2017 - 2021 strategic plan - pelum)...

NURTURING OUR AGRO-ECOSYSTEMS TO GUARANTEE SUSTAINABLE FOOD SYSTEMS

Participatory Ecological Land Use Management (PELUM) Uganda

2017 - 2021 STRATEGIC PLAN

© 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: [email protected],

Facebook: pelumuganda

Twitter: @pelum_uganda

website: www.pelumuganda.org

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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

iPELUM UGANDA 2017 - 2021 STRATEGIC PLAN

ACRONYMS

ASSP Agriculture Sector Strategic Plan

CB Country Board

CBD Convention on Biological Diversity

CMSSM Community Managed Seed Security Model

CPB Cartagena Protocol on Biodiversity

CRAEM Climate Resilient Agro ecosystems Model

CS Country Secretariat

CSOs Civil Society Organisations

CWG Country Working Group

ELUM Ecological Land Use Management

GALS Gender Action Learning System

GMOs Genetically Modified Organisms

ICT Information, Communication and Technology

M&E Monitoring and Evaluation

MAAIF Ministry of Agriculture, Animal Industry and Fisheries

NAP National Agricultural Policy

NDP National Development Plan

PELUM Participatory Ecological Land Use Management

SDGs Sustainable Development Goals

SWOT Strengths, Weaknesses, Opportunities and Threats

TGM Triennial General Meeting

UBOS Uganda Bureau of Standards

UNFCCC United Nations Framework Convention on Climate Change

VCD Value Chain Development

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EXECUTIVE SUMMARY

This 5 year Strategic Plan for Participatory Ecological Land Use Management (PELUM) Uganda covers the period 2017-2021. It is based on an appreciation of the political, economic, social and environmental dynamics shaping PELUM Uganda’s operational context and responds to the global development agenda as summarised in the sustainable development goals. The Strategic Plan is also shaped by issues derived from the consultative processes with PELUM Uganda members, staff and key stakeholders in which they shared their views, opinions and ideas on the future of the network.

PELUM Uganda is part of the larger PELUM Association continental network currently spread in 12 countries in Eastern and Southern Africa.

• Vision - “Communities in Uganda sustainably utilizing their natural resources.”

• Mission - “To enhance the effectiveness of members in promoting ecological land use management among farming communities through capacity building, research and innovation, networking and advocacy.”

• Core Values - Equity, Participation, Sustainability, Professionalism, Transparency and accountability.

The aspirations of this Strategic Plan are enshrined in the PELUM Uganda vision and mission statements and are further reflected in its goal and objectives. PELUM Uganda, through this strategic plan, shall focus on the four strategic areas and strategic objectives outlined below;

Strategic focus 1 Programmes and services

Strategic objective

PELUM Uganda with programmes and services that strengthen member’s capacities to build resilience of farming communities in the period 2017-2021.

Strategic focus 2 Partnerships and working relations

Strategic objective

PELUM Uganda with relevant and effective working partnerships and relations in the period 2017-2021.

Strategic focus 3 Organisational functioning

Strategic objective

PELUM Uganda functioning efficiently and effectively as an organisation in the period 2017-2021.

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Strategic focus 4 Financing

Strategic objective

PELUM Uganda with adequate financing for planned undertakings in the period 2017-2021.

Through the above strategic focus, PELUM Uganda will strengthen its position and relevance in promoting ecological land use management in Uganda. The core aspect of PELUM Uganda’s work will be member empowerment through capacity building, research and innovation as well as, networking and advocacy. It is envisaged that over the next five years and through this Strategic Plan, PELUM Uganda will translate into a cutting edge network at the forefront of promoting ecological land use management.

This Strategic Plan will also be executed through partnerships with likeminded organizations and synergizing efforts through coordination and networking, capacity building, gender mainstreaming, HIV&AIDS mainstreaming, participatory research, innovations development and youth inclusion. PELUM Uganda’s work will be delivered through members and related network structures, documentation and knowledge sharing, advocacy and networking. Efforts shall also be invested in PELUM Uganda’s institutional strengthening particularly investing in the “ELUM “centre.

The overarching theme for this Strategic Plan shall be,

“Nurturing our agro ecosystems to guarantee sustainable food systems.” The Strategic Plan builds on the one that covered the period 2012-2016.

Structure of the Strategic Plan

This Strategic Plan is divided into six chapters.

Chapter one is an introduction that highlights the background and methodology used in designing the plan.

Chapter two presents a detailed institutional analysis of PELUM Uganda, its strengths and weaknesses and a scan of its operational environment.

Chapter three presents PELUM Uganda’s vision, mission, and values and highlightsour theory of change for the next five years.

Chapter four elaborates the four strategic programme componentsdetailing the strategies, objectives and approaches PELUM Ugandawill undertake to implement the SP.

Chapter five discusses the implementation of the strategy and sets out how the goal and objectives of the strategy will be achieved and the Monitoring and Evaluation arrangements.

