A MESSAGE FROM THE BOARD CHAIRPERSON

HADEO has continued to play a big role in supporting functional adult literacy (FAL) classes and farmer groups, Human Rights promotion and protection, financial literacy in Teso sub region and beyond. The Board sincerely appreciates the generous financial, moral and technical support from all our partners over the time with us, that enabled HADEO and its partners achieve the objectives in the implementation of her planned interventions.

Going into the future, HADEO sees greater opportunities for improved collaboration, joint partnership strategizing and coming up with new or diversified actions, joint setting of objectives and networking among coalition partners, Local governments, Local communities, national, regional and international NGOs and CBOs in Teso and other regions of the country. This will strengthen our lobby and advocacy for common and pertinent issues and concerns affecting our people and also forge a way for eliminating challenges that have not been attended to while adhering to recommendations put forward in this report.

As a Board we shall remain committed to our roles, organizational values to ensure implementation of planned interventions, continue guiding staff and ensure making of other organizational policies that shall create harmony with a peaceful society in which FAL and farmer groups are supported, protected and promoted. The board will also continue giving a helping hand to the technical arm of the organization in soliciting for more funding partners who may broaden the financial resource base of this organization and her other collaborating partners. This shall increase the impacts of the planned interventions that shall certainly give results if the organization is kept financially stable.

It is my hope that together we shall strive to sustain the organization and work towards achieving the sustainable goals that this organization and partners are working for to change the lives of the most vulnerable communities in our region.

Let us move forwards and never backwards, I say this for the good of our people.

Once again we thank you all.

Rev. Angiro John Robert

Chairperson Board of Directors

A WORD FROM THE MANAGER HADEO

HADEO has been at the forefront in improving livelihoods of women and the youth in Teso sub regions. The organization has over a time strengthened capacities of rural women and youth in modern farming practices, functional adult literacy, conflict resolution processes, financial literacy and demanding for their rights in accessing service delivery through lobby and advocacy in the hard to reach activities.

I would like to appreciate HADEFO Netherlands our development partners for the financial, moral and technical support, the Board members offering their parental guidance and the government stakeholders for their inevitable support that enabled us to achieve our dreams, in making this year a memorable year with notable actions that make us visible in our areas of operation, nationally and globally. We pledge to strive with our efforts and dedication to continue working to cause change in the lives of our target community with your continued support and cooperation.

Inspired by an understanding of peace as a developmental issue that entails joint efforts from government of Uganda, HADEO has continued to collaborate with different stakeholders like the district leaders, liaising with light minded NGOs, Faith based Institutions and duty bearers alongside rights holders in search for sustainable growth of the communities.

Worth mentioning are the staff members for their tireless work throughout the year that has enabled their commendable contributions towards the production of this report. It’s now my pleasure on behalf of HOPE AGAIN DEVELOPMENT ORGANISATION (HADEO) and on my own behalf to present to you the 2023 Annual Narrative Report for which is a synthesis of the organization’s projects and programs interventions, successes, challenges and recommendations.

Odongo James

Manager HADEO

Introduction;

HOPE AGAIN DEVELOPMENT ORGANIZATION (HADEO) is a registered nongovernmental and nonpartisan organization founded in 2014 to address the unique issues and challenges faced by farmers, youth, and women during the region’s age-long Karamojong cattle rustling and subsequent uprisings and insurgencies of Joseph Kony that lasted more than two decades.

HADEO launched an effort to increase functional adult literacy, farmers’ financial literacy and contemporary agriculture methods. HADEO engaged 900 rural farmers in the Teso regions into FAL and VSLA farmer groups that were trained in contemporary agricultural practices, VSLA financial literacy, conflict resolution, peace building procedures, and human rights.

Activities implemented

The year went on well HADEO, managed to carry out all the activities here in the office as per the organization work plan for the year 2023 though there were some challenges but; we thank God Almighty for the good health, guidance and protection throughout the year.

Below are some of the activities that were carried out in the year 2023.

