ierra Leone, other NGOs, private institutions and international partners. Our Mission Statement
“A leading and innovative national organization enabling communities to realize their development aspirations through inclusive partnership with private, public and NGOs for improved livelihoods in Sierra Leone”
Our Vision Statement
“A strong organization, improved livelihoods for target groups, and effective and efficient services delivery in Sierra Leone”
Core Values
Integrity – showing honesty and respect for our people in operation communities
Transparent and accountable – own and explain our actions in an open manner to communities and partners
Commitment – go the extra mile to work towards meeting the challenges in our communities and organization
Inclusiveness – move along with all without any discrimination Introduction
Continuing, Part 4 scan the organization’s external operating environment, particularly its Economic, Environmental, Political, Social and Technological factors, the effects on its primary partners – the target communities, and the implication for its existence and work;
Part 5 discusses the critical issues, classified into strategic areas that MADAM will work on in the next five years, 2017 through to 2022. There are seven broad strategic areas the organization has set itself to address and accompanying each strategic area are key interventions/strategies;
Part 6, the final part of this plan is the M and E framework, designed to ensure the implementation of the plan is continuously monitored to make it a living and dynamic document. It is designed to enable the organization to effectively track progress with the implementation of the plan.
2 - Key interventions, achievements and Impact
MADAM, which started as a community based group in Makrogba in 1991 and later became an NGO in 1998, has been in existence for over two decades. Its maiden Strategic plan was developed in 2009, a five year plan that ended in 2014. Between 2009 through 2012, MADAM implemented seven innovative and interrelated projects. Project no.1: Building Livelihood and Community Engagements (BLACE) 2007-2009: MADAM established organic farms in 7 communities in 3 chiefdoms in Tonkolili district targeting 12 Farmer Based Organizations (FBO). The project supported 300 farmers to undertake inland valley swamp cultivation, establish seed banks and embarked on fish farming which considerably improved their income generation and nutrition level. Considering the environmental degradation in farming communities, BLACE also embarked on reforestation activities. In the same project, the organization trained male and female youth through outreach skills training in communities and central skill training at Makali in the Tonkolili district. At the same time, remedial education for primary school drop – out children was introduced to ensure that these children reach the standard required that will enable them to be reintegrated into formal schooling at the secondary level. In the BLACE project, MADAM commissioned the construction of its own office space to fulfill its long term vision and promote the concept of sustainability. The building which has now been completed is located at Makambo, along the Makeni - Magburaka highway
Project no.2: Cassava Production and Processing Services (CAPPS) January-December 2015; involving the construction of cassava processing unit equipped with processing facilities, to enable farmers add value to their yield. With increased supply of cassava products, MADAM worked with communities to access markets to sell their products which increased their income earning capacity. Project no.3: Promoting Agro Businesses (PABS 2010-2013,2014-2016); this project is a follow up to the CAPPS. The project promoted the setting up of Farmer Based Organizations (FBOs) and supported them with planting materials, processing equipment, constructed stores and drying floors. Their capacities were enhanced through leadership training and business planning, financial education and value added chain. Also, the project linked farmers with markets and introduced them to Village Savings and Loan Associations (VSLA) scheme to promote the culture of savings using their own income. Project no.4: Sustainable Agricultural Development (SADEV)2009-2012; MADAM continued the promotion of agricultural development in communities in Koinadugu district, strengthening the aspect of value addition and building the capacity of Farmer Based organizations through organizational development initiatives. The element of advocacy was added to its operation to empower farmer groups and to link them to relevant support services. Project no. 5: Protestant Church and Development Services(EED); through its Seconded Personnel Programme, the project supported the setting up of a Youth Training and Service centre to ensure young people acquire skills in auto mechanics, catering and house-keeping. It was established to complement the effort of the government of Sierra Leone to reduce the unemployment rate among youth and to capacitate them to gain employment in established institutions or be self-employed. Project no. 6: Building Resilience and Community Engagement (BRACE); Like BLACE, BRACE continued with supporting farmers in the production of rice with a difference - the concept of Farmer Field Schools (FFS) was initiated, through which demonstration farms were established in communities. From these demonstration farms, farmers learnt variety of farming techniques to replicate knowledge and skills acquired on their own farms. Given the deplorable status at both national level and rural communities, the BLACE project incorporated a health component essentially focusing on disseminating information on healthy behavior and practices among individuals and communities. Income generating activities with particular emphasis on VSLA and advocacy formed part of this project. Project no.7: Community microfinance expansion Initiative (COMEIN) 2012-2014; with the successes scored with VSLA initiatives, 382 VSLA groups were established, supported with capacity building initiatives in basic financial management practices, and linking the VSLAs with formal financial institutions to access available financial services. Results:
In the short term, the projects accrued these achievements or immediate results:
• In existence are FBOs in many of the communities, promoting group farming that have established seed banks and embarking on fish farming. This achievement had laid a strong foundation for the formation of cooperatives, an enabling environment for business promotion among farmers,
• The organisation development and capacity building initiatives led to the promotion of other community initiatives, such as, improved community stores, community loan revolving funds among members of VSLA groups. These groups were maintained in most of the communities, which, to date, is benefitting its members as was narrated by one of the groups at Mathula, P**i Masabong chiefdom in the Bombali district: “we are proud of the VSLA which MADAM assisted us to establish. We can boast of Le20M, and equivalent of approximately US$3,000. It is from this savings that we pay fees for our children, and attend our medical bills, though we do pay back. The VSLA is a blessing to our community.”
