SOULS RESCUE MISSIONS,

STRATEGIC PLAN 2022 –

2026
 Table of Contents
Acronyms....................................................................................................................4
1. INTRODUCTION....................................................................................................8
1.1. Strategic Planning Process..............................................................................8
1.2. Challenges Encountered.................................................................................8
2. SITUATIONAL ANALYSIS........................................................................................12
3.2. Types of Services/ministries in a Week............................................................12
3.3. Various Ministries ...........................................................................................13
3.4 Staffing at the srm............................................................................................13
3.5 Projects the SRM is currently supervising.........................................................14
3.8 Finance of the SRM...........................................................................................14
3.9 STAKEHOLDER ANALYSIS................................................................................14
3.10 SWOT (Strengths, Weaknesses, Opportunities and Threats) ANALYSIS)..........16
3. STRATEGIC DIRECTION........................................................................................18
4.1 VISION..............................................................................................................18
4.2 MISSION...........................................................................................................18
4.3 CORE VALUES.................................................................................................18
4.4 GOAL...............................................................................................................19
4.5 STRATEGIC OBJECTIVES................................................................................19
4.5.1.................................................................................................................C
ARRY OUT UNCOMPROMISING EVANGELISM IN AND OUTSIDE THE SRM AND
GROW ITS MEMBERSHIP.................................................................................19
4.5.2.................................................................................................................B
UILD A STRONG DISCIPLESHIP MINISTRY IN THE THROUGH TEACHING AND
MENTORSHIP...................................................................................................19
4.5.3.................................................................................................................B
UILD A STRONG COMPASSION MINISTRY THAT DEMONSTRATES AND
REFLECTS CHRISTIAN WITNESS.....................................................................20
4.5.4.................................................................................................................C
OOPERATE AND COLLABORATE WITH LIKE-MINDED CHURCHES,
INSTITUTIONS AND/OR ORGANISATIONS BOTH NATIONAL AND
INTERNATIONAL...............................................................................................20
4.5.5 STRENGTHEN THE INSTITUTIONAL CAPACITY...................................................20
4.5.6.................................................................................................................D
EVELOP AND MAINTAIN INFRASTRUCTURE, ONGOING PROJECTS AND NEW
INITIATIVES......................................................................................................20
 4.6 ASSUMPTIONS.................................................................................................20
4. IMPLEMENTATION OF THE STRATEGIC OBJECTIVES AND STRATEGIES............22
5. RECOMMENDATIONS............................................................................................39
6.1 MONITORING AND EVALUATION (M&E)...........................................................39
6.2 FINANCIAL SUSTAINABILITY............................................................................40
Acronyms
SRM Souls rescue missions
BSF Bible Study Fellowship
CDM Church Discipleship Ministry
DDT Database Development Team
IT Information Technology
M&E Monitoring and Evaluation
NSSF National Social Security Fund
SACCO Savings and Credit Co-operative
STREMIC Standing Resource Mobilisation and Investment
Committee SWOT Strength, Weaknesses, Opportunities, Threats
UGX Uganda Shillings
URA Uganda Revenue Authority

Forward
The last 2 years, we have seen a need to plan and be prepared as a church to
foster development and sustainability even when the church. This global
pandemic has opened the whole world not only the churches but all spheres to
learn how to do business in an unusual way.
Therefore, this 2022-2026 Strategic Plan under a well sought Vision; A Model
Church in a Christ Centred Ministry will make sure things are done in a model
way to demonstrate the power of the Gospel in transforming lives through
preaching, teaching, prayer and compassion.
During the last strategic plan, we have seen remarkable changes and
transformation within SRM which is attune to this one. Good examples are
spiritual transformation, the building of the new churches, filling leadership
gaps, church planting; community projects among others.
Nonetheless, over and above the achievements, the last year of the old strategic
plan opened our eyes to the new normal of conducting services without
physical people. It was strange in the beginning but thank God for
technology
advancement- we were able to reach you and we remained in fellowship.
Therefore, in this Strategic Plan, good strides to better the online church are
well thought and when implemented, they will put SRM on another level.
The SRM Ministries has revolved around pillars which are interlinked across
various ministries and thematic points. These are; Cell and Pastoral Care,
Compassion and Social services, Mission and Evangelism, Family Life, Prayer
and Intercession and Initiation Discipleship and Nurture Ministry. These
Ministries are key in building the Body of Christ so that it becomes strong and
nourished in accordance with Eph.4: 11-14. Through these pillars the
congregation has been built, encouraged to grow and reach out to the vilages
and the World and great achievements have been realized.

Apart from ensuring that the quality of services is strengthened, this Strategic
Plan seeks to develop a Christ-centeredness paradigm in order to ensure
growth in the spirituality of congregants. The plan gives special attention to
family (Children, Teens and Youth) who are a centre of focus for growth of the
church in the next several years.

Therefore we are optimistic that the next five years will be exciting and
challenging as the SRM expands scope in all spheres including establishment
of International Ministry through strategic networks and linkages. This plan
details how the desired outcomes will be achieved in the next five years with
clear Vision,

Mission and Strategic objectives supported by a comprehensive implementation

framework. With God’s guidance, all the proposals made in this document will
be realized.
On my own behalf and the entire leadership of SRM, I invite you to join us in
undertaking this great and noble assignment.

