aah-i_uganda_strategic_plan_final

ACTION AFRICA HELP - INTERNATIONAL UGANDA COUNTRY PROGRAMME STRATEGIC PLAN 2010-2014

AAH-I Uganda Country OfficePlot 72 Ntinda RoadP.O. BOX 10501KampalaTel: +256 (0) 41 287 786Fax: +256 (0) 41 287 884Email: [email protected]

AAH-I Head OfficeFAWE House, Ground FloorChania AvenueP.O. Box 76598 00508Nairobi, Kenya.Tel: +254-(0) 20 3007755/6Mobile: +254 (0) 722 207726Fax: +254 (0) 20 3007768Email: [email protected]

www.actionafricahelp.org

AAH-I Uganda Strategic Plan 2010-14i

Page

Abbreviations and Acronyms ii

Foreword iv

Acknowledgements v

Executive Summary vi

Background 1

Contextual Analysis 3

The Strategic Plan 12

Strategy Implementation Framework 14

Monitoring and Evaluation Plan 17

Finance Plan 20

Appendices 22

Appendix I: Detailed Budget/Finance Plan 23

Appendix II: PHC Implementation Approach 29

Appendix III: List of Participants 30

Contents

AAH-I Uganda Strategic Plan 2010-14ii

Abbreviations and AcronymsAAH-I Action Africa Help - International

ACORD Agency for Cooperation and Research in Development

ADRA Adventist Development and Relief Agency

AMREF African Medical and Research Foundation

ARC American Refugee Committee

AUSAID Australian Agency for International Development

CBO Community Based Organization

CEAP Consolidated Emergency Assistance Program

CIDA Canadian International Development Agency

DANIDA Danish International Development Agency

DFID Department for International Development

DIP Detailed Implementation Plan

DRC Danish Refugee Council

EED Evangelischer Entwicklungsdienst (Church Development Service)

EPR Emergency Preparedness and Responsiveness

EU European Union

FAO Food and Agricultural Organisation

FAWE Forum for African Women Educationalists

GBV Gender Based Violence

GOU Government of Uganda

GTZ Deutsche Gesellschaft für Technische Zusammenarbeit (German Technical Cooperation)

HH House Holds

HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome

IEC Information, Education, and Communication

ICT Information and Communication Technology

IDB International Development Bank

IDP Internally Displaced Person

IR Immediate Results

IRD L’Institut de recherche pour le développement, (The French International Development

Research Institute)

IUCN International Union for Conservation of Nature

JICA Japan International Cooperation Agency

LRA Lord Resistance Army

LWF Lutheran World Federation

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M&E Monitoring and Evaluation

NGOs Non-Governmental Organizations

NORAD Norwegian Agency for Development and Cooperation

OXFAM NOVIB The Dutch Organisation for International Development Co-operation

OVC Orphans and Vulnerable Children

PCCM Programme Coordination Committee Meeting

PHC Primary Health Care

PMT Programme Management Team Meeting

PRD Poverty Related Diseases

PSNs Population and Sustainability Network

PTC Primary Teachers’ College

PRAFORD Participatory Rural Action for Development

SIDA Swedish International Development Agency

SMT Senior Management Team Meeting

SO Strategic Objective

TOTs Training of Trainers

UNDP United Nations Development Programme

UNICEF United Nations International Children’s Fund

UNIFEM United Nations Development Fund for Women

UN OCHA UN Office for the Coordination of Humanitarian Affairs

UPE Universal Primary Education

USE Universal Secondary Education

UNHCR United Nations High Commissioner for Refugees

UN- HABITAT United Nations Human Settlements Programme

UNESCO United Nations Educational, Scientific, and Cultural Organisation

UNEP United Nations Environment Programme

UNFPA United Nations Population Fund

UNRF Uganda National Rescue Front

UNIDO United Nations Industrial Development Organisation

UNOPS United Nations Office for Project Services

USAID United States Agency for International Development

USDA United States Department of Agriculture

VCT Voluntary Counselling and Testing

Watsan Water and Sanitation

WFP World Food Programme

WHO World Health Organisation

WWF World Wide Fund For Nature

AAH-I Uganda Strategic Plan 2010-14iv

Foreword

AAH-I Uganda was established in 1993 and initially provided support to Southern Sudanese refugees in Koboko/Arua, Uganda, where they had sought refuge after fleeing from the war in their country. Since then we have witnessed a number of very important imperatives for re-positioning AAH-I Uganda programme. First, was the signing of the Comprehensive Peace Agreement (CPA) in Sudan in January 2005. This development has led to great reduction on refugee numbers due to repatriation. Second was the decision by AAH-I international Board to devolve to country offices authority over the development and management of country programmes. Third, the devolution of powers to country offices necessitated the creation of Country Advisory Boards that would govern the country programmes. Fourth, there was recognition of the need to extend our services to other livelihood challenged populations. Fifth, AAH-I Board commissioned consultants to review the management structures and operations of AAH-I at both country and international levels and to make recommendations regarding accountability and management of field operations at country level. These developments combined called for a re-focussing of the direction of Uganda’s programme.

AAH-I Uganda’s modus operandi is to work with livelihood challenged communities to assist them in re-establishing control over their own future, promoting self-reliance, enhancing their self-management systems and uplifting their living standards. We work with communities and local counterpart agencies supporting the limited formal structures that might still exist to introduce a development programme aimed at providing basic services including health, water, sanitation, basic education, promoting food security, household income,

peace building and strengthening of civil society.

During the process of reviewing its relevance and longer-term strategic direction, AAH-I Uganda appreciated the need to engage in sustainable development, and the need to return to the holistic PHC approach in our programming which serves to empower communities to engage in uplifting their livelihood in a sustainable way.

This strategic plan has outlined AAH-I Uganda’s plans and activities for the next five years. The plan was put together by staff members and partners during a workshop held in Kampala in November 2009. The plan of action will involve:

Enhancing Primary Health Care (PHC) •Pursuing a regional development approach beyond •refugees to host and other communities.Strengthening the organization to be able to •respond to emerging and changing environment.Institutional strengthening •

In our new strategic direction, AAH-I Uganda will expand its programming to include Busoga, North-East and Yumbe regions, as well as extend its services to include returnees from the Great Lakes region and livelihood challenged host communities including Internally Displaced Persons (IDPs). In the next five years, AAH-I Uganda will expand its partnership to include a diverse group of donors involved in providing funding for different basic services such as health, water and sanitation, education and environment. For this plan of action to be a success, it will take a lot of dedication from the communities we work with, our staff, donors, partners, and collaborating agencies. As an organisation, we are committed to fully utilising our richly diverse technical capacities in order to deliver on these commitments as we strive to help communities become self-reliant and propel themselves out of the poverty trap.

Dr. Vinand NantulyaChairman AAH-I International and Interim Chairman, AAH-I Uganda Board of Directors

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AcknowledgementsThis Strategic Plan has been developed by AAH-I Uganda staff and Board members in consultation with our partners - UNHCR, represented by the Deputy Representative Nemia Temporal together with UNCHR program team members Idah Kitende Mirembe and Dr. Kevin Tsasyo; WWF represented by their National Project Manager, Kizza Wandira and other partners. The process was further enriched by the contribution of the Council of Anglican Provinces of Africa through its General Secretary, Reverend Canon Grace Kaiso. We appreciate the contribution by Ronald Kitanda the representative for Bread for the World, who although could not physically attend the workshop, contributed to the identification of the strategic issues by responding to questions by email. We thank you all for making development of this document achievable.

Due recognition is extended to Ms. Sheila Mugo, the former Country Programme Manager of AAH-I Uganda, who was instrumental in the strategic planning process, and who facilitated the strategic planning workshop.

We thank Dr. Vinand Nantulya, the Chairman of AAH-I International Board and the Uganda National Board for finding time to attend the strategic planning workshop in Kampala, and giving a well-thought out presentation of the comprehensive PHC strategy, which is one of the key strategic issues addressed in this plan. We also thank him for reviewing the early drafts of this plan and providing detailed feedback.

At the AAH-I Headquarters, several people deserve mention for their effort in making production of this strategic plan a reality. We begin by thanking our Executive Director, Dr. Caroline Kisia, for providing overall leadership to us and to other AAH-I country programmes as they embarked on their individual in-country strategic planning processes. She participated actively in the Kampala workshop, and in editing the various drafts to arrive at this final strategic plan. We also extend gratitude to Ms. Dinah Njoroge, the Finance and Administration Director and Dr. Umar Baba, Technical Director, who advised us on various aspects of this plan. Ms. Florence Adero for rendering logistical support during the entire process. We also thank Mr. Thomas Ondieki, who was part of the HQ team that attended the planning workshop and gave input. We thank Ann Thuo, our Communications Officer for her input in editing, design and layout and in coordinating the publishing of this strategic plan.

Another important recognition goes to Dr. Klaus Poser, the AAH Germany representative on the International Board for giving detailed input and feedback on the document.

Finally, I wish to thank the entire AAH-I Uganda staff fraternity - team leaders, programme staff, finance and administration staff and others from our various locations - Moyo/Adjumani, Kiryandongo, Kyangwali and Kampala – who very actively participated in the strategic planning process, and spent countless hours to come up with this plan. In this document, we have set ourselves ambitious targets, which I am confident we will achievement through our ongoing teamwork and dedication to duty in the service of disadvantaged communities.

