been development of grasslands and discouraging any growth of trees. The resulting effect is plains without trees and during the dry spell appears like desert without sand. The cultural practices of burning have affected the natural habitat and many places which would be wooded today are either bare or grassland.

In entire country planning initiatives have not included drainage and sewage systems. There no adequate drains and when it rains the town is flooded, messy and very poor in hygiene. Hygiene has been compromised as there no waste disposal facilities, toilets are very few and personal hygiene is compromised.

In the coming years as oil production and expansion of prospecting continues, its expected that migrant workers to the oil fields will increase. This is likely to come wit h threats of HIV/Aids. The government, oil companies and civil society organisations need to development a response mechanism to the threat including campaigns on prevention to HIV/AIDS to prevent new infections. The government and oil companies to could allocate funds, which would be used to mount the required campaigns at oil producing areas and the neighbouring communities.

2.1.4 AMA’s Social Environment.

South Sudan is estimated to have a population of 13 million people (Gurtong trust April 2018) comprising of 64 ethnicities. The population of south Sudan is considered young population with 75%( 0-114 years 44.37%, 15-24 20.56% ) is below 30 years with a median age of 17.3years (index mundi south Sudan demographics profile 2018). South Sudan has one of the highest mortality rate of 62.6 deaths per 1000 births (6.2%), birth rates of 3.5 percept. About 2 million south Sudanese are living refugees in the neighbouring countries with another 1.96 million internally displaced. Although south Sudan has an affirmative action on gender with women participation and holding 35% of all pubic positions, not much really has been realised for women in terms of real power. Power relations between men and women have been always skewed towards men.

South Sudan is has about sixty-four ethnicities wit six eight cultures. All these cultures are different although some have close semblance. Ethnic identity, in a way related to the above issue, has been identified as a huge issue. It has been characterised by different practices and norms. Some have physical scarring, removal of teeth, age sets, set of behaviours and practises, norms that constitute its culture. This has always been more amplified than the nationality. The culture though important and creating a sense of belonging, has some norms which have been detrimental to the communities especially women. Gender based violence is noted by the GBV cluster as huge issue, the cluster estimates at least 4 rape cases per day in the current situation of displacement. Most of the survivors of GBV are women. Intra and inter communal conflict has been a serious social issues. These conflicts are mainly around cattle raids and revenge attacks which often reinforces the circle of conflict starting as two individuals to encompass communities. Tribalism, clannish and nepotisms too have affected he social fibre of communities with communities and individual feeling that they don’t belong together because of the way decisions are affected by these practises.

The youth have always identified bride price as an issue which affects them and influences their behaviour including getting involved in cattle raiding and in a way revenge killing as conflict associated with elopement and failure to pay dowry in time may cause death and subsequently revenge killings.

Overtime there evolved a social group of people not about tribes but about class and belonging to a social group (elites) of people who holds positions of power and respect in the government and in the society. They include military, the professionals (intellectuals), chiefs, elders, commissioners and governors, ministers, church leaders among others. This is a opinion leader and communities listen to them and hold their opinion in high esteem. However this group often misuses this position to exclude other who are not in their class and also that they could turn into corruption and bad practices not expected of them.

The communities also have age old traditional believes that are hindering education in the region and particularly girl child education. Girls are meant for bride price and education is considered pollution. For along time cultural conditioning has dictated that, women concentrate on reproductive roles of rearing children and looking after them. They are considered children and their rights and opportunities are limited to those of children. They are socially excluded from decision making processes and access to productive resources. Those in authority consider themselves to have exclusive right to make decision in the exclusion of others. There is such exclusion. This environment does not give room for good governance.

The conflict over many years caused displacement and families were scattered to all over the world. People have learnt cultures, languages and different value systems so the way they do things have changed and marked a departure from the way social issues in the home societies are done. This has lead to culture shock, broken families and bitterness. Returns are many and increasing. Their ways of live changed and conformed to those of the countries and regions where they stayed during the war. They return to a totally new environment and some are finding it hard to cope with the culture and underdevelopment in this region. They are looked at with suspicion as threat to community on HIV aids.

2.1.5 AMA’s Technological and Information Management Environment.

South Sudan technological environment has either stagnated even deteriorated over the last five years. Big telecommunication companies like Vivacel and Gemtel which had given hope to the country and communities were closed down and huge installations and equipment’s rendered redundant and also putting millions of investments to waste. This also put millions of subscribers off air cutting social interactions and communication.

The political conflict has also contributed to lack of technological advancement as government frustrated telecommunication coverage by just shutting off transmitters to deny communities access to telecommunication as a weapon of war.