• Hundreds of young people have gained employable skills and some have gained employment while others are self-employed.
• We have made a giant step towards the sustainability of the organisation, as we have our own office buildings, providing office space for our personnel.
• These innovative and creative initiatives have made our organisation to be recognized as a reliable partner within the NGO world in Sierra Leone by both national and international development actors. For the intermediate results:
• Prior to our interventions, communities worked as individuals to cultivate their plots and normally at very low scale, but with the culture of working together which has been inculcated within farming groups, they have been able to establish savings and secure seeds for cultivation;
• A significant number of the children are now accessing primary and secondary school education;
• Youth that have gone through training have gain employments and are now generating own income to take care of themselves and their families;
• Through the VSLA, money is available in communities that are easily accessible to meet priority needs like the education of school children and basic health needs;
• In existence are capacity building opportunities for youth and FBOs;
• It is safe to say the organization is well established with a conduscive working environment, including logistics and adequately qualified personnel. The repeated successes of the organization have resulted into building strong partnership with well-established international organizations, Including CARE International and Bread for the World. Within 2013 – 2015, the organization continued to build on the gains made in the previous years. MADAM identified and conducted a comprehensive assessment of farming groups in the Bombali and Tonkolili districts. The findings from the assessment resulted into the provision of additional agricultural support in the form of seed and non-seed inputs, including tools and equipment, cash crops and the construction of stores. Further capacity building packages were provided for the farmers associations and individuals. With the supplies and trainings, IVS were developed and aqua cultural activities and live stocking, particularly small ruminants like goats implemented. MADAM continued to create market linkages for the farmers in the form of providing market information on prices and locations, and feeder road rehabilitations. Further, Income generating activities through the provision of VSLA kits coupled with relevant trainings were conducted. MADAM had also contributed in the repair and maintenance of equipment of the ABCs within its operational communities. . Still complementing the efforts of other development actors, the organization continued with the training of both male and female youth in auto mechanics, auto electrical installation, welding, and catering and hotel business skills. The intervention enabled more young people to gain employment, while others became self–employed. As part of continuously enhancing its own income generating capacity, MADAM constructed an 8-bedroom guest house facility. Together with these facilities, the garage and others, it created income and the enabling environment for young people to gain practical knowledge through on the job training. The innovative approaches employed in its skills training component generated high demand from increased number of young people. In a bid to create awareness on the importance of tech/vocational, the organization championed the formation of the Network of Technical and Vocational Education Training (NETVET), comprising of other actors in this sector. The many interventions in agricultural development and education activities demanded the need for the streamlining of MADAM’s projects into two broad components: ACOL and YEED. Results
The immediate and intermediate results created from interventions within the period 2013 and 2015 were:
• Existence of recognized and visible farmers groups in the Tonkolili and Bombali districts through their registration with the relevant MDAs;
• Improved agronomic practices in line with seasonal farming calendars in operational communities;
• The establishment of seed banks for Farmers’ Associations and individuals in more communities, and improving financial literacy which increased farmers capability to save and access loans within their own communities;
• Created easy access to facilitate the marketing of farm produce leading to the reduction of farm gate marketing;
• Increased value addition to agricultural produce through the effective and efficient utilization of equipment and materials repaired, maintained or provided to communities;
• Created more linkages and collaboration with other partners;
• Availability of Community Disaster Preparedness Plans in Communities; and
• Existence of trained Community Disease Surveillance Groups. In the last two years, 2016 to date: MADAM continued to implement several projects all geared towards reinforcing gains made with the previous, and closing gaps in its intervention. Projects implemented were:
