The Finance Manager  Mr. Feta Richard
Tel:0782827336
Email:fetarich@yahoo.com

To achieve the Mission of the Diocese “To proclaim the Gospel in accordance with Christ’s commission, to make disciples of all nations.” (Mathew 28:18-20)

The management of financial resources towards attaining this objective as entrusted by all brethren thus requires the skills of a finance manager.

The Finance managers has responsibilities that include:

• Producing accurate financial reports and information
• Developing cash flow statements
• Providing advice in making financial decisions
• Directing investments
• Making financial forecasts
• Budgeting
• Managing risk of financial loss

The finance manager is answerable to the Diocesan finance Board

Below is the annual percentage distribution of Dioecian funds

Looking back at 2025, the diocese realized key achievements through the implementation of the 2025 work plan and budget to include:

• Missions were held at archdeaconry and diocesan level, in DRC Congo and S.Sudan over 5,000 persons gave their life to Christ. Over 1,000 missioners were sent out.
• The Diocese participated in a mega Provincial mission to the Anglican Church of Kenya, with  24 missioners  inclusive of the  diocesan Bishop and Diocesan Secretary
• 4958 were confirmed, 39 ministers became deacons
• Diocese led and participated in Uganda Matrys and Janan Luwum celebrations
• Diocesan Youth Week was held across the archdeaconries; who marked the week with various youth and children friendly activities and reached over 12,000 youths and in MDD
• Fellowship was held with persons of concern ,  63  were baptized  and 78 confirmed at Imvepi Refugee settlement
• A number of guidelines were developed/reviewed  : The Provincial Strategic Disciple-making Movement curriculum ,A guide on intercession and   New Life Training curriculum from LIFE
• The Diocese reviewed the 2024-2028 strategic plan and   aligned it to the provincial 2026-2030 strategic plan. Hence the diocesan Strategic plan 2026-2030 was developed
• The Diocese  raised the Golden Jubilee office block super structure from ground to 3^rd Floor
• A new office Block was constructed  for the office of the bishop as the Jubilee Bishops office
• Secured 1 Billion shillings for refugee interventions, over 5000 Refugees reached with Livelihood/food security and  agriculture
• Over 5,000 trees of various species planted and grown across the diocese in 2025
• Offered 10 medical scholarships (diploma and Degree) in (Midwifery, Nursing, Laboratory and Clinical courses) by DCCM, UPMB and upgraded 4 Health Centres.
• We were  supported by various partners like Go Africa, CMSi, Compassion International,  World Renew, UPMB, Province of CoU, Local Government, etc
• Continuous learning  and development remained key for the diocese
• Mvara Vocational institute became a diocesan centre for  Lay readers ( LR) Training
• 79 churches and institutions acquired their /titles and  70 churches in final stages

The Diocese also faced some challenges in 2025 to include:-

• Land disputes  and encroachment of  church land
• Quarterly report writing from churches and parishes still a problem.
• Weakening of our Foundation schools  and poor performance
• Quota  system; misunderstanding ,Poor remittance and poor attitude
• Poverty and household livelihood  challenge’s
• General Decline in giving

Through the Achievements and challenge’s in 2025 the diocese learned some lessons to inform the 2026 annual work plan and budget. Lessons from 2025 and situational analysis of the 2026-2030have been incorporated in this plan   as key implementation areas   as indicated below;

• Advance mission-reaching to all parts of the diocese with the gospel
• Family life ministry interventions  to strengthen families  and ministry groups
• Household livelihood enhancement and youth skilling
• Poverty alleviation through SACCOs , VSLAs and Mindset Change
• Refugee and vulnerable community interventions
• Governance and management of church founded schools
• Increase access to health services  while eliminating bottlenecks
• Increased stakeholder engagement at local and global level 
• Strengthening communication, ICT and feedback mechanisms.
• Strengthen planning and monitoring and Evaluation
• Human resource capacity enhancement and motivation
• Secure church land and maximize land utilization
• Need to intensify  Local resource mobilization and Long term financing ventures
• Environmental protection and management  and Emergency preparedness

THEMATIC FOCUS AREAS FOR THE DIOCESE OF MA’DI – WEST NILE

Focus Area 1: Mission and Evangelism   Strategic Objectives

In order to advance mission and evangelism the diocese will execute actions:-

1. To increase mature Church membership by at least 25% by 2030 in DMWN
2. To revitalise children and youth ministries to address their unique needs.
3. To promote Christian marriages and family life ministries.

