2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management

Page created by Jason Romero
 
CONTINUE READING
2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management
Participatory Ecological Land Use Management
                           (PELUM) Uganda

                2017 - 2021 STRATEGIC PLAN

NURTURING OUR AGRO-ECOSYSTEMS TO GUARANTEE SUSTAINABLE
                    FOOD SYSTEMS
2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management
© PELUM Uganda, 2017

Published by:
Participatory Ecological Land Use Management (PELUM) Uganda
Plot 41, Factory Road, Ntinda
P.O Box 35804 Kampala, Uganda,
Tel: +256(0)414533973,
Email: pelumuganda@pelumuganda.org,
Facebook: pelumuganda
Twitter: @pelum_uganda
website: www.pelumuganda.org

Design & Printing: Inter-designing and Printing Ltd.
2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management
TABLE OF CONTENTS

     ii   ACRONYMS

    iii   EXECUTIVE SUMMARY

     iv   STRUCTURE OF THE STRATEGIC PLAN

     1    CHAPTER 1: INTRODUCTION

     3    CHAPTER 2: PELUM UGANDA’S CONTEXT ANALYSIS

    11    CHAPTER 3: THE PELUM UGANDA INSTITUTIONAL OVERVIEW

    17    CHAPTER FOUR: THE INTERVENTION STRATEGY 2017-2021

    21    CHAPTER FIVE: IMPLEMENTATION AND M&E ARRANGEMENTS

    25    CHAPTER SIX: FINANCING PLAN

    27    ANNEXES

                                            PELUM UGANDA 2017 - 2021 STRATEGIC PLAN   i
2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management
ACRONYMS

ASSP        Agriculture Sector Strategic Plan         M&E      Monitoring and Evaluation

CB          Country Board                             MAAIF    Ministry of Agriculture, Animal Industry
                                                               and Fisheries
CBD         Convention on Biological Diversity
                                                      NAP      National Agricultural Policy
CMSSM       Community Managed Seed Security Model
                                                      NDP      National Development Plan
CPB         Cartagena Protocol on Biodiversity
                                                      PELUM    Participatory Ecological Land Use
CRAEM       Climate Resilient Agro ecosystems Model            Management
CS          Country Secretariat                       SDGs     Sustainable Development Goals
CSOs        Civil Society Organisations               SWOT     Strengths, Weaknesses, Opportunities and
CWG         Country Working Group                              Threats

ELUM        Ecological Land Use Management            TGM      Triennial General Meeting

GALS        Gender Action Learning System             UBOS     Uganda Bureau of Standards

GMOs        Genetically Modified Organisms            UNFCCC United Nations Framework Convention on
                                                             Climate Change
ICT         Information, Communication and
            Technology                                VCD      Value Chain Development

ii    PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management
EXECUTIVE SUMMARY
This 5 year Strategic Plan for Participatory Ecological Land   • Core Values - Equity, Participation, Sustainability,
Use Management (PELUM) Uganda covers the period                  Professionalism, Transparency and accountability.
2017-2021. It is based on an appreciation of the political,
economic, social and environmental dynamics shaping            The aspirations of this Strategic Plan are enshrined in the
PELUM Uganda’s operational context and responds to             PELUM Uganda vision and mission statements and are
the global development agenda as summarised in the             further reflected in its goal and objectives. PELUM Uganda,
sustainable development goals. The Strategic Plan is also      through this strategic plan, shall focus on the four strategic
shaped by issues derived from the consultative processes       areas and strategic objectives outlined below;
with PELUM Uganda members, staff and key stakeholders
in which they shared their views, opinions and ideas on         Strategic focus 1 Programmes and services
the future of the network.                                      Strategic           PELUM Uganda with programmes
                                                                objective           and services that strengthen member’s
PELUM Uganda is part of the larger PELUM Association                                capacities to build resilience of farming
continental network currently spread in 12 countries in                             communities in the period 2017-2021.
Eastern and Southern Africa.
                                                                Strategic focus 2 Partnerships and working relations
• Vision - “Communities in Uganda sustainably utilizing         Strategic           PELUM Uganda with relevant and
  their natural resources.”                                     objective           effective working partnerships and
                                                                                    relations in the period 2017-2021.
• Mission - “To enhance the effectiveness of members
                                                                Strategic focus 3 Organisational functioning
  in promoting ecological land use management among
  farming communities through capacity building, research       Strategic           PELUM Uganda functioning efficiently
  and innovation, networking and advocacy.”                     objective           and effectively as an organisation in the
                                                                                    period 2017-2021.

                                                                            PELUM UGANDA 2017 - 2021 STRATEGIC PLAN         iii
2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management
Strategic focus 4 Financing                                 “Nurturing our agro ecosystems to guarantee sustainable
                                                             food systems.” The Strategic Plan builds on the one that
 Strategic         PELUM Uganda with adequate
                                                             covered the period 2012-2016.
 objective         financing for planned undertakings in
                   the period 2017-2021.
                                                             Structure of the Strategic Plan
Through the above strategic focus, PELUM Uganda
will strengthen its position and relevance in promoting      This Strategic Plan is divided into six chapters.
ecological land use management in Uganda. The core
aspect of PELUM Uganda’s work will be member                 Chapter one is an introduction that highlights the
empowerment through capacity building, research and          background and methodology used in designing the plan.
innovation as well as, networking and advocacy. It is
                                                             Chapter two presents a detailed institutional analysis of
envisaged that over the next five years and through this
                                                             PELUM Uganda, its strengths and weaknesses and a scan
Strategic Plan, PELUM Uganda will translate into a cutting
                                                             of its operational environment.
edge network at the forefront of promoting ecological land
use management.                                              Chapter three presents PELUM Uganda’s vision, mission,
                                                             and values and highlightsour theory of change for the next
This Strategic Plan will also be executed through            five years.
partnerships with likeminded organizations and
synergizing efforts through coordination and networking,     Chapter four elaborates the four strategic programme
capacity building, gender mainstreaming, HIV&AIDS            componentsdetailing the strategies, objectives and
mainstreaming, participatory research, innovations           approaches PELUM Ugandawill undertake to implement
development and youth inclusion. PELUM Uganda’s work         the SP.
will be delivered through members and related network
structures, documentation and knowledge sharing,             Chapter five discusses the implementation of the strategy
advocacy and networking. Efforts shall also be invested in   and sets out how the goal and objectives of the strategy
PELUM Uganda’s institutional strengthening particularly      will be achieved and the Monitoring and Evaluation
investing in the “ELUM “centre.                              arrangements.