To all these people and others not mentioned, on behalf of the AAH-I Uganda Programme, I offer my heartfelt gratitude for your commitment, constructive insights that informed the discussions throughout the different stages, and dedication to this process, without which this magnificent plan would not have been possible.

Noerine Kaleeba Ph.D.Interim Country Director, AAH-I Uganda

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Executive Summary Action Africa Help International (AAH-I) is an international nongovernmental organisation registered in Nairobi, Kenya in December 2003. AAH-I’s strategy and approach of doing things with people rather than doing things to people was defined in 1987 during the Civil War in South Sudan. AAH-I was first registered in Munich, Germany, as Aktion Afrika in Not e.V. (Action Africa in Need - AAIN) in 1990.

AAH-I started work in Uganda as AAIN in Koboko West Nile region of Uganda in 1993, when it extended assistance to about 80,000 South Sudan refugees who had fled fighting in Morobo. Since then, AAH-I activities in Uganda have expanded covering more areas and sectors, and extending reach to host communities.

AAIN was replaced by Aktion Afrika Hilfe e. V. (AAH) in 1996, and by AAH-I in 2003. AAH-I maintains close links with its predecessor organization, AAH Germany, which has continued fundraising and public awareness activities in Germany on behalf of AAH-I. Starting from South Sudan and then Uganda, AAH-I has since expanded its programme activities to Zambia, Somalia and Kenya, working with people in conflict and post conflict situations. Key programme areas have included primary healthcare, education, food and income security, civil society strengthening and peace building, refugee and displaced persons care, and return and reintegration of displaced persons.

The purpose of this document is to set out the strategy for AAH-I Uganda over the next 5 years. This document also establishes the nature and focus of the organization, from its basic vision to its action programme. A detailed implementation framework, monitoring and evaluation plan and resource requirements for the plan are also laid out.

AAH-I Uganda’s vision is of sustainable improved quality of life for livelihood challenged communities in Uganda.

AAH-I Uganda’s mission is to support livelihood challenged communities to sustainably improve their standard of living through community empowerment approaches in partnership with stakeholders.

AAH-I Uganda will continue to focus on its key niche area of working with disadvantaged communities affected by conflict. AAH-I Uganda will work with livelihood challenged communities through a comprehensive primary healthcare approach to provide a seamless continuum of community-based rehabilitation and development programmes, assisting them in re-establishing control over their own future, promoting self-reliance, enhancing their self-management systems and uplifting their living standards. This will contribute to peace building, reconciliation and healing of these conflict affected communities.

To achieve this, AAH-I Uganda will carry out integrated multisectoral programs, and will, during this strategic plan period, address the following three main strategic issues identified during the planning process:

Issue 1: Enhancing the comprehensive Primary Health Care (PHC) approach.Issue 2: Pursuing a regional development approach beyond refugees to host and other communities.Issue 3: Strengthening the organization to be able to respond to emerging and changing environment.Issue 4: Institutional strengthening.

AAH-I Uganda will strengthen comprehensive PHC as the operating framework in the implementation of all its programmes. This approach was the initial model used by AAH-I at its inception to holistically develop and implement programmes. However, over time it had waned. The PHC approach will thus be revived, as it addresses

AAH-I Uganda Strategic Plan 2010-14vii

development in a very holistic manner, ensuring community ownership and commitment to their own self-driven sustainable development. AAH-I Uganda’s work over the years has mainly focused on refugees. During this strategic plan period AAH-I Uganda will pursue a regional development approach that will expand services beyond refugees to host and other livelihood insecure communities, using the comprehensive PHC approach. In any community AAH-I Uganda intends to work with, AAH-I will carry out a base line survey incorporating a livelihood survey in order to collect up-to-date data and gain clarity on the extent of the livelihood insecurity, and the underlying causes which need to be addressed in order to reverse the situation.

AAH-I Uganda will strengthen the programme to be able to respond to the emerging and changing environment. To achieve this, AAH-I Uganda will develop into a reflective learning and responsive organisation. Internal and inter-country programme learning and best practice forums will be held to facilitate this, and knowledge management within the organization strengthened. AAH-I Uganda recognises that the effects of climate change will impact negatively on livelihood insecure communities. Environmentally friendly technologies will thus be incorporated into AAH-I’s programming, and restoration of degraded environment in AAH-I’s areas of operation supported.

AAH-I Uganda will also have focused institutional strengthening efforts that are aimed at enhancing the programme’s operational efficiency. This will ensure effective and efficient delivery of its services through harmonised structures and streamlined management practices. AAH-I Uganda will strive to diversify its donor base, and put in place a resource mobilisation strategy that will see its resource base and financial sustainability enhanced. Through this plan, AAH-I Uganda intends to work in collaboration with others through partnerships of mutual benefit in realising shared goals. As part of this plan, AAH-I Uganda intends to consolidate its activities within its current areas of programme operations in the districts of Moyo & Adjumani (Palorinya & Pakelle refugee settlements), Hoima (Kyangwali refugee settlement), Masindi (Kiryandongo refugee settlement), Isingiro (Nakivale refugee settlement) and Kyenjojo (Kyaka refugee settlement). AAH-I Uganda will extend its services in these districts beyond the refugee settlements to national host communities. Additionally, AAH-I Uganda will, in this strategic plan period, expand its programming to include livelihood insecure communities in the Busoga, North-East and Yumbe regions, as well as extend its services to include returnees from the Great Lakes region, and internally displaced persons (IDPs).

To be able to deliver on this plan, and to respond in a timely manner to challenges and opportunities in its areas of operation, AAH-I has decentralised its operations as a means of giving greater ownership and responsibility to its country offices. This is also aimed at encouraging a fuller utilization of the creative, ingenious and innovative gifts of AAH-I staff at all levels. In line with this, the AAH-I Uganda Country Office, complete with its own managing Board of Directors will be set up to manage the programme operations. As a programme, AAH-I Uganda looks forward to a very engaging time in implementing this strategic plan, which will in turn serve to empower communities to engage in sustainably uplifting their livelihood.

Dr. Caroline KisiaExecutive Director,Action Africa Help - International (AAH-I)

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1.0 Background1.1 Overview of the AAH-I Uganda Programme (2005-2009)1.1.1 Brief HistoryThe concepts Action Africa Help International (AAH-I) is promoting today were first conceived in 1987 during the Civil War in South Sudan. Emergency aid and the manner in which it was implemented marginalized local communities and their intrinsic values and capacities. Observing these negative effects led the initiators of the organization, led by the late Dr. Vivian Erasmus, to seek more effective ways of handling these “chronic disaster” situations. The AAH-I strategy and approach to development is to ‘do things with people’ rather than ‘doing things to people’.

AAH-I was first registered in Munich, Germany, as Aktion Afrika in Not e.V. (Action Africa in Need - AAIN) in 1990, and started its work in southern Sudan during the civil war, operating behind the

frontline. AAIN was replaced by Aktion Afrika Hilfe e. V. (AAH) in 1996. In 2003 there was devolution of the strategic and management functions from Munich to Nairobi, and Action Africa Help - International (AAH-I) was thus registered as an International African Non-Governmental Organization in Nairobi, Kenya, in December 2003. All previous activities and programs supported by AAH e.V in Africa were, from January 2004, handed over to AAH-I. The modalities of handover and the detailed aspects of future collaboration arrangements between the two organizations are contained in documents of Devolution and Cooperation.

AAH-I maintains close links with its predecessor organization, AAH Germany, which has continued


fundraising and public awareness activities in Germany on behalf of AAH-I. AAH-I started work in Uganda in 1993. Since then AAH-I has expanded its programme activities to Zambia, Somalia and Kenya, working with people in conflict and post conflict situations.

1.1.2 AAH-I UgandaAAH-I started work in Uganda in Koboko West Nile region of Uganda in 1993, when it extended assistance to about 80,000 South Sudan refugees who had fled fighting in Morobo. Activities were then extended to cover Ikafe, Parolinya, Kyangwali and Adjumani. In Kyangwali, over and above the refugee care project, AAH-I implemented a multi–sectoral programme that greatly increased food production to such a level that Kyangwali refugee settlement became a net exporter of food, rather than a recipient of food aid.

Since then, AAH-I activities in Uganda have expanded covering more areas and sectors and extending reach to host communities. It has evolved into an integrated development programme with health care, water and sanitation, education, food security, environment and microenterprise development components. Since 2007 the Uganda programme has been facilitating the repatriation of Sudanese refugees following the signing of the Comprehensive Peace Agreement (CPA) in 2005. At present, the AAH-I Uganda field offices are located in the districts of:

Moyo & Adjumani (Palorinya & Adjumani refugee •settlements)Hoima (Kyangwali refugee settlement)•Masindi (Kiryandongo refugee settlement)•Isingiro (Nakivale refugee settlement)•Kyenjojo (Kyaka refugee Settlement)•Kampala – Head office•

1.2 Key Programme Areas of Focus

1.2.1 Refugee Care ProgrammeThis has been the backbone of the programme for the last five years. AAH-I Uganda has assisted

communities fleeing conflict in Sudan, Congo, Rwanda Burundi and Kenya to move gradually beyond the crisis and towards self-help that brings long-term benefits in the following areas:

Promotion of access to water & sanitation •Improving health services•HIV/AIDS awareness & VCT services•Promoting Access to Education•Vocational training – (Belameling Vocational •Training Center)General food distribution & Storage•Environmental conservation and rehabilitation•Energy conservation, small business training•Supporting people with special needs•Functional adult literacy education•Awareness creation of Children’s Rights•Refugees transit and repatriation •

1.2.3 FundingFor the last five years, the programme has mainly been funded by UNHCR, WWF, British Embassy, Japanese Embassy, and WFP.