Chapter six proposes a financing plan and budget.

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CHAPTER 1: INTRODUCTION

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1.1. Background

This chapter provides a brief on PELUM Uganda and a background to the Strategic Plan. It also relays the choices and positions that PELUM Uganda has taken to define the direction of its work over the next five years.

1.2. Who we are

Since 1995, Participatory Ecological Land Use Management (PELUM) Uganda has been working to improve the livelihoods of small-scale farmers and the sustainability of rural communities, through fostering ecological land use management. We share; skills and knowledge about good practices and techniques, through a broad network of like-minded organizations; undertake research and demonstration projects; and advocate for policies that better support small-scale farmers.

PELUM Uganda is part of a 12-country strong Association (PELUM 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 promotes agricultural systems that address food security, incomes, environmental sustainability and operate in an enabling policy environment. We do this through working with our membership to facilitate learning, experience sharing, developing replicable agricultural models and approaches and collective advocacy. We also uniquely reach the continental, national, sub national and local levels with our interventions. PELUM Uganda started with a membership of 4 in 1995 which has grown over the years to a membership of 57 at the end of 2016.

PELUM Uganda is registered in Uganda with the National Bureau of NGOs under Registration No. 6340. The organization also has a permit to operate countrywide.

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1.3. Overview of the 2012-2016 Strategic Plan

The last five years have seen both anexponential growth of PELUM Uganda membership and evolvement into an important actor at national and regional levels. The years have also seen PELUM Uganda leading in proposing transformational methodologies and models such as the Gender Action Learning System (GALS), Climate Resilient Agro ecosystems Model (CRAEM), Community Managed Seed Security Model (CMSSM) and the Pesa Agro- enterprise marketing model. At policy level PELUM Uganda has assumed important roles in shaping agricultural policy in the country and is a leading CSO voice in various national spaces where it articulates issues of ecological land use and the plight of vulnerable farmers.

Through the 2012-2016 Strategic Plan,PELUM 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

gains. The plan aspires to promote professionalism and participation through refined vision and mission statements andis more grounded, structured and places emphasis on decentralization and greater participation of the fast-growing membership.

In addition, PELUM Uganda’s strategic focus has been sharpened to clearly distinguish and focus on programmes and services in general as well as give attention to partnerships and working relations, organizational functioning and financing. In the next five years, PELUM Uganda shall continue promoting sustainable farming systems, agricultural market development,policy advocacy and organizational and institutional strengthening.

1.4 The strategic planning process

This Strategic Plan is a product of broad participatory processes in which various PELUM Uganda stakeholders including members, partners, relevant Government Ministries, donor partners, former and current Country Secretariat staff and the Country Board; shared their views, opinions, and ideas in determining the focus of PELUM Uganda in the period 2017-2021.

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CHAPTER 2: PELUM UGANDA’S CONTEXT ANALYSIS

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Table 1: PELUM-Uganda’s SWOT analysisSTRENGTHS WEAKNESSES

1. A good reputation and track record (over 21 years) of championing issues of smallholder farmers and agro-ecology.

2. A strong and very active membership that covers over ¾ of the country. The membership is diverse with rich expertise and experiences in PELUM’s core business.

3. A strong and competent Country Board elected by members at the Triennial General meetings

4. A strong Country Secretariat with competent and dedicated management and staff. 5. The Country secretariat has functional organizational policies and systems and is well

equipped with assets to enable it operate professionally on a day-to-day basis.6. Working approaches that enable PELUM Uganda to reach local, sub-national, national,

continental and international levels with its interventions.7. Good donor relations that have enabled PELUM Uganda to grow her funding base over the

years.8. Strong collaboration and working relations with line ministries, departments and agencies

and other civil society organisations and networks.9. Functional structures at all levels – Country secretariat, Country Board, Country Working

Group, Triennial General Meeting

1. Inadequate staffing as compared to PELUM Uganda’s coverage and membership.

2. Inadequate knowledge management and information systems (monitoring and follow up) of members to ensure capacity building interventions are being adopted

3. Inadequate networking structures for members at sub national level.

4. Limited collaboration with research institutions on Agro ecological innovations and development

5. Inadequate funding to implement all planned activities that meet the demands of the fast-growing membership mainly due to over dependency on external funding

This chapter examines the internal and external contexts in which PELUM Uganda is situated and how issues of ecological land use are reflected in the political, economic, social,technological, environmental and legal contexts of Uganda. PELUM Uganda’s interventions in the next five years shall be directedtowards this context.

2.1. Internal Context analysis

A comprehensive SWOT analysis of PELUM Uganda was done as part of the strategic reflection process. The outcomes are consolidated in the matrix below:


OPPORTUNITIES THREATS

1. Increasing global recognition and interest in agro-ecology as an alternative farming system to the Green Revolution approach

2. Relevant government draft policies and programmes on organic agriculture, climate change, plant genetic resources for food and agriculture, etc.

