UGANDA WILDLIFE SOCIETY STRATEGIC PLAN - (May 2013 - April 2018) May 2013
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UGANDA WILDLIFE SOCIETY
STRATEGIC PLAN
(May 2013 – April 2018)
May 2013
Page |0Approval Page The Uganda Wildlife Society Strategic Plan (2013-2018) has been reviewed and approved for implementation. …………………….. Date……………………… Chairman, Executive Committee Page |1
Acknowledgements The Uganda Wildlife Society (UWS) Strategic Plan (2013-2018) has been approved by the Executive Committee (ExCom). The Strategic Planning was prepared in a participatory manner involving the UWS Secretariat and Executive Committee members. The Chairman ExCom would like to acknowledge UWS Secretariat and ExCom members and all individuals who contributed to the planning and production of this Strategic Plan. The Planning facilitation by Mr. Alex B. Muhweezi of Future Dialogues International is greatly appreciated. Finally, the UWS ExCom looks forward to the implementation of the Plan. Preparation facilitated by Alex B. Muhweezi Page |2
Approval Page ...............................................................................................................................................1
Acknowledgements.......................................................................................................................................2
Acronyms ...................................................................................................................................................... 5
1. INTRODUCTION ....................................................................................................................................6
1.1 The Strategic Plan .........................................................................................................................6
1.2 Purpose of the Strategic Plan........................................................................................................6
1.3 Planning considerations................................................................................................................ 6
1.4 The planning process .................................................................................................................... 7
2. THE SITUATION ANALYSIS .................................................................................................................... 8
2.1 The internal environment (UWS)..................................................................................................8
2.1.1 Establishment/Status............................................................................................................ 8
2.1.2 Vision statement of UWS ..................................................................................................... 8
2.1.3 Core Values ........................................................................................................................... 9
2.1.4 Core business/Niche .............................................................................................................9
2.1.5 UWS Governance structures and processes .......................................................................10
2.1.6 Programme activities to-date .............................................................................................11
2.1 The SWOT analysis of UWS .........................................................................................................12
2.3 Situational analysis of external environment .............................................................................13
2.3.1 Mandated institutions for managing wildlife and environment sectors. ...........................13
2.3.2 Stakeholders in the wildlife and environment sectors .......................................................13
2.3.3 Wildlife and environment management issues ..................................................................14
2.4 The future direction of UWS....................................................................................................... 14
3 STRATEGIC DIRECTION FOR 2013-2018 .............................................................................................16
3.1 Looking to the future .................................................................................................................. 16
3.2 Goal and objectives of the Strategic Plan ...................................................................................16
3.3 Implementation strategies to achieve the Strategic Plan objectives ........................................17
3.4 Strategic outputs and interventions. .......................................................................................... 17
3.4.1 Obj: #1: To advocate and lobby for effective policy, legal and institutional framework and
performance in wildlife and environment sectors.............................................................................17
3.4.2 Obj#2: To generate knowledge through research and document lessons about the wildlife
and environment management issues...............................................................................................18
3.4.3 Obj #3: To build a strong and effective UWS ...................................................................... 18
3.5 The Logical framework................................................................................................................ 20
3.6 The implementation schedule .................................................................................................... 25
4. IMPLEMENTATION ARRANGEMENTS AND REQUIREMENTS .............................................................27
4.1 Implementation arrangements...................................................................................................27
4.1.1 Work planning.....................................................................................................................27
4.1.2 Reporting.............................................................................................................................27
4.1.3 Institutional arrangements and mandates .........................................................................27
4.2 Implementation requirements ...................................................................................................28
4.2.1 Resources Mobilization....................................................................................................... 28
4.2.2 Governance systems ...........................................................................................................28
4.2.3 Membership database ........................................................................................................28
4.2.4 Information management system ......................................................................................28
4.2.5 Identity................................................................................................................................28
Page |34.2.6 Resources ............................................................................................................................ 29
4.2.7 Commitment by members ..................................................................................................29
4.2.8 Capacity...............................................................................................................................29
4.2.9 Accountability .....................................................................................................................29
5. BUDGET ..............................................................................................................................................30
6. FRAMEWORK FOR MONITORING AND EVALUATING SRATEGIC PLAN IMPLEMENTATION............... 32
6.1 The purpose of monitoring and evaluating SP implementation.................................................32
6.2 M&E implementation responsibilities ........................................................................................32
6.3 Information management, sharing systems and procedures.....................................................32