Like in other third world countries, the oil prospecting technologies including the ability to determine the amount of oil production over period is controlled and managed by the multinational who prospect the oil. The local content in the il prospecting has been reduced to manual labour. This puts south Sudan economy, which is overly dependent of oil, in danger because the multinationals are AMA a percentage of total production

The conflict has destroyed little technology through use of computers and internet that state governments had started utilising. These facilities were destroyed together with the building. The few states, which were not, destroyed lack fuel to power generators which provided power to the little technology employed.

In the coming five years a lot needs to be done to regain lost gains in the technology sector. With peace holding, its expected that power generation through the Chinese companies will power the technology, south Sudan is seen embracing idea of importing power from Uganda which will support small businesses and industrial development. Technology could be employed in revitalising the economy and ensuring service delivery by use of computer based technologies to increase service delivery . Its also expected that the banking and telecommunication sector will forge a partnership for money mobile based money transfer and reinvigorate the rural economy .

A worse case scenario is expected that, the government security agencies continue putting a lot of control on technologies and refuse to allow access to telecommunications and other technologies to states. Civil society organisation could play a role of advocating for more technological advancement and increasing the local content in the control of oil sector and train more south Sudanese in oil production technologies to ensure south Sudan controls oil production and gets its rightful share of oil revenues.

2.1.6 AMA’s Security Environment.

The security environment is overall characterised by relative calm, as generally there were cessation of hostilities of the warring parties. Specifically there is insecurity in unity states POC as armed gang’s fight and terrorise the IDPs in the camps. In Yei state there has been sporadic fighting between forces royal to commander cerilo and either forces of SPLM/IO or SPLA. Juba has experience some form of calmness but still there are sporadic cases of insecurity and killings by some people often referred to as unknown gunmen. The conflict issues surrounding cattle raiding, revenge killing and criminal activities of along roads and paths are still very real in the rural communities just as they were before the signing of the revitalised peace agreement. Many civilians especially youths have guns and ammunitions and security realisation is a big dream

In the coming years the security arrangement requiring the cantonment of all forces is expected to take shape and concretise the country security and prevent a repeat of December 2013. The Intergovernmental Authority on Development (IGAD) is poised to take some 1400 troops to juba to safeguard the revitalised agreement. The trend in south Sudan has always been escalation of conflict as soon as its announced that, guns and ammunitions are going to be collected, its expected that this will happen again and revenge killings and attempts will be made as soon as this is announced.

The best-case scenario is where all the armed groups are either reintegrated into south Sudan defence forces (SSDF), or demobilised and all guns and ammunitions are in the hands of the civilians are removed. Its expected that the cycle of violence will be broken not only because of the mobbing of guns from civilians but also reconciliations and rue of law backed by enhanced access to justice.

Worst case scenario is when, cantonments does not happen, demilitarisation, demobilisation and reintegration (DDR) of armed groups does not take place, armed groups continue roaming about, guns continue being in the hands of civilians then the status quo is maintained. With a small trigger like the elections expected in three years , triggers conflict and south Sudan degenerates into chaos again.

2.1.7 Geophysical Positioning of Upper Nile region and South Sudan .

South Sudan is a landlocked country in East-Central Africa. South Sudan is bordered by Sudan to the north, Ethiopia to the east, Kenya to the southeast, Uganda to the south, the Democratic Republic of the Congo to the southwest and the Central African Republic to the west. It includes the vast swamp region of the Sudd, formed by the White Nile and known locally as the Bahr al Jabal, meaning “Mountain Sea”wikilipidia south Sudan”

South Sudan is a member of the United Nations, the African Union, the East African Community and the Intergovernmental Authority on Development. Important features that make south Sudan important both within its neighbourhoods and away is that Nile cuts across the country making a member of the Nile basin. The sud has significant place for livestock and this draw annual migration of the Arab misserya with their livestock to the south Sudan through many parts including Unity state and northern bar el ghazal. The resource based conflict created by the transhumance nature of Arab Misserya who has annual transhumance from Sudan to Upper Nile region creating conflict over resources, environmental degradation due to over grazing. This happens due to the region being near Sudan and in their route of migration but also resources their in.

The attempts of controlling the Nile water by Egypt making reference to colonial days treaties that assumes relevance to date. While Egypt has a right to se the Nile waters, this true to all other countries and communities down stream, the issue of Nile waters remain a thorny issues for the Nile basin Initiative.

Presence of oil in south Sudan is huge geophysical issues. The oil attracts a lot of attention from both foreign countries regional, west and east. The interest of Sudan to continue controlling the pipeline and benefits that comes with it.

The landlocked south Sudan has to pumps her petroleum through Sudan. Due their political and other reasons this project suffers stoppages and economic losses.

Upper Nile region is the area with most of oil. This has made the communities to suffer conflict (as governments clear areas for oil prospecting and pollution due to oil prospecting.

2.1.8 the Humanitarian context south Sudan.

