Afghan Health & Development Services
A non-profit,  501(C)(3), tax exempt, established in 1990.

for a healthy society


Strategic Plan 

Acknowledgement 

This five year strategic plan has been developed based on our 23 years’ experience of working with the Afghan society in various social and political circumstances. The organizational memory and staff experience from the lessons learned were pooled together in the process of AHDS assessment. The organizational assessment, facilitated by MDF, sought to elucidate the strengths, weaknesses, and challenges that AHDS faces as a member of the Afghan civil society. It brought out recommendations for AHDS on how to proactively play its role in the society. One of the most salient points that came out of this assessment was that the full capacity of the organization is not being utilized. AHDS is positioned to play a much more active and innovative role in helping the country reach lasting peace, promote democracy, and expand its base of services.  

Therefore, developing a strategic plan became a priority to deal with the new opportunities and challenges that the country faces in this transitional period, and we began the process in August of 2013.  A team of three person, that included the Executive Director, Chief Advisor, and Senior Financial Officer, undertook the monumental task of facilitating and writing this strategic plan. This strategic plan is enriched by valuable inputs from representatives of our stakeholders that include our donors, beneficiaries, sister organizations, and the government. In a two day hands on workshop, the framework for the strategic plan including vision, mission and core values of the organization was laid out. The final draft was reviewed by MDF. 

The insight and experiences that we received from our board of directors proved especially helpful in this process. We would like to extend our special gratitude to Eng. Sayed Jawed, Chairman of the board, Dr. Najibullah Mojadidi, and Haji Zabihullah Ehsan, for their invaluable input.  

We are grateful to Paul Barker, Country Director of Save the Children, Dr Hamidullah Saljuqi, Director of Organization of Human Resource Development, Dr Mubarak Shah Mubarak, Programs Director LMG/MSH, Dr. Shamsul Islam Shams, Program Coordinator of Cordaid, Dr Khan Aqa Miakhail, Director of Public Health in Urozgan Province and last but not least Dr Sjoerd Zanen, MDF for their active participation in this process and for sharing their constructive feedback.  

Most importantly, we would like to express our appreciation to all staff in the frontlines that make our services possible by their tireless dedication to provide uninterrupted service to the most deserving people. Definitely, this process was not successful without their inputs. 

Finally, we do appreciate financial support of Cordaid that invest in capacity building of AHDS and its staff. Aziz R. Qarghah31 Dec 2013 

Executive Summary

The people of Afghanistan, although still threatened by poverty and insecurity, want to build on the democracy foundation that was laid down 12 year back. The people wish transparent transition of power to a freely elected government that can institutionalize democracy and peace in the country.  

The team of AHDS as an active part of Afghan Civil Society understands that community empowerment is inevitable for stepping towards institutionalization of democracy, social justice and sustainable peace.  Surely, it is a precondition for cooperation and equal partnership among civil society, private sector and government in order to play their role in peace-building, state-building and good governance.  

To proactively and efficiently contribute in this process, AHDS as one of the pioneer Afghan NGOs developed its 5-Year Strategic Plan. In this participatory process AHDS’ vision, mission, core values and strategic directions were thoroughly reviewed and necessary changes were brought in according to the correction situation and the role Afghan society should play. In addition, the findings and recommendation of MDF helped us a lot in prioritization of the issues and formulating the strategic objectives.  

AHDS goal, as an active member of Afghan Civil Society, is to contribute in provision of humanitarian assistance and sustainable development for the people. 

Vision: a healthy Afghan society that is socially and economically empowered! 

Mission:

a.       AHDS thrives on innovation, proactivity, dedication, and sustainability.

b.      Everything we do is focused on empowering the Afghan Society.

c.       We accomplish our vision by quality service in the areas of health and related issues, education, sustainable livelihood, disaster risk management, and advocacy. 

Core Values:

  1. People centered
  2. Transparency and accountability
  3. Equal Opportunity
  4. Good governance
  5. Effectiveness and Efficiency
  6. Diversity
  7. Building Capacity
  8. Gender Mainstreaming
  9. Peace and  Justice
  10. Humanity, Impartiality, Neutrality and Independence
  11. Partnership

The key action areas and strategies of AHDS in the coming five years is as following: 

A.    Key Action Area A: Organizational Development: the goal is to build the organizational capacity to ensure that the organization is well prepared to cope with the new challenges and efficiently achieves its strategies. 

Strategy A.1: Governance Strengthening

Strategy A.2: Management Information System

Strategy A.3: Financial Sustainability

Strategy A.4: Human Resource Capacity Development

Strategy A.5: Marketing and Visibility 

B.     Key Action Area B: Program Development: the goal is to accomplish our vision by quality service in the areas of health, education, sustainable livelihood, disaster risk management, and advocacy.                   

 I.            Health 

Strategy B.1: Healthcare Service Delivery (two provinces) 

Strategy B.2: Behavior Change Communication 

Strategy B.3: Health Reform               

II.            Education

Strategy B.4: Augmented Community Based School

Strategy B.5: Literacy Courses

Strategy B.6: Junior College (associated degrees)

Strategy B.7: Intensive preparatory courses            

 III.            Community Empowerment

Strategy B.8: Women Empowerment

Strategy B.9: Community Based Disaster Risk Management (CBDRM) 

Strategy B.10: Advocacy

Strategy B.11: Peace building

Strategy B12: Agriculture development             

IV.            Monitoring and Evaluation of the Programs 

A team is assigned by the Board of Directors to monitor the progress of the strategic plan throughout its implementation. The team monitor circumstances that may rise to strategies needing to be adjusted from time to time and situations may arise for which contingency plans need to be developed quickly. The main purpose of monitoring is to provide the information needed understanding the progress against strategic plan and obstacles for management team and to involve key stakeholders in learning how to improve the strategic plan implementation. The M&E system will provide regular report on strategic plan progress to key stakeholder groups in a format appropriate for their need.

According to the plan the strategic plan will be annually reviewed. Adjustment will be made according to the strategic plan evaluation outcomes.

Click here to read the full Strategic Plan

News & Events

Open letter: Effective targets to promote Sustainable Peace click -here  

AHDS would like to develop a tailor made Management Information System (MIS) and invites professional IT/Software Developing companies to participate in the bid. 

AHDS developed its five years Strategic Plan (2014-2018), Click here for the summary. 

AHDS received an award from Afghanistan's Ministry of Public Health and AMNEAB for the Best Midwifery Education in Kandahar and Urozgan provinces (photos).

Afghanistan's Ministry of Economics recognizes Afghan Health and Development Services (AHDS).   Click here to view certificate of recognition.

Click here to review AHDS' Form 990 (2015) 

 

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