Akina Mama wa Afrika (AMwA)

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     For immediate release -

Dar es Salaam, Tanzania

December 2015

Civil Society calls for immediate resumption of inclusive dialogue on the Burundi situation

We, the Interim Regional Coordination Committee of the International Conference on the Great Lakes Region’s Civil Society Forum, are deeply concerned with the deteriorating situation in Burundi. Many lives have been lost and hundred others displaced due to the ongoing predicament, causing unprecedented refugee crisis.

As the Regional Civil Society Forum, we recall the agreements espoused by Member States in the ICGLR Pact on Security, Stability and Development and Peace and Security cooperation framework for the DRC and the region that enjoins Member States to promote sustainable peace and development.

We therefore wish to state as follows:

  1. Resumption of inclusive Inter- Burundian Dialogue to explore ALL options to return Burundi to normalcy, placing Burundian citizens at the heart of the dialogue. We call on ALL regional and international bodies, including the EAC, AU, EU, UN and others to make this dialogue a priority.
  2. We call on the government of Burundi, regional and International community to implement their responsibility to protect the citizens of Burundi. The duty to prevent mass atrocities lies first and foremost with the State.
  3. We call upon the ICGLR Heads of State and Government Summit due in January 2016 to schedule a special session to discuss the issue of Constitutionalism. The region’s future will be better secured under strong institutions and practices grounded in the principles of Constitutional Convergence enshrined in the ICGRL Protocol on Democracy and Good Governance.
  4. There is need for a continuous monitoring of the situation in Burundi, with the goal of bringing to account ALL those involved in perpetrating crimes against the Burundian people, regardless of political persuasion, ethnic extraction, or station in life.

In conclusion, we urge for a serious relook at the Burundi situation and hope that the region can take measures that are in line with the ICGLR Pact on Security, Stability and Development and Peace Security Cooperation frameworks.


Interim Regional Coordination Committee



The Burundi Crisis:




For immediate release 20th November, 2015

We, the undersigned, ICGLR National Civil Society Committee, Uganda Chapter, Women’s rights groups and the wider civil society under the auspices of the International Conference on the Great Lakes Region, decry the deteriorating situation in Burundi where a number of lives have been lost while over 200,000 refugees have fled the country.

Bearing in mind of the violent past in Burundi, we are equally concerned that if the situation is not arrested, the Great Lakes Nation of Burundi is teetering dangerously on the brink of an all-out civil war or genocide degenerated from a low-intensity conflict rife with sporadic small- and heavy-arms fire to targeted assassinations, disappearances and torture of dissidents.

Although this mayhem has directly affected the entire resident population, we are particularly concerned with the impact that this has meted out on the most vulnerable sections of the population: women, children, the physically handicapped and the elderly. In the capital, the heartrending episode in which six markets were torched, with merchandise ranging from foodstuffs to clothes has obviously deprived women of their livelihood.

In the fog of war generally and anarchy specifically, the unending misfortunes of women and children transcend economic woes—it affects their social wellbeing and physical security. While water- and air-borne disease, pestilence and hunger wipe out scores of hopeless children, women have to contend with (gang) rape, sexual assault, molestation, all manner of abuse and systematic violence.

In this regard, the undersigned civil society groups working to advance peace and security reiterate their support for the efforts being undertaken under the leadership of the East African Community as well as the ICGLR and the African Union to ensure that the Arusha Peace Accord is adhered to.

We therefore make the following calls to the AU, the ICGLR, the EAC, the UN and Civil Society Organizations;

• The East African Community/ African Union jointly and urgently convene inclusive talks between the Burundian government, opposition groups, and civil society organizations;
• The Burundian government to protect the gains of peace and reconciliation that have been realized in the past decade ensure that law and order is restored in Burundi and the human rights of all citizens are respected;
• The International Community puts in place a humanitarian corridor and buffer zone to facilitate relief operations for the affected populations;
• The Africa Union Peace and Security Council to urgently deploy peace keepers to restore peace and order and protect human rights of all Burundians;
• The EAC Secretary General to prepare periodic reports on the situation in Burundi for EAC deliberative bodies;
• The Civil Society to monitor and advocate for full implementation of the commitments signed by the parties.

Issued by the ICGLR Uganda National Civil Society Committee:

1. Akina Mama wa Afrika (AMWA),
2. Agency for Cooperation and Research in Development (ACORD),
3. ActionAid International, AAI
4. Action for Development (ACFODE),
5. CARE International in Uganda
6. Centre for Conflict Resolution (CECORE)
7. Centre for Women in Governance (CEWIGO)
8. East Africa Sub-Regional Support Initiative (EASSI)
10. HIAS
11. International Refugee Rights Initiative (IRRI),
12. Isis Women’s International Cross Cultural Exchange (Isis-WICCE),
13. Regional Associates for Community Initiatives (RACI),
14. Uganda National NGO Forum


For more information contact:

Akina Mama wa Afrika(AMwA)
Plot 30 Bukoto Street Kamwokya
Tel: +256 414 543 681| Mob: +256 772 429837
Email: This email address is being protected from spambots. You need JavaScript enabled to view it.|
For more information contact:

Terms of Reference

AMwA Strategic Plan Development Process

October 2015


1.  Introduction

Akina Mama wa Afrika (AMwA) has embarked on a process to develop a new strategic plan that will seek to match the present work context and challenges of the future while pursuing a strategic engagement to achieve its stated objectives. AMwA wishes to retain the services of a Feminist consultant to assist AMwA in developing a 5 year strategic plan that ensures the organization is responsive to the needs and expectations of African women on the continent and can build on previous success in its contribution to ‘raising the bar’ on Transformational Feminist leadership and the organization’s strategic aspirations.

