In need of a country strategy, but with little time to spare on it, they called on =mc. Two years on, and the Uganda country office is ahead or on target for all of its strategic objectives. Find out how they used workshops to develop a powerful and realistic strategy.
The International HIV/AIDS Alliance (the Alliance) is an international NGO that was set up to strengthen community-based responses to the AIDS pandemic in developing countries. It does this by improving access to HIV treatment, prevention and support; and by reducing the impact of HIV and AIDS worldwide, particularly among the most vulnerable and marginalised.
In 15 years, the Alliance has developed into a global partnership of 31 organisations with activities in over 40 countries. Its Secretariat is based in Brighton, UK.
In 2006, the Alliance established a country office in Uganda. The country programme grew rapidly, with important financial support from the US Agency for International Development. It was a new, complex and rapidly growing programme that had the potential to make a major impact on the spread and impact of HIV and AIDS in Uganda.
The Alliance Secretariat’s senior management team had already used The Management Centre (=mc) consultants to help develop a new organisational strategy. From that experience, the Secretariat then suggested the Ugandan country office might also develop its strategy supported by =mc.
The Uganda country office had identified two key areas that needed attention:
The most time they could afford away from the programme was just one week.
The Uganda country office agreed with =mc that the most time and cost-effective way to meet the challenges they had identified was through three separate but linked workshops:
Two years following the work, the Uganda country office has been highly successful at achieving its new strategy: it is either on schedule or ahead of target on all its strategic objectives. In particular, it has achieved the following results:
According to Kondwani Mwangulube, the Alliance’s Programme Manager for East and Central Africa, there were a number of elements to the workshop approach adopted by the Uganda country office that helped them to develop and implement a successful strategy:
=mc‘s facilitation focused on helping the Alliance use its own knowledge and experience to create a relevant strategy, rather than imposing ‘external’ ideas about what the strategy should be
“=mc‘s facilitative and participatory approach drew on our own knowledge and experience, and yet challenged us to develop an ambitious strategy. In the end, they helped us create a strategy that was truly ours, which gave the Uganda team the confidence, and most importantly, the commitment to implement it.”
Kondwani Mwangulube, Programme Manager: East and Central Africa
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