Thank you and God bless you.

AP. MUHUMUZA YONASI

Director/Founder
Kyegegwa

ACKNOWLEDGMENT
On my own behalf and on that of the SRM leadership, we thank God for giving
us the opportunity to serve him in our generation and to be part of the great
work He is doing in our time.

The SRM has come a long way since its inception in 2020. It has witnessed
tremendous growth with more than 5,000 members that worship at the true
God in different church services. The congregation is comprised of various
groups; Children, Youth, Teens, Seniors, Ruth Fellowship, Christian Women,
Young Marrieds among others.

We would have launched this Strategic Plan by the end of 2020 but we were
affected by Covid 19 pandemic. Nevertheless, we thank God for enabling us
reach this stage of another 5 year planning- running from 2021-2026.

Strategic planning has helped the SRM in setting Visions, Mission and
Strategic Objectives which ensure focus and consistency in Ministry. Strategic
planning translates peoples’ efforts from short-term into medium and long term
thinking which is vital for a forward looking organization. During the
development of this strategic plan, we got support from various stakeholders
who I would like to sincerely acknowledge and thank most sincerely for their
valuable input.

First, I wish to recognize the support provided by B.P Henry Wynn, AP. IVAN
KISAKYE for his continued leadership and direction and for the strong Ministry
Vision provided at the national level

Thank you for investing your valuable time and skills throughout the entire
process and for providing strategic insights that shaped the entire plan.

Finally we thank our able consultant, for their impeccable skills in the
development of strategic plans.
 1. INTRODUCTION
SOULS RESCUE MISSIONS(SRM) We are Christian mission organization based in Uganda
.
Africa This organization was founded in 2019 and was registered and incorporated on 11th
November 2020 under URSB registration No.80020002779609 ,And registration in NGO
Board is on going
 

1.1. Strategic Planning Process

Using a highly structured and participatory approach, the consultant

facilitated the planning process through a series of strategic planning meetings
held both online and physically to meet the agreed timelines. There was also a
strategic planning workshop/retreats from September 3 – 5, 2021 to ensure
concentration, buy in and ownership of the Strategic Plan.

Assignments were given to Council members, Senior Management and staff of

SRM divided in small groups. Reports from the groups were presented,
discussed, distilled and incorporated into the Strategic Plan draft.

The Consultant made a presentation the draft Strategic Plan to The Council
and Heads of Departments on the 12th November 2021 for their validation
input, participation and get a buy –in and support. Further comments and
inputs from the Council were incorporated into the final draft of the Strategic
Plan.

1.2. Challenges Encountered

While developing the Strategic plan, quite a number of challenges were

encountered including the time factor, having just come out of the Covid-19
lockdown and its effects.
The development of the plan, was also greatly affected by the fact that there
were new members of the Organization, who were still settling down to
understand the operations of the organization, and had just been inducted.

Most stakeholder meetings that had been planned, had limited attendance
because of the unavailability of the members concerned.

Furthermore, the meetings that were put in place to evaluate the previous
strategic plan, did not happen because of the unavailability of the people
concerned.

Besides these challenges, we by the grace of God, have been able to come up
with the document that will guide the way we do ministry in the next five years.
2. SITUATIONAL ANALYSIS
The SRM has grown both in structure and number. There is an increase in
Church Sunday services and ministry scope to cater for the growing and
dynamic congregation; the increase in ministry scope has resulted into a
multiplicity and simultaneous ministries; construction work of the new
CHURCHES is on-going at the same time there are a number of projects being
carried out, these include, SAFE WATER For ever community.

3.2. Types of Services

At the time of this strategic plan, services conducted in the churches during the
week were:
a. Holy Communion service
b. Worship starting
c. Youth service
d. Fellowship meetings
e. Bible Study:
f. Lunch Hour Prayer Fellowship
g. Overnight Prayer:
h. Baptisms:
i. Weddings as per arrangements
j. Funeral as per arrangement
3.3. Various Ministries at the SRM

a. Cell and Pastoral Care;

b. Compassion and Social services;
c. Mission and Evangelism;
d. Family Life Ministry
 Seniors
 Youth
 Children
 Young Marrieds Fellowship
 Christian Women
 Ruth Ministry
e. Prayer and Intercession
f. Discipleship
g. Counseling Ministry
h. Worship Arts Ministry

3.4 Staffing at the Cathedral

a. Full time, 5 in number

b. Non ordained staff, 8 in number
c. Nursery School Teachers, 4 in number
d. Volunteers 3
 3.5 Projects we are currently supervising

a. Safe water In every vilage

b. Child care programe
c. Church planting

3.6 Challenges facing the SRM

The major challenges facing the SRM include:

a. Lack of Staf facilities which raises the rent bills

b. Duplication of activities as a result of ministries tending to work
independently.
c. Competition from other Churches and false teachings
d. Weak Team Spirit and cohesion among major actors
e. Inadequate skills and knowledge among staff.