3. Growing interest in healthy lifestyles, including eating organic and indigenous and traditional food.

4. Significance of the agriculture sector to Uganda’s economy.

5. Growing national and global interest in networks and networking for collective learning, action and voice.

1. Intensifying climate change and variability2. Increasing land tenure insecurity3. Emerging crop and livestock pests and diseases4. Unpredictable funding landscape5. Government laws and regulations that could constrain the

operations of NGOs6. Consistently low funding to the agriculture sector in the National

Budgets.7. A growing move towards the green revolution and modern

biotechnology with disregard for other agricultural systems such as agro-ecology.

Implications of the SWOT analysis

PELUM Ugandawill exploit its strengths and harness the opportunities identified while minimizing the risks and threats. PELUM Ugandawill especially address weaknesses associated with its programme delivery such as limited staffing and knowledge management, dependency on external donor funding and limited networking infrastructure.

2.2. External Context

An external context analysis and the emerging trends that may impact PELUM Uganda and its

members was done and outcomes detailed below. The analysisexamined the Political, Economic, Social, Technological, Environmental and Legal trends. It enabled the identification of appropriate strategicpositioning for PELUM Uganda as reflected in this Strategic Plan.

2.2.1. Political Context

Uganda is a relatively peaceful, stable and secure country. Nevertheless political unrest in her neighbouring countries including South Sudan, Democratic Republic of Congo and Burundi has resulted in a refugee crisis in Uganda. UN Refugee Agencies’ figures show that Uganda 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 services and food security in the refugee hosting areas.


Uganda is currentlygoverned under a multi-party dispensation with a decentralised local governance system that stretches from local to national level. The local councils in each of the 116 districts are mandated with citizens’ mobilisation and guaranteeing collective and participatory decision making. Proliferating corruption has however consistently been cited as a major weakness of Uganda’s political environment.

Despite their recognition by government as key stakeholders in development, the work of CSOs is constrained by overbearing regulations that hinder freedom of actions on influencing policies and practice changes and thus the shrinking civic space.

Implications for PELUM Uganda

The above context potentially places the operations of PELUM Uganda in the balance especially because of its status as a leading CSO associated with promoting agro-ecology and a key participant in various agricultural related policy spaces.In light of the above, PELUM Uganda will maintain an apolitical stance butstrategically position herself to influence policy formulation through collaboration with relevant government line Ministries, Departments and Agencies and other CSOs. PELUM Uganda will also engage inpolicy dissemination, advocacy and monitoring to ensure effective representationof thevulnerable men and women.

2.2.2. Economic Context analysis

Over the last 3 decades, Uganda’seconomy has transitioned from recovery to growth, with the agriculture sector being central to the country’s economic growth. Despite this fact, the agriculture sector budget allocation has ranged from 2%- 4% of the national budget in the past 10 years. Farming is also generally subsistence in nature, with commercialization in agriculture remaininglow, with only about 119,000 or 2.3 percent of the 5.2 million farming households engaged in commercial farming.

Opportunities such as the larger East African Common Market and aspirations to increase market access for Uganda’s goods and services in regional and international markets enshrined in the National Development Plan (NDP) II, are weakly harnessed due to inadequate physical infrastructure particularly transport, energy, Information Communication Technology (ICT), market 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


effective cooperative movement,inadequate post-harvest handling infrastructure resulting into over 30% post harvest losses and inadequate compliance with established value chain standards among others.


In light of the above context,PELUM Uganda will strategically position herself to partner with relevant actors to ensure implementation of policies and plans in line with agricultural sector transformation,market development and financing. PELUM Uganda will work towards strengthening her members to support commercialization of small-holder farmers, value chain development, and establishment of functional marketing systems while focusing on the Pesa Agro Enterprise Marketing model to upscale agriculture marketing interventions.

2.2.3. Social Context analysis

The population growth rate in Uganda is over 3% per year. Approximately 57% of the population is below 18 years(UBOS, 2014) and close to 85% of the population is moving towards semi-urban settlements leaving the

rural areas (Islamic Development Bank Group, 2015). Poverty rates in rural areas averages 42% compared to 12% in urban areas. These figures paint a scenario of an aging population in the agriculture sector and prevalent youth unemployment.

Uganda also faces social problems such as high infant and maternal mortality rates, diseases such as malaria and HIV/AIDS, inadequate access to quality health services compounded with poor sanitation, unclean water, and inadequate food and poor nutrition. These social challenges in turn lower theproductivity of the agricultural labour workforce. In many parts of the country, there is growing inequality with the most outstanding being gender inequality. Although women dominate the agriculture sector, they often face exclusion in land ownership, access to credit, extension and agriculture marketing.


