The Key Success Factors for CEFORD
CEFORD makes use of factors that can propel the organisation forward by continually achieving best result at minimum costs as possible. The above achievements were as a
result of the key factors that CEFORD adopted. These in total stem from our values and
principles that shall continue to be used in implementing this strategic plan. In summary:
• CEFORD has adequately skilled and committed staff, a secretariat that drives the
organisation. In addition CEFORD has included Community Facilitators who will
supplement the efforts of the field staff (Program Officers) making CEFORD to have
stronger grass root linkage.
• The Process of developing the strategic Plan was very involving both for the CEFORD
staff, partners and Local governments. All the inputs not only collected views but also
ensured sense of ownership.
• Systems have been developed upon which CEFORD thrives, and these allow the
organisation to be more effective, efficient, so as to provide quality services to the
communities. For example CEFORD improved on its Memorandum and articles of
association, human resource development plan, etc
• The last 3 years have provided evidence of growing experience in management of
community development projects directly (through donor funding) and also through
other means like consultancies/ contracted works.
• CEFORD has a committed and competent Board that advises the Secretariat. The
structure has been updated to include an Advisory Council that is the supreme body
of CEFORD and its role is to ensure proper functioning of the organisation
Lessons learnt
In the course of implementing the CEFORD plans, the staff noted some lessons that informed this planning process and future implementation.
• One objective of CEFORD did not attract funding and there caused less achievements. Therefore this planning has taken note and included only few issues to focus on. CEFORD Strategic Plan 2006-2009
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• As a local organisation striving for sustainable development, CEFORD realized greater importance of partnerships and collaboration in implementing some of the objectives. This will ensure that more is achieved through the little resources available. Even though donor funding is becoming more competitive, partnership arrangement has
become the common means of funding. Working with government remains a key principle for various reasons. For instance
the Sudanese refugees being hosted in the region for many years may be repatriated and this means refugees hosting communities will suffer some shock. This means reduction in support to the communities and we have to talk government to make provisions to this effect.
• Capacity building of other local organisations through training and mentoring remains a key strategy for reaching a wider number of beneficiaries. This will also contribute to a stronger civil society that should empower the communities to demand, claim their rights and hold government accountable.
• CEFORD’s involvement in contracts/ consultancy is especially when it indirectly does contribute to the mission but the amount is kept at a manageable level. In addition contracted works will help CEFORD meet some of its budgetary contribution and allow establishments of own offices in West Nile.
• The HIV-AIDS scourge is with us and we need to update our focus to these realities. This strategic plan is going to include HIV-AIDS so that our outcomes are realistic and easily achieved.