• Training of LC1s and group executives in both Soroti and in Ngora.
• Loan disbursement in Soroti and Ngora.
• Recruitment of new members and formation of New FAL cluster groups in Soroti and Ngora districts.
• Follow – up on client’s performance in Soroti and in Ngora

Training of LC1s and group executives in both Soroti and in Ngora.

We conducted a training of 29 LC1s in the districts of Ngora and Soroti. The training was to empower the local councilors on Entrepreneurship and Sacco formation. The organization partnered with Local districts leadership who mobilized the LCs. The training was conducted by the District Commercial Officer of Soroti District and Ngora and was officiated by the Resident City Commissioner of Soroti City alongside the City Community Development Officer in Soroti and the LCV of Ngora district and the Agricultural Officer of Ngora district and our own Project Patron Army Decker. The training also aimed at bringing in the LC1s of the areas where these groups are located into the Organization as they are Government bodies that help in the signing of forms that are given to the clients. There was need for the LC1 to be aware of the project’s activities in their area of service. The feedback from the trainees was positive and the districts officials pledged to support with technical services.

Project Patron witnessing the training             District Commercial Officer facilitating training            

VSLA Loan disbursement in Soroti and Ngora

Throughout the year UGX: 136,500,000/= was approved and disbursed to the total of 21 groups Ngora and 9 groups in Soroti. Each group has between 25 to 30 members with 70% of members are females. To ease the work and for easy recovery of funds the groups is further sub divided to 6 members.   We disbursed loans worth UGX 136,500,000/= to the groups of Soroti and Ngora with an expected interest of UGX 20,934,000/=. The team managed to recover loans + interest amounting to UGX 75,451,000/= according to the receipts received by the office and a balance of loans + interest of UGX 81,983,000/= is yet to be paid back by our clients with an expected interest of UGX 20,934,000/=. We recovered loans + interest amounting to 75,451,000/= according to the receipts received by the office and a balance of loans + interest of 81,983,000/= yet to be paid back by our clients.

Training session with women on VSLA management approaches

The table below shows all the breakdown of loans as per loan cycles.

Soroti Loan disbursement record for the year 2023 – 2024.

Loan cycle	No. of groups	Loan period	Loan amount	Interest
One	05	3 months	10,500,000	945,000
Two	09	4 months	37,200,000	4,464,000
Three	08	5 months	36,900,000	5,535,000
Four	05	6 months	30,300,000	5,454,000
Five	01	7 months	21,600,000	4,536,000
Total			136,500,000	20,934,000

We also received shares worth 4,660,000/= from Soroti groups for the loan cycles taken as seen from the table below.

Soroti share payment record for the year 2023.

GROUP NAME	NO. OF MEMBERS	LOAN CYCLE	NO. OF SHARE PER CYCLE	RATE PER CYCLE	AMOUNT
Oderai A, B, C	18	04	04	40,000	720,000
Opuyo C	03	04	04	40,000	120,000
Opuyo A, B	11	03	03	30,000	330,000
Otatai A, B	08	03	03	30,000	240,000
Omodoi A, B, C	17	03	03	30,000	510,000
Acetgwen C	06	03	03	30,000	180,000
Opiyai A, B	09	02	02	20,000	180,000
Oderai D	06	02	02	20,000	120,000
Otatai E,F	10	02	02	20,000	200,000
Otatai C	06	01	01	10,000	60,000
Oderai E, F	12	01	01	10,000	120,000
Otatai E,F	11	01	01	10,000	110,000
Omodoi E	06	01	01	10,000	60,000
Oderai D	06	03	03	30,000	180,000
Opiyai B group C	05	03	03	30,000	150,000
Oderai C	06	05	05	50,000	300,000
Oderai A	06	05	05	50,000	300,000
Oderai B	06	05	05	50,000	300,000
Acetgwen B	02	03	02	20,000	40,000
Acetgwen C	06	04	04	40,000	240,000
Opuyo group A	04	05	05	50,000	200,000
Total					4,660,000

We also registered and formed one new cluster group each from the groups of Otatai, Oderai and Omodoi and received 340,000/= from registration and membership as seen in the table below.