                                                             Chapter six proposes a financing plan and budget.
The overarching theme for this Strategic Plan shall be,

iv   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management
CHAPTER 1: INTRODUCTION

1.1. Background                                                             PELUM Uganda promotes agricultural
                                                                            systems that address food security, incomes,
This chapter provides a brief on PELUM Uganda and a background to           environmental sustainability and operate
the Strategic Plan. It also relays the choices and positions that PELUM     in an enabling policy environment. We do
Uganda has taken to define the direction of its work over the next five     this through working with our membership

                                                                                                                           INTRODUCTION
years.                                                                      to facilitate learning, experience sharing,
                                                                            developing replicable agricultural models
                                                                            and approaches and collective advocacy.
1.2. Who we are
                                                                            We also uniquely reach the continental,
                                                                            national, sub national and local levels with
Since 1995, Participatory Ecological Land Use Management (PELUM)
                                                                            our interventions. PELUM Uganda started
Uganda has been working to improve the livelihoods of small-scale
                                                                            with a membership of 4 in 1995 which has
farmers and the sustainability of rural communities, through fostering
                                                                            grown over the years to a membership of 57
ecological land use management. We share; skills and knowledge
                                                                            at the end of 2016.
about good practices and techniques, through a broad network of like-
minded organizations; undertake research and demonstration projects;
                                                                            PELUM Uganda is registered in Uganda
and advocate for policies that better support small-scale farmers.
                                                                            with the National Bureau of NGOs under
                                                                            Registration No. 6340. The organization also
PELUM Uganda is part of a 12-country strong Association (PELUM
                                                                            has a permit to operate countrywide.
Association) of civil society organizations in Eastern, Central and
Southern Africa. These include; Uganda, Kenya, Tanzania, Malawi,
Zambia, Zimbabwe, Rwanda, Ethiopia, Swaziland, Lesotho, Botswana
and South Africa. The PELUM Association’s Regional Secretariat is in
Lusaka, Zambia.

                                                                          PELUM UGANDA 2017 - 2021 STRATEGIC PLAN     1
2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management
1.3. Overview of the 2012-2016                     gains. The plan aspires to promote professionalism and participation
                                                   through refined vision and mission statements andis more grounded,
Strategic Plan
                                                   structured and places emphasis on decentralization and greater
                                                   participation of the fast-growing membership.
The last five years have seen both anexponential
growth of PELUM Uganda membership and
                                                    In addition, PELUM Uganda’s strategic focus has been sharpened to
evolvement into an important actor at national
                                                   clearly distinguish and focus on programmes and services in general
and regional levels. The years have also
                                                   as well as give attention to partnerships and working relations,
seen PELUM Uganda leading in proposing
                                                   organizational functioning and financing. In the next five years,
transformational methodologies and models
                                                   PELUM Uganda shall continue promoting sustainable farming systems,
such as the Gender Action Learning System
                                                   agricultural market development,policy advocacy and organizational
(GALS), Climate Resilient Agro ecosystems
                                                   and institutional strengthening.
Model (CRAEM), Community Managed Seed
Security Model (CMSSM) and the Pesa Agro-
enterprise marketing model. At policy level        1.4     The strategic planning process
PELUM Uganda has assumed important roles
in shaping agricultural policy in the country      This Strategic Plan is a product of broad participatory processes in
and is a leading CSO voice in various national     which various PELUM Uganda stakeholders including members,
spaces where it articulates issues of ecological   partners, relevant Government Ministries, donor partners, former and
land use and the plight of vulnerable farmers.     current Country Secretariat staff and the Country Board; shared their
                                                   views, opinions, and ideas in determining the focus of PELUM Uganda
Through the 2012-2016 Strategic Plan,PELUM         in the period 2017-2021.
Uganda placed emphasis on strengthening
the capacity of its members. This entailed
strengthening governance systems and
structures, financial sustainability as well as
programme design and implementation. The
above interventions resulted into a stronger
network composed of strong members. The
2017-2021 Strategic Plan builds on the above

2    PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management
CHAPTER 2: PELUM UGANDA’S CONTEXT ANALYSIS

                                                                                                                                                PELUM UGANDA’S CONTEXT ANALYSIS
This chapter examines the internal and external contexts                  2.1.      Internal Context analysis
in which PELUM Uganda is situated and how issues of
ecological land use are reflected in the political, economic,             A comprehensive SWOT analysis of PELUM Uganda
social,technological, environmental and legal contexts of                 was done as part of the strategic reflection process. The
Uganda. PELUM Uganda’s interventions in the next five                     outcomes are consolidated in the matrix below:
years shall be directedtowards this context.
 Table 1: PELUM-Uganda’s SWOT analysis
                                       STRENGTHS                                                              WEAKNESSES
 1. A good reputation and track record (over 21 years) of championing issues of smallholder     1. Inadequate     staffing    as   compared
    farmers and agro-ecology.                                                                      to PELUM Uganda’s coverage and
 2. A strong and very active membership that covers over ¾ of the country. The membership is       membership.
    diverse with rich expertise and experiences in PELUM’s core business.                       2. Inadequate knowledge management and
 3. A strong and competent Country Board elected by members at the Triennial General               information systems (monitoring and
    meetings                                                                                       follow up) of members to ensure capacity
 4. A strong Country Secretariat with competent and dedicated management and staff.                building interventions are being adopted
 5. The Country secretariat has functional organizational policies and systems and is well      3. Inadequate networking structures for
    equipped with assets to enable it operate professionally on a day-to-day basis.                members at sub national level.
 6. Working approaches that enable PELUM Uganda to reach local, sub-national, national,         4. Limited collaboration with research
    continental and international levels with its interventions.                                   institutions   on       Agro    ecological
 7. Good donor relations that have enabled PELUM Uganda to grow her funding base over the          innovations and development
    years.                                                                                      5. Inadequate funding to implement all
 8. Strong collaboration and working relations with line ministries, departments and agencies      planned activities that meet the demands
    and other civil society organisations and networks.                                            of the fast-growing membership mainly
 9. Functional structures at all levels – Country secretariat, Country Board, Country Working      due to over dependency on external
    Group, Triennial General Meeting                                                               funding

                                                                                    PELUM UGANDA 2017 - 2021 STRATEGIC PLAN                3
OPPORTUNITIES                                                          THREATS
 1. Increasing global recognition and interest in agro-        1. Intensifying climate change and variability
    ecology as an alternative farming system to the Green      2. Increasing land tenure insecurity
    Revolution approach                                        3. Emerging crop and livestock pests and diseases
 2. Relevant government draft policies and programmes          4. Unpredictable funding landscape
    on organic agriculture, climate change, plant genetic      5. Government laws and regulations that could constrain the
    resources for food and agriculture, etc.                      operations of NGOs
 3. Growing interest in healthy lifestyles, including eating   6. Consistently low funding to the agriculture sector in the National
    organic and indigenous and traditional food.                  Budgets.
 4. Significance of the agriculture sector to Uganda’s         7. A growing move towards the green revolution and modern
    economy.                                                      biotechnology with disregard for other agricultural systems such
 5. Growing national and global interest in networks and          as agro-ecology.
    networking for collective learning, action and voice.