1.2.4 Local PartnersThe programme has collaborated with a number of Government institutions such as, The Office of the Prime Minister, Ministry of Health, Ministry of Education, and District Environment Departments.

1.3 Methodology: Strategic Planning Process

AAH-I Uganda has developed this Strategic Plan through an inclusive participatory process. A workshop was held from the 23rd to the 27th November 2009. The participants included AAH-I International & Uganda Board Chairman, AAH-I Executive Director, partner/donor representatives from UNHCR, WWF, CAPA and AAH-I Uganda staff members from the regional and field offices, as well as representatives from UNHCR and WWF. During the workshop, key issues and challenges were addressed and a road map for the next five years i.e. 2010 to 2014 outlined.


2.0 Contextual Analysis2.1 External Environment Analysis2.1.1 Geography and economy of Uganda

The republic of Uganda is located in East Africa and lies astride the equator. It is a landlocked country bordering Kenya in the east, Rwanda in the southwest, the Democratic Republic of Congo in the west and Sudan in north. The country has an area of 241,039 square kilometres and is administratively divided into 8 districts.

Map of Uganda

immediately after independence, 1962 – 1970, Uganda had a flourishing economy with a Gross Domestic Product growth rate of 5% per annum compared with the population growth rate of 2.6 percent per annum. However in the 1970s through to the early 1980s Uganda faced a period of civil and military unrest resulting in the destruction of the economic and social infrastructure.

This seriously affected the growth of the economy and the provision of social services such as education and health care. Since 1986, however, the government has introduced and implemented several reform programmes that have reversed the setbacks and propelled the country towards economic growth.

The sum effect of the civil and military unrest has been that in several districts the recovery rate has been slow. This is the case especially in areas, which before the conflicts had registered high socio-economic growth rates as they were the most affected. In discussing and reviewing the developmental trends in the country, the planning team identified some of these areas as needing strategic interventions in order to support the government initiatives to revamp the socio economic status of the people and re-ignite community driven and centred development practice.

Situational AnalysisThe different regions in Uganda were reviewed in the context of:-

Presence of development NGO’s in the region•Incidence of poverty in the region affecting a •substantial percentage of the populationEconomic impact of civil and military unrest on the •human development activitiesPost conflict community coping mechanisms and •human development

The economy is predominantly agricultural with the majority of the population dependant on subsistence farming and light agro based businesses. The country is relatively self sufficient in food although there is uneven distribution over all areas. During the period


Access to quality basic needs, food, education, •water shelter - in other words the communities’ livelihood security The local people’s current human development •activities in the light of achievement of the Millennium Development Goals.

We also reviewed AAH-I Uganda’s existing programmes in Moyo (Palorinya), Adjumani (Pakelle), Hoima (Kyangwali), Masindi (Kiryandongo), Isingiro (Nakivale), Kyenjojo (Kyaka) regions. The analysis revealed that AAH-I Uganda needs to expand its programming to include livelihood insecure host communities in Busoga, north-east and Yumbe regions. Situational analysis of each of the new regions is given below.

Busoga Region Geographic Location: Busoga has an area of 11,360 sq meters and is situated south East of Uganda. Busoga is sandwiched between Lakes Kyoga in the North and Victoria in the South. It is composed of seven Districts, Jinja, Iganga, Kamuli, Kaliro, Namutumba, Bugiri and Mayuge. The capital of Busoga is Jinja which was once a former industrial city of Uganda and is the second largest town in Uganda.

Demography: The population is about 2.1 million

Climate and Soils: The region is tropical with rains slightly above average (1200mm annually). The soils are very fertile and have the capacity to grow a wide range of crops like maize, rice, banana, coffee, etc.

Literacy Rate: The literacy level is low because of the poverty in the region and the negative attitude to learning. The literacy level is at 36% femaleand 47% male.

Health and Nutrition: Because of the high humidity and relative temperatures, Busoga is a good breeding ground for pests and diseases such as jiggers, tsetse flies, eye diseases like trachoma, mosquitoes etc. Some of these pests like tsetse flies have at one time been epidemic leading to depopulation of some areas like Bugiri and Mayuge. There is also lack of proper water and sanitation and personal hygiene.

Mortality Rates: Infant Mortality Rate is 125/1000.Presence of NGOs or other development partners: One of the reasons Busoga region has lagged behind is due to an absence of NGOs and other development partners in the region. The only significant NGOs operating in the area is Plan International in Kamuli District.

Strengths of the Region: Busoga is politically stable. Most of the population in the region own some land. However, infrastructure in the region such as roads and the markets is poor. The good climate and fertile land makes the region conducive to productive farming but lacks appropriate technical agricultural skills.

Income Generation: During the 1960s and 1970s, Busoga used to be the cradle for agricultural production of Uganda. The region produced food crops such as cotton, bananas, sugar, coffee and cash crops such as maize, beans and groundnuts. By that time, the economy of Busoga region was strong since it was reliant on the strength of its capital town Jinja which was one of the industrial towns in East Africa. Jinja also boosted the adjacent towns in the region, which used to work as main collection centres for raw materials and food/cash crops. Jinja was a very big market for the region with a road and railway network (commonly referred to as Busoga line) connecting Jinja to the rest of the region. There was also a ferry service operating on Lake Kyoga to connect the region to Northern Uganda.Busoga Cooperative Central Union was the second biggest union in Uganda and was an economically powerful marketing institution in Uganda. The union mainly marketed cotton and coffee and provided low interest loans to farmers in the region.

The preceding economic/political turmoil (1971 – 1979) which characterized President Idi Amin’s regime saw the crumbling of the well-organized economic systems of the country. This led to departure of the main entrepreneurs (Asians) and closure of industries in Jinja as well as the rest of the region. Although some of the towns in Uganda have recovered from the economic decline, Jinja is yet to recover and the Government has not yet intervened to revitalize it.


hungry. In 2009, the region was once again hit by famine which called for government intervention. The primary cause of the famine was attributed to prolonged drought resulting from global climatic changes. Similarly, in 2007-2008 the region was hit by floods which affected over 6,000 households. Available statistics show that about 47 people died as a result of floods. A lot of crops and infrastructure were also destroyed.

Education: Most schools in the region have closed down. This has denied future generations a chance to get themselves out of vicious cycles of poverty and ignorance. Famine has also not spared the region’s school enrolment dropout rate which in some districts e.g Katakwi stand at 20% per term for pupils and teachers.

IDPs: Since 2001, about 100,000 Iteso have been living in IDP camps strewn along the common border. The camps are typically congested and unhygienic resulting in high morbidity and mortality rates. It has also resulted in breakdown of family structures and values.

Categories of IDPs:(i) IDPs who live in camps.(ii) Transit camp: IDPs who have attachments to their

village and have families in camps.(iii) Those who have returned to the camp but lack the

basic services.

Current situation:In three years, most IDPs would have returned to their homes. The PRD plan of government to rehabilitate infrastructure in the LRA affected areas.UNHCR will take the role of protection for the PSNs. Natural disasters such as floods and droughts will need environmental mitigation. The government providing security against cattle rustling.The current poverty level is at 70% where people are living on less than $1 a day. It is estimated that in 5 years, change could occur if the political security situation remains stable. Political stability will change the trend of development.

The community have thus turned to alternative means of survival by resorting to growing of paddy rice. The crop is being grown but with no proper technical skills and guidance. This has had a negative impact on the environment and has reduced soil fertility.

Currently, there are no income generating activities in the region which has led to extreme poverty, increased school dropouts, redundancy among the youths and increased SGBV and other diseases.

RecommendationsSince Uganda is an agrarian based economy, it would be encouraged to promote commercial farming as well as revamp the industries and the infrastructure. Likewise, the PHC in the region needs to be revamped in order to support the community. Equally, the community needs to be made aware of the long term advantages of education so that they can take advantage of education opportunities available.

North-East RegionGeographic Location: The north-east region of Uganda and is composed of six districts; Katakwi, Kumi, Amkuria Bukedea, Soroti, Pallisa and Kaberamido.

Demography: The population is about 2.5 million people and is made up of Iteso and Kumam ethnicities.Security: The region is emerging from a 3 year armed rebellion against the Government of Uganda which forced 1.2 million people into IDP camps. The region has also been affected by cattle rustling by the Karamojong which has negatively impacted on agriculture production in the region. IDPs started returning to the camps in 2006 and currently there are an estimated 100,000 IDPs.

Economy: Subsistence agriculture and pastoral husbandry are the two main economic activities the region. The main crops grown include cassava, millet, potatoes, sorghum and cotton. Development in the region has been further affected by natural calamities such as the famine in 1994. The region was hit by one of the worst famines in the region’s history which claimed the lives of 200 people and left thousands


Recommendations:People should be supported to engage in •productive agricultural practices.The community should be given access to market •their crops, poultry and livestock.The region has natural resources that could be •tapped into.

