SUPPORT THE CAUSES OF MARGINALIZED PEOPLE
ENABLE THEM SHAPE THEIR BRIGHT FUTURE
NMIA’s Annual Work Plan serves as a practical roadmap that translates our vision and strategic goals into clear activities, timelines, and responsibilities for each year.
It outlines priority programs across education, health, humanitarian assistance, advocacy, peacebuilding, and institutional development, while assigning roles to leadership, committees, and chapters.
The Annual Work Plan ensures effective coordination, accountability, and efficient use of resources, allowing progress to be tracked and results to be measured. It also provides beneficiaries, partners, and donors with a transparent framework for understanding what we plan to do, how we will do it, and how success will be evaluated.
Nuba Mountains International Association–(NMIA)
Annual Workplan for the Year 2025
Reporting Period: January 2025 – December 2025
The 2025 annual workplan of the Nuba Mountains International Association– (NMIA) was designed to guide the Association’s activities in promoting unity, community empowerment, advocacy, cultural preservation, humanitarian support, and sustainable development for Nuba people in the United States and in the homeland. The workplan reflects NMIA’s commitment to building a strong, inclusive, and well-coordinated organization capable of responding to the social, educational, economic, cultural, and humanitarian needs of the Nuba community.
Throughout 2025, NMIA focused on strengthening its institutional foundation, expanding community services, mobilizing partnerships, and supporting strategic programs that benefit women, youth, families, and vulnerable populations.
To strengthen NMIA as an effective, transparent, and community-driven institution that advances the welfare, identity, rights, and development of the Nuba people in the diaspora and homeland.
Strategic Area | Key Activities | Timeline | Responsible Body | Expected Outputs |
Governance & Institutional Development | Review and strengthen NMIA organizational structure, roles, and committee functions | Jan–Mar 2025 | Executive Board, Board of Trustees | Clear governance structure and updated operational framework |
Conduct leadership planning meetings and quarterly board reviews | Quarterly | Executive Board | 4 quarterly planning/review meetings conducted | |
Develop or refine internal policies, procedures, and accountability systems | Feb–Jun 2025 | Governance Committee | Drafted or updated policy documents | |
Establish standing committees and define work responsibilities | Jan–Apr 2025 | Executive Board | Functional committees with assigned mandates | |
Membership & Community Engagement | Conduct membership registration and outreach campaign | Jan–May 2025 | Membership Committee | Increased membership enrollment |
Organize community town hall meetings and listening sessions | Quarterly | Community Affairs Committee | Community feedback collected and documented | |
Celebrate key cultural and social gatherings to promote unity | Throughout year | Cultural Committee | Community events successfully hosted | |
Develop communication channels including WhatsApp, email lists, and announcements | Jan–Dec 2025 | Secretariat/Media Team | Improved internal communication system | |
Culture, Heritage & Identity | Organize Nuba cultural awareness events and heritage celebrations | Throughout year | Cultural Committee | Cultural identity promoted among families and youth |
Promote Nuba languages, traditions, music, and arts through community programs | Apr–Nov 2025 | Cultural Committee | Cultural education activities implemented | |
Document and preserve cultural knowledge and oral heritage | Jun–Dec 2025 | Cultural & Documentation Team | Cultural records and stories collected | |
Education & Youth Empowerment | Support tutoring, mentorship, and educational guidance for students | Feb–Dec 2025 | Education Committee | Students supported through mentoring and academic guidance |
Organize youth leadership and civic engagement training | Jun–Aug 2025 | Youth Committee | Youth leadership sessions conducted | |
Promote scholarships, career pathways, and professional development awareness | Throughout year | Education Committee | Youth and students linked to opportunities | |
Encourage digital literacy and skills development among youth | Mar–Oct 2025 | Youth & Education Committees | Skills-building sessions delivered | |
Women Empowerment & Family Support | Conduct women-focused meetings to identify priority needs and opportunities | Jan–Apr 2025 | Women’s Committee | Women’s priority areas identified |
Promote women’s leadership, entrepreneurship, and empowerment activities | May–Nov 2025 | Women’s Committee | Women engaged in leadership and livelihood discussions | |
Organize family support and social wellbeing awareness activities | Throughout year | Women’s Committee, Social Affairs Team | Increased family and social support engagement | |