7. RISK ASSESSMENT AND MANAGEMENT ............................................................................................ 33
8. ANNEXES ............................................................................................................................................34
8.1 Annex 1: List of Documents reviewed .......................................................................................34
8.2 Annex 2: People consulted/participated ....................................................................................35
8.3 Annex 3: UWS Membership database (December 2012) ........................................................... 36
8.4 Annex 4: Staffing levels (March 2013) ........................................................................................37
8.5 Annex 5: Inventory of UWS Assets..............................................................................................38
List of tables
Table 1: SWOT Analysis
Table 2: Mandated Institutions for managing wildlife and environmental resources in Uganda
Table 3: Stakeholder analysis
Table 4: Logical framework
Table 5: Implementation Schedule
Table 6: Institutional arrangements and mandates
Table 7: Budget
Page |4Acronyms AFIEGO African Institute of Energy Governance CBD Convention on Biological Diversity COBWEB Community Based Wetlands Biodiversity Conservation Project CSCO Civil Society Coalition on Oil CSO Civil Society Organization EAWLS East African Wildlife Society EIA Environmental Impact Assessment ENRCSO Environment and Natural Resources Civil Society Organizations Network ExCom Executive Committee FSSD Forestry Sector Support Department GEF Global Environment Facility IGAD Intergovernmental Authority on Development IUCN International Union for Conservation of Nature IUCN-NL Netherlands Committee of IUCN LVBC Lake Victoria Basin Initiative NAPE National Association of Professional Environmentalists NEMA National Environment Management Authority NFA National Forestry Authority NFP National Forest Plan UFWG Uganda Forestry Working Group UNDP United National Development Programme UWA Uganda Wildlife Authority UWS Uganda Wildlife Society WENR Water, Environment and Natural Resources Sector WENR-SIP Water, Environment and Natural Resources Sector Investment Plan WENR-SWG Water, Environment and Natural Resources Working Group Page |5
1. INTRODUCTION 1.1 The Strategic Plan The UWS Strategic Plan is a description of the goal, objectives and targets (Outputs) of the UWS over the 5 year planning period (May 2013 – April 2018). The document describes in broad terms, strategic interventions, implementation schedule, modalities and requirements, budget as well as a framework for monitoring the outputs and impacts or outcomes of this Strategic Plan. 1.2 Purpose of the Strategic Plan The UWS Strategic plan is intended to provide strategic guidance to the Society as it strives to become a stronger, effective and competitive conservation institution in Uganda. The Strategic Plan informs UWS members and stakeholders of the 2013-2018 strategic direction and priorities. The Plan will serve as a tool for application by the UWS ExCom and Secretariat in implementing the mission of the Society. It will also be used to mobilize partnerships and resources for strengthening and delivery of UWS programme. 1.3 Planning considerations The preparation of this Strategic Plan took into account the following considerations: a) Need to strengthen UWS efficiency: by examining the Society set up, governance structures and processes, administration and with the view to identify areas for strengthening. b) Current and potential opportunities, challenges and threats to the growth and performance of the Society. c) Need to strengthen Society effectiveness: by examining the Vision, Mission and Objectives to identify the Core business of the Society and approaches to achieve the desired influence on wildlife and environment1 conservation in Uganda. d) Need to re-engineer the Society on the basis of experiences and lessons learnt to-date. e) Means through which the Society can broaden and increase its capability (human, financial, infrastructure, facilities, etc.) to implement the Strategic Plan. f) Factors affecting performance of Uganda’s Wildlife and Environment sectors. Furthermore, the planning process emphasized the following principles: a) Participation and ownership of the Strategic Plan by the Society Secretariat and ExCom2. b) Focusing on the core mandate of the Society. c) Issues-based strategies and actions. 1 For purposes of this Strategic Plan, environment encompasses: water, wetlands, forestry, land/soil, climate/weather, air, etc. 2 ExCom represents UWS membership Page |6
1.4 The planning process The planning process involved gathering information about the UWS and the external environment (conservation and development issues in Uganda) from a review of UWS documents and visits to websites (Annex 1), face to face interviews and e-conversations with Executive Secretary and ExCom members (Annex 2), analyzing the information and describing internal and external working environment for the UWS and, using this information to prepare the UWS Strategic Plan. Page |7
2. THE SITUATION ANALYSIS
2.1 The internal environment (UWS)
2.1.1 Establishment/Status
The UWS was established in 2009. Its history originates from the former East African Wildlife Society-
Uganda Branch (EAWLS-Uganda Branch). As such, the UWS inherited some of the programmes,
members and goodwill of the EAWL-Uganda Branch. The driving force behind its formation was the
need for the EAWLS members in Uganda to get better organized in order to effectively engage with
wildlife and environment issues in Uganda.
The UWS is a membership organization with diverse membership at international, national and
local/district levels. By December 2012, there are 365 members comprising of full, associate, student,
corporate and life members (Annex 3: Membership database).
The UWS Secretariat is centrally situated in Kampala with 9staff members. Of these, 4 are based in the
field project offices in Bulisa District (Annex 4: Staffing levels). The Society operations are supported by
in-kind contributions from members and networks, membership dues (1%), project grants (96%) and
other sources (3%). In terms of facilities, the UWS has vehicle, photocopies, computers, scanners,
assorted furniture and field equipments, public address system, among others (Annex 5: Inventory).
UWS operates a Resource Centre equipped with variety of reference materials ranging from technical
reports and publications, reference books, journals, newsletters, among others. The Resource Centre
has sitting capacity of 20 people and is mainly used by University students. Among the critical resources
is the depository for the EIA Study reports in Uganda.
2.1.2 Vision statement of UWS
Vision: Wildlife and People living in Harmony. The UWS members aspire to contribute towards a
harmonious co-existence between wildlife and people in Uganda and beyond.
Mission: To promote the conservation of wildlife and environment through advocacy, knowledge
generation and field demonstrations. The mission underpins UWS existence as an advocate
and facilitator of conservation, focusing on wildlife and environment.
Goal: Sustainable utilization of wildlife and other natural resources. The longer term objective for
all programme and activities of UWS is sustainable use of resources, a driving force behind most
challenges facing conservation.
The UWS aspires to realize this goal through achieving the following institutional objectives:
Page |8Objectives:
a. To influence policy formulation for environmental management through providing forums for
addressing, advocating and debating conservation issues.
b. To generate knowledge on wildlife and natural resources and to provide informed non-biased
environment information to the government; private sector and other civil society
organizations.
c. To promote the understanding of linkage of livelihoods and sustainable use of wildlife and
natural resources through raising awareness about the environment among the people of
Uganda.