Implications of the SWOT analysis                      members was done and outcomes detailed below. The analysisexamined
                                                       the Political, Economic, Social, Technological, Environmental and Legal
PELUM Ugandawill exploit its strengths and             trends. It enabled the identification of appropriate strategicpositioning
harness the opportunities identified while             for PELUM Uganda as reflected in this Strategic Plan.
minimizing the risks and threats. PELUM
Ugandawill especially address weaknesses               2.2.1. Political Context
associated with its programme delivery such as
limited staffing and knowledge management,             Uganda is a relatively peaceful, stable and secure country. Nevertheless
dependency on external donor funding and               political unrest in her neighbouring countries including South Sudan,
limited networking infrastructure.                     Democratic Republic of Congo and Burundi has resulted in a refugee
                                                       crisis in Uganda. UN Refugee Agencies’ figures show that Uganda
2.2.      External Context                             took in close to 500,000 refugees from South Sudanin 2016 alone. The
                                                       high influx of refugees is posing challenges such as pressure on social
An external context analysis and the emerging          services and food security in the refugee hosting areas.
trends that may impact PELUM Uganda and its

4      PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
Uganda is currentlygoverned under a multi-party dispensation with           2.2.2. Economic Context analysis
a decentralised local governance system that stretches from local
to national level. The local councils in each of the 116 districts are      Over the last 3 decades, Uganda’seconomy
mandated with citizens’ mobilisation and guaranteeing collective and        has transitioned from recovery to growth,
participatory decision making. Proliferating corruption has however         with the agriculture sector being central to the
consistently been cited as a major weakness of Uganda’s political           country’s economic growth. Despite this fact,
environment.                                                                the agriculture sector budget allocation has
                                                                            ranged from 2%- 4% of the national budget
Despite their recognition by government as key stakeholders in              in the past 10 years. Farming is also generally
development, the work of CSOs is constrained by overbearing                 subsistence in nature, with commercialization
regulations that hinder freedom of actions on influencing policies and      in agriculture remaininglow, with only about
practice changes and thus the shrinking civic space.                        119,000 or 2.3 percent of the 5.2 million
                                                                            farming households engaged in commercial
Implications for PELUM Uganda                                               farming.

The above context potentially places the operations of PELUM Uganda         Opportunities such as the larger East African
in the balance especially because of its status as a leading CSO            Common Market and aspirations to increase
associated with promoting agro-ecology and a key participant in various     market access for Uganda’s goods and
agricultural related policy spaces.In light of the above, PELUM Uganda      services in regional and international markets
will maintain an apolitical stance butstrategically position herself        enshrined in the National Development
to influence policy formulation through collaboration with relevant         Plan (NDP) II, are weakly harnessed due
government line Ministries, Departments and Agencies and other CSOs.        to     inadequate    physical    infrastructure
PELUM Uganda will also engage inpolicy dissemination, advocacy and          particularly transport, energy, Information
monitoring to ensure effective representationof thevulnerable men and       Communication Technology (ICT), market
women.                                                                      information systems, strategic storage
                                                                            facilities and limited access to long-term
                                                                            agriculture financing. These are coupled with
                                                                            weak policy and institutional frameworks
                                                                            governing cooperatives, absence of an

                                                                          PELUM UGANDA 2017 - 2021 STRATEGIC PLAN        5
effective cooperative movement,inadequate         rural areas (Islamic Development Bank Group, 2015). Poverty rates
post-harvest handling infrastructure resulting    in rural areas averages 42% compared to 12% in urban areas. These
into over 30% post harvest losses and             figures paint a scenario of an aging population in the agriculture sector
inadequate compliance with established            and prevalent youth unemployment.
value chain standards among others.
                                                  Uganda also faces social problems such as high infant and maternal
Implications for PELUM Uganda                     mortality rates, diseases such as malaria and HIV/AIDS, inadequate
                                                  access to quality health services compounded with poor sanitation,
In light of the above context,PELUM Uganda        unclean water, and inadequate food and poor nutrition. These social
will strategically position herself to partner    challenges in turn lower theproductivity of the agricultural labour
with relevant actors to ensure implementation     workforce. In many parts of the country, there is growing inequality
of policies and plans in line with agricultural   with the most outstanding being gender inequality. Although women
sector transformation,market development          dominate the agriculture sector, they often face exclusion in land
and financing. PELUM Uganda will work             ownership, access to credit, extension and agriculture marketing.
towards strengthening her members to
support commercialization of small-holder         Implications for PELUM Uganda
farmers, value chain development, and
establishment of functional marketing systems     In light of the above context, PELUM Ugandawill strategically engage
while focusing on the Pesa Agro Enterprise        withher members to promote gender justice in agriculture, land rights
Marketing model to upscale agriculture            for smallholder farmersandsupport inclusion of youth in agriculture.
marketing interventions.                          Specifically, the Gender Action Learning System (GALS) methodology
                                                  will be used to facilitate gender mainstreaming in various agricultural
2.2.3. Social Context analysis                    interventions.

The population growth rate in Uganda is           2.2.4. Technological Context analysis
over 3% per year. Approximately 57% of the
population is below 18 years(UBOS, 2014)          For generations, the agriculture sector in Uganda has remained
and close to 85% of the population is moving      rudimentary. This is mainly reflected in its major ploughing tool-
towards semi-urban settlements leaving the        the hand hoe. This has greatly affected the level of production and

6    PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
productivity of the sector. Farmers are interested in
modernising and commercialisingtheir agriculture
through use of appropriate technologies but are
often hampered by resource limitations.
The future of Uganda’s agriculture will depend
on how the country embraces science and
technology and the proven capacity in the country
to develop appropriate technologies to boost
production and productivity. In addition there is
need to make proven technologies available and
affordable to smallholder farmers.The budget
speech of 2016/2017 highlighted that Uganda’s
industrialization will be anchored on agriculture,
agro-processing and value addition consequently,
justifying budget provisions for irrigation and crop
variety improvement technologies among others.