3.7 Finance of the SRM

At the time of writing this report, the main source of funds includes the following:
 Sunday offertories
 Tithes
 Thanksgiving
 Rent
 Weddings
 Special donations and contributions to SRM projects

The Average recurrent income and expenditure without projects is: monthly
income of UGX 17,000,000/= and expenditure of UGX 18,000,000/= resulting
into a surplus/deficit. UGX 1,000,000/=

3.8 STAKEHOLDER ANALYSIS

SN Name of Known What is Expected of What does SRM

stakeholder Stake SRM expect
1 Regular  Timely and  Active and full
attendees transparent flow of participation in SRM
information actives and
 Being nurtured programmes
 Spiritual leadership  Embracing
 Accountability salvation
  Sound Gospel and teaching
 Spiritual support
 Compassion
 Pastoral care
 Participation in
church activities
 Financial support
 Commitment to
church

2 SRM  Good pay and benefits  Achievement of

STAFF  Good working environment results
and facilities  Accountability
 Clear rules, policies,  Compliance
regulations and a good
flow of information
 Secure and conducive work
environment
 Motivation
 Spiritual nourishment

3 Government Compliance with government Conducive

laws Support gov’t programs environment

4 NSSF Compliance with the NSSF

Act
5 URA Compliance with tax
regulations
6 Media  Information and news  Propagating the
 Business and covering of gospel
events  Partnership in
 Accessibility Church projects
 Truth, honest and
accurate reporting
 Availability
7 Province Compliance Leadership

10 Evangelical Collaboration in the gospel Collaboration in the

Churches gospel
 3.9 SWOT (Strengths, Weaknesses, Opportunities and
Threats) ANALYSIS)
STRENGTHS
 Strategic Location
 Strong structured leadership
 Good ministry programs
 Average financial stability
 Positive public image
 Strong cell ministry
 Good reputation
 Accountability and
Transparency for funds
 Adoption of modern
Technologies
 Good security
OPPORTUNITIES
 High potential for ministry in
hospitals and schools
 Regular inflow of visitors
 Availability of Technology
 Availability of investments
opportunities
 Accessibility to Financial
Institutions
WEAKNESSES
 Bureaucratic tendencies
 Resistance to new ideas
 Poor record Management
 Personalization Ministry
 Segregation, it’s hard to penetrate into
another ministry.
 Commercialization of ministry
 Failure to implement ideas
 Lack of own media house
 Weak unity of purpose
 Slow in implementation of decision
THREATS
 COVID-19,and Ebola Pandemics and its
after math
 Competition from cults religious groups
 Harsh economic environment
 High unemployment
 Increasing insecurity
 3. STRATEGIC DIRECTION

4.1 VISION

Reaching the unreached in the world

4.2 MISSION

To share grace to the Unreached, Connect them and Equip them to further God’s
kingdom
 
4.3 CORE VALUES
 Guidance of the scriptures II Tim 3:16-17 “all scripture is inspired by
God and profitable for teaching, for reproof, for correction and for training
in righteousness that the man of God may be complete, equipped for every
good work (RSV).

We are all aware that the scriptures being God’s word are free of error.
Each one of us must believe in them; each one of us must be guided by
them in everything; each one of must not do anything that will contradict
Scripture; all of us must be sure that we are guided by the scriptures;
and, then together we shall glorify God.

 Dependency on the Holy Spirit Eph 4:11-13 “the gifts He gave

were that some would be apostles, some prophets, some evangelists and
some pastors and teachers, to equip the saints for the work of ministry for
building up the body of Christ (NRSV).

We are all dependent on the power of the Holy Spirit to serve God. Each
one of us has a spiritual gift from the Holy Spirit; each one of us must
use that spiritual gift to build up the saints; each one of us must learn
from the spiritual gifts others have; and, then together we shall glorify
God.

 Excellence Phil 4:8 “Finally, brethren, whatever is true, whatever

honourable, whatever is just, whatever is pure, whatever is lovely,
whatever is gracious, if there is any excellence, if there is anything worthy
of praise, think about these things (RSV)

We all must pursue excellence. Each one of us must show excellence in

whatever they do; each one of us must think about excellence in our
work; each one of us must give excellence to others; each one of us must
expect excellence from others; and, then together we shall glorify God.
  Transparent Stewardship I Cor 4:2 – “moreover it is required in
stewards that they be found trustworthy (RSV).

We are all stewards of God. Each one of us must be faithful; each one of
us must be accountable in all things; each one of us must be open and
transparent; and, then together as a church we shall glorify God.

 Belonging together Acts 2:44 “All believers were together and had
everything in common (NIV).

We are all children of God. We belong together; we depend on one

another; we work together, and, then together we glorify God.

4.4 STRATEGIC CHOICE or THE OVER RIDING GOAL:

Evangelical Positioning of the Souls Rescue Ministries.