In light of the above context, PELUM Ugandawill strategically engage withher members to promote gender justice in agriculture, land rights for smallholder farmersandsupport inclusion of youth in agriculture.Specifically, the Gender Action Learning System (GALS) methodology will be used to facilitate gender mainstreaming in various agricultural interventions.

2.2.4. Technological Context analysis

For generations, the agriculture sector in Uganda has remained rudimentary. This is mainly reflected in its major ploughing tool- the hand hoe. This has greatly affected the level of production and


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,


social and health concerns, as not much is known about how its products will evolve and how they will interact with other species, e.g. from plants to animals or humans. Other risks include contamination of nearby fields/gardens,potential trade conflicts, replacing traditional crops and reducing agricultural biodiversity.These debates have led to the conclusion that modern biotechnology must be developed and used with adequate safety measures.

Uganda is signatory to the 1992Convention on Biological Diversity (CBD) and the Cartagena protocol on Biosafety (CPB) 2000. These internationalframeworks provide for conservation and sustainable use of biological diversity as well as a safe and sustainable environment in the face of biotechnology revolutionary science respectively.


In the next 5 years, PELUM Uganda will embark on fostering linkages between her members and the private sector as a means of increasing access to affordable and replicable technologies in the production, processing and marketing of farmers’ produce. PELUM

Uganda also believes that more research and advocacy on agricultural biotechnology are very importantin addition to ensuring that indigenous and traditional seeds and food are conserved and utilized. Specific to seed security, PELUM Uganda will further promote her Community Managed Seed Security Model (CMSSM).

2.2.5. Environmental Context analysis

The country has a generally favourable climate with average temperatures ranging from 18 to 28 degrees centigrade (Vision 2040). However, as a result of global climate change,Uganda’s climateisalso changing. The country now experiences erratic rainfall, prolonged droughts, floods and other climate related disasters. Uganda is signatory to the United Nations Framework Convention on Climate Change (UNFCCC) and the Kyoto Protocol and has a Climate Change policy committed to measures of mitigating and adapting to climate change. According to the Uganda National Climate Change policy (2015),climate change is one of the greatest challenges facing humanity this century, as the earth’s near-surface temperatures continue to rise. Climate change is likely to disrupt the earth’s ecological systems and have serious negative consequences for agricultural production, forests, water supply, health systems, lower the water table and overall human development. Vulnerable populations especially those depending on agriculture are particularly ill equipped to cope with the adverse impacts of climate change. The prevalence of climate change and its effects on agriculture is also worsening other environmental concerns including land and environmental degradation, biodiversity loss, increasing pests and diseases and water scarcity among others.



Over the next five years,PELUM Uganda will build on its work of the past 5 yearson strengthening members and farming communities on climate resilience through the Climate Resilience Agro Ecosystems Model (CRAEM). PELUM Uganda will position herself as a key actortoensure that aspects of climate resilience, sustainable land management and agricultural biodiversity conservation are clearly reflected in various policy processes to enhance farmers’ resilience, reduce disaster risks and ensure ecosystem management and restoration.

2.2.6. Legal context analysis

PELUM Uganda’s operational environment is safeguarded by the 1995Constitution which guarantees the right of association and recognizes the role of civil society organizations. Besides the Constitution, operations of NGOs are governed by the NGO Act (2016). Furthermore, ecological land use management interventions are anchored in a number of policy and legal frameworks at global 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

upper middle-income country by 2040and specifically attainment of middle income status by 2020, with agriculture highlighted as one of the key drivers of this transformation.

Implications for PELUM

For the next five years, PELUM Uganda will particularly strengthen the capacities of her members to fully understand and comply with the different legal frameworks that govern NGOs in Uganda, contribute to the attainment of the set indicators at both the national and global level and strengthen effective and efficient functioning of members to engage in both national and local level advocacy on legal issues that affect their operations and efforts to promote agriculture or smallholder farmers’ development.


CHAPTER 3: THE PELUM UGANDA INSTITUTIONAL OVERVIEW

3.1. Overview

This section presents an institutional overview of PELUM Uganda and defines the scope and coverage of its programmes over the next five years.

3.2. Geographical coverage

The PELUM Uganda geographical focus will primarily be the entire country. However, focus willalso be placed on sub regional, continental and global spaces and strategic bodies that have a bearing on the work of PELUM Uganda. Internally, PELUM Uganda will target areas where its members have programmes.

3.3. Contribution to SDGs

Considering the centrality of Sustainable Development Goals (SDGs) in defining the global development discourse, PELUM Ugandawill pursue and monitor its performance on key SDG indicators that resonate with its work. Specific focus shall be placed on the following SDGS;

Goal Number

Goal Description

Goal 1 End poverty in all its forms everywhere

Goal 2 End hunger, achieve food security and improved nutrition and promote sustainable agriculture

Goal 5 Achieve gender equality and empower all women and girls

Goal 8 Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all

Goal 10 Reduce inequality within and among countries

Goal 12 Ensure sustainable consumption and production patterns

Goal 13 Take urgent action to combat climate change and its impacts

Goal 15 Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss. TH

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3.4. PELUM Uganda’s niche

3.4.1. Vision:Communities in Uganda sustainably utilizing their natural resources

3.4.2. Mission:To enhance the effectiveness of members in promoting ecological land use management among farming communities through capacity building, research and innovation, networking and advocacy.