MEMBERSHIP /REGISTRATION PAYMENT DETAILS 2023.

Group	Cluster	No. of members	Amount paid	Balance
Oderai	E, F	12	120,000	Nil
Otatai	C, E,F	16	160,000	Nil
Omodoi	E	6	60,000	Nil
Total			340,000

We disbursed loans worth 78,800,000/= to the groups of Ngora with an expected interest of 9,333,000/=. We recovered loans + interest amounting to 20,773,000/= according to the receipts received by the office and a balance of loans + interest of 58,027,000/= yet to be paid back by our clients.

The table below shows all the breakdown of loans as per loan cycles.

Ngora Loan disbursement record for the year 2023 – 2024.

Loan cycle	No. of groups	Loan period	Loan amount	Interest
One	06	3 months	37,100,000	3,015,000
Two	03	4 months	16,200,000	1,944,000
Three	02	5 months	7,200,000	1,080,000
Four	01	6 months	18,300,000	3,294,000
Total			78,800,000	9,333,000

NGORA MEMBERSHIP/REGISTRATION PAYMENT SHEET FOR NEW MEMBERS 2023.

Group name	Number of members	Membership	Registration	Balance
Omaditok	04	20,000	20,000	NIL
Akarukei	06	30,000	30,000	NIL
Kadok B	24	120,000	120,000	NIL
MIDA	07	35,000	35,000	Nil
Akubui Pwds	10	50,000	50,000	Nil
Akubui Apol	15	75,000	75,000	Nil
Kamodokima farmers group	08	40,000	40,000	Nil
TOTAL	74	370,000	370,000

We also received shares worth 2,650,000/= from Ngora groups for the loan cycles taken as seen from the table below.

Ngora share payment record for the year 2023.

GROUP NAME	NO. OF MEMBERS	LOAN CYCLE	NO. OF SHARE PER CYCLE	RATE PER CYCLE	AMOUNT
Omaditok	14	02	02	20,000	280,000
Omaditok new cluster	04	01	01	10,000	40,000
Akarukei	04	03	03	30,000	120,000
Kadok B	72	01	01	10,000	720,000
MIDA	07	01	01	10,000	70,000
Akubui Pwds	10	01	01	10,000	100,000
Akubui Apol	15	01	01	10,000	150,000
Kamodokima farmers group	08	01	01	10,000	80,000
Angod	22	04	04	40,000	880,000
Aciisa 1	05	03	03	30,000	150,000
Aciisa 2	03	02	02	20,000	60,000
Total					2,650,000

We as HADEFO have assessed our groups in terms of their performance and commitment in loan repayment. We were able to identify the best performing groups in Soroti and the best performing groups were Oderai being the lead group, Opuyo group A, and Acetgwen group C are the best performing groups then the remaining groups have challenges in terms of loan repayment.

• Recruitment of new members and formation of New FAL cluster groups in Soroti and Ngora districts

HADEO identified 30 active groups from Soroti and Ngora district, some of which are enrolled for   FAL, HIV/AIDS, PWDs groups working on livelihood initiatives and advocating for problems affecting youth and women’s human rights.  In response to the need for synergy and collaboration in the areas of financial literacy and modern agriculture techniques and market linkages. The organization has continued to work in capacity building and monitoring operations with other local governments and non-governmental organizations. The targeted members are adults who are interested in learning. The baseline report indicated that most women didn’t know how to read and write and yet they are participating in small scale business. There is now improved record keeping and participation in value addition activities

FAL lesson taking place.

Emerging issues

During the implementation of the project, our team noticed the effect of climate and building resilience requires a holistic approach. There is need for integration of VSLA, FAL and Climate Change in order to make the targeted community proactive.