4.5 STRATEGIC OBJECTIVES AND STRATEGIES

Strategic Objective with Strategies per objective:

4.5.1 CARRY OUT UNCOMPROMISING EVANGELISM IN AND OUTSIDE THE

SRM AND GROW ITS MEMBERSHIP
a. Institutional and mass evangelism
b. Internal Churches evangelism
c. Acquire equipment and evangelism facilities
d. Establish a pool of evangelists and counselors
e. Establish in-reach and out-reach evangelism programs

4.5.2 BUILD A STRONG DISCIPLESHIP MINISTRY THROUGH TEACHING

AND MENTORSHIP
a. Establish preaching and teaching programs to meet the
spiritual needs of the members.
b. Establish a pool of ministers (preachers, bible teachers,
counselors and mentors)
c. Streamline core values and Strategic Plan priorities to refresh
the ministers
d. Organise and coordinate SRM work under distinct
ministries for more effectiveness
4.5.3 BUILD A STRONG COMPASSION MINISTRY THAT DEMONSTRATES AND
REFLECTS CHRISTIAN WITNESS OF THE SRM

a. Establish effective compassion teams and equip them

b. Determine compassion packages for different situations
c. Determine the various areas, individuals, homes and/or
institutions which will be the objects of compassion

4.5.4 COOPERATE AND COLLABORATE WITH LIKE-MINDED CHURCHES,

INSTITUTIONS AND/OR ORGANISATIONS BOTH NATIONAL AND
INTERNATIONAL

a. Establish criteria and profile for cooperation and coordination

b. Set up a special desk for this

4.5.5 STRENGTHEN THE INSTITUTIONAL CAPACITY OF THE SRM

a. Determine an appropriate structure to implement this strategy
b. Put in place appropriate policies and systems
c. Strengthen the use of Technology to cater for the changing
times and needs.
d. Strengthen and coordinate music ministry and make it more
effective and responsive to the growing need.

4.5.6 DEVELOP AND MAINTAIN INFRASTRUCTURE, ONGOING PROJECTS

AND NEW INITIATIVES
a. Establish baseline data of what exists at the inception of the
Strategic Plan covering: Seats and other furniture, buildings
and tents, Car Parking, on-going projects and any other.
b. Set up an appropriate committee to coordinate infrastructure
and project development
c. Determine how the different infrastructure will be utilized

4.6 ASSUMPTIONS
a. Orientation to this strategic plan will be given to the Council, and Staff
of SRM and to all other key players and leaders of various ministries in
the Organization

b. Ministry will be based on the empowerment by the Holy Spirit,

individuals will be utilized in relation to their spiritual gifts
c. All key players will be committed to successful implementation of the
Strategic Plan

d. Baseline data, against which transformation will be measured in all

aspects of the SRM, will be established
 4. IMPLEMENTATION OF THE STRATEGIC OBJECTIVES AND STRATEGIES

OBJECTIVE 1: CARRY OUT UNCOMPROMISING EVANGELISM IN AND OUTSIDE THE

SRM AND GROW ITS MEMBERSHIP
STRATEGY 1.1: Engage in Institutional and Mass Evangelism
SN Activity Output Indicator Time Responsible BUDGET
frame person
e
1 Carry out Demarcation of the  Mappin g June leader incharge
mapping of the parish into report 2022 of Mission and 5,000,000
areas to evangelism zones  Evange Evangelism
determine where lism
evangelism designa
should be ted areas
carried out
2 Establish Contact persons  Names of June person in 2,000,000
necessary contacts and contact 2022 charge of
and obtain details known person s Mission and
permission as  Permits Evangelism
may be necessary obtained

3 Plan and hold Evangelistic Reports/re Quarterly person in 50,000,000

regular Meetings or cords of the charge of
evangelistic Rallies event Mission and
events Evangelism

4 Roll out  Regular  Adverts On going person in 5,000,000

evangelism evangelism and charge of
programs events notices Mission and
 Register  Evange Evangelism
people who lism
accept event
Christ records

Sub-total
STRATEGY 1.2 Internal Evangelism
SN Activity Output Indicator Time Responsible BUDGET
frame e person
1 Designate Special  Notices Jan director 1,000,000/
evangelism evangelism  Record 2022 =
Sunday services Sunday of
established meeting
STRATEGY 1.3: Acquire equipment and evangelism facilities

SN Activity Output Indicator Time Responsib BUDGET

frame l e person
1 Carry out a Equipment and Assessment March 5,000,000
needs facilities report 2022 Manage
assessment of for evangelism r
equipment and established and
facilities known
needed for
evangelism
2 Procure Equipment and Invoices and June Manage 2,000,000,000
equipment and facilities in receipts of 2022 r
facilities as place procured
may be equipment
required and
facilities

3 Identify Operators and  List of April Manage

operators and maintenance names 2022 r 100,000,000
maintenance teams in place of
4 Assign Name of the in- Letter of April Manage 2,000,000
someone to be charge assignment 2022 r
in charge of
the equipment
and
facilities
5 Train the Skills acquired  Training July manage 50,000,000
operators and materials 2022 r
maintenance  List of
teams participa
ntants
Subtotal 2,157,000,00
0
STRATEGY 1.4:: Establish a pool of evangelists and counselors
SN Activity Output Indicator Timefram Responsibl BUDGET
e e person
1 Identify people full Evangelism Lists of March director
of the Holy Spirit teams in those 2022
and relevant place identified
spiritual gifts
as may be
appropriate