2.1.3 Core Values
The following are the organizational values for the UWS.
Integrity: Striving to operate to the highest standards of professionalism, integrity and
transparency.
Team work: Working together as a team to take advantage of the numbers, expertise and
knowledge within and among the UWS membership.
Collaboration: Working in partnership with agencies, institutions and individuals to advance
UWS Mission.
Excellence: Aiming at providing excellent services and products in all endeavours.
Communication: Promoting and encouraging effective internal and external communication as
well as use of evidence based advocacy messages.
Effectiveness: Committed to ensuring value for money in all UWS programmes and
undertakings.
Innovation: Striving to innovative approaches towards achieving the UWS Mission,
overcoming challenges and finding ways to improve.
2.1.4 Core business/Niche
The UWS core business is promoting conservation of wildlife and environment through:
a) Carrying out advocacy and lobbying for harmonious co-existence between Wildlife and
environment.
b) Generating and disseminating knowledge and information about wildlife and environment
subsectors.
c) Field demonstration projects on wildlife conservation and or environmental management.
d) Managing the UWS (Secretariat affairs and membership).
e) Mobilizing resources for the UWS.
Page |92.1.5 UWS Governance structures and processes
2.1.5.1 Institutional policies
The supreme policy for the UWS is the Constitution. The UWS has developed and applies sound policies
on finance management, human resources/personnel and general administration, among others.
2.1.5.2 Membership
Membership to UWS comprises of Ordinary members, Student members, Associate members,
Corporate members, Life members and Honorary members as stipulated in UWS Constitution.
The UWS has 365 members (Annex 3) dominated by Student members. There are no Life members or
honorary members yet.
2.1.5.3 Governance structures
The Governance of UWS is organized under the following structures.
a) Secretariat: The Secretariat of UWS is housed in Kampala. Headed by the Executive Secretary,
the UWS Secretariat carries out day-to-day administration of UWS business and implements or
supervises implementation of UWS Programmes.
b) Executive Committee: consisting of seven elected members. Headed the ExCom Chairman, the
ExCom is responsible formulating and enforcing policies of the Society, supervising the UWS
Secretariat and overseeing the development and implementation of UWS programmes.
c) General Assembly: consisting of all members of the Society. It serves as the apex decision
making and reference Organ for the Society.
2.1.5.4 UWS Programme approach
The implementation of UWS programme and activities emphasizes the following approaches:
a) Collaboration and support: UWS works closely with government agencies, districts,
communities, development partners and several Non-government Organizations (NGOs) and
Civil-Society Organizations’ (CSO) networks and other institutions within and outside Uganda in
knowledge generation and implementing wildlife conservation and environment management
initiatives at national and field levels.
b) Advocacy and lobbing: the UWS convenes forums for promoting debate/dialogue on policy and
management issue pertaining to wildlife conservation and environment management. Other
advocacy/lobbying tools include newsletters, website and technical publications. UWS
collaborates with other networks in various advocacy platforms e.g., Environment and Natural
Resources Civil Society Organizations network (ENRCSO), Uganda Forestry Working Group
(UFWG), Civil Society Coalition on Oil (CSCO), among others.
P a g e | 10c) Member participation in programme and activity implementation: The UWS established and
works through an ExCom with mandate to oversee development and implementation of Society
programmes/projects and initiatives.
2.1.6 Programme activities to-date
As of December 2012, the UWS programmes included the following:
a. Wetlands Conservation: though the COBWEB project. This project is a collaborative venture
between NGOs (UWS, Nature Uganda and IUCN) and Government of Uganda funded by GEF
through UNDP. The project implements field activities in Rakai district.
b. Ecosystems and livelihoods: a collaborative venture between national NGOs (UWS, NAPE,
AFIEGO) and Global Ecosystems Alliance members (IUCN-NL, Both Ends and Wetlands
International). The project implements field activities in Bulisa district.
c. Managing Secretariat and membership: being routine business of the Secretariat involving
communication, reporting, representation and networking, fundraising, membership services,
among others.
In addition, UWS actively participates in CSO advocacy networks, such as:
a. Environment and Natural Resources Sector Civil Society Organization (ENRCSO)
b. Civil Society Coalition on Oil (CSCO)
P a g e | 112.1 The SWOT analysis of UWS
Table 1 below presents an analysis of the UWS Strength, Weaknesses, Opportunities as well as Threats to the Society. This information informs decisions on
what needs to be addressed in order for the Society to put “TEETH3” into the conservation of wildlife and environment.
Table 1: SWOT Analysis
Strength of UWS Weaknesses/challenges of UWS Opportunities for UWS Threats to UWS
1. Growing membership 1. Inadequate internal policy guidelines and 1. Political will within the government agencies and 1. Competition with other
actively/committed to promoting the operational procedures for guiding UWS willingness to work with or collaborate with the NGOs/CSO and networks.
UWS business. ….e.g., internal controls, quality control, Society.
2. Strong and functioning governance etc.). 2. Existing in country and out of country networks in
processes and structures. 2. Narrow financial base and low funding related sectors (willing to collaborate with UWS.