South Sudan has been in extended humanitarian crisis since 2013. 0ver 2.18 million have been driven out of their homes either to protection of civilian camps or to other communities away from home. Many have been maimed and have been at the mercy International Committee of the Red Cross (ICRC) and other health service provider’s mainly humanitarian organisations within south Sudan. It has been very hard for individuals and communities to get their livelihoods since the displacement. Most productive land has not been accessible due to the conflict. United Nations Office for Humanitarian Assistance (UNOCHA). UNOCHA estimates that 7.1 persons were in need of humanitarian assistance. Of the 7.1 million mentioned above 5.7 do not have access to food for their survival (UNOCHA bulletin September 2018.

During the conflict since 2013 water source have either been destroyed or contaminated deliberately as an act of war. Most communities have no basic access to water especially in Payinjiar county, Leer, Mayinadit and Koch counties of southern Unity stat Unity, central unity and Amongpiny and northern Rumbek of western Lakes state.

In the coming years covering the period of this strategy plan, its expected that displaced persons will start moving back to their original areas and homes. This will call for resettlement and conflict resolutions interventions to ensure smooth processes. This will still extends the humanitarian situation for another 3 to five years, so the period of this strategy will be still stringing with humanitarian issues and reconstruction and development will be towards the last fifth of the period.

Worst-case scenario is that there are issues associated with election if they are held as stipulated could result in conflict and f not managed properly could push the country back to crisis. This is likely to take south Sudan back to humanitarian crisis. Civil society organisations should advocate for preparedness including preparing the international community to monitor what happens during the reconstruction period and more importantly, during the run up and during the elections to seal all loop holes which could jeopardise peace and security of the country. It has been the norm for politicians and military elites to opt going back to fight once they are defeated in elections, it should be made a mandatory for the hopefuls to sign a pack to follow legal means of resolving election disputes and SUNDE and constituent civil society organisations like AMA need to work carefully in advocating for peaceful means and free and fair process.

Annex 1.2 The SWOT Analysis.

This involved assessing the Internal Environment. Analysing the internal environment helped to identify both strengths and weaknesses that can, in part, determine how well AMA will succeed, and analysing the strengths and relationships among the activities that constitutes AMA’s programs and projects.

2.2.2 Strengths and Weaknesses. (AMA’s Internal Environment)

2.2.2.1 Strengths.

Assistance Mission for Africa (AMA) brand, this organisation has worked in south Sudan since 2004. It has a history which is mixture of success and a few setbacks. Civil society organisations, government and communities know AMA as organisation that works on issues of conflict and realises peace. Communities and agencies alike seek it after. AMA is credited for having worked in very difficult circumstances’ to reconcile conflict issues involving Payinjiar county (Unity), Yirol East(eastern lakes) , Amongping and Northern Rumbek (Western lakes. Long before the signing of the revitalised peace agreement, these communities are credited with having made peace and normalised their relations. AMA is known by communities in Unity as n organisation that made mark in increase basic access to water. AMA is also known for successful work in championing about communities rights in extractive sector. AMA is chairing member of transitional justice working group, (TJWG), Publish what you pay (PWYP) and South Sudan small arms control( SSANSA). AMA s a member of South Sudan NGO forum, central Eastern and South African pastoralism network among others.

AMA is making good progress towards organisational sustainability. AMA has own compound offices in Juba, ganyiel (Payinjiar), and is developing own compounds in Nyang (Yirol East). AMA has 2-filed vehicles and is expecting a third one from the Netherlands. Although AMA is still a medium national organisation its credited with a strong team of staff who are 91% national and local staff who share in the culture and norms of the communities that AMA works with. A recent evaluation of 2 of AMAs main projects Portal to peace and National action plan (NAP 1325) while bringing out a few organisational and capacity concerns overall it depicts an organisation with strong determination to implement and realise results in every intervention that t gets involved. A round table of actors held in Juba to discuss the evaluation shared very interesting achievements and prospects for AMA growth and development.

2.2.2.2Weaknesses.

Despite the strengths discussed above, there areas where AMA must mitigate for it to move forward and increase efficiency, effectiveness and relevance. AMA must increase its capacity in the areas of financial management especially reporting. Although the software tally has been in existence for the last one years, it potential has not been fully realised. The finance staff must be up to-date with entries, analysis and reporting including advising programs on their expenditure levels.

Program staff need to develop their reporting and proposal writing skills to ensure AMA reaches the desired level of fund raising and informing the stakeholders on its work and good work and motivate them in fund raising. AMA processes need to be improved especially areas of staff appraisal, rewarding good performance and upgrading staff salaries to levels where staff turn over is tamed.