Yumbe Region Geographic Location: Yumbe district was granted a district status in the year 2000. Yumbe district is located in Northwestern [West Nile Region] part of Uganda. The district is bordered by Moyo district in the east, Koboko district in the west, and Terego-Maracha district in the southwest, and the Sudan in the north. Yumbe district covers about 3,200km2.

Demography: The population of Yumbe district is approximately 256,000 as per national population census conducted in 2002. The current district population as indicated by Yumbe district population office has increased to 368,000 giving a population growth rate of 4.35%, which is relatively high.

Background: Majority of the population in the region is Muslim. Literacy level in the district is low as children are encouraged to attend only the Islamic Ryads focusing on the Koran. There is a negative attitude towards western education in the community as it is feared the children could be converted to Christianity. Due to low literacy levels, very few are in formal employment. This led a majority of the youths to join the military during Idi Amin’s regime.

The rebel activities were spearheaded by UNRF I & II, and the West Nile Bank Front. Wars and conflicts in the region have destroyed the infrastructure and forced people into exile in Sudan. The ex-combatants are not yet fully integrated or reoriented into the community; hence they pose a potential security threat to property and human life. There is a possibility that these youth can easily regroup to wage more armed conflicts if their needs are not carefully addressed, or not provided with alternative means of livelihood.

Road network: The district has 3 trunk roads - Arua–Koboko-Yumbe-Moyo road, Arua-Terego-Yumbe-Moyo road, and Yumbe-Obongi road interconnected by a number of feeder roads. The larger part of the district is accessible by road.

Economy: The primary economic activity is subsistence farming practiced by the elderly and women. There is no prominent cash crop farming practiced in the district. The people lack appropriate entrepreneurial knowledge and marketing skills to engage in viable business as well as establish local investment initiatives. Majority of the population in the region live below $1per capita income. There are no known microfinance institutions operating in the district. The accessibility of financial services by those in the rural areas is problematic because of lack of security.

Health: There is one major hospital at the centre of the district along with a few health units throughout the district. On average, patients have to travel 8-10km to access health services that are poorly facilitated. Water and sanitation services in the rural areas is poor compared to the urban Yumbe town council. The number of boreholes and safe water sources cover only 36% compared to the 68% of 2008 national standards requirement. The remote parts of the district do not have safe water points and people have to travel over 3km to access safe water.

Education: The district has a few educational institutions. There is one PTC, one technical school and seven secondary schools concentrated in the urban centre. Enrolment in primary schools in spite of universal primary education (UPE) remains very low. Dropout rates are high. Most school age going children prefer to engage in small trade than to go to school. Similarly, some of these children move to the urban cities and end up engaging in delinquent behaviour such as theft, substance abuse, elopement and child-marriages in the case of girls.

Environment: Poor farming practices and charcoal burning as a form of business have led to environmental degradation. The bio-diversity and climatic conditions have thus been altered a cause of food insecurity.


IDPs: About 13,000 IDPs were evicted from their previous settlements of Metu, Erra-lubajo, Eria, Iboa, Keyi and Andra by the National Forest Authority and re-settled in Goboro. Goboro is now the current settlement camp based around 35km north-east of Yumbe town. The camp is characterized by inadequate basic social services such as health services, safe water points, poor sanitation facilities, poor temporary classroom blocks, poor teaching facilities. There is also a concern of malnutrition especially in children, the elderly and the expecting mothers.

Host community: There are refugees settled in Ikafe and communities neighbouring the refugees enjoy benefits of the services offered by UNHCR and WFP. Services extended to the neighbouring communities include, education, health, safe water, good road networks, food relief in primary schools, therapeutic feeding in health units and social cohesion between refugees and nationals. Once the refugees are repatriated these basic services will be discontinued. Therefore, there is need for livelihood intervention to assist these communities cope with the post repatriation effects.

Agencies in the District: There are a number of NGOs working in the area i.e OXFAM, CARE, LWF, IRD, MSF

and UN agencies. These agencies have been providing developmental and humanitarian intervention programs in the district since post Amin era. At present, DRC has intervened to implement small scale livelihood programmes, and PRAFORD, a local CBO funded by UNIDO now offers short term practical skills trainings for ex-combatants in carpentry, tailoring, fabrication, mechanics, blacksmithing, entrepreneurship and masonry work.

PotentialsCommunity willing to incorporate new initiatives.•Vast and fertile land permits alternative land use.•Prevailing political stability in the district.•Available markets for food produce in the •neighbouring districts and the Sudan.

Areas of interventionConflict mitigation – peace building processes.•Strengthen livelihood opportunities for self •sustenance.Empower women and youths to embrace •development initiatives.Ameliorate and guarantee food security. •Environmental conservation and protection •Create programs to support and change the mind •set of ex-combatants.


2.2 Internal Environment Analysis2.2.1 SWOT AnalysisA SWOT analysis of AAH-I Uganda was carried out during the workshop with the following strengths, opportunities, weaknesses and threats identified. The challenges that face AAH-I Uganda’s programmes were as follows:

Reliance on one major donor for the last five years i.e. UNHCR. •Dealing with only one sector of the community, namely, the refugees. This type of programming is limiting •given that the main donor UNHCR is now focusing on another targeted group i.e. IDPs. AAH-I Uganda’s documentation and building of an expertise portfolio needs to be packaged. Our skills •and experiences need to be documented and used in other programs. There is an overall lack of adequate documentation and ownership.

WEAKNESSES:•Insufficientdocumentation•Toofocusedonrefugees•Relianceononemajordonor,wehavethecapacity

to lobby from other donors but are not utilizing this capacity.

•Weakresourcebase•Thereisalackofphysicalpresenceinreturneehome

country.•Limitedinfrastructureandlogisticsupport•Inadequatefunding•Inadequatecapacitytoeffectivelyexecuteprograms•Poorworkingconditions•Highstaffturnover•HRpolicygaps•Understaffing

THREATS:•Overdependenceononedonor•Insufficientdocumentation•Competitionfromotherpartners•Climatechangeeffectsi.e.unpredictablerainpatterns•Changesindonorpriorities•Globalfinancialcrisis•Lackoforganizationpublicity•Perceptionsofinadequatetransparencyandefficiency•Lackofsufficientfunding•Challengingpoliticalenvironmentinthepreparationof

2011 elections which could affect the program.•Fastchangingtechnologyimpactingnegativelyon

operations.•Sudan’spoliticalenvironmenthasaneffectonthe

program’s refugee population

STRENGTHS:• AAH-Ihasexistedforaverylongtimehencewehavea

wealth of experience• Abilitytodeliverservicestothetargetedpopulation• Closeworkingrelationshipwithourbeneficiaries• Adedicatedandmulti-skilledstaff• Astrategicpartnershipwithotherpartners• LargerAAH-IUgandanetworkwhichcoversalargearea

of Uganda• AAH-Ihastakenamulti-sectorialapproachcovering

a wide range of services: PHC, water and sanitation, education, environment, agriculture.

• Relationshipswithstakeholdershavebeenbuiltovertime

• AAH-IUgandais100%localNGOandisapartnerofreference when international stakeholders are looking for local partners to partner with.

• Agoodunderstandingofcommunityneedsandstructures.

OPPORTUNITIES:•Thecapacityforfundraisingbecauseofthelong

existence of the organization.•Theopportunitytomarketourselves•Theopportunitytoadvocateandexecuteservicessuch

as OVC, UPE and USE.•TheopportunitytostrengthenthePHCapproach•Theabilitytotapfundsfromotherdonorsinareassuch

as agriculture and environment•Opportunitytoenhanceourrelationshipwiththe

central local government and community. •Theopportunitytohaveaphysicalpresenceinallareas

of operations.•PresenceoftheAAHGermanyofficetoassistwith

fundraising.•Experienceinprogramdevelopmentforimplementation

of programs•ReturningSudaneserefugeescangrowfoodstuffwhich

could be supplied to South Sudan.


2.3 Stakeholder Analysis AAH-I Uganda’s relations with its stakeholders will be acknowledged as follows:

The community will expect quality services, skills and knowledge, respect, guidance, and long-term support.•

The local leaders and district authorities will expect recognition, support capacity building and want to be •involved in community activities.

Returnees need reassurance of security in home country, facilitation of equipment and transportation.•

Donors need tangible results from the program.•

Donors also want accountability and efficiency to ensure no misuse of resources. •

Donors want transparency through the documentation of services.•

Donors want the agency’s ability to replicate the program in other areas as well as product assurance in terms •of quality.