Focus Area 2: Socio economic Development Strategic   Objectives

In order to promote socio-economic development in the diocese, the diocese will execute actions:-

1. To increase the socio-economic stability of the church at all levels.
2. To strengthen and facilitate avenues for households to have adequate food and income.
3. To provide equitable and accessible quality Education Services in all diocesan CoU Education institutions.
4. To provide equitable and accessible quality Health Services in all diocesan CoU Health institutions.

Focus Area 3: Community Engagement Strategic Objectives

In order to encourage community engagement, the diocese will execute actions:-

1. To strengthen families through interventions that promotes growth, stability, peace, conflict resolution and harmony.
2. To increase the participation of children, youth, men, and women in various church activities at all levels.
3. To advocate and lobby for support, protection and participation of vulnerable groups, persons with special needs and persons in hard to reach areas.

Focus Area 4:             Institutional Development Strategic Objectives

In order to enhance institutional development, the diocese will execute actions:-

1. To institute adequate and effective policies and functional governance and operational systems.
2. To strengthen the capacity of the diocese in planning, monitoring, reporting and documentation.
3. To improve networking, information sharing and capacity enhancement in communication and ICT.
4. To obtain legal ownership, full control and management of Diocesan COU physical infrastructure   and investments   at all church levels.
5. To ensure DMWN has competent, committed and motivated staff that aligns with the diocesan vision and effectively contributes to overall success.
6. To ensure diocesan financial stability and effective management of investments, resources, risks and compliance at all levels.

Focus Area 5:             Environmental Protection and Disaster Management

In order to ensure environmental protection and disaster management, the diocese will execute actions:-

1. To increase the adoption of practices that promotes  environmental protection and mitigate impacts of climate change.
2. To promote the adoption of climate-smart agricultural practices in the diocese
3. To strengthen the capacity of communities to handle emergencies with resilience.

Budget Estimate

All the results, activities and budget figures are consolidated to cover all the 6 departments of the secretariat, the 12 archdeaconries and the Cathedral. The Total Budget for the Diocese FY 2026 is 12,308,089,400 (Twelve Billion, Three Hundred and Eight Million, Eighty Nine Thousand, Four Hundred Shillings only), the breakdown as indicated below.  The main sources of funding are the Christians and partners. The 2026 budget maintains the Diocesan   commitment to budgetary discipline, commitment to embrace diversity, adhere to policy guidelines, local resource mobilization, sustainability of interventions and commitment to partner arrangements.

Summary Budget per Focus Area

SN	Focus  Area	Secretariat	Archdeaconry	Partner	Sub-Total
1	Mission and Evangelism	278,667,000	751,329,000	18,500,000	1,048,496,000
2	Socio-Economic Development	524,940,000	1,032,000,000	212,000,000	1,768,940,000
3	Community Engagement	147,300,000	220,740,000	930,000,000	1,298,040,000
4	Institutional Development	2,762,519,000	4,908,494,400	149,000,000	7,820,013,400
5	Environmental Protection and Disaster Management	118,300,000	211,800,000	42,500,000	372,600,000
	Grand Total	3,831,726,000	7,124,363,400	1,352,000,000	12,308,089,400

Implementation Strategy of the 2026 Work Plan and Budget involves a comprehensive approach to effectively allocate resources and responsibilities across various departments. This strategy prioritizes collaboration and open communication among team members to ensure that all stakeholders are aligned with the objectives. Additionally, regular monitoring and evaluation mechanisms will be established to assess progress and make necessary adjustments. Engaging key partners and incorporating feedback will also play a critical role in refining our approaches, thus enhancing the overall effectiveness of the plan. By fostering an adaptable and responsive environment, we aim to not only meet our goals but also to exceed expectations, setting a foundation for future initiatives.