A number of improved and hybrid varieties have
been developed and promoted among farmers
in Uganda. Similarly, since the mid-1990s
Genetically Modified Organisms (GMOs) have
been and are still being developed around the
world. Dozens of food crops and animals have
been modified for greater commercial value, higher
yield, improved nutrition or resistance to pests
and disease. These developments in the field of
biotechnology have however, come with potential
risks to the environment. For PELUM Uganda,
the move to GMOs raises ethical, environmental,

                                                        PELUM UGANDA 2017 - 2021 STRATEGIC PLAN   7
social and health concerns, as not much is       Uganda also believes that more research and advocacy on agricultural
known about how its products will evolve         biotechnology are very importantin addition to ensuring that indigenous
and how they will interact with other species,   and traditional seeds and food are conserved and utilized. Specific to
e.g. from plants to animals or humans. Other     seed security, PELUM Uganda will further promote her Community
risks include contamination of nearby fields/    Managed Seed Security Model (CMSSM).
gardens,potential trade conflicts, replacing
traditional crops and reducing agricultural      2.2.5. Environmental Context analysis
biodiversity.These debates have led to the
conclusion that modern biotechnology must        The country has a generally favourable climate with average temperatures
be developed and used with adequate safety       ranging from 18 to 28 degrees centigrade (Vision 2040). However, as a
measures.                                        result of global climate change,Uganda’s climateisalso changing. The
                                                 country now experiences erratic rainfall, prolonged droughts, floods
Uganda is signatory to the 1992Convention        and other climate related disasters.
on Biological Diversity (CBD) and the            Uganda is signatory to the United Nations Framework Convention on
Cartagena protocol on Biosafety (CPB) 2000.      Climate Change (UNFCCC) and the Kyoto Protocol and has a Climate
These internationalframeworks provide for        Change policy committed to measures of mitigating and adapting to
conservation and sustainable use of biological   climate change. According to the Uganda National Climate Change
diversity as well as a safe and sustainable      policy (2015),climate change is one of the greatest challenges facing
environment in the face of biotechnology         humanity this century, as the earth’s near-surface temperatures continue
revolutionary science respectively.              to rise. Climate change is likely to disrupt the earth’s ecological systems
                                                 and have serious negative consequences for agricultural production,
Implications for PELUM Uganda                    forests, water supply, health systems, lower the water table and
                                                 overall human development. Vulnerable populations especially those
In the next 5 years, PELUM Uganda will           depending on agriculture are particularly ill equipped to cope with the
embark on fostering linkages between her         adverse impacts of climate change. The prevalence of climate change
members and the private sector as a means of     and its effects on agriculture is also worsening other environmental
increasing access to affordable and replicable   concerns including land and environmental degradation, biodiversity
technologies in the production, processing       loss, increasing pests and diseases and water scarcity among others.
and marketing of farmers’ produce. PELUM

8    PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
Implications for PELUM Uganda                                                upper middle-income country by 2040and
                                                                             specifically attainment of middle income
Over the next five years,PELUM Uganda will build on its work of the past     status by 2020, with agriculture highlighted as
5 yearson strengthening members and farming communities on climate           one of the key drivers of this transformation.
resilience through the Climate Resilience Agro Ecosystems Model
(CRAEM). PELUM Uganda will position herself as a key actortoensure           Implications for PELUM
that aspects of climate resilience, sustainable land management and
agricultural biodiversity conservation are clearly reflected in various      For the next five years, PELUM Uganda will
policy processes to enhance farmers’ resilience, reduce disaster risks       particularly strengthen the capacities of her
and ensure ecosystem management and restoration.                             members to fully understand and comply
                                                                             with the different legal frameworks that
2.2.6. Legal context analysis                                                govern NGOs in Uganda, contribute to the
                                                                             attainment of the set indicators at both the
PELUM Uganda’s operational environment is safeguarded by the                 national and global level and strengthen
1995Constitution which guarantees the right of association and               effective and efficient functioning of members
recognizes the role of civil society organizations. Besides the              to engage in both national and local level
Constitution, operations of NGOs are governed by the NGO Act                 advocacy on legal issues that affect their
(2016). Furthermore, ecological land use management interventions            operations and efforts to promote agriculture
are anchored in a number of policy and legal frameworks at global            or smallholder farmers’ development.
and national level. These include the;Sustainable Development
Goals (SDGs), the African Union Comprehensive African Agriculture
Development Programme (CAADP), the National Agriculture policy
and the Agriculture Sector Strategic Plan (ASSP).In addition, Uganda is
signatory to the Maputo Declaration and the Malabo Declaration with
commitments to increasing National agriculture budgets to 10%.

This 5-year Strategic Plan is also inspired by Vision 2040 and the
National Development Plan II that aim at transforming Uganda from
a predominantly peasant and low-income country to a competitive

                                                                           PELUM UGANDA 2017 - 2021 STRATEGIC PLAN       9
10   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
THE PELUM UGANDA INSTITUTIONAL OVERVIEW
    CHAPTER 3: THE PELUM UGANDA INSTITUTIONAL
    OVERVIEW
3.1.     Overview                                              Goal                   Goal Description
                                                              Number
This section presents an institutional overview of PELUM      Goal 1   End poverty in all its forms everywhere
Uganda and defines the scope and coverage of its
                                                              Goal 2   End hunger, achieve food security and
programmes over the next five years.
                                                                       improved nutrition and promote sustainable
                                                                       agriculture
3.2. Geographical coverage
                                                              Goal 5   Achieve gender equality and empower all
The PELUM Uganda geographical focus will primarily be                  women and girls
the entire country. However, focus willalso be placed on      Goal 8   Promote sustained, inclusive and sustainable
sub regional, continental and global spaces and strategic              economic growth, full and productive
bodies that have a bearing on the work of PELUM Uganda.                employment and decent work for all
Internally, PELUM Uganda will target areas where its          Goal 10 Reduce inequality within and among
members have programmes.                                              countries
                                                              Goal 12 Ensure sustainable consumption and
3.3.     Contribution to SDGs                                         production patterns

Considering the centrality of Sustainable Development         Goal 13 Take urgent action to combat climate change
Goals (SDGs) in defining the global development discourse,            and its impacts
PELUM Ugandawill pursue and monitor its performance           Goal 15 Protect, restore and promote sustainable use
on key SDG indicators that resonate with its work. Specific           of terrestrial ecosystems, sustainably manage
focus shall be placed on the following SDGS;                          forests, combat desertification, and halt and
                                                                      reverse land degradation and halt biodiversity
                                                                      loss.