Main Objective

Other objectives

To initiate livelihood programs and run economic empowerment programs for communities

Initiate programs that extend growth to special needs initiativesCarry out and promote adult literacy programsSensitize communities on good environmental and agricultural practicesTo influence government and donors towards improving access and quality of education for all in Uganda.To organize and unite members to save and raise funds for one economic and social developmental goals.To form the target community groups into a SACCO under the applicable law for the benefit of a members.To increase community access to preventive and curative services against communicable and non-communicable disease, offer and emphasize quality primary health care programs.To promote and provide strategic and responsible community investment in food production and distribution to increase access to a sustainable local food supply for both domestic and community.To improve livelihoods through enhancement in agriculture productivity via innovative techniques and resource conservation technologies.To provide basic skills training in hygiene and sanitation in collaboration with the Government of Uganda and other healthcare providers or organizations to the women.To work, promote and be committed to the social and charitable work in the field of education, health and development.

HADEO SWOT analysis

Measuring and evaluating HADEO’s entire performance, as well as those of its competitors, was a context to be thoroughly examined in order to assist the organization in making more informed strategic decisions in light of its strengths, weaknesses, current opportunities, and threats. The SWOT analysis was first carried out as part of the internal desk review processes, specifically by reviewing the externally conducted partner’s capacity assessment results and resource mobilization strategy document. Following that, at the reflection workshop, the findings were validated by the involvement of the personnel, board, and consultants. The SWOT analysis results are shown in the 2 by 2 matrix table below.  

Strengths	Weaknesses
HADEO’s policies, methods, and processes have been evolved throughout time, reviewed on a regular basis, and are highly adaptable. HADEO has a thriving, competent, and long-serving workforce. They have a robust asset base, highly devoted donors, and an excellent reputation among all stakeholders, including communities, the government, donors, and sister NGOs.	Despite its outstanding donor retention efforts, HADEO has been unable to secure sufficient financing to fulfill community needs throughout the sub region, as seen by the failure to implement gender representation in the organization has always been low, both in the communities’ women are always many and men are few. There is also room for improvement in the organization’s knowledge management system, institutional memory, or secure data repository.
Opportunities	Threats
Given its institutional strength and reputation, HADEO has the opportunity to expand its funding base beyond its traditional donors. She can do so by utilizing new fundraising methods such as joint bidding and contacting donors such as USAID, who are now more open to new and underutilized national NGOs. The relative peace in the country and region, good government policies and infrastructure in the country, as well as receptive communities and robust government structures at the parish and village level “Basic Christian Communities,” if well blended with the government Parish Development Model (PDM), offer great opportunities to tap into to meet its mission over the next five years.	The overall limited flexibility in donor funding to support the building of organizational reserves for sustainability, adverse weather conditions in the region given its sustainable agro-livelihoods focus, close proximity to Karamojong and spillover of insecurity, overall high dependency and mindset of the community, and the shrinking CSO space in Uganda are some of the major threats that HADEO must develop measures to mitigate.

Strategic Areas and Objectives

This annual report has been expanded to cover two strategic areas based on the global, national, and local development concerns listed in the strategic plan: Climate Change Mitigation and Sustainable Livelihoods. The strategic objectives for each strategic area are shown in the table below.

No.	Strategic Area	Strategic Objective
1	Sustainable Livelihoods	To improve livelihood resilience of 8,400 household caregivers and youths. Creating market linkages at house hold level and increase access to money at house hold level.
2	Climate Change Mitigation and Adaptation	To strengthen capacity of 5,000 community members and 1,000 duty bearers to sustainably manage and utilize (conserve and restore) natural resources to lessen the effects of climate change.

current unpredictability climatic change and weather for livelihoods for small-scale farmers has significantly disrupts livelihoods and economic security of many households.  This largely explains why crop farmers are more vulnerable in Uganda as a whole. For instance, poverty increased from 23% (2013) to 36% (2017) among those reporting crop farming/subsistence farming as their main source of income according to the 2017 UNHS report

HADEO aims to improve the livelihood of farmer by supporting the farmers with high yielding and fast maturing inputs. Famers receive NAROCAS CASSAVA STEMS in Ngora District

With reference to the strategic plan, HADEO intends to further support small holder farmers to boost food production and productivity, increase household income, increase Agro-product value addition and knowledge on climate smart agriculture. HADEO plans to pilot integrated tree planting and sheep rearing in project areas as a method to cub climate change adaptation.