Advocacy & Human Rights | Raise awareness on issues affecting Nuba communities in Sudan and the diaspora | Throughout year | Advocacy Committee | Advocacy messages and community awareness activities conducted |
Engage community leaders and partners on peace, justice, and rights issues | Quarterly | Executive Leadership, Advocacy Team | Advocacy meetings and partnerships strengthened | |
Participate in solidarity campaigns and representation forums | As needed | Advocacy Committee | NMIA-USA voice represented in public/community spaces | |
Humanitarian Support & Social Assistance | Identify urgent humanitarian needs affecting community members and homeland populations | Jan–Dec 2025 | Humanitarian Committee | Priority needs documented |
Coordinate fundraising and donation drives for vulnerable families and special emergencies | As needed | Fundraising Committee | Emergency support mobilized | |
Support relief initiatives for Nuba communities impacted by conflict and displacement | Throughout year | Humanitarian Committee, Partners | Contributions made toward relief response | |
Health & Community Wellbeing | Conduct health awareness and wellness promotion activities | Throughout year | Health Committee | Community informed on wellness issues |
Promote access to health information, screenings, and referrals where possible | Apr–Nov 2025 | Health Committee | Health education and support outreach conducted | |
Encourage mental health, trauma awareness, and social support discussions | Throughout year | Health/Social Support Team | Improved awareness of emotional wellbeing | |
Economic Empowerment & Livelihood Support | Discuss livelihood initiatives for families, youth, and women | Mar–Sep 2025 | Economic Empowerment Committee | Community economic priorities discussed |
Promote entrepreneurship, small business support, and skills training opportunities | Throughout year | Economic Committee | Members exposed to income-generation ideas | |
Explore cooperative models and community savings initiatives | Jul–Dec 2025 | Economic Committee | Concepts for collective support introduced | |
Partnerships & Resource Mobilization | Identify partners, supporters, and friends of NMIA | Jan–Dec 2025 | Executive Board, Fundraising Team | Partnership mapping completed |
Prepare concept notes, proposals, and appeals for support | Throughout year | Resource Mobilization Committee | Funding documents developed | |
Strengthen relationships with churches, nonprofits, and community-based organizations | Throughout year | Executive Leadership | Increased collaboration opportunities | |
Monitoring, Documentation & Reporting | Document key meetings, activities, and decisions | Jan–Dec 2025 | Secretariat | Meeting minutes and records maintained |
Develop simple activity tracking and reporting tools | Jan–Mar 2025 | M&E/Secretariat | Reporting templates prepared | |
Produce mid-year and annual performance summaries | Jun & Dec 2025 | Executive Board, Secretariat | Progress reports prepared |
Quarter 1 (January – March 2025)
Priority Focus: Organizational foundation and planning
Key Activities:
Expected Results:
Quarter 2 (April – June 2025)
Priority Focus: Community activation and program rollout
Key Activities:
Expected Results:
Quarter 3 (July – September 2025)
Priority Focus: Expansion of outreach and program delivery
Key Activities:
Expected Results:
Quarter 4 (October – December 2025)
Priority Focus: Consolidation, review, and reporting
Key Activities:
Expected Results:
By the end of 2025, NMIA expected to achieve the following:
The implementation of the 2025 workplan was to be monitored through:
Success was to be measured based on the completion of planned activities, level of participation, partnerships established, funds mobilized, and the overall impact of programs on the community.
Potential Risk | Likely Effect | Mitigation Measure |
Limited funding | Delays or reduction in planned activities | Strengthen fundraising and partner outreach |
Low member participation | Weak implementation and outreach | Increase communication, mobilization, and inclusion |
Leadership capacity constraints | Slow coordination and follow-up | Delegate responsibilities through active committees |
External emergencies or conflicts | Disruption of activities | Maintain flexibility and emergency response planning |
Communication gaps | Poor coordination among members | Improve digital communication channels and regular updates |
The 2025 NMIA Workplan served as a practical roadmap for advancing the Association’s mission during the year. It emphasized institutional growth, cultural preservation, education, advocacy, women and youth empowerment, humanitarian action, and strategic partnerships. Through this workplan, NMIA sought to strengthen unity among the Nuba community and lay a stronger foundation for sustainable impact both in the diaspora and in the homeland.