                                                                       PELUM UGANDA 2017 - 2021 STRATEGIC PLAN      11
3.4. PELUM Uganda’s niche                                         crop diversity and integration, continued livelihoods
                                                                  from sustainable use of natural resources, resilience,
                                                                  harnessing indigenous knowledge, continuity of
3.4.1. Vision:
                                                                  existence, mindfulness of the future, empowerment and
Communities in Uganda sustainably utilizing their natural
                                                                  being continually beneficial.
resources
                                                                • Transparency and accountability - We appreciate this
3.4.2. Mission:                                                   as constituting openness, communication, accuracy,
To enhance the effectiveness of members in promoting              feedback, answerability, reliability, responsibility, good
ecological land use management among farming                      stewardship, trustworthiness and honesty.
communities through capacity building, research and
innovation, networking and advocacy.                            • Professionalism - We appreciate this as constituting
                                                                  excellence, competence, innovativeness, mutual
3.4.3. Core values:                                               respect, tolerance, appreciation of diversity, learning,
In pursuit of our mission, we will uphold the following           acceptance, being ethical, embracing change and being
core values, which will manifest in all our spheres, ways of      a change agent.
work and internal and external relations.
                                                                3.5. The PELUM Uganda Institutional Profile
• Equity - PELUM appreciates this as constituting fairness,
  recognition of each other, justice, impartiality, inclusive
  development, gender awareness and responsiveness.             PELUM Uganda was formed in 1995 and has since built
                                                                the following profile:
• Participation - We appreciate this as constituting            - PELUM Uganda has fifty seven (57) members spread in
  involvement of all stakeholders at all levels, shared           all regions of the country.
  learning, information sharing, leveraging on existing
  capacities, meaningful engagement, documentation              - The members regularly convene as the Country Working
  and dissemination of best practices.                            Group / General Assembly and Triennial General
                                                                  Meeting to adopt strategies and elect the Country Board.
• Sustainability - We appreciate this as constituting           - Has in place a member elected Country Board that
  continued health of soils, continued animal and

12   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
provides strategic guidance and oversight to the Country Secretariat      believes will make a significant contribution
                                                                            towards promoting ecological land use
- Has an established Country Secretariat headed by the Country
                                                                            management among farming communities
  Coordinator and a team of professionals that manage the day to day
                                                                            as well as sustainable natural resources
  operations of PELUM Uganda
                                                                            utilization.
- At the regional level PELUM Uganda is linked through the Regional
  Secretariat, the Regional Board and other Country Chapters.               The overall PELUM Uganda theory of change
  (See annex 1 & 2 for PELUM Uganda’s organo-gram)                          is an outcome based one. PELUM Uganda
                                                                            recognises therelationships between her
3.6. PELUM Uganda’s Strategic Positioning                                   initiatives, strategies and intended results.
                                                                            The envisaged results are anticipated in both
                                                                            the shortand longer-term andshall reflect
PELUM Uganda is a network of a wide range of independent members
                                                                            changes at various levels specificallyamong
that subscribe to its values and objectives. A key objective of PELUM
                                                                            members and beneficiary communities.
Uganda is to build a critical mass of CSOs that promote ecological land
                                                                            The PELUM Uganda change effort is further
use management practices in Uganda and who subsequently contribute
                                                                            based on the continuous need to document
to mitigation of negative effects of climate change and ultimately
                                                                            the assumptions that underpin the initiatives,
guarantee that communities are sustainably utilising their natural
                                                                            procedures and values that define our work
resources and have food security.
                                                                            and ways of working together with members
PELUM Uganda focuses on sustainable agriculture, sustainable
                                                                            and farming communities.
development and believes in the ability of communities to sustainably
manage their resources.
                                                                            The domains of change
3.7. PELUM Uganda’s Theory of Change                                        There are four major and interlinked domains
                                                                            of change underlying the attainment of
PELUM Uganda’s theory of change clarifies the domains of change,
                                                                            PELUM Uganda’s 2017-2021 Strategic Plan.
pathways and breakthroughs for attaining the change envisaged through
                                                                            These are categorized under the following
this Strategic Plan. The underlying theory of change embodied in this
                                                                            programming components: Programmes and
Strategic Plan indicates the ‘domains of change’ that PELUM Uganda
                                                                            Services, Partnerships and Working Relations,

                                                                          PELUM UGANDA 2017 - 2021 STRATEGIC PLAN      13
Organisational Functioning and Financing of    (b). Partnerships and working relations
our efforts.
                                               This domain of change will focus on strengthening PELUM Uganda’s
(a). Programmes and Services                   partnerships and ways of working. The underlying hypothesis for this
                                               domain of change states that:
This domain of change will focus on the
programmes and services that PELUM             “If inter and intra partnerships that PELUM Uganda establishes aremore
Ugandawill offer to its members and            strategic, they will follow a framework that is functional which will
communities as a whole. The underlying         result into better working relationships and when effectively managed
hypothesis of this domain of change states     this will increase unified support to farming communities”.
that:
                                               This will also entail having enhanced engagements with relevant
“If the PELUM Uganda programmes and            and diverse stakeholders for strong and effective collaborations and
services to its members are effective, the     networking.
members will be empowered to become
better in delivering on their mandates”.       (c). Organisational Functioning
They will thus be better able to build the     This domain of change shall focus on ensuring organisational
resilience of farming communities, operate     effectiveness by addressing theway organisation(s) function.The
more sustainably, promote sustainable          underlying hypothesis for this domain of change is that:
farming systems and subsequently strongly
promote development of agriculture markets     “Stronger governance of organisation(s) is essential for effective
and advocate for smallholder agricultural      organizational performance.
development.
                                               This will be achieved by emphasizing strong competencies among the
                                               membership,Country Board, management team and staff which will in
                                               turn translate into fully functional organizational structures, systems and
                                               equipment and thus trigger stronger growth in members and a clearer
                                               understanding of PELUM Uganda and what it stands for.

14   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
(d). Financing

The major thrust of this domain of change is to strengthen PELUM
Uganda’s financial capacity. The underlying hypothesis of this domain
of change states that:

“If PELUM Uganda sets up an institutionalized financing strategy and
if it is able to acquire stronger competencies in financing and financial
management, this will result into increased and sustained funding for its
work from diversified sources”.

This change will be brought about by developing and strengthening
PELUM Uganda’s resource mobilization capacity; set up a financial
sustainability plan and initiate, engage and sustain strategic funding
partnerships.