Strategic Area 1: Sustainable Livelihood
Objective 1: To improve livelihood resilience of 8,400 household caregivers and 3,700 youths
Activity carried out	Outcomes	performance Indicators
1000 farmers were trained in FAL,Financial literacy, agronomy as well as elements of agro ecology such as soil/water management, pest and weed control; demonstrations on good farming practices and enhanced crops that have markets were distributed out; community managed seed banks were established; exposure learning and farmers were trained in livestock production.	Increased agricultural production and productivity	Farmers have increased land size for agricultural production  Farmers yields have increased per acre20% of Farmers are practicing Agri- business10% of farmers engaged in or are integrating livestock farmingMost farmers are saving now in the Sacco’s
1000 farmers were trained in Financial literacy handling and Agri – business practices; farmer groups were formed to establish group owned post-harvest handling, storage, agro-processing, and value addition infrastructure; farmers were trained in value addition for food crop produce and market oriented farming, as well as value chain enterprise selection and business skills.	Improved post-harvest handling and storage, agro processing and value addition	1000 farmers adopted efficient postharvest handling practices and marked managerial skills Reduced in post-harvest losses on priority commodities  Most farmers using agro-processing and value addition facilities
Performed market research; gave farmers access to current market data; established marketing associations that were integrated with VSLA; instructed marketing associations on current market data; connected farmers to available marketplaces; enabled farmers to take part in food and seed fairs.	Increased access to profitable markets for the agricultural produce	20%. of farmers accessed profitable market for their agricultural produce 15% of farmers reported higher sales of farm produce following use of shared market information
established and instructed VSLA groups in group dynamics and related methods; provided financial literacy training to the groups; facilitated TOTs to oversee VSLA groups and offer financial guidance; taught the VSLA groups how to combine the CAT, GBT, and GALS models; created a “savings for farming” savings plan for the VSLA groups; assisted in connecting the groups with larger microfinance organizations for further to form a SACCO	Increased access to and use of financial services for agricultural finance	20% of households actively accessed and used loans from Sacco for farming 25% of Sacco members accessed credit from bigger financial SOFAL SACCO for farming and paying school fees.
Trained household heads and youth on micro enterprise selection, financial literacy and business skills for income generation; equipped them with IGA kits or inputs; Identified and trained youth and household heads on marketable skills and life skills; Linked the trained youth to formal and informal placements, equip youth with toolkits and mobilize youth to join government programs	Increased proportion of household heads and youths engaged in enterprise development initiatives and gainful employment	10%. of households where one or more adults have earned income from selected enterprises 25% of youth outside formal education system employed in non-exploitative jobs at a living wage
Built capacity of communities on their rights, mobilize them to demand and use available service provisions; held dialogue meetings with duty bearers on service provision; strengthened coordination mechanisms; facilitated community-based extension to communities; advocated for increased budget and execution of policy frameworks on sustainable agriculture	Local leader’s/ duty bearers are accountable, develop plans of action and deliver sustainable livelihood services Mr. Malinga David of Ngora, one of beneficiaries of the improved sorghum seed (Epurpur and SESO III)	District Local governments increased budget allocation to agriculture  District local governments implemented agricultural financing 20% of community members engaged in farming who received extension services in the last 6 months