NUBA MOUNTAINS INTERNATIONAL ASSOCIATION
ANNUAL WORK PLAN – 2026
“From Struggle to Strength — Empowering the Nuba People for a Bright Tomorrow”
The Nuba Mountains International Association –presents this Annual Work Plan for 2026 as the first implementation year under the 2026–2028 Strategic Framework.
The plan outlines the key priorities, strategic activities, outputs, responsible bodies, timelines, and expected outcomes across the organization’s core program areas.
It aims to strengthen institutional capacity, unify the Nuba diaspora, and respond effectively to the social, economic, and humanitarian needs of Nuba people in the USA, South Sudan, and the Nuba Mountains Region.
“Rebuilding Hope and Strengthening Unity through Service and Empowerment.”
Program Area | Key Activities (2026) | Expected Outputs | Responsible Unit / Committee | Timeline |
1. Institutional Development & Governance | – Conduct leadership orientation for 2026–2028 administration. | – Strengthened institutional capacity. | Executive Committee, Board of Trustees | Jan–Dec 2026 |
2. Education & Capacity Building | – Launch “Education for All” scholarship program. | – 100 students supported. | Education & Capacity Building Committee | Feb–Nov 2026 |
3. Health & Public Sanitation | – Conduct health awareness campaigns (HIV/AIDS, malaria, maternal care). | – Improved community health awareness. | Health & Public Sanitation Committee | Jan–Dec 2026 |
4. Humanitarian Relief & Disaster Response | – Launch emergency relief campaign for displaced Nuba families (Kadugli & Dilling conflict victims). | – At least 2,000 displaced families reached with aid. | Disaster Management & Humanitarian Affairs Committee | Feb–Aug 2026 |
5. Women & Gender Empowerment | – Conduct leadership and entrepreneurship workshops for women. | – 150 women trained. | Gender & Women Empowerment Committee | Mar–Oct 2026 |
6. Youth & Student Development | – Launch Nuba Youth Leadership & Volunteer Program. | – Active youth participation in community service. | Youth Connection & Student Affairs Committee | Apr–Dec 2026 |
7. Economic Empowerment & Livelihoods | – Promote community savings groups and investment awareness. | – 10 new small enterprises initiated. | Economic Development & Investment Committee | May–Nov 2026 |
8. Cultural Preservation & Promotion | – Hold annual Nuba Cultural Festival in the USA. | – Greater unity and cultural pride. | Cultural Affairs & Media Committee | Jul–Dec 2026 |
9. Peacebuilding & Reconciliation | – Facilitate dialogue forums for divided Nuba communities. | – Enhanced cooperation among Nuba groups. | Reconciliation & Peacebuilding Committee | Mar–Nov 2026 |
10. Advocacy & Human Rights | – Advocate for protection of Nuba civilians in conflict zones. | – Increased awareness of Nuba human rights issues. | Advocacy & Public Relations Committee | Jan–Dec 2026 |
Operational Area | Key Tasks (2026) | Responsible Unit |
Administration | Maintain updated membership registry, official communications, and documentation. | Secretariat |
Finance | Develop 2026 budget, maintain transparent accounting, and produce quarterly reports. | Finance & Resource Mobilization Committee |
Monitoring & Evaluation | Track performance indicators, prepare semi-annual and annual progress reports. | M&E Unit |
Partnerships & Networking | Strengthen collaboration with NGOs, government bodies, and diaspora partners. | Executive Committee & External Relations |
Communication & Media | Maintain NMIA–USA website and social media presence; produce newsletters. | Communication & Media Committee |
Budget Category | Estimated Amount (USD) |
Program Activities (Education, Health, Relief, Women, Youth) | $45,000 |
Administrative & Operational Costs | $15,000 |
Communication, Media & Advocacy | $5,000 |
Capacity Building & Leadership Training | $10,000 |
Monitoring, Evaluation & Reporting | $5,000 |
Total Estimated Annual Budget (2026) | $80,000 |
The 2026 Annual Work Plan sets the foundation for NMIA’s vision of transforming the Nuba community from struggle to strength. Through unity, accountability, and service, the organization will continue to build bridges between the diaspora and homeland—creating pathways for peace, empowerment, and sustainable development.
“Together we rise — one people, one heritage, one hope for the Nuba Mountains.”