To realise her strategic goals, AMA will need to work really hard to build its organisational capacity and reduce the over dependency on donor funding. AMA needs to built its capital base by developing the assets it already has to generate revenues to fund its core budget which has been underfunded for very long time,. The cre budget under-funding has been contributing to poor organisational development with board only meeting at most twice a year. Core staff has been underAMA and salaries being irregular this has been very demotivating.

The evaluation conducted towards the end of 2018 when this strategy was been developed exposed an organisation with a big program and a small resource capacity. Communities want to see increased AMA presence in their areas (compounds, more staff, vehicles) and more resources to facilitate interventions. AMA will need to reach out to more Christian organisations whose funding is more flexible than governmental inclined funds.

On other side AMA needs to strengthen her processes ensuring all recruitments is done procedurally with positions being advertised in AMA website, the NGO forum and informing the ministry of labour. AMA was advised by the evaluation to increase local content further by reducing number of non south Sudanese staff toward zero this is an issue the board needs to way and develop a way forward.

2.2.3 Opportunities and Threats (The external environment).

2.2.3.1 Opportunities for AMA;

The revitalised peace agreement is in itself a huge opportunity for AMA and those working in peace to disseminate the content of the agreement, lobby communities and institutions to support the agreements and its full implementation. AMA has already received requests to participate in meetings aimed at discussing how the revitalised peace agreement could be disseminated. The agreement in a big way has raised hopes of communities who shared their views and perception prio to the planning workshop for this strategy.

The communities have expressed hope that peace activities will be expanded to reconcile all communities to ensure that the revitalised agreement make meaning to communities in the grassroots. AMA sees opportunities in supporting displaced persons as they return to their communities in Leer, Koch ,Mayiandit, Yirol East, and more importantly Pakam communities in Rumbek north.

Evaluation of AMAs portal to peace and National action plan (NAP 1325) exposes several opportunities that AMA should tale up. The support to peace committees in the current programming of AMA and its surrounding is one key opportunity that AMA should take up. Working with communities in Yirol west and Awerial would consolidate peace in the region. Working to bring together the Rumbek north communities with those of Mayiandit and leer is a intervention that would contribute to regional peace. AMA has opportunity to expand its psychosocial support and trauma healing project in Amongpiny and Rumbek north riding on successes of portal to peace. The peace prospects also presents an opportunity for AMA to expand her programming in extractives and natural resources management from the current one county in Rubkona to at least four counties to include Guit, Mayom and Abinom. Within this theme (extractives) AMA could organise to utilise the lessons drawn by its team who visited Nigeria to work better with state and national members of parliament to lobby for better legislation to get better concessions for communities , state and national governments including increased local content in oil production technologies. This would ensure south Sudan is in control of the technologies for oil production and so what the multinational would be doing is to work for the country and get AMA for its. As it is now the multinational are the one who understands everything on oil prospecting and what they tell the government cannot verify.

The interest generated by actors and donors during the round table organised to discuss the evaluation should be taken up and translate to serious programming before it could be forgotten. This needs to expand to include strengthening AMAs organisational capacity and sustainability. This means funds could be raised to enable the Board of directors of AMA to meet quarterly as opposed to the current semi annual.

2.2.3.2 Threats;

The insecurity that has characterised south Sudan for the last six years will not just go away. The transition between conflict and peace will present threat to AMA programming and its very survival. Access to areas if AMA operation in the early years of this strategy plan will be limited and very dependent on security. Economic hardships and difficult logistics will persist for a while before the current infrastructure is repaired. Areas of AMA operations will experience logistical challenges and access. This threatens efficiency of interventions and may make the amount reaching the communities low due to these expensive logistics.

The requirement of the security agencies to sanction all the meetings held by NGOs is a threat to lobby and advocacy. It will be very hard to civil society organisations to play a crucial role, which is required for a healthy nation. Most meeting will not be held so long security agencies do not give he required space for them to perform their duties. To remind the government department on the role they need to play to contribute to human rights will be compromised.

Most working groups and consortia operate in an environment of coordination, cooperation and collaboration. Most south Sudan civil society organisations read collaboration and coordination as completion. This is a very serious threat to the concerted effort expected of civil society. AMA is in 4 working groups and they have been characterised by poor coordination, collaboration and reporting especially financial and narrative reports. Many NGOs do not see themselves as working in a team whole collective achievement contributes to their work.

2.3 Synthesis of issues and situations from strategic Analysis

Sifting, sorting and prioritizing issues arising from strategic analysis(environmental scanning and SWOT analysis), AMA and stakeholders identified the following issues and ranked(pairwise) them as follows;

Community conflict and instability.
Violence against women and children.
Food insecurity and lack of livelihoods.
Poor AMA staff capacities.
Low organisational funding and sustainability.
Poor natural resources management.
Poor governance and accountability.
Poor communication network and media coverage
Poor legal processes and lacking access to justice.