Strategic Area 2: Climate Change Mitigation and Adaptation Not Implemented Yet
Strategic Objective 2: To increase the ability of 1,000 duty bearers and 5,000 community members to manage and use natural resources (conserve and restore) in a sustainable manner, thereby reducing the impact of climate change.
Activities carried out                                         Outcomes                                       Key performance Indicators
HADEO intends to establish and equip the community with climate change information; trained community members in commercial agro-forestry, including reforestation; carry out environmental awareness on natural resource and climate change management; link farmer groups to other actors in natural resource and climate change management; encouraged the use of clean development mechanisms; encouraged the use of energy-saving options; and supported the establishment of tree nurseries, the distribution of tree seedlings, and the planting of trees that embrace local indigenous species in target communities	Increased adoption and sustainable use of natural resources to manage climate change	30% of households expected to practice environmental conservation and restoration  20 % households expected to practice tree planting as re/afforestation to conserve and restore environment  10% of farmers expected to integrate tree planting (agroforestry) in their farm
HADEO will supply planting supplies that are tolerant; instruct communities in climate-smart agriculture techniques; informed farmers about weather forecasts; instructed and assisted in the building of flood-resistant shelters; establish and teach local lending and savings institutions to incorporate adaptation and mitigation of climate change	Increased adoption of climate smart agriculture, agro ecology and alternative environmentally smart livelihood sources	20% of farmers will adopt climate smart agricultural practices 10 % of farmers will be involved in at least two more additional alternative source of livelihoods 10% of farmers will be using recommended soil / water management practices
HADEO will establish and trained Disaster Management Committees on natural resource and climate change management; strengthened early warning systems for risk planning and built capacity of early warning monitors; supported contingency plan development to manage water, wetlands and forests; supported the development of sub county bye laws and district ordinances on natural resource management; linked the DMC committees and strengthen capacity of catchment management committees on wetland protection	Improved capacity of climate change and disaster risk management structures to detect and manage environment challenges	Village functional environmental and disaster risk management committees will be formedA task force of districts with effective disaster early warning systems will be in place Environmental byelaws and ordinances on environmental protection will be passed and implemented  Climate change disaster risks detected early and published with clear adaptations measures
HADEO will Build the capacity of communities on their roles and government roles to protect natural resources; Mobilize communities to demand for and use available services provisions; hold dialogue meetings between communities and duty bearers on service provision, strengthen coordination mechanisms and advocate for increased budget and implementation of policy frameworks on protection of national resources and climate change management; train and facilitate local and national leaders to develop and implement sustainable Natural Resource Management (NRM) plans of action	Local leader’s/ duty bearers are accountable, develop plans of action and support sustainable use and management of natural resources	District disaster committeeof districts with a funded plan of action to implement government priorities on NRM 30% of community members satisfied with government service provision on NRM

CROSS CUTTING ISSUES            

Cross-cutting issues are subjects that we regard as crucial to our development efforts; they are concerns that are integral to each of this report’s key areas. Throughout this fiscal year, cross-cutting concerns within our initiatives comprised: 

Social Inclusion: we integrated and mainstreamed inclusion of people with special needs such as PWLD, PLHIV, older persons in the design, implementation, monitoring and evaluation of all projects and programs. 

Environment: Development and the environment are intertwined because long-term development is impossible in the event that wetlands disappear, rivers get contaminated, trees are felled without being replaced, the climate changes, soil quality declines, and biodiversity is lost. Thus, in order to increase yields and protect the environment, we integrated climate awareness with agricultural methods.

COVID-19 pandemic: While delivering community programs, we carried out fundamental COVID-19 response actions and adhered to Government of Uganda Standard Operating Procedures (SOP) to stop the COVID-19 virus from spreading. In order to conduct remote program delivery and reduce in-person interactions during COVID-19 outbreaks, our internal procedures were set up, including the installation of technological infrastructure. 

Advocacy: We believe that the government alone is in charge of providing services to the people, as required under the 1995 constitution. Based on this, we promoted greater funding allotments and the application of current policy frameworks in all key areas; they included enhancing sustainable agriculture, managing natural resources and climate change, and enforcing laws safeguarding the rights of women and children as well as land. 

Emergency preparedness: With the COVID-19 pandemic experience during the past few years, interest in emergency preparedness as a development issue has increased and reinvigorated. Due to the unpredictable nature of the ecological zones, frequent outbreaks of pests and diseases, the effects of extreme climate change, the potential for pandemics, etc., HADEO will continue to be mindful of emergency preparedness and intentionally integrate it into all of its programs, especially for Uganda and Teso. 

SUSTAINABILITY PLAN 

Five distinct dimensions have been used to view sustainability in the context of this report.