2 Develop a Curriculum in Written March Priest in 5,000,000

curriculum for place curriculum 2022 charge of
training of Mission and
evangelists and Evangelism
counselors
4 Evaluate the Evangelism Evaluation Quarterly Assistant
ministers and impact reports director 50,000,000
their ministry known
Subtotal
105,000,00
0
STRATEGY1. 5: Establish in-reach and out-reach evangelism programs

S/No Activity Output Indicator Time Responsibili Budget

frame ty Center

1 Identify key Gospel needs List of On going person in 5,000,000

parishioners who among individual names of charge
need to be in- parishioners parishioner s for Home cell
reached with established direct evangelism and
the Pastoral
Gospel and care
visit them
2 Plan and carry Patients mRecorded On going person in 10,000,000
out outreaches physically e responses of charge
to hospitals to /virtually t those visited Home cell
share the evangelized and
gospel with Pastoral
patients on a care
one 2 one

3 Plan and carry Visit Names of On going person in 50,000,000

outout reaches programmes institutions and charge of
to institutions people Missions
for the purpose visited and
of sharing Evangelism
the
gospel
4 Develop tracts Availability ofTracts and On going person in 30,000,000
and follow-up follow-up other materials charge of
materials which materials for follow-up Missions
could be left and
with the people Evangelism
visited
5 Plan follow-up to People Growing On going person in 20,000,000
those who are encouraged and responses fromin charge of
visited and reach/out- reach Cell and
positively programme s pastoral
respond care
Subtotal 115,000,
OBJECTIVE 2: BUILD A STRONG DISCIPLESHIP MINISTRY IN THE SRM
THROUGH TEACHING AND MENTORSHIP
STRATEGY 2.1: Establish a pictorial baseline data of all members and maintain updated
register
SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET
AME IBILITY
CENTER
1 Review current Status quo Review January Communica 3,000,000
membership data established Report 2022 tions
and processes Report

2 Identify members Team in place Appointme April DIRECTOR 0

and appoint a nt letter 2022
Database
Development Team
(DDT)

3 Meet with the team Developed Functional April DIRECTOR 1,000,000

and give them database database 2022
orientation of
the database

Subtotal 5,000,000
3 Roll out Preaching and Sermons On- Assistant
preaching teaching going Provost 0
and teaching carried out
programs
4 Carry out Evaluation Evaluation Quarter Provost 7,500,000
quarterly report report ly
evaluation of Action plan
preaching
and teaching.
Subtotal 57,500,000
STRATEGY 2.3: Establish a pool of ministers (preachers, bible teachers,
counselors and mentors)
SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET
AME IBILITY
CENTER
1 Identify A pool of Lists of Review director 0
people full of ministers in ministers the list
the Holy place identified quarterl
Spirit and y
relevant
spiritual gifts
as may be
appropriate
2 Develop a Developed Functional June director
curriculum Curriculum curriculum 2022 5,000,000
for ministers’
training
3 Groom and Training Training On director
train events reports going 20,000,00
ministers 0
4 Commission Commissionin List of July director
the g service participatio 2022 500,000
ministers. n of the
ministers
5 Evaluate Evaluation  Evaluati Bi- director 0
ministers report on annuall
performance report y
regularly  Action
plan
Subtotal 25,500,000
STRATEGY 2.4: Streamline core values and Strategic Plan priorities to refresh
the ministers
SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET
AME IBILITY
CENTER
1 Launching Communicatio Launch Nov Provost 8,000,000
the strategic n of the program 2021
plan strategic plan
2 Develop an Abridged Flyers, March Commun 2,000,000
abridged version banners & 2022 ications
version(s) of digital
the strategic media
plan
3 Train & Workshops & Training Bi director 7,000,000
orient the seminars reports annuall
leaders at Attendance y
various lists
levels.
4 Align Compliance Ministry January director 5,000,000
ministry with the reports and 2022
plans and strategic plan work plans
reports to the
Strategic
Plan
Subtotal 22,000,00
0
STRATEGY 2.5: Organize and coordinate SRM work under distinct ministries for more
effectiveness
SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET
AME IBILITY
CENTER
1 Review and rationalize Challenges/ Review reports Q3 director 1,000,000
the existing ministries overlaps/gaps
for more effectiveness. identified

2 Harmonize the  Harmonize d  Harmonization Q4 director 2,000,000

ministries based on ministry groups report
the review
 Overlaps and  Names of the
gaps removed harmon ized
ministry
groups