AAH-I Uganda will in the next five years plans to increase its strategic relationships with the stakeholders below:

DONOR AGENCIES REFERENCE SPECIALITY

DANIDA Watsan, Health

UNHCR Watsan, Health, Education, Food Security, Environment and Enterprise Development

SIDA Watsan, Health, Education, Food Security, Environment and Enterprise Development

UNICEF Watsan, Food Security, Environment

USAID Watsan, Food Security, Education

EU Watsan, Health, Education, Food Security, Environment and Enterprise Development

CIDA Watsan, Food Security, Education

DFID Watsan, Health, Education, Food Security, Environment and Enterprise Development

WB Watsan, Health, Education, Food Security, Environment and Enterprise Development

UNDP Watsan, Food Security, Environment and Enterprise Development

JICA Watsan, Health, Education, Enterprise Development

French Embassy Watsan, Health, Education

WHO Health

WFP Health, Education, Food Security, Environment and Enterprise Development

EED Health, Enterprise Development

Royal Netherlands Embassy Health, Education

Australian Agency for International Development

Watsan, Health, Education, Food Security

German Embassy Watsan

American Embassy Health, Education

NORAD Health, Education

UNFPA Health


PEPFAR Health

FAO Food Security, Enterprise Development

ICCO Enterprise Development

GTZ Food Security

USDA Environment

WWF Environment

UNEP Environment

Embassy of Finland Environment

UNESCO Education

Benard van Leer Foundation Education

PARTNERS AND COLLABORATION

Save the Children Education, Health

Plan International Education, Health and Food Security

World Vision Education, Water, Community Development, Health, Food Security

AMREF Health (PHC)

Red Cross Uganda Health, Watsan

Catholic Relief Services Health, Education

PSI Uganda Health, Malaria

Compassion International Education

Goal Uganda Health, Education, Food Security

Christian Children’s Fund (Child Fund International)

Education, Health, Watsan

FAWE Women Empowerment

GOU HIV/AIDS

African Development and Emergeny Organisation

Health

GTZ Health, Education, Community Development

International Refugee Council Health, Gender Based Violence

IUCN Environment

American Refugee Council GBV, Micro-Enterprise Development

ACORD Environment, Community Development, Agriculture, Health

ADRA Multi-sectoral

OXFAM Agriculture

The AIDS Support Organisation Health

DRC Agriculture, Community Development


PARTNERSHIP WITH BANKS

IDB Watsan, Health, Education

Barclays Bank Education, Health

Kenya Commercial Bank Health, Education and Micro-enterprise

Standard Chartered Bank Health, Education and Micro-enterprise

Equity Bank Education

PARTNERSHIP WITH EMBASSIES

British Embassy

Royal Netherlands Embassy

French Embassy

Finnish Embassy

Germany Embassy

Swedish Embassy

Canadian Embassy

Austrian Embassy

Australian Embassy

Chinese Embassy

Danish Embassy

Italian Embassy

American Embassy

Norwegian Embassy

Belgian Embassy

Korean Embassy

PARTNERSHIP WITH CHURCHES

Churches of Uganda HIV/AIDS

Catholic Church of Uganda Agriculture


3.0 The Strategic Plan3.1 Vision StatementAAH-I Uganda’s vision is of sustainable improved quality of life for livelihood challenged communities in Uganda.

3.2 Mission StatementAAH-I Uganda’s mission is to support livelihood challenged communities to sustainably improve their standard of living through community empowerment approaches in partnership with stakeholders.

3.3 Core ValuesAAH-I Uganda will uphold the core values below as well as integrate them in all its programmes.

Pursuit of • community based approaches in development.Commitment to • integrity, accountability and transparency in all functions of our work.Commitment to • empowering communities to enable them to make informed decisions and choices.Respect for the • dignity, uniqueness and intrinsic worth of every individual.Commitment towards • mutual partnership, networks and alliances.


3.4 Target StakeholdersAAH-I Uganda will in the next five years continue to focus its activities and resources working with the following target stakeholders:

Refugees•

Returnees from the Great Lakes region•

Local hosts/nationals in disadvantaged •communities

Internally Displaced Persons (IDPs) •

Local Government•

Government of Uganda•

Religious leaders•

Donors•

3.5 Geographical Area of Operation

AAH-I Uganda will engage in sustainable development programmes in the regions of Busoga, Yumbe, and Northeast regions of Uganda. This will be in addition to continuing in the current areas of operation within the refugee settlements. In addition to continuing to work in the refugee settlements, AAH-I Uganda will expand its programme activities to include the host communities bordering the refugee settlements where we work. The thrust of programming with the host communities will focus on strengthening their livelihood security as a means of enabling longer term sustainable development and in the context of the Millennium Development Goals.

3.6 Strategic Programme Issues

AAH-I Uganda’s main strategic issues for the next five years are as follows:

Issue 1: Enhancing the holistic Primary Health Care (PHC) approach.

Issue 2: Pursuing a regional development approach beyond refugees to host and other communities.

Issue 3: Strengthening the organization to be able to respond to emerging and changing environment.

Issue 4: Institutional strengthening.

3.7 Programme Implementation Approach

In any community AAH-I Uganda intends to work with, AAH-I will carry out a base line survey incorporating a livelihood survey in order to collect up to date data and gain clarity on the extent of the livelihood insecurity, and the underlying causes which need to be addressed in order to reverse the situation. Further the survey will provide meaningful information on the most suitable community engagement methodologies/interventions that can work in ensuring community ownership and commitment to their own self-driven sustainable development.

AAH-I Uganda will use the holistic Primary Health Care (PHC) approach to implement its programmes. This approach was the initial model used by AAH-I at its inception to holistically develop and implement programmes. However, over time it has waned. The Chairman of the Board very ably walked the participants through understanding the approach and its definition. Defined simply, primary health care is affordable, sustainable, and universal essential health care for all individuals, families and communities in a district, rendered in accordance with people’s health needs, acceptance and their full participation (1978, Alma Ata Declaration).

In conclusion it was agreed by all participants that the PHC approach would be revived in all AAH-I Uganda programming as it addresses development in a very holistic manner; the whole persons development. (Details of the PHC approach are contained in Appendix III).


4.1 Enhancing the PHC Approach

AAH-I Uganda will strengthen comprehensive PHC as the operating framework in the implementation of all its programmes. This approach was the initial model used by AAH-I at its inception to holistically develop and implement programmes. However, over time it had waned. The PHC approach will thus be revived, as it addresses development in a very holistic manner, ensuring community ownership and commitment to their own self-driven sustainable development.

The main strategic objective will be to have, by 2014, the PHC framework fully integrated in the design and implementation of all AAH-I Uganda programmes.

The key intermediate results under this are:The capacity of all AAH-I Uganda staff developed in 1. the application of holistic PHC programmingThe holistic PHC approach integrated in all new AAH-I 2. Uganda projects & programmes.

Key activities that will be carried out in order to achieve these results include the following:

Develop a PHC training module 1. Train the AAH-I Uganda staff on the PHC approach2. Market and replicate the PHC module in new areas 3. of operation.Document and disseminate (to communities, donors, 4. refugees host communities), a PHC framework as AAH-I Uganda’s modus operandi.Conduct baseline survey in all project areas.5. Design and implement PHC community based 6. livelihood secured interventions.

4.0 Strategy Implementation FrameworkOver the strategic plan period, AAH-I Uganda will seek to achieve specific results arising from undertaking activities which address the key strategic issues identified in the previous section. The strategic objectives, intermediate results and activities for these five years are outlined below:

4.2 Pursuing a Regional Development Approach beyond Refugees to Host and Other Communities

AAH-I Uganda’s work over the years has mainly focused on refugees. During this strategic plan period AAH-I Uganda will extend its services beyond refugees to host and other livelihood insecure communities, using the comprehensive PHC approach. In any community AAH-I Uganda intends to work with, AAH-I will carry out a base line survey incorporating a livelihood survey in order to collect up-to-date data and gain clarity on the extent of the livelihood insecurity, and the underlying causes which need to be addressed in order to reverse the situation. AAH-I Uganda will then develop programmes that will deliver comprehensive PHC based services to the selected livelihood insecure communities.

The main strategic objectives here will be:Comprehensive PHC based services delivered to 1. selected livelihood insecure communities by the year 2014.By 2014 community based primary health care 2. programs designed and implemented in all the targeted areas.Youth and young adult programs developed 3. and implemented that aim at improving their productivity by 2014.

The key intermediate results under this are:Livelihood insecure communities in targeted/1. identified new areas mapped.80% of the livelihood insecure population will 2. have access to identified comprehensive services. Comprehensive PHC package (curative, supportive, 3. preventive, rehabilitative) developed and applied in all targeted areas during the strategic plan period. Increased number of youth engaged in 4. entrepreneurial activities contributing to the social


economic development of the community. Taking into account gender equity.

The key activities that will be carried out in order to achieve these results include the following:

Carry out assessments to identify gaps.1. Plan designed and developed to address the needs 2. of insecure livelihood communities in the target areas.Design, develop and implement programmes that 3. are responsive to the target population needs. Document experiences, lessons learnt and best 4. practices.Monitoring and evaluation5. Treatment of locally endemic diseases and 6. conditions (HIV/AIDS, Malaria, TB, Diahorea, drug abuse)Provide health education to target communities- 7. nutrition, education, sanitation etcDesign and implement food security programs 8. in the targeted areas – Promote sustainable agricultureDesign and implement water and sanitation 9. projects

- Provide HH with portable water - Develop gravity water schemes - Protection of springs and wells - Water harvesting (HH level) - Promote use of pit latrines - Promotion of hygiene practices (The 5 Fs)

Promote vocational skills training10. Promotion of life skills11. Promote career and professional development12. Address issues of drug and substance abuse among 13. youthCommercial farming and marketing14.