3. UWS policies (financial management, (partnerships, fundraising strategies…) 3. Challenges within the wildlife sector and
human resources, etc) 3. Weak Capacity in terms technical environment in general relevant to UWS
4. Recognition of the UWS by the competences and numbers of staff, and, mission/mandate e.g., governance, stakeholder
government Agencies (NEMA, UWA, facilities. participation, cross-cutting issues, climate change
NFA) and Districts 4. Low membership, poor geographical effects, trans-boundary issues, learning and
5. Recognition of the Society by other coverage of the membership, unbalanced sharing, among others.
networks (e.g., CSCO , ENRCSO) membership categories and weak 4. Collaboration framework between UWS and
6. Collaborative ventures with in-country membership services. EAWLS
NGOs (IUCN, NU, NAPE, AFIEGO)and out 5. Visibility of UWS is low…..presently 5. Membership to International institutions (e.g.,
the country NGOs (IUCN-NL, Both Ends better at Makerere University. IUCN) provides opportunity for programme
and Wetlands International Underperformance of UWS mandate. development and implementation.
7. Ongoing programmes in wetlands,
livelihoods, wildlife conservation.
8. Publications and the Resources Centre.
9. Membership to international
organizations (IUCN)
The State of affairs at UWS depicts a positive situation. There is sufficient strength and opportunities for the Society to focus on and excel as it addresses the
weaknesses. The Strategic Plan provides for measures to enhance current strength, harness opportunities, address weaknesses and minimize threats
TEETH = To Enhance strengthen, Eliminate weaknesses; Take advantage of the opportunities and, Hedge against threats.
3
P a g e | 122.3 Situational analysis of external environment
The following information is an analysis of the issues pertaining to the wildlife sector and environment
in general for which the UWS will be interested in during the planning period.
2.3.1 Mandated institutions for managing wildlife and environment sectors.
The following institutions are mandated to manage wildlife and environmental resources in Uganda
(Table 2).
Table 2: Mandated Institutions for managing wildlife and environment resources in Uganda.
Sector Institution
Wildlife Central
Ministry of Tourism, Wildlife and Heritage
Uganda Wildlife Authority
Uganda Wildlife Education Centre
District/Local Government
Local Government Administration
Environment Central
Ministry of Water and Environment
National Environment Management Authority
District/Local Government
Local Government Administration
2.3.2 Stakeholders in the wildlife and environment sectors
The sectors targeted by UWS benefits from a wide range of stakeholder contributions (Table 3).
Table 3: Stakeholder analysis
Category Stakeholders Observation/Message for UWS
Development WORLD BANK, EU, GIZ, FAO, UNDP, JICA, Some of the development partners (e.g., UNDP,
Partners DFID, NORAD, DANIDA, etc NORAD, and EU) support UWS or networks that UWS
participate in.
Other donors facilitate CSO to gain “space” for
participation in the wildlife and environment sectors.
Some of the Partners programmes seek
“alternative/parallel/complementary” development
investment to government programmes through
CSOs.
Technical Agencies CARE, IUCN, WWF, WCS, IA, AWF, Some of the technical agencies support CSO directly
Academic and Research Institutions, etc (e.g., WWF, CARE, IUCN) while other facilitates CSO
to gain “space” for participation in the environment
and wildlife Sector programmes.
Some of the technical agencies mobilize CSO action in
planning, implementing, monitoring,
lobbying/advocacy and lesson learning.
Service providers NGOs, CSOs, PRIVATE SECTOR, LOCAL There are several networks among the NGOs/CSOs,
GOVERNMENTS including those that UWS participates in thus
P a g e | 13providing an “access” to the other networks.
Local governments receive support from
grassroots/district level and to some extent national
CSOs such as UWS programs in Buliisa and Rakai. CSO
contribution in implementation community
initiatives, knowledge generation and information
dissemination, community/stakeholder mobilization
is expected.
Watchdogs NGOs, CSOs, Media Constitute Partners in action through learning and
sharing, joint advocacy/lobbying, mass action, etc.
Regional/Internati CONVENTIONS, EAC, IGAD, NBI,UNEP, Provide opportunity for addressing trans-boundary
onal players UNDP, issues, learning and sharing field/practical
experiences to inform regional/global policy.
Provide opportunity for CSO participation in
implementation of their programme.
The UWS enjoys recognition by government ministries and agencies and, other actors in the wildlife and
environment sectors. UWS is the only NGO serving as a depository for EIAs in Uganda. These
opportunities give UWS leverage to participation at policy and strategic management levels in the
wildlife and environment sector. On the other hand, some of the partners (CSO/NGOs and their
respective networks) are competitors to UWS. Therefore, there is need to build UWS credibility in order
to be able to hedge against competitors while taking advantage of the diverse opportunity of working
together.
2.3.3 Wildlife and environment management issues
These sectors are faced with the following management challenges:
a) Enforcement of policy and legislation.
b) Adequacy of policy frameworks (policies, guidelines, planning) and institutional arrangements
for wildlife and environment management.
c) Poor management performance of the sub-sectors (wildlife, forestry, wetlands, environment).
d) Mitigation/adaptation to effects of climate change on wildlife habitats and biodiversity, over-all.
e) Monitoring and evaluation of impacts and trends in state of wildlife/environmental/natural
resources, including trans-boundary resources.
f) Regulating extractive and non-extractive utilization of wildlife and environment resources
(sustainable use, trade, etc.)
g) Capacity of CSOs to effectively serve as watchdogs.
h) Capacity to assimilate new initiatives on part of communities and stakeholders at large.
i) Weak measures for integrating innovations and approaches at macro levels.
j) Weak measures for managing trans-boundary wildlife and environment resources.
k) Management of wildlife/environment resources use related conflicts.
l) Poor land management practices.
m) Weaknesses in the legal procedures and processes.
