Organizational Pillars

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Organizational Pillars

Institutional Plan, Organizational Development and Leadership Strengthening Program

SALF leadership enhancement strategy, program and packages will be comprehensive that is directly linked to institutional plan, organizational development and leadership strengthening skills and area of planning and management skills. Therefore, these will be through adopting development and institutionalization approaches recognizing the importance of organizational and leadership development, including the past, present and planned future programs in a coherent and comprehensive strategy to have arrangements for enrolling members of the organization and the community into training program in enhancing their leadership capacity. Indeed, the plans should be directed towards setting and supporting institutions to popularize democratic governance concepts for improving the overall enabling environment for better leadership and the demand for accountability by the citizens.

SALF has had a stronger focus on enhancing local institutional capacities in the area of organizational development, institutional frameworks and local community development, administrative and leadership enhancement. During the duration of the proposed strategies, the organization will ensure that organizational values and the operational processes are aligned to achieve the envisaged strategic directions, objectives and goals. This will include strengthening human resource capacity by reviewing the needs of the organization; hiring, deploying and retaining competent and motivated staff; and strengthening individual performances for the management staff. Enhancing institutional reforms and streamlining existing structures that would entails strengthening the existing functions of SALF is critical for and making it the best choice and of a more efficient and effective program to enable it efficiency to fulfill and implement its mandate as an organization.

As part of the commitment to becoming a learning organization, SALF will implement participatory Monitoring; Evaluation, Reporting and Learning (MERL, or the MEAL tools to facilitate continuous performance assessment against the set objectives. We will also pursue a plan for rigorous resource mobilization and organizational sustainability; ensuring a high degree of transparency and accountability to partners and all other stakeholders. SALF will strive to meet the goals of sustainable development as an essential step toward achieving an effective institutional framework at all levels; with full consideration for the given pillars of institutional leadership development and strengthening within internal governance systems. SALF will also embrace a participatory approach in decision making through the empowerment of community it serves and the other stakeholders, with the set of priorities and goals elaborately articulated within the organizational set up.

Quality management Program, Operation Plan and Implementation of Organizational Strategy

SALF has invested in increasing a pool of knowledge and expertise on multi-sectored strategic development among its head office and the field personnel. The personnel operating in the coverage states comprised a strong technical and extension systems. SALF has also frequently engaged the participation of government and NGO personnel in training workshops as facilitators and technical advisors. And while the insufficient provision of network coverage has reduced communication between people; the implementation framework has been designed to promote national priorities for the SALF operational states in South Sudan. Therefore, SALF strategy will be to continue providing quality management, operational plan and for enhancing organizational capacity and sustainability strategy to enable it gradually moves towards independence from external reliance and freedom, from external support to self-reliance. This must embody and empowered citizens in taking responsibility and ownership of their future to ensure the continuation of project activities and benefits after external aid is ended and move to development. This entails generating more internal revenue and other materials and human resources as well as attitudinal transformation that supports systems thinking, the organization processes and direction. The implementing Program Officer will be responsible for project planning, implementation, financial management, accounting for advances, clearance of completed activities, preparation and or clearance and submission of progress reports.

SALF Administration and Finance Unit will be responsible for funds release and direct payments as per the organization’s procurement, Finance and Administration Policy. The policy will also provide guidance in the coordination processes between the various units through within and outside SALF making use of the established procedures with focus on funds flow accountability arrangements (including control, reporting and auditing) to be coordinated through the organization’s established financial procedures and guidelines on expenditures, procurement and budget controls. The Operation Unit will also be managing procurement and contracting arrangement through laid procedures as guidance and coordination mechanisms (comprised of outlined policies and manuals covering the sections of finance and administration, procurement, human resource, and planning). Budgetary allocations, revisions, expenditures and controls will need to be guided through adequate and effective guidance comprised of appropriate management, reporting on checks and balances from allocated budgets and disbursements /reimbursements, and auditing systems. The target beneficiary communities to be encouraged and mobilized to jointly contribute to project implementation processes (in cash or in kind) as strategy for enhancing project ownership and sustainability.

The SALF Board and Senior Advisors (BSA), which is governing and an oversight body, will be meeting quarterly to receive program and finance Quarterly Progress Reports from the management teams. The Board of Directors’ Chairman and the team members shall review the progress made so far to ensure that implementation is consistence with the laid-down strategies, procedures and the projects work-plans. The Board will also make conclusions and recommendations that are intended to improve and strengthening the implementation processes and plans with focus on quality management and leadership, also the gaps will be identified and be table to the annual meeting. Annual Board and stakeholders review meetings will be held to review progress, document and share experiences, and provides broad guidelines for effective resources and the project cycle management.