                                                                            PELUM UGANDA 2017 - 2021 STRATEGIC PLAN   15
Figure 1: Theory of Change

                                       Communities in Uganda sustainably utilizing their natural resources

16   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
CHAPTER FOUR: THE INTERVENTION STRATEGY 2017-
      2021

                                                                                                                              THE INTERVENTION STRATEGY 2017-2021
4.1      Overview                                             Key          a) Promote sustainable farming systems i.e.
                                                              strategies      seed security, climate resilience, agro-
This chapter elaborates on the four strategic programme                       ecology, indigenous knowledge on food
components which PELUM Uganda shall undertake to                              and agriculture
implement the SP detailing the strategic areas, objectives,                b) Promote agriculture market development
strategies, approaches and outputs of the plan.                               i.e. agricultural financing, value chain
                                                                              development, quality and standards
4.2. Our Five Year Strategic Focus                                         c) Influencing policies on agriculture i.e.
                                                                              policy research, advocacy engagements
We have developed four strategic programme components
of focus as we look towards realizing our mission in          4.2.2. Strategic Area 2 – Partnerships and
the period 2017-2021. This section explains these
                                                              Working Relations
components, the related strategic objectives as well as the
key strategies that the plan shall achieve.                   Strategic    PELUM Uganda with relevant and effective
                                                              objective    working partnerships and relations in the
4.2.1. Strategic Area 1 – Programmes and                                   period 2017-2021.
Services                                                      Key          a) Develop an elaborate and functional
                                                              strategies      partnership framework
 Strategic   PELUM Uganda with programmes and                              b) Ensure competencies for effective
 objective   services that strengthen members’ capacities                     partnership management.
             to build resilience of farming communities in                 c) Encourage, promote and strengthen the
             the period 2017-2021                                             partnership programme

                                                                       PELUM UGANDA 2017 - 2021 STRATEGIC PLAN           17
4.2.3. Strategic Area 3 – Organizational                    4.3.     Working Approaches
Functioning
                                                            In order to effectively deliver our set plans and aspirations
Strategic    PELUM Uganda functioning efficiently and       in the period 2017-2021, we will embrace the following
objective    effectively as an organisation in the period   working approaches.
             2017-2021.
Key          a) Ensure a strong membership (governance,     • Capacity building - While it is one of the core strategies
strategies      financial sustainability, M&E, etc).          to realising our mission, it also doubles as an approach
             b) Ensure an effective and functioning           that we will embrace in all undertakings geared towards
                Country Board and management.                 capacity strengthening.
             c) Ensure adequate, relevant and functional
                systems (Knowledge management, ICT,         • Mainstreaming of Gender - We will ensure gender is
                etc)                                          mainstreamed in programmes and services and in the
             d) Ensure adequate equipment and physical        organizational functioning in a way that is conscious of
                resources                                     gender concerns.
             e) Ensure adequate, competent and well-
                motivated staff                             • Mainstreaming of HIV/AIDS - We will ensure
                                                              HIV&AIDS is mainstreamed at the work place and
4.2.4. Strategic Area 4 - Financing                           in the delivery of PELUM Uganda’s programmes and
                                                              services where relevant.
Strategic    PELUM-Uganda with adequate financing for
objective    planned undertakings in the period 2017-       • Participatory research and innovations development
             2021.                                            - We will embrace, encourage and promote farmer-led
Key          a) Develop and operationalise a financing        research, innovation and development of sustainable
strategies      strategy                                      and replicable farming models.
             b) Develop and enhance competencies in
                financing                                   • Youth Inclusion - We will ensure that members pay
             c) Ensure a diversified funding base             special focus on the youth in delivering programmes
                                                              and services among the farming communities.

18   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
• Working through members and related network structures - We
  will delivery our strategies through members and related network
  structures such as the country secretariat, thematic working
  committees and any others as shall be deemed appropriate.

• Documentation and knowledge sharing - We will ensure
  documentation of best practices and other relevant information
  materials and devise elaborate mechanisms for sharing them and
  enabling their adoption among members and farmer communities.

• Advocacy - We will aspire to influence policy and practice in favour
  of advancing ecological land use management among farming
  communities.

• Networking - We will ensure collaboration among members and
  with key actors at various levels and spheres of engagement in
  generating momentum and critical action towards influencing desired
  changes towards promoting ecological land use management.

                                                                         PELUM UGANDA 2017 - 2021 STRATEGIC PLAN   19
20   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
CHAPTER FIVE: IMPLEMENTATION AND M&E

                                                                                                                               IMPLEMENTATION AND M&E ARRANGEMENTS
      ARRANGEMENTS
5.1      Overview
                                                                              For PELUM Uganda, a network of various
                                                                              independent members, it will entail
This chapter presents PELUM Uganda’s Strategic Plan implementing
                                                                              multiple layers of co-ordination and
mechanisms with particular focus on key elements of monitoring and
                                                                              effective networking.Implementation of
evaluation. A set of performance indicators has been proposed to
                                                                              this plan will involve mobilizing drivers of
measure progress towards the objectives of the Plan.
                                                                              strategic success such as regular progress
                                                                              reviews and organizational assessments to
The purpose of strategy implementation is threefold:
                                                                              identify any significant shifts in the social,
                                                                              political, economic,technological, legal,
  • Deliver the results, achieve purpose and contribute effectively to
                                                                              environmental and Ideological shifts.
    the overall goals.
  • Manage the available resources efficiently.
  • Monitor and report on progress to support performance                     5.2      Coordination arrangements
    management.
                                                                              The plan will be coordinated by the
One can safely conclude that strategy implementation is invariably            Country Secretariat, guided by the Country
more difficult than strategy design. While strategy design involves           Board. However members willlead on sub
positioning forces before action, it focuses on effectiveness (doing          national, district and farmer level processes.
the right things), requires good intuitive and analytical skills and co-      The Country Secretariat shall also support
ordination among a few people.On the other hand,implementation                members to acquire any capacities that they
involves managing forces during action, focuses on efficiency (doing          need. Internal coordination arrangements
right things well) and is primarily an operational process requiring          shall include quarterly, biannual, annual
considerable funds, special motivation and leadership skills.                 and midterm reviews. Regular management
                                                                              and staff meetings, Country Board meetings,

                                                                           PELUM UGANDA 2017 - 2021 STRATEGIC PLAN       21
Country Working Group and Triennial                 for refining implementation process;
General Meetings shall be pivotal in the          • Identifying lessons learnt from activity implementation;
execution of this plan. Key elements of           • Measuring achievements against set targets.
reporting shall include but not be restricted
to the following;                               An end of plan evaluation will be conducted at the end of the five-year
                                                period to document achievements, best practices, challenges, success
Annual work plans:                              stories and lessons learnt.
 • Monthly activity updates.
 • Bi-annual update reports                     Other M&E arrangements shall include the following;
 • Quarterly update reports.
                                                i. Annual reports
Strategic plan                                  ii. M&E results shall be disseminated to key stakeholders including
  • Annual reports.                                  members and funding partners using different channels including
                                                     the website
5.3 Monitoring and Evaluation                   iii. Publication and dissemination of newsletters and Annual Reports.
    arrangements
                                                5.4 Risks, Mitigating Measures and Critical Success
The purpose of Monitoring and Evaluation is         factors
to guide the implementation of the Strategic
Plan by tracking process, outcomes and          5.4.1 Risks and Mitigating Measures
impact and making adjustments where
necessary. Other aims of monitoring and         Below are risks that could impact on the implementation of the plan.
evaluating this plan include:                   From the onset, relevant mitigation measures will be adopted to
                                                minimize the impact. Internal risks envisaged relate to factors within the
  • Ensuring that the plan is on course;        control of the organization while external risks relate to factors beyond
  • Accountability for resources          and   its control. The following table presents anticipated risks and possible
    ensuring that they are utilized for the     mitigation measures.
    intended purpose;
  • To provide experiential learning that can
    be captured, consolidated and utilized