2.4 The future direction of UWS
Building on the above analysis of the internal (UWS) and external environment in the wildlife and
environment sub-sectors, the UWS selects focal areas of its programme that will propel the UWS to
P a g e | 14greater performance and effectiveness. Priority areas have been selected taking into the account the
following criteria.
a) The existing political environment in Uganda with regards wildlife and environment sectors.
b) Wildlife conservation and environment management challenges consistent with the objectives
of the UWS.
c) UWS strength and opportunities and its programme approach taking into account comparative
advantages of being a national NGO.
d) Immediate, medium and long term UWS needs and perspectives.
e) Opportunities for collaboration and partnerships with other institutions and CSO networks.
f) Opportunities or likelihood of accessing funding sources for implementing the UWS
programmes.
Basing of the above criteria, the following areas have been prioritized for the 2013-2018 planning
period. These priorities seek to position UWS as an active and competitive player by focusing on what
the UWS can do best and its capability to deliver its services.
a) Effective advocacy and lobbying for good wildlife and environment policies, governance and
management performances.
b) Demonstrating linkages between wildlife and environment conservation and livelihoods.
c) Generation and dissemination of knowledge and information about wildlife and environment
practices and challenges.
d) Strengthening membership base and enhancing membership services and benefits to members.
e) Strengthening visibility, relevance and capacity of UWS.
P a g e | 153 STRATEGIC DIRECTION FOR 2013-2018
3.1 Looking to the future
The over-all objective for preparing the 2013-2018 Strategic Plan is to enable UWS take a strategic
direction towards being an efficient, effective and sustainable NGO. The Strategic Plan is prepared in
order to provide a Framework for guiding UWS in developing, implementing and monitoring its
programmes over the next five years.
During 2013-2018, UWS strategic direction will focus on the following:
a) Core business of the Society: the UWS will focus on Advocacy and Lobbying for good policies,
governance and performance in wildlife and environment sectors; Generation and
dissemination of lessons and information about the sector performance; and, Managing the
Society.
b) Harnessing opportunities within the internal (UWS) and external Environment: the Society will
seek to exploit its strength and that of members and collaborating institutions and networks and
ensure that it becomes efficient and effective in delivering its mandate. UWS will maximize
opportunities accruing from membership to international organizations and processes.
c) Growth: the Society will aim at strengthening its scope and sphere of influence to include
demonstration activities.
d) Strengthening the Society strength and sustainability: the UWS will strive to address the
weaknesses including strengthening its technical and management capacities and facilities,
building funding base, strengthening internal policies and control systems and procedures for
programme development, implementation and monitoring, improving UWS identity through
maintain relevance, providing quality services, improving communication and strengthening
membership and membership services.
3.2 Goal and objectives of the Strategic Plan
Goal: The Goal for this Planning period is “An effective NGO providing credible support and advice to
wildlife and environment sectors in Uganda”.
To realize this goal, the Strategic Plan aspires to achieve the following objectives.
Objectives:
a) To advocate and lobby for effective policy, legal and institutional framework and performance in
wildlife and environment sectors. This objective seeks to promote good governance and better
performance of the sectors through advocating and lobbying sector policies and policy
implementation, transparency and accountability of duty bearers.
P a g e | 16b) To generate knowledge through research and document lessons about the wildlife and
environment management issues. This objective seeks to use practical experiences and lessons
to inform/influence decisions in the sectors.
c) To build a strong and effective UWS. This objective seeks to strength UWS and enhance its
performance and quality of services hence, its credibility, impact and sustainability.
3.3 Implementation strategies to achieve the Strategic Plan objectives
The above objectives will be pursued through applying the following Strategic Plan implementation
strategies:
a) Ensuring relevance to the targeted sectors: the Society will prioritize areas of interventions that
directly contribute to the two sectors and are commensurate with UWS mandate while enabling
UWS engagement with the two sector at local, district and national levels in collaboration with
other networks and strategic partners.
b) Ensuring efficiency: the Society will develop and enforce internal policies and procedures for
guiding society programme design, implementation and monitoring. The following policy
guidelines or procedures will be targeted, among others: project development, work planning,
budgeting, project implementation, monitoring, reporting and feedback mechanisms,
communication and information sharing.
c) Ensuring effectiveness: the UWS will aim at quality and timely delivery of services and ensure
that its contribution adds value to the two sectors. Procedures/guidelines covering the following
aspects will be developed and applied: quality enhancement and control systems and member’s
engagement among others.
d) Moving towards sustainability: the UWS will seek to strengthen its membership and delivery of
membership services and benefits, mobilize technical and financial resources, build capacity
within the Society and, effectively communicate UWS successes and impacts.
3.4 Strategic outputs and interventions.
The above objectives will be derived through the following outputs and broad interventions. Activities
will be derived from the broad interventions and specified in the annual work plans and or project
descriptions, as appropriate.
3.4.1 Objective 1: To advocate and lobby for effective policy, legal and institutional framework and
performance in wildlife and environment sectors.
The following outputs will be targeted:
Output 1: Approaches for conducting advocacy and lobbying developed.
a. Define UWS niche in environment and wildlife sectors at local and district levels.
b. Define modalities for advocacy and lobbying engagement with the two sectors at local, district
and national levels (Engagement strategy).
P a g e | 17c. Design and apply advocacy and lobbying messages and tools for engaging the two sectors sector
at all levels.