In order for the diocese to deliver on her 2026 annual plan, the diocese will adopt key strategies which prescribe how we will go about implementing delivering on our objectives and aspirations to achieve our vision and mission. The diocese will adopt the following strategies to achieve her plan:-

1. Governance and Leadership: Diocesan governance bodies and leadership at all levels will, ensure excellence of operations and policy implementation. 
2. Human Resource: We will place staff in the right positions based on their competences and aspirations in order to attain institutional excellence.
3. Capacity Building: Institutional and technical capacity strengthening will be employed to enhance performance.
4. Communication: We will share our vision at all levels  and streamline communication.
5. Information Communication and Technology: the diocese will invest in ICT and strengthen the capacity of church workers to use ICT.
6. Monitoring, and support supervision: We will engage in regular monitoring, reporting and support supervision to track implementation progress and take timely action
7. Partnership:  We will work with the government bodies , civil society, funding agencies, private sector, religious institutions to pool resources, share expertise and advocacy.
8. Continuous Learning and Benchmarking: We will make deliberate efforts to learn as much as possible during implementation.
9. Strengthen Gender Mainstreaming: We will support females to become  clergy or lay readers and intensify participation of men and vulnerable groups in all our programs
10. Flexibility: Wewill adapt quickly to emerging challenges and opportunities so as to remain relevant and responsive.
11. Team work   strategy: activities will majorly be will be implemented in   in the 13 archdeaconries, supported by the line departments in archdeaconries, parishes, churches and affiliated institutions.

1. Sustainability: We will emphasise both the institutional and financial sustainability of the diocese, ensuring that benefits of all our interventions can be sustained in the short, medium and long term. 

Expected Results/Key Performance Milestones

The diocese hopes that by implementing this work plan, we will be able to realize the following key results or achieve the following targets:

SN	KPI	Description	2026 Target
	Synod/Council/ Board	Composition, diversity , attendance	90%
	Policy Influence	Government/Diocesan policies influenced annually (New or reviewed policies) against plan.	75%
	Annual Revenue	Growth in revenue	15%
	Donors	Donor compliance  rate	90%
	Fundraising	Annual/Quarterly  Funds Raised in proportion to total annual/quarterly Budget	80%
	Website Viewers	Proportion of Visitors on our website who are making positive comments	30%
	Investment	Increase in local revenue from Investments	20%
	New Partners	New Partners on Board annually rom prospective partners	30%
	Digitalization	Systems digitalized e.g leave, foundation remittance, etc	30%
	Participation	People participation in  programs, conferences, seminars, workshops ,events etc per program/event	90%
	Membership	Increase in members of Christians per interest group	25%
	Land Registration	Secure Titles for Church and church institutions	85%
	Conflicts	Conflict resolution Success rate	70%
	Infrastructure Development	Key Infrastructure accomplishment rate per approved standards and construction phase	70%
	School Performance	Increase Grade 1 or its equivalent attainment in our primary and Secondary  Schools  and other learning institutions from 15% .	30%
	Employment	Employment created through youth skilling	50%
	Better Health	Reduction in Diseases and better nutrition	60%
	Beneficiaries	Number of beneficiaries served and benefitting from interventions	75%
	Household Finances	Household members belonging to SACCOs/VSLAS and Self Help Groups accessing finances and saving	70%
	Household well being	Households with alternative sources of income , able to meet basic needs of food, shelter  and education	65%
	Behaviour Change	Change in behaviour and practices caused by the interventions	60%
	Diversity Inclusion	Inclusion of vulnerable men, women , youth and children, PWD, Refugees, elderly, orphans , etc in all programing	30%
	Staff Promotion	Staff promoted through the appraisal process	10%
	Staff performance	Staff meeting their annual performance targets	80%
	Expertise Retention	New expert staff recruited and old expert/talented  staff retained	10%
	Volunteer/ Interns	Volunteer staff /Intern services utilized as a proportion of full time staff.	5%
	Technology	Access and ability to use technology and digital tools by staff at all levels in their work.	70%
	Disaster response	Disaster vote/preparedness  at all levels	75%
	Tree Coverage	Tree Coverage increase in acres	80%
	Success Stories	Success stories per KPI	70%