4.3 Strengthening the organisation to be able to respond to emerging and changing environment

AAH-I Uganda will reposition the programme to be able to respond to the emerging and changing environment. To achieve this, AAH-I Uganda will develop and transform

into a reflective learning and responsive organisation. Internal bi-annual programme learning experiences and best practice forums will be held to facilitate this. Inter-country programme learning and best practice forums will also be held involving other AAH-I countries of operation, and knowledge management within the organization strengthened. AAH-I Uganda staff will be supported to apply core values as pillars and references to all programs.

The key intermediate results under this are:Bi-annual programme learning experience and best 1. practices forum conducted.Annual inter-country program learning exchange, 2. best practices conducted.AAH-I Uganda staff uphold and integrate the core 3. values of the organisation in all its programmes.

The key activities that will be carried out in order to achieve these results include the following:Plan and hold periodical reflection and learning 1. forumsImplement, document patent) best practices2. Share best practices3. Disseminate best practices and achievements4. Train staff in emerging ongoing development 5. practices and skills.

- Emergency preparedness and response - Project cycle development - Performance planning and management - Writing skills - Presentation skills - Emerging technology and development

Develop and implement a staff development plan.6. Community participation and contributions.7. Empowering communities to make informed 8. decisions and choices for their own development.Commitment to accountability and transparency 9. to the donors, community and other stakeholders.Ensure respect and dignity for all.10. Encourage and promote mutual partnership, 11. networks and alliances (government, local organisations).Lobbying and advocacy for vulnerable groups, 12. communities and individuals.Treating the community based institutions as equal 13. partners.


AAH-I Uganda recognises that the effects of climate change will impact negatively on livelihood insecure communities. Steps will therefore be taken to enhance AAH-I Uganda’s capacity to mitigate, (amelioration and protection) emerging global climatic changes within our areas of operation by 2014.

The key intermediate results under this are:

Restoration of degraded environment in areas of 1. operation by 25% (2014)Environmental friendly technology promoted in all 2. AAH-I Uganda programming by 2014.


Re-afforestration1. Baseline survey2. Afforestation3. Community Capacity building in water and soil 4. conservation.AAH-I Uganda staff capacity building on 5. environmental education and management.Development of CEAP6. Community capacity building and awareness 7. creation on environmental management.Capacity building on modern environmentally 8. friendly technology.Promotion of agriculture technologies that are 9. environmentally friendly.Development of appropriate technology.10.

4.4 Institutional Strengthening

AAH-I Uganda will have focused institutional strengthening efforts that are aimed at enhancing the programme’s operational efficiency. The objective will be to have improved and efficient operational policy, procedures and management systems by 2014. This will ensure effective and efficient delivery of its services through harmonised structures and streamlined management practices.

AAH-I Uganda will strive to diversify its donor base,

and put in place a resource mobilisation strategy that will see its resource base and financial sustainability enhanced. The objective here is that by 2014, AAH-I Uganda will have increased her resource base15 times from the current level. Donors that will be targeted fall into different categories:

Multilateral: EC, WB•Bilateral: USAID, AUSAID, CIDA, SIDA, DANIDA, •NORAD, DFID, JICAUN Agencies: U• NDP, UNICEF, UNIFEM, UN OCHA, UNHCR, WFP, FAO, UNEP, UN-HABITAT, UNIDO, UNOPS, UNFPAPhilanthropists: Foundations: Bill Gates, Ford, •Rockefeller, Aga Khan, Canergie, Bernard Van Leer, Comic ReliefEmbassies: British, Japanese, Dutch, Italian, •Australian, Canadian, French, SwedishCorporate Sector: Banks, ICT companies•

Through this plan, AAH-I Uganda intends to work in collaboration with others through partnerships of mutual benefit in realising shared goals.

The key intermediate results under this are:Harmonised structures, policies and systems of the 1. organisation.A resource mobilisation strategy established.2. Increased number of donors contributing to 3. 15% of the annual operational budget.


Review structures and policies of the organisation. 1. Establish and operationalise the organisation’s 2. performance monitoring system.Harmonise the terms and conditions of services for 3. all the programs.Develop a resource mobilisation strategy.4. Establish a resource mobilisation team.5. Develop AAH-I Uganda branding and publicity 6. strategy.Develop and implement a strategic partnership 7. policy.


5.0 Monitoring and Evaluation Plan5.1 Structure for overall implementation5.1.1 The International Board of Directors

The AAH-I Uganda strategy will be implemented, monitored and evaluated at different levels by various actors within the organisational structure. AAH-I has various governance and management structures with specific roles and responsibilities in the implementation of this strategic plan as detailed in the chart provided. The AAH-I International Board of Directors is the supreme policy-making governance organ that delegates oversight role to the various National Boards.

5.1.2 The National Board of Directors The National Board of Directors, which draws its membership from local leadership, academia, and other stakeholders ensures the development and implementation of policy at the national level, and oversees programme implementation by the country management team. It will receive and review quarterly

performance reports from the programme management team. It will also monitor and evaluate programme performance and give reports to the International Board.

5.1.3 The AAH-I Directorate/Headquarters SecretariatThe Directorate implements decisions of the AAH-I International Board, carries out activities in the global AAH-I strategic plan, provides support, and monitors the operations of the various country programmes. It monitors performance through review of monthly reports from the different country programmes. The Directorate will support country programmes to initiate and implement policy changes and their country strategic plans. It also assist them in resource mobilisation, programme audits, quality assurance and periodic evaluation and advice.


5.1.4 The AAH-I Uganda Programme Management Team The Programme Management Team implements policy decisions conveyed by the AAH-I Directorate, carries out activities in the plan, and oversees the day to day operations of the Country programme. The team also monitors and evaluates its own performance and reports monthly and quarterly to the AAH-I Directorate. It will receive and review monthly and quarterly performance progress reports from the different project sites. The Country Director (CD), on behalf of the team, takes responsibility for the efficient management and delivery of day to day services and for the results achieved. The CD will submit performance reports monthly and quarterly to the AAHI-I Directorate.

5.2 AAH-I Uganda Governance and Management Structure

AAH-I INTERNATIONAL BOARD

AAH-I DIRECTORATE

COUNTRY DIRECTOR

AAH-I UGANDA NATIONAL BOARD

FUNDRAISING &

LIAISON OFFICERCOUNTRY FINANCE

MANAGER

HR &

ADMIN OFFICERPROGRAMS/

M & E OFFICER

INTEGRATED PROGRAMME TEAMS: AREA MANAGER,

PROJECT OFFICERS, FINANCE & ADMIN STAFF





INTERNAL AUDITOR

Field offices

Uganda country office


5.3 The Monitoring Implementation Framework 5.3.1 Purpose of Monitoring and Evaluation (M&E)The main purpose of M&E is to assess the progress of the implementation of the strategic plan so as to re-strategize, reallocate resources or undertake corrective measures. Monitoring is supposed to ensure that activities are undertaken, short term objectives are being achieved in the most optimal way and are contributing to the overall success of the strategy. A periodic evaluation will gauge the progress towards attainment of strategic goals.

5.3.2 Implementation and M&E PlansThe strategic planning process is a key step in mapping the organisation’s vision, mission, goals, objectives, strategies and activities to achieve them. To increase the possibility of implementation, a detailed implementation plan (DIP – see Appendix II) is prepared which ensures that activities have been clearly identified, assigned to parties responsible, indicators identified, and timeframes given for completion of the activities. The M&E framework will track progress of activities using these indicators to ensure they are being undertaken, and targets and results are being achieved.

During the first year of this plan, a monitoring system will be developed having appropriate tools for producing monthly, quarterly and annual plans and reports. Monthly PMTs, quarterly SMTs, and biannual PCCMs will be convened, held and documented. Quarterly Board meetings and programme visits will be facilitated and documented. The Board will be presented with Annual and Quarterly plans and reports. Success stories will be documented and shared with the stakeholders.

Resources will be set aside to carry out monitoring and evaluation activities. Staff will be trained in the M&E process to effectively carry out the activities.

5.3.3 Annual Operating PlanThe Programme Management Team will prepare an annual plan and a budget before the end of each year. The annual operating plan will be derived from the Strategic Plan and will have a set of activities to be completed in a given year. The activities, with targets (both outputs and outcomes) will be listed for each quarter of the year.

5.3.4 Monthly and Quarterly ReviewsWhile the Programme Management Team (PMT) will review its performance on a monthly basis, the Directorate and the national Board shall assess performance against targets quarterly. The quarterly review is crucial in assessing the degree to which annual targets are being achieved. The results of the quarterly review will be evaluated by the Directorate and the national Board and appropriate decisions taken. 5.3.5 Annual Reviews and Re-planningAt the end of each year, annual performance will be reviewed to inform the preparation of the following year’s annual operating plan. In addition, a review of individual project’s performance will be measured and accordingly rewarded.

5.3.6 Mid Term and Final EvaluationsAll programmes will be evaluated in the second half of 2012 (mid-term evaluation) and at the end of 2014 (final evaluation). The mid-term evaluation will provide an opportunity to gauge the extent of achievement of intermediate objectives, learn lessons and take appropriate steps to increase the chances of attaining the overall programme goals. Lessons learnt from both evaluations will be used to inform future programming.