Output 2: UWS advocacy and lobbying efforts in the two sectors recognized.
a. Convene periodic forums to debate or dialogue on policy and implementation issues in the two
sectors at policy and conservation/management levels.
b. Effectively utilize the EIA depository function.
c. Increase access to information through the Resource Centre.
3.4.2 Objective 2: To generate knowledge through research and document lessons about the
wildlife and environment management issues.
The following outputs will be targeted
Output #1: Lessons and experiences of wildlife conservation and environmental management in the
two sectors analyzed, documented and disseminated.
The following interventions will be implemented:
a. Design and apply information management system (including database) for the Society.
b. Design/Strengthen and apply tools for capturing, analyzing and disseminating lessons and
experiences from the field.
c. Design/Strengthen and apply tools for feedback to UWS members and targeted partners.
d. Field activities demonstrating the linkages between conservation and livelihoods.
Outputs #2: Knowledge about wildlife and environment conservation issues generated and
disseminated
The following interventions will be implemented:
a. Design research programme for UWS.
b. Strengthen and apply tools for collaboration in research with Research and Development
agencies.
c. Design/Strengthen and tools for monitoring and assessing performance of wildlife and
environment sector performance at local and district levels.
3.4.3 Objective 3: To build a strong and effective UWS
The following outputs will be targeted:
Output #1: UWS capacity to implement its Mission.
The following interventions will be implemented:
a) Develop /strengthen and enforce UWS policies and operational guidelines.
b) Equip UWS Secretariat with required technical capacity and technological facilities.
P a g e | 18c) Mobilize financial and technical resources to facilitate implementation of the UWS Strategic
Plan.
Output #2: Effective UWS.
The following interventions will be implemented:
a) Strengthen UWS membership countrywide and delivery of membership services, benefits and
participation.
b) Strengthen UWS governance capacity and processes.
c) Enhance UWS visibility.
d) Strengthen / diversify membership to international organizations and regional bodies
P a g e | 193.5 The Logical framework
The matrix below (Table 4) presents the relationship between Strategic Plan Objectives, Outputs and interventions. The Matrix provides
indicators to be used in assessing the over-all progress and impacts at outputs and interventions levels. Indicators or measurements are It is
expected that on annual basis, activity performance indicators will be developed and applied in assessing the progress and annual achievements.
Table 4: Logical framework
OUTPUT INTERVENTIONS MEASUREMENT/INDICATOR MEANS OF VERIFICATION ASSUMPTIONS
Objective 1: To advocate and lobby for effective policy, Extent to which UWS Policy and legal reforms reflecting Government accepts
legal and institutional framework and performance in advocacy and lobby UWS contribution to undertake policy,
wildlife and environment sectors action has influenced Improvements in wildlife and legal and institutional
changes in the policy, environment management performance reforms
legal and institutional attributed to UWS action
framework and Quality and diversity of knowledge
performance in wildlife and information generated and
and environment disseminated by UWS
sectors.
Define UWS niche in environment and Defined Niche at local, UWS Policy Documents N/A
Output 1: wildlife sectors at local and district district, national levels Publicity materials
Approaches for levels. Level of understanding UWS
conducting mandate and roles at targeted
advocacy and levels
lobbying Define modalities for advocacy and Modalities for UWS Engagement Strategy N/A
developed. lobbying engagement with the two engagement at the UWS activities at the local, district
sectors at local, district and national targeted levels and national levels
levels (Engagement strategy). Effective engagement Tools for UWS engagement with
with the two sectors at Partners.
local, district and No. and diversity of Partners
national levels engaged.
Value added by UWS to the
Partners (e.g. serving on
Committee, forums
convened/facilitated by UWS,
information shared/received, etc.)
P a g e | 20OUTPUT INTERVENTIONS MEASUREMENT/INDICATOR MEANS OF VERIFICATION ASSUMPTIONS
Responses from Partners to UWS
contributions.
Design and apply advocacy and Effective engagement Advocacy/lobby tools developed N/A
lobbying messages and tools for with the two sectors at and applied.
engaging the two sectors sector at all local, district and Advocacy and Lobby messages
levels. national levels developed and
disseminated/utilized.
Feedback on UWS advocacy and
lobby messages.
Output 2: UWS Convene periodic forums to debate or Quality and diversity of No of forums convened or N/A
advocacy and dialogue on policy and implementation debates or dialogues facilitated by UWS.
lobbying efforts issues in the two sectors at policy and facilitated by UWS Records of the debates/dialogues.
in the two conservation/management levels. Feedback to the debates/dialogues
sectors from participants and targeted
recognized. institutions.
Effectively utilize the EIA depository Contributions of UWS to Responses submitted by UWS. N/A
function. EIAs. Platforms convened by UWS to
review EIAs.
No. of EIAs reviewed
Increase access to information through Quality and diversity of Catalogue of publications/resource N/A
the Resource Centre. information stored and centre materials
availed through the Facilities for electronic access of
Resource Center information at UWS
No. and diversity of Users
Objective 2: To generate knowledge through research and Quality and diversity of No. of technical publications or UWS collaborates with
document lessons about the wildlife and environment knowledge and reports Research and
management issues information generated No. of lessons learning and sharing Development Agencies
and disseminated forums convened by UWS
Feedback to UWS publications and
reports
Output #1: Design and apply information Systems for generating, Electronic and hard information N/A
Lessons and management system (including storing and archiving management system.
experiences of database) for the Society. information at UWS. Information management policy
wildlife guidelines for UWS
conservation Facilities for information
P a g e | 21OUTPUT INTERVENTIONS MEASUREMENT/INDICATOR MEANS OF VERIFICATION ASSUMPTIONS
and management (server, filing
environmental facilities.
management in
the two sectors Design/Strengthen and apply tools for UWS lessons and No of Publications/technical reports N/A
analyzed, capturing, analyzing and disseminating experiences from field Guidelines for ensuing quality of
documented lessons and experiences from the field. activities publications and technical reports.
and
disseminated. Design/Strengthen and apply tools for UWS lessons and No of Publications/technical reports N/A
feedback to UWS members and experiences from field disseminated.
targeted partners. activities disseminated Feedback from recipients.