3.4.3. Core values:In pursuit of our mission, we will uphold the following core values, which will manifest in all our spheres, ways of work and internal and external relations.

• Equity - PELUM appreciates this as constituting fairness, recognition of each other, justice, impartiality, inclusive development, gender awareness and responsiveness.

• Participation - We appreciate this as constituting involvement of all stakeholders at all levels, shared learning, information sharing, leveraging on existing capacities, meaningful engagement, documentation and dissemination of best practices.

• Sustainability - We appreciate this as constituting continued health of soils, continued animal and

crop diversity and integration, continued livelihoods from sustainable use of natural resources, resilience, harnessing indigenous knowledge, continuity of existence, mindfulness of the future, empowerment and being continually beneficial.

• Transparency and accountability - We appreciate this as constituting openness, communication, accuracy, feedback, answerability, reliability, responsibility, good stewardship, trustworthiness and honesty.

• Professionalism - We appreciate this as constituting excellence, competence, innovativeness, mutual respect, tolerance, appreciation of diversity, learning, acceptance, being ethical, embracing change and being a change agent.

3.5. The PELUM Uganda Institutional Profile

PELUM Uganda was formed in 1995 and has since built the following profile:

- PELUM Uganda has fifty seven (57) members spread in all regions of the country.

- The members regularly convene as the Country Working Group / General Assembly and Triennial General Meeting to adopt strategies and elect the Country Board.

- Has in place a member elected Country Board that


provides strategic guidance and oversight to the Country Secretariat

- Has an established Country Secretariat headed by the Country Coordinator and a team of professionals that manage the day to day operations of PELUM Uganda

- At the regional level PELUM Uganda is linked through the Regional Secretariat, the Regional Board and other Country Chapters.

(See annex 1 & 2 for PELUM Uganda’s organo-gram)

3.6. PELUM Uganda’s Strategic Positioning

PELUM Uganda is a network of a wide range of independent members that subscribe to its values and objectives. A key objective of PELUM Uganda is to build a critical mass of CSOs that promote ecological land use management practices in Uganda and who subsequently contribute to mitigation of negative effects of climate change and ultimately guarantee that communities are sustainably utilising their natural resources and have food security. PELUM Uganda focuses on sustainable agriculture, sustainable development and believes in the ability of communities to sustainably manage their resources.

3.7. PELUM Uganda’s Theory of Change

PELUM Uganda’s theory of change clarifies the domains of change, pathways and breakthroughs for attaining the change envisaged through this Strategic Plan. The underlying theory of change embodied in this Strategic Plan indicates the ‘domains of change’ that PELUM Uganda

believes will make a significant contribution towards promoting ecological land use management among farming communities as well as sustainable natural resources utilization.

The overall PELUM Uganda theory of change is an outcome based one. PELUM Uganda recognises therelationships between her initiatives, strategies and intended results. The envisaged results are anticipated in both the shortand longer-term andshall reflect changes at various levels specificallyamong members and beneficiary communities. The PELUM Uganda change effort is further based on the continuous need to document the assumptions that underpin the initiatives, procedures and values that define our work and ways of working together with members and farming communities.

The domains of change

There are four major and interlinked domains of change underlying the attainment of PELUM Uganda’s 2017-2021 Strategic Plan. These are categorized under the following programming components: Programmes and Services, Partnerships and Working Relations,


Organisational Functioning and Financing of our efforts.

(a). Programmes and Services

This domain of change will focus on the programmes and services that PELUM Ugandawill offer to its members and communities as a whole. The underlying hypothesis of this domain of change states that:

“If the PELUM Uganda programmes and services to its members are effective, the members will be empowered to become better in delivering on their mandates”.

They will thus be better able to build the resilience of farming communities, operate more sustainably, promote sustainable farming systems and subsequently strongly promote development of agriculture markets and advocate for smallholder agricultural development.

(b). Partnerships and working relations

This domain of change will focus on strengthening PELUM Uganda’s partnerships and ways of working. The underlying hypothesis for this domain of change states that:

“If inter and intra partnerships that PELUM Uganda establishes aremore strategic, they will follow a framework that is functional which will result into better working relationships and when effectively managed this will increase unified support to farming communities”.

This will also entail having enhanced engagements with relevant and diverse stakeholders for strong and effective collaborations and networking.

(c). Organisational Functioning

This domain of change shall focus on ensuring organisational effectiveness by addressing theway organisation(s) function.The underlying hypothesis for this domain of change is that:

“Stronger governance of organisation(s) is essential for effective organizational performance.