6.0 Finance PlanAAH-I has been in existence in Uganda in one form or another since 1993, and has, over these years, received almost the entire proportion of its funding from donors. The term periods of funding contracts have tended to be for one year, although actual funding received has in most instances been for very many years reflecting the duration of the programme in Uganda. In spite of this, new proposals have had to be developed and new contracts negotiated for most programme activities every year. AAH-I will work towards securing longer term contracts whenever possible to support its long-term development focus.

AAH-I Uganda has in the past obtained most of its funding support mainly from UNHCR. Other donor partners have included WFP, WWF, British Embassy, Japanese Embassy and Bread for the World. In the current situation where there is increasing competition for donor funds, limited government funding and negligible internally generated revenues, AAH-I Uganda will be seeking resources from diversified sources of support while strengthening the partnership with the past and existing donors as a means of sustaining funding.

Over the plan period, AAH-I Uganda will develop a resource mobilization strategy and its capacity to prepare and pursue funding proposals from diverse

potential providers of financial support for institutional and programmatic purposes.

The funds will be required to finance comprehensive primary health care, which encompasses primary health care, nutrition, water and sanitation, food and income security alongside environmental management, and institutional strengthening.

The Resource Mobilization Strategy will be a basis for raising funds for the programmes and will entail the following activities: i) Staff capacity building to develop and submit

funding proposals to donorsii) Sourcing of new and maintenance of relationships

with existing partners iii) Implementation of annual resource mobilization

strategy activities including visits and round table meetings

iv) Development and fundraising for an endowment fund for AAH-I Uganda’s sustainability

v) Exploring other income generating/saving activities including seeking private sector partnerships and encouraging their in-kind contribution, and recruitment and use of volunteers.

The projected estimates of income and expenditure for the plan period are outlined in the table below.


Strategic Issues2010 2011 2012 2013 2014EURO EURO EURO EURO EURO

Enhancing the comprehensive Primary Health Care (PHC) approach

140,000 240,000 165,000 115,000 40,000

Pursuing a regional development approach beyond refugee to host and other communities

687,564 2,230,514 2,140,804 2,423,315 3,067,820

Strengthening the organization to be able to respond to emerging and changing environment

80,434 934,578 1,323,216 1,337,823 900,021

Institutional strengthening

Program support and management• 63,560 238,356 254,031 271,329 280,549

Development of systems and capacities • 18,160 68,102 72,580 77,523 80,157

Administrative costs• 27,240 102,153 108,871 116,284 120,235

Capital expenditure and endowment• 27,240 102,153 108,871 116,284 120,235

Total Expenditure 1,044,197 3,915,855 4,173,373 4,457,558 4,609,017

Expenditure Estimates for Strategic Plan 2010-2014


APPENDICES


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THER

CO

MM

UNIT

IES

Deliv

er c

ompr

ehen

sive

PH

C ba

sed

serv

ices

to

live

lihoo

d in

secu

re

com

mun

ities

SO1:

Com

preh

ensi

ve P

HC

base

d se

rvic

es d

eliv

ered

to

sele

cted

(inc

lude

iden

tified

ar

eas)

live

lihoo

d in

secu

re

com

mun

ities

by

the

year

20

14

IR:1

Liv

ehoo

d in

secu

re

com

mun

ities

in t

arge

ted/

iden

tified

new

are

as m

appe

d

IR1:

100,

000

1. C

arry

out

ass

essm

ents

to id

entif

y ga

ps

2. D

evel

op a

nd d

esig

n a

plan

to a

ddre

ss

the

need

s of

inse

cure

live

lihoo

d co

mm

uniti

es in

the

targ

et a

reas

500,

000

IR2:

80%

of

the

livel

ihoo

d in

secu

re p

opul

atio

n w

ill

have

acc

ess

to id

entifi

ed

com

preh

ensi

ve s

ervi

ces

IR2:

500,

000

1. D

esig

n, d

evel

op a

nd im

plem

ent

prog

ram

mes

that

are

resp

onsi

ve to

the

targ

et p

opul

atio

n ne

eds

2. D

ocum

ent e

xper

ienc

es, l

esso

ns le

arnt

an

d be

st p

ract

ices

250,

000

3. M

onito

ring

and

Eval

uatio

n0

AAH-I Uganda Strategic Plan 2010-1424IS

SUES

STRA

TEGY

(IE

S)ST

RATE

GIC

OBJ

ECTI

VES

INTE

RMED

IATE

RES

ULTS

(IR

)AC

TIVI

TIES

BUDG

ET

ESTI

MAT

ES

(EUR

OS)

SO2:

By

2014

des

ign

and

impl

emen

t com

mun

ity

base

d pr

imar

y he

alth

ca

re p

rogr

ams

in a

ll th

e ta

rget

ed a

reas

IR1:

Com

preh

ensi

ve

PHC

pack

age

(Cur

ativ

e,

supp

ortiv

e, p

reve

ntiv

e re

habi

litat

ive)

dev

elop

ed

and

appl

ied

in a

ll ta

rget

ed

area

s du

ring

the

stra

tegi

c pl

an p

erio

d

IR3:

3,00

0,00

0

1. T

erm

inat

e of

loca

lly e

ndem

ic d

isea

ses

and

cond

ition

s (H

IV/A

IDS)

, Mal

aria

, TB,

Di

arho

ea, d

rug

abus

e

2. P

rovi

dehe

alth

edu

catio

n to

targ

et

com

mun

ities

- n

utrit

ion,

edu

catio

n,

sani

tatio

n80

0,00

0

3. D

esig

n an

d im

plem

ent f

ood

secu

rity

prog

ram

s in

the

targ

ed a

reas

- P

rom

ote

sust

aina

ble

agric

ultu

re90

0,00

0

4. D

esig

n an

d im

plem

ent w

ater

and

sa

nita

tion

proj

ects

4. P

rovi

de H

H w

ith p

orta

ble

wat

er60

0,00

0

- D

evel

op g

ravi

ty w

ater

sch

emes

700,

000

- P

rote

ctio

n of

spr

ing

wel

ls40

0,00

0

-

Wat

er h

arve

stin

g (H

H) l

evel

400,

000

- P

rom

ote

use

of p

it la

trin

es60

0,00

0

- P

rom

otio

n of

hyg

iene

pra

ctic

es (T

he

5 Fs

)60

0,00

0


SO3:

Dev

elop

and

im

plem

ent y

outh

and

yo

ung

adul

t pro

gram

s th

at

aim

at i

mpr

ovin

g th

eir

prod

uctiv

ity b

y 20

14.

IR1:

Incr

ease

d nu

mbe

r of

you

th e

ngag

ed in

en

trep

rene

uria

l act

iviti

es

cont

ribut

ing

to t

he s

ocia

l ec

onom

ic d

evel

opm

ent

of

the

com

mun

ity t

akin

g in

to

acco

unt

gend

er e

quity

IR4:

300,

000

1. P

rom

otio

n of

life

ski

lls

2. P

rom

ote

care

er a

nd p

rofe

ssio

nal

deve

lopm

ent

300,

000

3. A

ddre

ss is

sues

of d

rug

and

subs

tanc

e ab

use

amon

g yo

uth

300,

000

4. C

omm

erci

al fa

rmin

g an

d m

arke

ting

300,

000

Sub-

tota

l10

, 550

,000

ISSU

E 3:

ST

REN

GTH

ENIN

G TH

E O

RGAN

ISAT

ION

TO

BE

ABLE

TO

RES

PON

D TO

EM

ERGI

NG

AND

CHAN

GIN

G EN

VIRO

NM

ENT

Deve

lop

and

tran

sfor

m

AAH

-I U

gand

a in

to a

re

flect

ive

lear

ning

and

re

spon

sive

org

anis

atio

n

SO1:

AAH

-I U

gand

a to

ho

ld b

i-an

nual

pro

gram

le

arni

ng e

xper

ienc

es a

nd

best

pra

ctic

e fo

rum

s

IR1:

Bi-

annu

al p

rogr

amm

e le

arni

ng e

xper

ienc

e an

d be

st

prac

tices

for

um c

ondu

cted

IR1:

300,

000

1. P

lan

and

hold

per

iodi

cal r

eflec

tion

and

lear

ning

foru

ms

2. Im

plem

ent,

docu

men

t (pa

tent

) bes

t pr

actic

es10

0,00

0

3. S

hare

bes

t pra

ctic

es50

,000

4. D

isse

min

ate

best

pra

ctic

es a

nd

achi

evem

ents

50,0

00

IR2:

Ann

ual i

nter

-cou

ntry

pr

ogra

m le

arni

ng e

xcha

nge,

be

st p

ract

ices

con

duct

ed.

IR1:

300,

000

1. T

rain

sta

ff in

em

ergi

ng o

ngoi

ng

deve

lopm

ent p

ract

ices

and

ski

lls

- E

mer

genc

y pr

epar

edne

ss a

nd

resp

onse

100,

000

- P

roje

ct c

ycle

dev

elop

men

t0

- P

erfo

rman

ce p

lann

ing

and

man

agem

ent

50,0

00

- W

ritin

g sk

ills

100,

000

- P

rese

ntat

ion

skill

s10

0,00

0

- E

mer

ging

tech

nolo

gy a

nd

deve

lopm

ent

100,

000

- S

taff

dev

elop

men

t pla

n20

0,00

0


SUES

STRA

TEGY

(IE

S)ST

RATE

GIC

OBJ

ECTI

VES

INTE

RMED

IATE

RES

ULTS

(IR

)AC

TIVI

TIES

BUDG

ET

ESTI

MAT

ES

(EUR

OS)

SO2:

EN

VIRO

NM

ENT

Enha

nce

AAH

-I U

gand

a’s

capa

city

to m

itiga

te,

(am

elio

ratio

n an

d pr

otec

tion)

em

ergi

ng

glob

al c

limat

ic c

hang

es

with

in o

ur a

reas

of

oper

atio

n by

201

4.