Field activities demonstrating the Practical demonstrations Scope of field activities ( focus, N/A
linkages between conservation and of conservation and geographical coverage).
livelihoods. livelihoods linkages
Outputs #2: Research priorities Research programme N/A
Knowledge Design research programme for UWS documentation
about wildlife Research policy guidelines for UWS
and Strengthen and apply tools for Data/information Policy guidelines on Collaborative N/A
environment collaboration in research with generated through Research
conservation Research and Development agencies Research Collaborative research activities
issues executed/ongoing
generated and Research publications
disseminated
Design/Strengthen and apply tools for Data/information Monitoring and assessment reports N/A
monitoring and assessing performance generated through Forums convened to disseminate
of wildlife and environment sector monitoring and monitoring reports
performance at local and district assessment effort Feedback from wildlife and
levels. environment management
authorities
Objective 3: To build a strong and effective UWS. Competitive and Size and diversity of membership N/A
reputable organization countrywide
in the wildlife and Quality of membership services
environment sectors Visibility of the UWS
UWS capacities (human/technical,
financial and facilities)
P a g e | 22OUTPUT INTERVENTIONS MEASUREMENT/INDICATOR MEANS OF VERIFICATION ASSUMPTIONS
Size and quality of UWS Programme
Sustainability indicators (finances,
programme diversity,
identity/”home”, etc.)
Output #1: Develop /strengthen and enforce UWS Efficient organization Organizational policies N/A
UWS capacity policies and operational guidelines. Internal controls
to implement Compliance levels to internal
its Mission. controls and organizational
policies…including Audits
Equip UWS Secretariat with required Efficient organization Staffing levels and quality of staff N/A
technical capacity and technological Staff motivation
facilities. Facilities for the programme
delivery and secretariat functioning
Mobilize financial and technical Status of Funding levels and sources N/A
resources to facilitate implementation implementation of the Technical Collaboration and
of the UWS Strategic Plan. SP partnerships
Technical oversight by ExCom
Output #2: Strengthen UWS membership Membership driven Size and diversity of membership N/A
Effective countrywide and delivery of programmes of UWS countrywide
organization. membership services, benefits and Quality of membership services
participation. Membership participation in
governance of the UWS
(functioning of ExCom, Annual
general meetings, Policies adopted
by members, etc.)
Membership participation in
programme implementation
Strengthen UWS governance capacity Effective governance Annual general meetings N/A
and processes. organs and processes (member’s participation and quality
of decisions/resolutions, feedback
to Secretariat, etc.)
ExCom (quality of
decisions/resolutions, guidance and
feedback to Secretariat, feedback
to members, etc.)
P a g e | 23OUTPUT INTERVENTIONS MEASUREMENT/INDICATOR MEANS OF VERIFICATION ASSUMPTIONS
Enhance UWS visibility. Level of visibility in the Knowledge and attitudes towards N/A
two sectors at national UWS
and local levels Recognition from two sectors and
partners
Participation in national policy level
processes
Strengthen / diversify membership to UWS influencing Membership to international N/A
international organizations and regional/international organizations and regional bodies
regional bodies conservation agendas Accreditation to international and
regional processes
Quality of UWS contributions to
international/regional debates on
issues of wildlife and environment
conservation.
P a g e | 243.6 The implementation schedule
The proposed implementation schedule for the Strategic Plan interventions is presented in Table 5. Interventions are presented under each
objective. For each intervention, lead role function for ensuring that this intervention has been accomplished is assigned from the UWS
structures. The timing for each intervention takes into account urgent needs and chronological sequence of related activities. However, it is
anticipated that funding will also influence the timing for implementing particular interventions. For ease of reference, the following
abbreviations have been used: ExCom = Executive Committee; SEC = Secretariat; MB = Members
Table 5: Implementation Schedule
OUTPUT INTERVENTIONS Lead 2013/ 2014/ 2015/ 2016/ 2017/
14 15 16 17 18
Objective 1: To advocate and lobby for effective policy, legal and institutional framework and performance in wildlife and environment sectors
Define UWS niche in environment and wildlife sectors at local and district SEC/ExCom X
Output 1: Approaches levels.
for conducting Define modalities for advocacy and lobbying engagement with the two SEC X
advocacy and lobbying sectors at local, district and national levels (Engagement strategy).
developed. Design and apply advocacy and lobbying messages and tools for engaging SEC X X X X X
the two sectors sector at all levels.
Output 2: UWS Convene periodic forums to debate or dialogue on policy and SEC X X X X X
advocacy and lobbying implementation issues in the two sectors at policy and
efforts in the two conservation/management levels.
sectors recognized. Effectively utilize the EIA depository function. SEC X X X X X
Increase access to information through the Resource Centre. SEC X X X X X
Objective 2: To generate knowledge through research and document lessons about the wildlife and environment management issues
Output #1: Lessons and Design and apply information management system (including database) SEC X X X X X
experiences of wildlife for the Society.
conservation and Design/Strengthen and apply tools for capturing, analyzing and SEC X X X X X
environmental disseminating lessons and experiences from the field.
management in the two Design/Strengthen and apply tools for feedback to UWS members and SEC X X X X X
sectors analyzed, targeted partners.
documented and Field activities demonstrating the linkages between conservation and SEC X X X X X
disseminated. livelihoods.