Environmental Sustainability: We rearranged this spectrum so that, in essence, our program should employ methods that safeguard (conserve and restore) currently available natural resources while still meeting community requirements without jeopardizing the ability of future generations to fulfill their own needs. Aspects of climate smart agriculture have been integrated into the design of strategic area 1, which is sustainable livelihoods. The second strategic area, which addresses adaptation and mitigation of climate change, was purposefully created to address these issues.

Economic Sustainability: In order to achieve economic sustainability, we realized that the methods we use to implement this strategy must build economic resilience in local communities, ensuring that people have access to the resources, livelihood and markets that they need to meet their most basic requirements. The purpose of strategic area 1 is to increase the economic and shock-resilience of the community. 

Social Sustainability: We recognize that everyone should be able to access basic requirements and universal human rights, that communities should have adequate resources to maintain the safety and well-being of their families, and that leaders should be held responsible for ensuring that justice is served and that all human rights are upheld. Our methods must therefore be in line with the defense of human rights. Strategic areas 3, 4, and 5 have been intended to guarantee access to safe water, sanitation, education, hygiene, health and nutrition services, as well as social protection and land rights, in order to solve this sustainability challenge.  

Financial sustainability: In order to guarantee a consistent flow of cash and income production for the organization’s program operations, HADEO has created a “Resources Mobilization Strategy” aimed at expanding and growing both internal and external funding sources.  The organization’s key strategies include growing the organization’s brand, participating in national and international events, increasing revenue collection from internal assets, mapping and gathering more donor intelligence, participating in consortiums to compete for larger funding, strengthening more strategic partnerships with corporate, foundational, and individual donors and networks, and earning interest from the loans. 

Organizational Sustainability: We have outlined plans in the Resource Mobilization Strategy to establish long-lasting strategic partnerships with current donors in addition to expanding external funding sources and increasing revenue collection from internal assets, all in an effort to ensure that HADEO as an organization is able to survive and live longer to deliver development programs in the Teso sub region. 

Challenges

• The organization does not have enough staff members to carry out its mission; most of them depart in search of better opportunities.
• The organization does not have enough resources to meet its budgeted operations because donors are its only source of income. As such, it depends on the assistance of volunteers and interns.
• The organization’s lack of permanent office space, which has a high rental cost and affects the location’s permanence.
• Land conflicts, which were caused by cattle raids and rebellion the common cause of conflicts in Teso and most prevalent in clans, families, and communities; individuals in these categories have both legally and illegally accelerated the causes of institutions and causes; displacement and land grabbing through the use of money and power; policy bias on customary tenure—wishing to convert it to freehold—resulting in conflicts and insecurity. In addition, there have been significant border disputes between the districts of Kotido and Abim.
• Gender-based violence is still a major problem in the Teso in region, with rates of early marriage standing at 80% and 70%, respectively. Additional instances of HIV/AIDS in the community include child maltreatment, defilement, and domestic violence.
• Limited skills by the stakeholder on agro ecology, monitoring and documentation.

Recommendations

• HADEO is sourcing for funding from potential funders to construct own premises to reduce rental costs.
• The Management of HADEO should improve on staff remuneration to motivate and retain staff.
• There is need to link food security/livelihood programs as peace dividend for economic empowerment, development and sustainability of peace. Communities are prepared to receive diverse programs of livelihoods. Mobilizing women and youth into groups to embark on such programs. Helping youth to open virgin land and start up skilling programs (technical education etc.).
• The cluster partners should lobby for funds to help the communities with water harvesting equipment’s and educating them to tap water during rainy season to reduce conflict with their neighbors over water.

HADEO hopes you find this report interesting to read, and we always value your feedback.

Hope Again Development Organization (HADEO) compiled and presented the information.

Odongo James

Manager HADEO

Abbreviations and Acronyms

CBOs: Community Based Organizations

HIV/AIDS: Human Immune Virus /Acquired Immune Deficiency Syndrome                                                                                                                                                        

FA : Functional Adult literacy

NGOs : Non-Governmental Organizations

HADEO : Hope Again Development Organization

VSLA: Village Savings and Loan Associations