Project no 1: Epidemic Control and Reinforcement of Health Services (ECRHs); With the outbreak of the Ebola Virus Disease (EVD), the project was geared towards improving the health status of Sierra Leoneans in the Bombali and Koinadugu districts, in northern Sierra Leone. Specifically, the project work towards containing and stopping the EVD, stabilizing the health systems and strengthening resilience among the affected population. Project no. 2: Promoting Sustainable Agriculture and Vocational Education (PAVE); The 3 year project which is still ongoing is supporting 250 vulnerable farmers in 10 farmer based organizations in the 3 chiefdoms in Tonkolili district. It is geared towards increasing production and productivity of agricultural inputs and adding value to products. Also, it is supporting ten vulnerable and marginalized groups in the same 3 chiefdoms, Konike, Konike Barina and Tane with access to income through the village savings and loans schemes involving 250 farmers in ten communities. Project no.3: Pay No Bribe (PNB); it is an intervention that uses innovative reporting approaches for citizens’ to anonymously report incidents of petty corruption and bribery by calling the assigned hotlines - phone number (515), email, SMS, or through CSO partner organizations. The project makes provision for citizens’ safety through anonymous reporting of incidents of bribery and petty corruption in service delivery without fear of reprisals. It is designed to collect real time evidence on bribery and corruption in five key service sectors including, education, electricity, health, Police, Water and sanitation. Also, it involves providing useful database on petty corruption and bribery trends to support the work of the Anti-Corruption Commission (ACC). Ultimately, it is intended to empower citizens’ access to public services without any hindrance. Project no. 4: Rapid Ebola social Safety Network and Economic Recovery (RESSNER); it is part of the national recovery programme after the EVD outbreak to reduce or prevent negative coping mechanisms among extremely poor households by increasing immediate access to food, and at the same time, supporting local economic recovery in selected EVD impacted chiefdoms. It involves supporting 1,345 households in 5 chiefdoms in Bombali District - P**i Masabong, Makari Gbanti, Lebesaygahun, Saffroko Limba and Biriwa Limba - with unconditional cash transfers of thirty United States Dollars ($30) per month for increased access to food over a period of 7 months recovery period, and additional 7 months of fifteen (15) dollars for basic food consumption. Project no. 5: Women Economic Empowerment and Business Development (WEBDP); The intervention is targeting ten thousand (10,000) rural and semi-urban women in Sierra Leone, estimated to be about 70% of 900 VSLAs’ members established under a previous project. The targeted members are non-bankers with limited access to formal financial institutions, engaged in income generating activities without the entrepreneurship skills and knowledge that would help them to grow in their businesses. A one year pilot project, the intervention is being implemented in two districts in Northern Sierra Leone: four chiefdoms - Biriwa, Safroko, Libiesaygahun and Makarie Gbanti in Bombali District; and 3 chiefdoms - Tane, Gbonkolenken and Kunike Sanda in Tonkolili district. Project no. 6: Constructing and Equipping MADAM’s Skills Upgrading Centre; It involves the construction of a multi-purpose building with training rooms and a conference room for hundred people, equipped with modern facilities. Primarily, the building is to serve as a training center for graduates from MADAM’s skills training centres and graduates from other institutions with the desire to go into entrepreneurship in order to set up or expand their own business. Also, the centre is intended to cater for entrepreneurs or those with the ambition of becoming entrepreneurs but need the required and appropriate skills to enhance the development and growth of their business. The income generating component has been branded as ‘MADAM Nelis’ as a marketing strategy for the organization. Once completed, the facility will increase the number of trainee intake for the various skill training interventions. Generic Interventions: Internally, the organization is engaging the media to keep farmers abreast of information that will continuously enable them to improve on their farming activities in a professional manner, and also update other stakeholders and the wider public about its development interventions. Also, ongoing capacity building interventions for its personnel is continuing and increasingly embarking on advocacy and governance issues. For better organizational management and development, the Administrative and Finance units were separated and a Monitoring and Evaluation department established. Simultaneously, MADAM is improving on its coordination with Ministries, Departments and Agencies (MDAs) and other Non-Governmental Organizations (NGOs). Results
The emphasis on results has become a critical thrust in MADAM’s operations. Since 2015 to date, the organization has:
• Through its multiple and diverse interventions, improved the livelihood of 4,500 rural homes through the safety scheme under the RESSNER project;
• Through its engagement with the media, there is increased information about its operations and its income generating activities;
• Based on the demand and critical organizational needs, there has been a gradual increase in the number of personnel, creating employment for qualified and experienced Sierra Leoneans;
• In existence, are trained Career counselors in 20 piloted schools assisting young people to define a fulfilled career path;
• Capacity building has been done in competency based training pedagogy, marketing, and Training of Trainers in Life skills for the YEED team. This has led to improved training methodologies and outcome;
• There are resident skilled Community Health Workers, promoting and sustaining public health issues, such as acceptable hygiene health practices in communities.
• The established NETVET is being strengthened to reinforced messages among the public and other stakeholders on the importance of technical and vocational sector in national development.
• Awareness on bribery and corruption is being increased through the “Pay No Bribe Campaign” to ultimately reduce the incidence of corruption and improve on service delivery in the country.
• Continuously, relationship with MDAs, Private sector and Trade Union is being strengthened, creating formal linkages with private sector enterprises like TSR (a road construction company) which is creating jobs for graduates from the organization’s skill training centre.
03/10/2023