IR1:

Res

tora

tion

of

degr

aded

env

ironm

ent

in

area

s of

ope

ratio

n by

25%

(2

014)

IR1:

1,60

0,00

01.

Re-

affo

rest

atio

n

2. A

ffor

esta

tion

1,00

0,00

0

3. B

asel

ine

surv

ey25

0,00

0

4. C

omm

unity

Cap

acity

bui

ldin

g in

w

ater

and

soi

l con

serv

atio

n30

0,00

0

5. A

AH-I

Uga

nda

staf

f cap

acity

bui

ldin

g on

env

ironm

enta

l edu

catio

n an

d m

anag

emen

t

500,

000

6. D

evel

opm

ent o

f CEA

P50

,000

7. C

omm

unity

cap

acity

bui

ldin

g an

d aw

aren

ess

crea

tion

on e

nviro

nmen

tal

man

agem

ent.

450,

000

IR2:

Env

ironm

enta

l frie

ndly

te

chno

logy

pro

mot

ed b

y 20

14 in

our

ope

ratio

n ar

eas

IR2:

400,

000

1. C

apac

ity b

uild

ing

on m

oder

n en

viro

nmen

tally

frie

ndly

tech

nolo

gy

2. P

rom

otio

n of

agr

icul

ture

tech

nolo

gies

th

at a

re e

nviro

nmen

tally

frie

ndly

.40

0,00

0

3. D

evel

opm

ent o

f app

ropr

iate

te

chno

logy

80,0

00


SO3:

AAH

-I U

gand

a st

aff

will

app

ly c

ore

valu

es a

s pi

llars

and

refe

renc

es to

all

prog

ram

s.

IR1:

AAH

-I U

gand

a st

aff

upho

lds

and

inte

grat

es

the

core

val

ues

of t

he

orga

nisa

tion

in a

ll its

pr

ogra

ms.

IR1:

01.

Com

mun

ity p

artic

ipat

ion

and

cont

ribut

ions

2. E

mpo

wer

ing

com

mun

ities

to m

ake

info

rmed

dec

isio

ns a

nd c

hoic

es fo

r the

ir ow

n de

velo

pmen

t0

3. C

omm

itmen

t to

acco

unta

bilit

y an

d tr

ansp

aren

cy to

the

dono

rs, c

omm

unity

an

d ot

her s

take

hold

ers

0

4. E

nsur

e re

spec

t and

dig

nity

for a

ll0

5. E

ncou

rage

and

pro

mot

e m

utua

l pa

rtne

rshi

p, n

etw

orks

and

alli

ance

s (g

over

nmen

t, lo

cal o

rgan

isat

ions

)6,

0000

6. L

obby

ing

and

advo

cacy

for v

ulne

rabl

e gr

oups

, com

mun

ities

and

indi

vidu

als.

300,

000

7. T

reat

ing

the

com

mun

ity b

ased

in

stitu

tions

as

equa

l par

tner

s.0

Subt

otal

6,78

6,00

0

ISSU

E 4:

IN

STIT

UTIO

NAL

ST

REN

GTH

ENIN

G

Enha

nce

AAH

-I U

gand

a op

erat

iona

l effi

cien

cySO

1: Im

prov

ed a

nd

effic

ient

ope

ratio

nal

polic

y, pr

oced

ure

and

man

agem

ent s

yste

ms

by

2014

IR1:

Har

mon

ised

str

uctu

res,

polic

ies

and

syst

ems

of t

he

orga

nisa

tion.

IR1:

2,00

01.

Rev

iew

str

uctu

res

and

polic

ies

of th

e or

gani

satio

n an

d st

affin

g

2. E

stab

lish

and

oper

atio

nalis

e th

e or

gani

satio

n’s

perf

orm

ance

mon

itorin

g sy

stem

0

3. H

arm

onis

e th

e te

rms

and

cond

ition

s of

ser

vice

for a

ll th

e pr

ogra

ms.

0

IR2:

A r

esou

rce

mob

ilisa

tion

stra

tegy

est

ablis

hed

IR2:

01.

A re

sour

ce m

obili

satio

n st

rate

gy

esta

blis

hed

2. E

stab

lish

a re

sour

ce m

obili

satio

n te

am0


SUES

STRA

TEGY

(IE

S)ST

RATE

GIC

OBJ

ECTI

VES

INTE

RMED

IATE

RES

ULTS

(IR

)AC

TIVI

TIES

BUDG

ET

ESTI

MAT

ES

(EUR

OS)

Enha

nce

the

AAH

-I

Uga

nda

Reso

urce

bas

eSO

1: B

y 20

14 A

AH-I

U

gand

a w

ill h

ave

incr

ease

d he

r res

ourc

e ba

se 1

5 tim

es

from

the

curr

ent l

evel

IR1:

Incr

ease

d nu

mbe

r of

don

ors

cont

ribut

ing

to 1

5%of

the

ann

ual

oper

atio

nal b

udge

tM

ultil

ater

al: E

U, W

BBi

late

ral:

USAI

D, A

USAI

D,

CIDA

, SID

A, D

ANID

A,

NO

RID,

DFI

D, J

ICA

UN A

genc

ies:

UN

DP,

UNIC

EF, U

NIF

EM, U

N

OCH

A, U

NH

CR, W

FP, F

AO,

UNEP

, UN

-HAB

ITAT

, UN

IDO,

UN

OPS

,UN

FPA

Phila

nthr

opis

ts:

Foun

datio

ns: B

ill G

ates

, Fo

rd, R

ocke

felle

r, Ag

a Kh

an,

Cane

rgie

IR1:

150,

000

1. D

evel

op A

AH-I

Uga

nda

bran

ding

and

pu

blic

ity s

trat

egy

2. R

evie

w A

AH-I

Uga

nda

bran

ding

and

pu

blic

ity s

trat

egy

0

3. D

evel

op a

str

ateg

ic p

artn

ersh

ip p

olic

y12

,000

4. Im

plem

ent a

str

ateg

ic p

artn

ersh

ip

polic

y0

Subt

otal

164,

000

Gran

d To

tal

18,2

00,0

00


Appendix II:

PRIMARY HEALTH CARE IMPLEMENTATION APPROACH

Defined simply, primary health care is affordable, sustainable, and universal essential health care for all individuals, families and communities in a district, rendered in accordance with people’s health needs, acceptance, and their full participation (1978, Alma Ata Declaration).

Primary Health Care as envisioned at Alma Ata• Hasstrongsociopoliticalimplications.• Itoutlinesastrategytorespondeffectively,equitablyandappropriatelytobasichealthneeds• Addresses the broader underlying determinants of health - social, economic and political causes of poor

health• Acknowledgesthatpoverty,socialunrestandstability,environmentandlackofbasicresourcescontributeto

poor health status.

PHC principles• Universalaccessandcoverageonbasisofneed• Comprehensivehealthservicesandwithemphasisondiseasepreventionandhealthpromotion• Communityandindividualinvolvementandself-reliance• Inter-sectoralcollaborationforhealth• Appropriatetechnology• Costeffectivenessinrelationtotheavailableresources• Addressunderlyingsocial,economicandpoliticalcausesofpoorhealth

Primary Health Care Service Elements• Healtheducation-concerningprevailinghealthproblemsandmethodsofcontrol• Foodsecurityandnutrition• Safewaterandbasicsanitation• Maternalandchildhealthcareincludingfamilyplanning• Immunizationagainstmajorinfectiousdiseases• Preventionandcontroloflocallyendemicdiseases• Appropriatetreatmentofcommondiseasesandinjuries• Provisionofessentialdrugs


Appendix III:

PARTICIPANTS OF THE STRATEGIC PLANNING WORKSHOP HELD ON 23RD - 27TH NOVEMBER 2009 IN KAMPALA UGANDA

1. Donald Dama2. Moses Opiyo3. Christine Tamale4. Sunday Kizito5. Fred Bazarabuza6. Herbert Kirinya7. Mary G. Lidria8. Jackie Kitenterah9. Joan Otimong10. Silvano Baruku11. Caroline Kisia12. Thomas Ondieki13. Clement Katama14. Aidali Mirembe15. Tessie Cedero16. Shiela Mugo17. Fred Ruremera18. Kiizza Wandira19. Vinand Nantulya20. Andres G. Johns21. Kevin Tsatsiyo22. Nemia Temporal23. Aidah Mirembe24. Teresita Cedeno25. Rev. Canon Grace Kaiso

aah-i_uganda_strategic_plan_final

Documents

uganda strategic plan

evaluation plan

detailed budgetfinance

uganda country officeplot

cooperation oxfam novib

phc implementation approach

communicationict information

iiime monitoring