3 Implementation on Effective Functional structure January director 1,000,000

of the ministries 2023
harmonized
structure
4 Select leaders for Ministry group Names of January Provost 500,000
various ministry leaders in place ministry group 2023
groups leaders
5 Develop a Planning  List of the January Provost 10,000,000
master program for meeting people meeting 2023
the Cathedral to which
the ministry groups  Ministry Master
must fit Progra m
(MMP)
Subtotal 14,500,00
0
OBJECTIVE 3: BUILD A STRONG COMPASSION MINISTRY THAT DEMONSTRATES AND
REFLECTS CHRISTIAN WITNESS
SN Activity Output Indicator Timefra Responsi Budget
me
ble
person
1 Develop criteria Selection Agreed upon January person in 150,000
for criteria selection criteria 2023 charge of
selection of Compass
Compassion ion
Team members
2 Identify individuals Teams in place Appointme nt letters On person in
who meet the selection going charge of 0
criteria and Compass
appoint team ion
members
4 Orient teams for the d. Orientation f. Orientat ion Q1 person in 1,000,000
task seminar material s 2023 charge of
Compass
e. Teams g. List of ion
understand their particip ants
tasks in the
orientat ion
 Elect team Team leaders and  Teams are On person in
leaders and coordinators in place effective and going charge of 0
compassion have harmony Compass ion
coordinators  Names of
leaders and
coordin ators

5 Establish and Team needs Functional teams Q4 person in 3,000,000

acquire necessary met 2022 charge of
facilities/req Compass ion
uirements
needed to
equip teams

6 Carry out  Compassio n  List of On person in 100,000,00

compassion visits homes visited going charge of
ministry Compass ion 0
 Compas sion
team reports

Subtotal 104,150,000
Strategy 3.2: Determine compassion packages for different situations
# ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET
AME IBILITY
CENTER
1 Compile a list Compassion List of Q4 2022 person in
of possible components/ite compassion charge of 0
Compass ion
ingredients/co ms known ingredients/
mponents of components
compassion
2 Develop Compassion A list of contents Q4 2022 person in 7,500,000
different packages per category charge of
Compass ion
categories/pac
kages for
different
situations and
homes
SUBTOTAL
Strategy 3.3: Determine the various areas, individuals, homes and/or institutions which will be the objects of
compassion
SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS IBLE BUDGET
AME PERSON

1 Carry out Knowledge about Mapping Q3 2022 person in charge 5,000,000

mapping of the homes record/repo rt of Compass ion
Cathedral parish and and institutions
do zoning for
purposes of
compassion ministry

2 Assess Needs of each Assessment report Q3 2022 person in charge 2,000,000

compassion needs compassion of Compass ion
zone area
established
3 Match the Fairness in Reports Q3 2022 person in charge 2,000,000
categories in strategy dispensing of Compass ion
2 with homes or compassion
institutions for ease
of
administration of
compassion

4 Allocate different Each team knows Home s/institutions Q4 2022 person in charge 100,000
areas and where to go and serve d more of Compass ion
homes/institu tions what to take effectively
to teams
5 Establish a Revolving Fund Revolving Fund Q 2 2023 Compassion 30,000,000
Compassion operating
livelihood revolving
Fund to support the
needs of the
People.
subtotal
OBJECTIVE 4: COOPERATE AND COLLABORATE WITH LIKE-MINDED CHURCHES, INSTITUTIONS AND/OR
ORGANISATIONS BOTH NATIONAL AND INTERNATIONAL

STRATEGY 4.1: Create a position on the structure and set up a special desk for this

SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONSIBL BUDGET

AME E PERSON

1 Create a position on Position title Organizatio Q1 2023 director 0

the n
structure
structure
2 Develop a clear job Job description Written job Q1 2023 director 0
description description
3 Fill the New staff Appointment Q1 2023 director 40,000,00
position t letter 0
4 Orient the new staff Understanding of Orientation Q1 2023 director 0
and assign him/her work by new staff material
the
work
and
program
me

Subtotal 40,000,000
STRATEGY 4.2: Determine organisations, churches and institutions to
collaborate and coordinate with
SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET
AME IBILITY
CENTER
1 Develop Collaboration Collaboratio Q2 2022 director 0
criteria for criteria n criteria
collaboration
2 Enter a formal Memorandum Discussions Signed On going director 1,000,000
of Understanding (MOU) with MOUs
with
collaborators
Collaborating
organizations

3 Collaborate and coordinate Collaboration Names of On going director 55,000,000

with other activities collaboratin
organizations, churches
and institutions and/or g
programmes organisation
s, churches
and
institutions

Subtotal 56,000,000
Objective 5: STRENGTHEN THE INSTITUTIONAL CAPACITY OF SRM

Strategy 5.1 Determine an appropriate structure to implement this strategy

SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET
AME IBILITY
CENTER
1 Studythe Strategic plan to Structural needs Documented Q1 2022 director 0
determine structural identified structural
issues for needs
rationalization

2 Review the Revised Revised Q2 2022 director 1,000,000

organizational structure organization organization
and incorporate structure structure
new positions

3 Review Job Position Position Q3 2022 director 500,000

descriptions and define descriptions descriptions
new positions on the written
revised
structure

4 Communicate and Circulars and Revised Q4 2022 director 5,000,000

circulate records of structure on
the revised meetings notice
5 Fill new The revised Appointmen Q4 HRM 100,000,000
positions and/or relieve staff structure staffed t/terminatio n
who do not appear on the letters
revised structure