The current AMwA Strategic Plan was developed under the guidance of the Board of Directors and staff on the theme “Changing the face of Leadership.” The Strategic Plan was informed by an extensive examination of the wider context within which AMwA was expected to operate, it critically reflected on the history of the organization and presented an honest SWOT analysis of its existence in the last 25 years.

The Strategic Plan then identified 4 major goals that have guided the organization’s programmes and activities since 2010;

  • To be recognized as a centre for Excellence on Transformational Feminist Leadership for African Women, with a focus on personal transformation;
  • Develop and sustain a strong and dynamic community of AMwAzons (alumnae);
  • Develop and sustain a feminist organizational structure and culture that excels at learning, creativity and innovation and
  • Develop and sustain a financially viable and increasingly sustainable organization.

2.  Description of the Strategic Plan Development process

The proposed review is anchored on three dispositions: the first being a reflection on our rich history taking into account the past recent five years and establish achievements and challenges , the second is an examination of key contextual dynamics in the wider operating environment and their implications for feminist organization’s being; and the third and final view is that which is forward looking to project what the future programming of AMwA should look like considering the past, present and future positioning.

2.1  The overall objective of the Strategic Plan Development process:

To assess the progress in implementing AMwA’s current Strategic Plan and develop the next 5 year plan 2017-2022

2.2  Specific Objectives include:

  • Establish how much of the commitments and promise in the current Strategic Plan have been delivered and or are on track and which are not, providing analytical reasons and recommendations of each.
  • Assess the performance of different  programmes and give an account for their performance.
  • Examine key contextual dynamics that have had a bearing on AMwA operations in the last 5 years either positively or negatively.
  • Examine key local, national and global socioeconomic and political developments since the inauguration of AMwA      current Strategic Plan and which have implications for the organization’s  future programming.
  • Given the above, make suggestions on possible focus areas for AMwA’s programming in the next 5 years and how      AMwA can re-organize to deliver its programmes more efficiently and effectively.

2.3.  Methodology

The process of the Strategic Plan Review is expected to be highly participatory, consultative and with an appreciative inquiry approach that should be as critical, objective and constructive as possible. The process will entail the following:

  • Review of key AMwA documentation including previous strategic plans, annual reports, planning documents, research reports, meeting reports, evaluations, outcomes of the POT review and other relevant materials;
  • Consultations with key AMwA stakeholders including current and past Board members; current and past staff; Alumni; partners and development partners to provide additional insight and input into the Draft Strategic Plan;
  • Identify and assess how AMwA's work can best place itself to feed into/inform ongoing regional and international policies, protocols, and development frameworks
  • Facilitate an AMwA stakeholder orientation Workshop on 27th November to provide an overview of strategic planning process and the structure of a strategic plan and also initiate discussions to feed into the proposed AMwA Strategic Plan
  • Facilitate an AMwA validation Workshop to discuss and approve the draft strategic plan
  • Prepare and submit a final costed 5 Year Strategic Plan with a Monitoring & Evaluation Framework to AMwA within the agreed timeframe

3.0  Scope

  • The consultant will be engaged for a period of 8months (November 2015-June 2016 to review AMwA 2011-2016 Strategic plan and develop 2017-2022 Strategic plan
  • The consultant will be required to develop the strategic plan while bearing in mind the Africa regional perspective of issues given the fact that AMwA is a Pan African Feminist Organisation operating at the regional level.

4.0  Deliverables

The following are the key outputs.

  1. Maximum of 3 Page inception report by the Resource Person detailing how they will conduct the exercise including a checklist of questions and methodologies to be used;
  2. Stakeholder Consultations Retreat reports;
  3. AMwA Strategic Plan (2017-2022) including a 10 year Vision, prepared and finalized in collaboration with AMwA Board and staff.

5.0  Reporting

The consultant will report to the Executive Director under the direct supervision of the Programme Officer. The consultant will be assigned a staff member to work with them in ensuring that the process is conducted efficiently and with ease.

6.0  Skills and Competence

AMwA is looking for a feminist consultant with a strong record in Strategic Planning, knowledge of feminist leadership development, and strong communication skills. In addition suitable candidates are required to possess;

  • A University Degree and Masters qualification or relevant work/ research experience from a recognised institution of higher learning
  • Must demonstrate a strong background and expertise in feminism
  • Expertise of women’s leadership development based on feminist principles
  • Ability to write concise, readable and analytical reports and understanding of public communications.

7.0  Application Process

Applications (in English) must be sent by email to the Executive Director at This email address is being protected from spambots. You need JavaScript enabled to view it. close of business 23rd October 2015, and contain the following elements:

  • A cover letter stating your motivation and summarizing relevant experience
  • Curriculum Vitae with full description of the applicant’s profile and experience
  • A one page budget estimate covering the major costs to be incurred
  • A sample of previous work , preferably in a related field
  • Contact details of at least two independent referees with in-depth and proven knowledge of the applicant’s expertise in NGO strategic planning processes.