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.


(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.


Figure 1: Theory of Change

Communities in Uganda sustainably utilizing their natural resources


CHAPTER FOUR: THE INTERVENTION STRATEGY 2017-2021

4.1 Overview

This chapter elaborates on the four strategic programme components which PELUM Uganda shall undertake to implement the SP detailing the strategic areas, objectives, strategies, approaches and outputs of the plan.

4.2. Our Five Year Strategic Focus

We have developed four strategic programme components of focus as we look towards realizing our mission in the period 2017-2021. This section explains these components, the related strategic objectives as well as the key strategies that the plan shall achieve.

4.2.1. Strategic Area 1 – Programmes and Services

Strategic objective

PELUM Uganda with programmes and services that strengthen members’ capacities to build resilience of farming communities in the period 2017-2021

Key strategies

a) Promote sustainable farming systems i.e. seed security, climate resilience, agro-ecology, indigenous knowledge on food and agriculture

b) Promote agriculture market development i.e. agricultural financing, value chain development, quality and standards

c) Influencing policies on agriculture i.e. policy research, advocacy engagements

4.2.2. Strategic Area 2 – Partnerships and Working Relations

Strategic objective

PELUM Uganda with relevant and effective working partnerships and relations in the period 2017-2021.

Key strategies

a) Develop an elaborate and functional partnership framework

b) Ensure competencies for effective partnership management.

c) Encourage, promote and strengthen the partnership programme TH

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4.2.3. Strategic Area 3 – Organizational Functioning

Strategic objective

PELUM Uganda functioning efficiently and effectively as an organisation in the period 2017-2021.

Key strategies

a) Ensure a strong membership (governance, financial sustainability, M&E, etc).

b) Ensure an effective and functioning Country Board and management.

c) Ensure adequate, relevant and functional systems (Knowledge management, ICT, etc)

d) Ensure adequate equipment and physical resources

e) Ensure adequate, competent and well-motivated staff

4.2.4. Strategic Area 4 - Financing

Strategic objective

PELUM-Uganda with adequate financing for planned undertakings in the period 2017-2021.

Key strategies

a) Develop and operationalise a financing strategy

b) Develop and enhance competencies in financing

c) Ensure a diversified funding base

4.3. Working Approaches

In order to effectively deliver our set plans and aspirations in the period 2017-2021, we will embrace the following working approaches.

• Capacity building - While it is one of the core strategies to realising our mission, it also doubles as an approach that we will embrace in all undertakings geared towards capacity strengthening.

• Mainstreaming of Gender - We will ensure gender is mainstreamed in programmes and services and in the organizational functioning in a way that is conscious of gender concerns.

• Mainstreaming of HIV/AIDS - We will ensure HIV&AIDS is mainstreamed at the work place and in the delivery of PELUM Uganda’s programmes and services where relevant.

• Participatory research and innovations development - We will embrace, encourage and promote farmer-led research, innovation and development of sustainable and replicable farming models.

• Youth Inclusion - We will ensure that members pay special focus on the youth in delivering programmes and services among the farming communities.


• 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.


CHAPTER FIVE: IMPLEMENTATION AND M&E ARRANGEMENTS

5.1 Overview

This chapter presents PELUM Uganda’s Strategic Plan implementing mechanisms with particular focus on key elements of monitoring and evaluation. A set of performance indicators has been proposed to measure progress towards the objectives of the Plan.

The purpose of strategy implementation is threefold:

• Deliver the results, achieve purpose and contribute effectively to the overall goals.

• Manage the available resources efficiently.• Monitor and report on progress to support performance

management.

One can safely conclude that strategy implementation is invariably more difficult than strategy design. While strategy design involves positioning forces before action, it focuses on effectiveness (doing the right things), requires good intuitive and analytical skills and co-ordination among a few people.On the other hand,implementation involves managing forces during action, focuses on efficiency (doing right things well) and is primarily an operational process requiring considerable funds, special motivation and leadership skills.

For PELUM Uganda, a network of various independent members, it will entail multiple layers of co-ordination and effective networking.Implementation of this plan will involve mobilizing drivers of strategic success such as regular progress reviews and organizational assessments to identify any significant shifts in the social, political, economic,technological, legal, environmental and Ideological shifts.

5.2 Coordination arrangements

The plan will be coordinated by the Country Secretariat, guided by the Country Board. However members willlead on sub national, district and farmer level processes. The Country Secretariat shall also support members to acquire any capacities that they need. Internal coordination arrangements shall include quarterly, biannual, annual and midterm reviews. Regular management and staff meetings, Country Board meetings, IM

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Country Working Group and Triennial General Meetings shall be pivotal in the execution of this plan. Key elements of reporting shall include but not be restricted to the following;

Annual work plans:• Monthly activity updates.• Bi-annual update reports• Quarterly update reports.

Strategic plan• Annual reports.