Subtotal 106,500,00
0
Strategy 5.2: Put in place appropriate policies and systems
SN ACTIVITY OUTPUT INDICATOR TIME RESPONS BUDGET
FR AME
IBILITY
CENTER
1 Study the Extent of need of List of areas where Q3 2022 HRM 1,000,000
Strategic plan policy established policy/policy
and identify guidelines are
areas where needed
policies
/policy guidelines
should be
develop

2 Assess and Policy gaps Documented policy Q3 2022 HRM 1,000,000

identify policy identified gaps
gaps in
existing policies
and
identify new
policy areas

3 Review existing Policy review Policy review Q1 2023 HRM 1,000,000

policies and meetings records and
write new policies reports
to close the policy
gaps

4 Publish and Policies known Key actors have Q1 2023 director 10,000,000
communicate and appreciated copies of
developed policies policies
as which concern
required them

4 Ensure compliance Policies complied Reflected in work, On-going director 2,000,000

and adherence to with reports and
policy in feedback

SUBTOTAL
Strategy 5.3: Strengthen the use of Technology to cater for the changing times and needs SRM

SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET

AME IBILITY
CENTER

1 Assess the scope of uses Various uses Assessment Q1 2022 director 0

of IT in the determined/ide report
SRM ntified

2 Identify the different Types of List of types of Q1 2022 director 1,000,000

types of technology technology technology
needs needed used in and
by the
Cathedral

3 Differentiate technology Critical Stud y report Q1 2022 director 1,000,000

that can be technology Functional ity
accessed from outside established of techn ology
from technology
that must be acquired
internally

4 Assign a Technology Assignment Q2 2022 director 150,000,000

coordinator Coordinator in letter
place
5 Procure technology that Technology in Invoices and Q2 2022 director 100,000,000
must be place receipts
acquire

6 IT utilization policy Policy Policy Q2 2022 HRM 5,000,000

guidelines guidelines guidelines

7 Carry out reviews in the New technology Review Bi - director 1,000,000

light of change in and new uses reports annually
technology and changes determined and
in known
use or need

Subtotal 258,000,00

Strategy 5.4: Strengthen and coordinate music ministry and make it more
responsive to the growing needs SRM
SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET
AME IBILITY
CENTER
1 Assess the Different ministries Various music On going Assistant
need and which require needs Provost 5,000,000
music documented
scope for
established
music in ministry

2 Determine how Music capacity Variety of On going Assistant

various developed music Provost 5,000,000
needs can be met developed

3 Identify music instruments List of music List of Q1 2022 Music

and equipment needed instruments and music Director 250,000
equipment instruments
and
equipment

4 Establish organize and Number of Choirs Reports and Q2 2022 Music 20,000,000
operate Choirs and / Artists feedback Director
and /or Artists

5 Develop Policy Guidelines Policy Policy Q1 2022 director 0

to cover guidelines guidelines
volunteers joining Choirs
and team of Artists, how
choirs will function
and the use
of music
instruments
and equipment

5 Assign a Music Coordinator Assignment Q2 2022 director 5,000,000

Coordinator of the Music in letter
Ministry and Performing place
Artists

6 Carry out regular Music Review On going director 50,000,000

reviews on the effectiveness reports
effectiveness of established
music in the
Cathedral

Subtotal 85,250,000

OBJECTIVE 6: DEVELOP AND MAINTAIN INFRASTRUCTURE, ONGOING PROJECTS AND NEW

INITIATIVES
STRATEGY 6.1: Establish baseline data of what exists at the inception of the Strategic Plan including but
not limited to: Seats and other furniture, buildings and tents, Car Parking, on-going projects

# ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET

AME IBILITY
CENTER

1 Develop Terms of Terms of reference Terms of Q1 2022 Manager 25,000,000

reference for survey of reference
existing
infrastructure and
projects

2 Develop survey Survey Survey Q1 2022 Manager 10,000,000

instruments instruments instruments
used
3 Assign the activity to a Team or person in Assignment Q1 2022 Manager 18,000,000
person or team place letter(s)
of individuals

4 Carry out the Baseline Information List of Q2 2022 Manager 50,000,000

survey obtained respondents
or reference
documents
5 Analyse and categorise Baseline of Baseline Q3 2022 Manager 5,000,000
the ensuing data different items lists
established and
known

6 Develop database Up to date Actual Q3 2022 Manager 25,000,000

and update Database physical
regularly location of
the
database

7 Assign a person A Database in- Functional Q4 2022 Manager 150,000,000

to be in charge and charge in place Database
manage the database managed
and
serviceable

Subtotal 283,000,00
0
STRATEGY 6.2: Set up an appropriate committee to coordinate infrastructure
and project development
# ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET
AME IBILITY
CENTER

1 Establish Established List of Q3 2022 director 0

qualifications of qualifications of qualification s
members to be committee
on the members
committee
2 Identify names of Committee in place List of names Q3 2022 director 0
individuals and Appointment
appoint them to letters
the committee