22   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
Table 5: Risks and mitigation measures

Risk                      Description/Discussion                         Mitigating measures
Internal
Members’ negative         • PELUM Uganda members may not                 • An extensive and consistent communication
attitudes                   sufficiently buy-into the plan                 programme will be undertaken by the Country
                          • Member staff may lack innovative and           Secretariat and the Country Board to disseminate
                            creative ideas.                                and market the Strategic Plan
An over-ambitious         • Unrealistic targets.                         • Ensure that objectives are SMART and targets
plan                      • Limited commitment to the plan by other        achievable within available resources
                            stakeholders.                                • Do extensive advocacy to popularize the plan
                                                                           among partners and other stakeholders.
Weak M&E system           The M&E system does not operate efficiently.   • Extensively use internal and external benchmarking
                                                                           & performance measures that have been identified
External risks
Political interference.   There is no negative Political interference    • PELUM will remain non political and internalize the
                          immediately envisaged that can badly affect      provisions of the NGO Act and ensure compliance
                          PELUM operations at national level. However      with all provisions.
                          the NGO law has just been amended
Inadequate resources      Failure to broaden funding base and engaging   • Ensure current donor partnerships are maintained
for implementing the      other funding partners.                          and new funding partners are brought on board
plan.
Inadequate                • Weak coordination between members, the       • Strengthen communication and information sharing.
Coordination and            Country Secretariat and Country Board.
collaboration.

                                                                             PELUM UGANDA 2017 - 2021 STRATEGIC PLAN          23
Ineffective plan      This may be due to failure to mobilize drivers   • Achieving strategic alignment (creating strategy
implementation.       of strategic success including:                    awareness) and enlisting “buy-in” of all
                      • Failure to put in place relevant                 stakeholders.
                        organizational structures,                     • Avoid complacency by setting and monitoring
                      • Failure to introduce and adhere to modern        performance targets.
                        management practices.                          • Mobilize drivers of strategic success, a strategy -
                      • Failure to manage change.                        supportive culture and an action plan.

5.4.2   Critical success factors

The following success factors have been identified and PELUM Uganda will monitor them:

i. Strategic leadership and management at PELUM Uganda to provide the vision and a sense of direction for the growth
   and success of the network and build ownership and alignment.

ii. Ownership and participation by staff and members in planning and implementation.

iii. Effective partnership and networking with relevantCSOs, governmentagencies, ministries, departments, development
     partners and other key stakeholders.

24   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
CHAPTER SIX: FINANCING PLAN
Implementation of the Strategic Plan requires adequate and timely                  a.   Donor agencies;
financial resources. This calls for continued collaboration with                   b.   Membership fees
development partners and broadening the PELUM Uganda funding                       c.   Own generated income
base. Funding is envisaged from:                                                   d.   Income from the ELUM centre

                                                                                                                                   FINANCING PLAN
Projected Five year Budget (Uganda shillings)

THEMATIC Area                     Yr 1            Year 2          Yr 3              Yr 4           Yr 5            Total
Strategic area 1 :            1,560,000,000 2,412,300,000     2,792,530,000     2,830,104,000 3,226,314,400   12,821,248,400
Programmes and Services
Strategic area 2:             261,000,000     286,000,000     314,600,000       346,060,000    380,666,000    1,588,326,000
Partnerships and Working
Relations
Strategic area 3:             994,300,000     1,515,730,000   1,947,703,000 1,871,273,300 2,013,278,000       8,342,284,300
Organizational Functioning
Strategic area 2:             994,300,000     1,515,730,000   1,947,703,000     1,871,273,300 2,013,278,000   8,342,284,300
Partnerships and Working
Relations
Strategic area 3:          994,300,000        1,515,730,000   1,947,703,000 1,871,273,300 2,013,278,000       8,342,284,300
Organizational Functioning
Strategic area 4: Financing   185,000,000     212,000,000     238,450,000       268,595,000    303,014,500    1,207,059,500
Totals                        3,000,300,000   4,426,030,000   5,293,283,000     5,316,032,300 5,923,272,900   23,958,918,200

                                                                              PELUM UGANDA 2017 - 2021 STRATEGIC PLAN         25
26   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
ANNEXES

Annex 1: PELUM Association Governance structure.

        Regional Triennial General Meeting
                                                   Regional Board         Regional Secretariat
   (PELUM Association Regional General Assembly)

                                                                                                  ANNEXES
         National Triennial General Meeting
         (PELUM Uganda National General
         Assembly held once every 3 years)

          Country Working Group Meeting
                  (Held annually)

                  Country Board

                Country Secretariat

                                                   PELUM UGANDA 2017 - 2021 STRATEGIC PLAN   27
Annex 2: PELUM Uganda Country Secretariat staffing structure

                                                                  Country Coordinator

                                                                  Head of Programmes

       Finance &             Programme Manager             Agricultural                       Programme Manager
                                                                             Manager
     Administration          Sustainable Farming             Market                         Knowledge Management &
                                                                             Advocacy
        Manager                    Systems                 Development                            Partnerships

                                   Program
                 Administrator                  Program Officer                Programme
  Finance &                         Officer                       Program                    Program Officer   Programme
                  and Human                       Agricultural                   Officer
Administration                    Sustainable                      Officer                   Information and     Officer
                   Resource                         Market                      Monitoring
   Officer                         Farming                        Advocacy                   Communication     Membership
                    Officer                      Development                  and Evaluation
                                   Systems

                                                       Programme
                                   Programme
                                                        Assistant       Programme
     Finance                        Assistant
                                                      Agricultural       Assistant
     Assistant                     Sustainable
                                                         Market          Advocacy
                                 Farming Systems
                                                      Development

                           Support Staff
           Front Desk     Office attendant
             Officer           Driver
                          Security Guard