5.3 Monitoring and Evaluation arrangements

The purpose of Monitoring and Evaluation is to guide the implementation of the Strategic Plan by tracking process, outcomes and impact and making adjustments where necessary. Other aims of monitoring and evaluating this plan include:

• Ensuring that the plan is on course;• Accountability for resources and

ensuring that they are utilized for the intended purpose;

• To provide experiential learning that can be captured, consolidated and utilized

for refining implementation process;• Identifying lessons learnt from activity implementation;• Measuring achievements against set targets.

An end of plan evaluation will be conducted at the end of the five-year period to document achievements, best practices, challenges, success stories and lessons learnt.

Other M&E arrangements shall include the following;

i. Annual reportsii. M&E results shall be disseminated to key stakeholders including

members and funding partners using different channels including the website

iii. Publication and dissemination of newsletters and Annual Reports.

5.4 Risks, Mitigating Measures and Critical Success factors

5.4.1 Risks and Mitigating Measures

Below are risks that could impact on the implementation of the plan. From the onset, relevant mitigation measures will be adopted to minimize the impact. Internal risks envisaged relate to factors within the control of the organization while external risks relate to factors beyond its control. The following table presents anticipated risks and possible mitigation measures.


Table 5: Risks and mitigation measures

Risk Description/Discussion Mitigating measures

InternalMembers’ negative attitudes

• PELUM Uganda members may not sufficiently buy-into the plan

• Member staff may lack innovative and creative ideas.

• An extensive and consistent communication programme will be undertaken by the Country Secretariat and the Country Board to disseminate and market the Strategic Plan

An over-ambitious plan

• Unrealistic targets.• Limited commitment to the plan by other

stakeholders.

• Ensure that objectives are SMART and targets achievable within available resources

• 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 risksPolitical interference. There is no negative Political interference

immediately envisaged that can badly affect PELUM operations at national level. However the NGO law has just been amended

• PELUM will remain non political and internalize the provisions of the NGO Act and ensure compliance with all provisions.

Inadequate resources for implementing the plan.

Failure to broaden funding base and engaging other funding partners.

• Ensure current donor partnerships are maintained and new funding partners are brought on board

Inadequate Coordination and collaboration.

• Weak coordination between members, the Country Secretariat and Country Board.

• Strengthen communication and information sharing.


Ineffective plan implementation.

This may be due to failure to mobilize drivers of strategic success including:• Failure to put in place relevant

organizational structures, • Failure to introduce and adhere to modern

management practices. • Failure to manage change.

• Achieving strategic alignment (creating strategy awareness) and enlisting “buy-in” of all stakeholders.

• Avoid complacency by setting and monitoring performance targets.

• Mobilize drivers of strategic success, a strategy - 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.


CHAPTER SIX: FINANCING PLAN

Implementation of the Strategic Plan requires adequate and timely financial resources. This calls for continued collaboration with development partners and broadening the PELUM Uganda funding base. Funding is envisaged from:

FIN

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LANProjected Five year Budget (Uganda shillings)

THEMATIC Area Yr 1 Year 2 Yr 3 Yr 4 Yr 5 Total

Strategic area 1 : Programmes and Services

1,560,000,000 2,412,300,000 2,792,530,000 2,830,104,000 3,226,314,400 12,821,248,400

Strategic area 2: Partnerships and Working Relations

261,000,000 286,000,000 314,600,000 346,060,000 380,666,000 1,588,326,000

Strategic area 3: Organizational Functioning

994,300,000 1,515,730,000 1,947,703,000 1,871,273,300 2,013,278,000 8,342,284,300

Strategic area 2: Partnerships and Working Relations

994,300,000 1,515,730,000 1,947,703,000 1,871,273,300 2,013,278,000 8,342,284,300

Strategic area 3: Organizational Functioning

994,300,000 1,515,730,000 1,947,703,000 1,871,273,300 2,013,278,000 8,342,284,300

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

a. Donor agencies;b. Membership feesc. Own generated incomed. Income from the ELUM centre


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ANNEXES

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

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

Country Working Group Meeting(Held annually)

Country Board

Country Secretariat

Regional Secretariat

Annex 1: PELUM Association Governance structure.


Annex 2: PELUM Uganda Country Secretariat staffing structure

Country Coordinator

Head of Programmes

Programme Manager Sustainable Farming

Systems

Finance & Administration

Manager

Finance & Administration

Officer

Finance Assistant

Administrator and Human

Resource Officer

Programme Assistant

Sustainable Farming Systems

Front Desk Officer

Programme Assistant

Agricultural Market

Development

Support StaffOffice attendant

DriverSecurity Guard

Programme Assistant Advocacy

Program Officer

Sustainable Farming Systems

Program Officer Agricultural

Market Development

Program Officer

Advocacy

Programme Officer

Monitoring and Evaluation

Program Officer Information and Communication

Programme Officer

Membership

Agricultural Market

Development

ManagerAdvocacy

Programme ManagerKnowledge Management &

Partnerships


Annex 3: The Log frame

INTERVENTION LOGIC KEY PERFORMANCE INDICATORS MEANS OF VERIFICATION

ASSUMPTIONS

Vision:Communities in Uganda sustainably utilizing their natural resources

1. Sustainable communities.2. Entrenched ecological land use practices.

Global and continental social, economic and all environment indices on Uganda.