4 Develop Terms of Committee ToRs in Written Q3 2022 director 0

Reference place Terms of
for the committee Reference

5 Launch the Committee Launch Q3 2022 director 500,000

committee
commences its materials and
work records
Subtotal 500,000

STRATEGY 6.3: Determine how the different infrastructure will be utilized

SN ACTIVITY OUTPUT INDICATOR TIMEFR RESPONS BUDGET
AME IBILITY
CENTER
1 Develop maintenance People empowered Written policy Q2 2022 Manager 20,000,000
policy to and
know what to do communication
to users

2 Develop service - do - - do - Q2 2022 Manager 20,000,000

policy for
items which
require
regular servicing

3 Develop utilization - do do Q3 2022 Manager 20,000,000

policy for the
different items

4 Assign some body or Someone takes Assignment Q3 2022 Manager 150,000,000

people to be in charge of responsibility letter or
the different minute of a
items meeting

Subtotal 210,000,00
0
Grand 4,493,080,
Total 000
5. RECOMMENDATIONS

The two recommendations below are made in order to help in the

implementation of this Strategic Plan. These two crosscutting issues are key to
the success of the SRMl which are so critical that they need to be taken care of
and addressed, these are:

6.1 MONITORING AND EVALUATION (M&E)

Monitoring and evaluation is a key and critical component to implementation of

any plan or programme. The purpose is to track the progress made in
implementation; to ensure the plan remains on course; to quickly identify
challenges/difficulties and take corrective action; and, to generate information
and evidence for decision making. The SRM may assess whether it has the
capacity to implement a comprehensive M&E system with an M&E focal
person. However, if this is not possible the following steps are recommended as
the Strategic Plan is rolled out:

 Operationalizing the strategic plan through annual work plans with clear
targets and indicators as follows:

o In-put indicators such as time, money, materials, and persons

among others.
o Out-put indicators such as coverage, level of utilization, results
and quality among others.
o Out-comes and impacts of the programme /plan. To sum this up
work plans should have input indicators, output indicators and
outcomes or expected impacts

 Periodic reports should be generated by all actors at different levels to

their supervisors.

o Reports can be monthly, quarterly, bi-annual or annual. They

capture progress to-date of implementation of the annual work
plan, achievements made, challenges met and how those
challenges were resolved or what needs to be done to overcome
them.
o Reports, when made, should be analysed to identify required
action as mentioned in the opening paragraph. At the end of the
year, they are aggregated into an annual report.

 Midterm review to be undertaken midway of implementation of the

Strategic Plan and the results of the review can be used to make
adjustments to the overall plan
  End of term evaluation to be carried out at the end of the plan this will
capture outcomes and impacts created as well as lessons learnt to be
built on in the next phase of planning.

6.2 FINANCIAL SUSTAINABILITY

The SRM, like any other organization, must be concerned with the issues of
financial sustainability, thus, it should be able to generate enough money for
its recurrent expenditure as well as for capital and development expenditure. In
this recommendation, we look at both and make suggestions how to approach
both of them. So far, from information available the SRM is able to meet its
recurrent expenditure from tithes, offertory and other weekly collections. Using
average pre-COVID figures the SRM collects UGX …………… and spends UGX
……………….. leaving a surplus of UGX ……………. This amount is not
adequate for the SRM capital and development expenditure. Therefore, appeals
and special collections have to be made from time to time, something which
creates fatigue among the Members and makes the ministers appear like
‘beggars and money-minded.’ This ought to stop if the srm is going to be a
model Church/organization.

 Financing this strategic plan

Much of the activities in this Strategic Plan will be carried out under the
recurrent expenditure and others will be undertaken by volunteers.
However, there are tasks which may require consultants and
procurement under special arrangements. These will need special
funding. Fortunately, most of them are within the first year of
implementation. srm can make an appeal to its partners for funding on
the strength of the Strategic Plan itself.

 Projects (needs a resource mobilization policy)

Some of the challenges mentioned in the plan include limited number of

persons and other staff housing. At the same time the head offices has
on- going projects in vilages, church construction and furnishing, and
the need for other projects and compassion ministry.

It is recommended that a Resource Mobilisation Policy and a Resource

Mobilisation Strategy be developed based on both the srm core values
and the Christian values to ensure that such values are not
compromised and that resources can be mobilized in a consistent
manner rather than being done haphazardly.

 Investments (needs an investment policy)

 In addition to the above policies, it is recommended that an Investment
Policy be developed; and, Investment opportunities identified and
explored. That most of the time as will be determined by policy, surplus
funds be invested to generate additional income for the Cathedral.
Investments should be a set as goal to be achieved in certain periods of
time. Projects should be financed through grants or donations while
investments should be made from the srm’s surplus.

It is therefore recommended that there should be a Standing Resource

Mobilization and Investment Committee (STREMIC)

 Teaching

Amongst the teaching areas to be undertaken, giving should be

emphasized early in implementation of the strategic plan. Parishioners
should be made to know or understand the financial needs and goals of
the srm. With proper teaching, not trying to manipulate people or
misrepresent facts. There is high potential in the srml to generate
enough money both recurrent and capital development needs. That
potential should be exploited.