Normal 0 false false false EN-GB X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin-top:0cm; mso-para-margin-right:0cm; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0cm; line-height:115%; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi; mso-fareast-language:EN-US;}
Essential Shifts in the transition from AA Uganda’s Country Strategy Paper IV to the 5th Strategy Paper
This week starting 27th of August 2017 will go into our historical trajectory as the one in which leaders of AA Uganda convening, on behalf of 120 staff, numerous communities and people living in poverty and facing oppression made a choice between two diametrically opposed propositions. On the one hand, we have an opportunity to take a bold step to deliver on a new ambitious country strategy that requires important shifts in the way we imagine, think and operate.
And on the other, is a choice to engage a reverse gear and move back into being a complicit iNGO content to remain in a ‘comfort zone’ with little or nothing to offer in a fast-changing and tough operating context.