Baseline status on Uganda’s farming communities is established.

Mission:To enhance the effectiveness of member organizations in promoting ecological land use management among farming communities through capacity building, research and innovation, networking and advocacy by 2021

Number of member organisations with running programmes/interventions on ecological land use management.

• Annual reports• M&E reports• Mid-term and end

of Strategic Plan evaluations

• Quarterly activity reports

Data on operations of MOs shall be diligently generated and kept.

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 1.1Sustainable farming systems promoted among farming communities i.e. seed security, climate resilience, Agro-ecology, indigenous knowledge on food and agriculture

1. Number of members promoting farmer managed seed systems among farming communities for sustainable access to diverse seeds of good quality under favorable terms

2. Number of members adopting the CRAEM to build resilience of farming communities to climate change and sustainably enhance productivity

3. Number of members and other institutions promoting Ecological land use management

4. Number of members promoting indigenous foods and local innovations in agriculture and natural resource management among farming communities

• Annual reports• Quarterly activity

reports• M&E reports• Mid-term and end


MOs have funds and running programmes to implement interventions on ELUM, advocacy, market development

Members willingly adapt and implement the capacities passed on to them

Strategy 1.2 Agriculture market development promoted i.e. agricultural financing, value chain development, quality and standards

1. Number of members promoting agriculture financing practices among farming communities

2. Number of members with functional VCD interventions

3. Number of members promoting quality and standards of agricultural products among farming communities



of Strategic Plan evaluations.



Strategy 1.3.Influencing policies on agriculture i.e. policy research, advocacy engagements

1. Number of policy researches conducted2. Number of advocacy engagements conducted and

backed by research3. Number members engaging in evidence based

advocacy 4. Number of members with interventions that target

practice change among duty bearers5. Number of practice changes as a result of policy

engagements.





Members willingly adapt and implement the capacities passed on to themGovernment 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 2.1An elaborate and functional partnership framework developed

A partnership framework in place • Quarterly activity reports

• M&E reports

Partners willingly work with PELUM

Strategy 2.2 Competencies for effective partnership management.

Level of partnership management competences among CS and members


• M&E reports


Strategy 2.3. Partnership programme encouraged, promoted and strengthened

• Number of partnerships created and/or subscribed to• Number of joint activities conducted together with the

partnerships


reports• M&E reports

• Partners willingly work with PELUM

• Process of attaining partnerships is 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 A strong membership (governance, financial sustainability, M&E,etc).

1. Number of members with functional governance and management systems

2. Number of new members



MOs have funds to implement action plans developed after the capacity building interventions.


Strategy 3.2 An effective and functioning Country Board and management.

Functional governance and management systems at the CS



Availability of adequate funds at the CS to strengthen governance and management.

Strategy 3.3Adequate, relevant and functional systems (Knowledge management, ICT,etc)

1. Number of members with functional knowledge management systems

2. Functional knowledge management systems at the CS


• M&E reports



Strategy 3.4Adequate equipment and physical resources

A well-equipped CS • Quarterly activity reports

• M&E reports• Asset register

Funding partners will willingly support purchaseof equipment

Strategy 3.5Adequate, competent and well-motivated staff

1. Level of staff retention at CS and member levels 2. Level of staff competences at CS and member levels




Programme area 4: Financing(PELUM-Uganda with adequate financing for planned undertakings in the period 2017-2021)

Strategy 4.1 A financing strategy developed and operationalised

Operational financing strategy in place• Annual Reports• Quarterly financial

reports

Availability of adequate funds at the CS to operationalise the strategy.

Strategy 4.2Developed and enhanced competencies in financing

1. Level of financing capacities (finance and financial management) at CS and members levels

2. Operational financial systems in place3. Level of fundraising capacities at the CS and member

levels4. Amount of funds secured

• Quarterly financial reports

• M&E reports• Annual reports



Strategy 4.3Ensure a diversified funding base

Operational financial sustainability plan at the CS • Quarterly financial reports

• M&E reports• Annual reports

PELUM Uganda will remain attractive to donors

Contacts: Participatory Ecological Land Use Management(PELUM) Uganda

Plot 41, Factory Road, Ntinda. P. O. Box 35804, Kampala – Uganda. +256 (0) 414 533973 [email protected]

[email protected] pelumuganda @pelum_uganda www.pelumuganda.org

Networking for a greener Africa

2017 - 2021 strategic plan - pelum)...

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