Outputs #2: Knowledge Design research programme for UWS ExCom X
P a g e | 25about wildlife and Strengthen and apply tools for collaboration in research with Research SEC X X X X X
environment and Development agencies
conservation issues Design/Strengthen and apply tools for monitoring and assessing SEC X X X X X
generated and performance of wildlife and environment sector performance at local
disseminated and district levels.
Objective 3: To build a strong and effective UWS.
Output #1: UWS capacity Develop /strengthen and enforce UWS policies and operational ExCom/MB
to implement its Mission. guidelines.
Equip UWS Secretariat with required technical capacity and ExCom X X X X X
technological facilities.
Mobilize financial and technical resources to facilitate implementation Sec/ ExCom X X X X X
of the UWS Strategic Plan.
Output #2: Effective Strengthen UWS membership countrywide and delivery of membership Sec/ ExCom X X X X X
organization. services, benefits and participation.
Strengthen UWS governance capacity and processes. ExCom/MB X X X X X
Enhance UWS visibility. Sec/ X X X X X
ExCom/MB
Strengthen / diversify membership to international organizations and Sec/ ExCom X X X X X
regional bodies
P a g e | 264. IMPLEMENTATION ARRANGEMENTS AND REQUIREMENTS
4.1 Implementation arrangements
4.1.1 Work planning
The UWS Secretariat will derive annual work plans and targets from the log frame under each output
and intervention. Annual work plans will be approved by ExCom.
4.1.2 Reporting
The Secretariat will prepare quarterly and annual reports on implementation progress and submit to the
ExCom. The fourth quarterly report will also comprise the annual status report for the concluding year.
ExCom will avail the quarterly and annual reports to members and partners as appropriate. Partners and
donors may require other reports on funded activities in accordance with the contractual obligations.
4.1.3 Institutional arrangements and mandates
The UWS Network will implement the Strategic Plan through its institutional structures as indicated in
Table 6.
Table 6: Institutional arrangements and mandates
Institutional Mandate Observation
Structure
Secretariat Information management (records, There is need for:
communication, reporting). Clearly defined delegation of authority to
Fundraising and mobilization resources for the the Secretariat…including accountability
UWS. measures and requirements.
Management of UWS assets. Secretariat capacity is essential in order to
Coordination of implementation of Strategic Plan effectively implement these mandates.
and associated UWS activities. Programme monitoring and evaluation
Recruitment and servicing UWS members. systems
Monitoring implementation of the Strategic Plan.
ExCom Approve UWS policies and There is need for:
guidelines. Clearly defined mandates vis-a-vis the
Approve progress reports and Audit Secretariat.
reports. Tools for monitoring and evaluating
Monitor UWS corporate affairs. programmes and institutional performance.
Monitor programme and operations Tools for supervisions and exercise
of the network. governance mandate.
Society Approval of UWS Policies Improvements in performance of Annual
members Represent membership in General assembly.
governance Measures for sustaining membership
Participation in programme motivation, e.g., communication, reporting,
implementation. membership services and benefits.
P a g e | 274.2 Implementation requirements Requirements for ensuring successful implementation of the Strategic Plan are elaborated in following sections. 4.2.1 Resources Mobilization UWS requires substantial financial and technical resources to implement this Strategic Plan. Presently, the UWS has gratefully benefited from her partners (WWF, Global Ecosystem Alliance members, GEF/UNDP, among others). The ongoing programmes are largely funded by Partners and a limited extent by UWS internal resources. The UWS will build on these opportunities and mobilize resources to procure and finance UWS logistics, administration and staff costs, procure external technical support, finance member and partners’ participation, and, implement the Strategic plan, over-all. Strategies for mobilizing resources will be developed and applied as part of Strategic Plan implementation. 4.2.2 Governance systems The UWS is growing institution with an ambitious agenda. For such an organization, it is essential to have in place adequate tools for ensuring that the organization is run on standard “internal” governance principles and practices. The recommended policies or procedures for finance, administration, human resources and quality control, membership’s recruitment and retention procedures, procedures for programme development and resources mobilization, implementation and evaluation among others will be prioritized. 4.2.3 Membership database The UWS membership is diverse and continues to grow. The UWS programme development and implementation approaches emphasize participation and benefit to members. In this regards, the UWS will strengthen membership database in order to inform management of membership affairs. 4.2.4 Information management system Membership institutions world over emphasize and operate mainly through information sharing. The UWS is yet to develop a comprehensive system for managing Society information and for facilitating communication with and feedback from members. In the same vein, NGOs like UWS are suited to deliver their services mainly through communication and outreach. The UWS requires having in place a sound information management system backed by a Communications and outreach strategy and capacity. The UWS will develop an information management system and the requisite communication tools and capacities. 4.2.5 Identity Advocacy and lobbying requires identity so that messages can be attributed to known source. Within the UWS, there is need for clear mechanisms for identifying the institution from members and or staff and vice-versa. There is crucial need for the UWS constituency and targeted beneficiaries to identify the UWS with the services provided. In this regards, the UWS will define and promote its identity with the targeted audiences and beneficiaries. P a g e | 28
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