28     PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
Annex 3: The Log frame
INTERVENTION LOGIC                               KEY PERFORMANCE INDICATORS                           MEANS OF                      ASSUMPTIONS
                                                                                                     VERIFICATION
Vision:                           1. Sustainable communities.                                   Global and continental     Baseline status on Uganda’s farming
Communities in Uganda sustainably 2. Entrenched ecological land use practices.                  social, economic and all   communities is established.
utilizing their natural resources                                                               environment indices on
                                                                                                Uganda.
Mission:                            Number of member organisations with running                 • Annual reports           Data on operations of MOs shall be
To enhance the effectiveness of programmes/interventions on ecological land use                 • M&E reports              diligently generated and kept.
member organizations in promoting management.                                                   • Mid-term and end
ecological land use management                                                                    of Strategic Plan
among farming communities through                                                                 evaluations
capacity building, research and                                                                 • Quarterly activity
innovation, networking and advocacy                                                               reports
by 2021
Programme area 1: Programmes and Services
(PELUM Uganda with programmes and services that strengthen members’ capacities to build resilience of farming communities in the period 2017-2021)
Strategy 1.1                         1. Number of members promoting farmer managed seed         • Annual reports           MOs have funds and running
Sustainable farming systems promoted    systems among farming communities for sustainable       • Quarterly activity       programmes to implement
among farming communities i.e. seed     access to diverse seeds of good quality under             reports                  interventions on ELUM, advocacy,
security, climate resilience, Agro-     favorable terms                                         • M&E reports              market development
ecology, indigenous knowledge on 2. Number of members adopting the CRAEM to build               • Mid-term and end
food and agriculture                    resilience of farming communities to climate change       of Strategic Plan        Members willingly adapt and
                                        and sustainably enhance productivity                      evaluations              implement the capacities passed on
                                     3. Number of members and other institutions promoting                                 to them
                                        Ecological land use management
                                     4. Number of members promoting indigenous foods and
                                        local innovations in agriculture and natural resource
                                        management among farming communities
Strategy 1.2                          1. Number of members promoting agriculture financing       • Annual reports       MOs have funds and running
Agriculture   market    development      practices among farming communities                     • Quarterly activity   programmes to implement
promoted i.e. agricultural financing, 2. Number of members with functional VCD                     reports              interventions on ELUM, advocacy,
value chain development, quality and     interventions                                           • M&E reports          market development
standards                             3. Number of members promoting quality and standards       • Mid-term and end
                                         of agricultural products among farming communities        of Strategic Plan    Members willingly adapt and
                                                                                                   evaluations.         implement the capacities passed on
                                                                                                                        to them
Strategy 1.3.                            1. Number of policy researches conducted                • Annual reports       MOs have funds and running
Influencing policies on agriculture i.e. 2. Number of advocacy engagements conducted and         • Quarterly activity   programmes to implement
policy research, advocacy engagements       backed by research                                     reports              interventions on ELUM, advocacy,
                                         3. Number members engaging in evidence based            • M&E reports          market development
                                            advocacy                                             • Mid-term and end
                                         4. Number of members with interventions that target       of Strategic Plan    Members willingly adapt and
                                            practice change among duty bearers                     evaluations          implement the capacities passed on
                                         5. Number of practice changes as a result of policy                            to them
                                            engagements.                                                                Government provides spaces for
                                                                                                                        engagement
Programme Area 2 : Partnerships and Working Relations
(PELUM Uganda with relevant and effective working partnerships and relations in the period 2017-2021).
Strategy 2.1                            A partnership framework in place                         • Quarterly activity   Partners willingly work with PELUM
An elaborate and functional partnership                                                            reports
framework developed                                                                              • M&E reports
Strategy 2.2                           Level of partnership management competences among • Quarterly activity           Members willingly adapt and
Competencies for effective partnership CS and members                                      reports                      implement the capacities passed on
management.                                                                              • M&E reports                  to them
Strategy 2.3.                     • Number of partnerships created and/or subscribed to          • Annual reports       • Partners willingly work with
Partnership programme encouraged, • Number of joint activities conducted together with the       • Quarterly activity     PELUM
promoted and strengthened           partnerships                                                   reports              • Process of attaining partnerships is
                                                                                                 • M&E reports            transparent and quick
Programme Area 3: Organizational Functioning
(PELUM Uganda functioning efficiently and effectively as an organisation in the period 2017-2021)
Strategy 3.1                        1. Number of members with functional governance and             • Annual reports       MOs have funds to implement
A strong membership (governance,       management systems                                           • Quarterly activity   action plans developed after the
financial sustainability, M&E,etc). 2. Number of new members                                          reports              capacity building interventions.
                                                                                                    • M&E reports
                                                                                                                           Members willingly adapt and
                                                                                                                           implement the capacities passed on
                                                                                                                           to them
Strategy 3.2                         Functional governance and management systems at the            • Annual reports       Availability of adequate funds at the
An effective and functioning Country CS                                                             • Quarterly activity   CS to strengthen governance and
Board and management.                                                                                 reports              management.
                                                                                                    • M&E reports
Strategy 3.3                      1. Number of members with functional knowledge                    • Quarterly activity   MOs have funds to implement
Adequate, relevant and functional    management systems                                               reports              action plans developed after the
systems (Knowledge management, 2. Functional knowledge management systems at the CS                 • M&E reports          capacity building interventions.
ICT,etc)
                                                                                                                           Members willingly adapt and
                                                                                                                           implement the capacities passed on
                                                                                                                           to them
Strategy 3.4                    A well-equipped CS                                                  • Quarterly activity   Funding partners will willingly
Adequate equipment and physical                                                                       reports              support purchaseof equipment
resources                                                                                           • M&E reports
                                                                                                    • Asset register
Strategy 3.5                              1. Level of staff retention at CS and member levels       • Annual reports        Members willingly adapt and
Adequate, competent         and     well- 2. Level of staff competences at CS and member levels     • Quarterly activity    implement the capacities passed on
motivated staff                                                                                       reports               to them
                                                                                                    • M&E reports
Programme area 4: Financing
(PELUM-Uganda with adequate financing for planned undertakings in the period 2017-2021)
Strategy 4.1                                                                                        • Annual Reports        Availability of adequate funds at the
A financing strategy developed and Operational financing strategy in place                          • Quarterly financial   CS to operationalise the strategy.
operationalised                                                                                       reports
Strategy 4.2                              1. Level of financing capacities (finance and financial   • Quarterly financial   MOs have funds to implement
Developed         and        enhanced        management) at CS and members levels                     reports               action plans developed after the
competencies in financing                 2. Operational financial systems in place                 • M&E reports           capacity building interventions.
                                          3. Level of fundraising capacities at the CS and member   • Annual reports
                                             levels                                                                         Members willingly adapt and
                                          4. Amount of funds secured                                                        implement the capacities passed on
                                                                                                                            to them
Strategy 4.3                              Operational financial sustainability plan at the CS       • Quarterly financial   PELUM        Uganda    will   remain
Ensure a diversified funding base                                                                     reports               attractive to donors
                                                                                                    • M&E reports
                                                                                                    • Annual reports
You can also read