2017 2021 STRATEGIC PLAN - (PELUM) Uganda Participatory Ecological Land Use Management
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Participatory Ecological Land Use Management
(PELUM) Uganda
2017 - 2021 STRATEGIC PLAN
NURTURING OUR AGRO-ECOSYSTEMS TO GUARANTEE SUSTAINABLE
FOOD SYSTEMS
© PELUM Uganda, 2017 Published by: Participatory Ecological Land Use Management (PELUM) Uganda Plot 41, Factory Road, Ntinda P.O Box 35804 Kampala, Uganda, Tel: +256(0)414533973, Email: pelumuganda@pelumuganda.org, Facebook: pelumuganda Twitter: @pelum_uganda website: www.pelumuganda.org Design & Printing: Inter-designing and Printing Ltd.
TABLE OF CONTENTS
ii ACRONYMS
iii EXECUTIVE SUMMARY
iv STRUCTURE OF THE STRATEGIC PLAN
1 CHAPTER 1: INTRODUCTION
3 CHAPTER 2: PELUM UGANDA’S CONTEXT ANALYSIS
11 CHAPTER 3: THE PELUM UGANDA INSTITUTIONAL OVERVIEW
17 CHAPTER FOUR: THE INTERVENTION STRATEGY 2017-2021
21 CHAPTER FIVE: IMPLEMENTATION AND M&E ARRANGEMENTS
25 CHAPTER SIX: FINANCING PLAN
27 ANNEXES
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN i
ACRONYMS
ASSP Agriculture Sector Strategic Plan M&E Monitoring and Evaluation
CB Country Board MAAIF Ministry of Agriculture, Animal Industry
and Fisheries
CBD Convention on Biological Diversity
NAP National Agricultural Policy
CMSSM Community Managed Seed Security Model
NDP National Development Plan
CPB Cartagena Protocol on Biodiversity
PELUM Participatory Ecological Land Use
CRAEM Climate Resilient Agro ecosystems Model Management
CS Country Secretariat SDGs Sustainable Development Goals
CSOs Civil Society Organisations SWOT Strengths, Weaknesses, Opportunities and
CWG Country Working Group Threats
ELUM Ecological Land Use Management TGM Triennial General Meeting
GALS Gender Action Learning System UBOS Uganda Bureau of Standards
GMOs Genetically Modified Organisms UNFCCC United Nations Framework Convention on
Climate Change
ICT Information, Communication and
Technology VCD Value Chain Development
ii PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
EXECUTIVE SUMMARY
This 5 year Strategic Plan for Participatory Ecological Land • Core Values - Equity, Participation, Sustainability,
Use Management (PELUM) Uganda covers the period Professionalism, Transparency and accountability.
2017-2021. It is based on an appreciation of the political,
economic, social and environmental dynamics shaping The aspirations of this Strategic Plan are enshrined in the
PELUM Uganda’s operational context and responds to PELUM Uganda vision and mission statements and are
the global development agenda as summarised in the further reflected in its goal and objectives. PELUM Uganda,
sustainable development goals. The Strategic Plan is also through this strategic plan, shall focus on the four strategic
shaped by issues derived from the consultative processes areas and strategic objectives outlined below;
with PELUM Uganda members, staff and key stakeholders
in which they shared their views, opinions and ideas on Strategic focus 1 Programmes and services
the future of the network. Strategic PELUM Uganda with programmes
objective and services that strengthen member’s
PELUM Uganda is part of the larger PELUM Association capacities to build resilience of farming
continental network currently spread in 12 countries in communities in the period 2017-2021.
Eastern and Southern Africa.
Strategic focus 2 Partnerships and working relations
• Vision - “Communities in Uganda sustainably utilizing Strategic PELUM Uganda with relevant and
their natural resources.” objective effective working partnerships and
relations in the period 2017-2021.
• Mission - “To enhance the effectiveness of members
Strategic focus 3 Organisational functioning
in promoting ecological land use management among
farming communities through capacity building, research Strategic PELUM Uganda functioning efficiently
and innovation, networking and advocacy.” objective and effectively as an organisation in the
period 2017-2021.
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN iii
Strategic focus 4 Financing “Nurturing our agro ecosystems to guarantee sustainable
food systems.” The Strategic Plan builds on the one that
Strategic PELUM Uganda with adequate
covered the period 2012-2016.
objective financing for planned undertakings in
the period 2017-2021.
Structure of the Strategic Plan
Through the above strategic focus, PELUM Uganda
will strengthen its position and relevance in promoting This Strategic Plan is divided into six chapters.
ecological land use management in Uganda. The core
aspect of PELUM Uganda’s work will be member Chapter one is an introduction that highlights the
empowerment through capacity building, research and background and methodology used in designing the plan.
innovation as well as, networking and advocacy. It is
Chapter two presents a detailed institutional analysis of
envisaged that over the next five years and through this
PELUM Uganda, its strengths and weaknesses and a scan
Strategic Plan, PELUM Uganda will translate into a cutting
of its operational environment.
edge network at the forefront of promoting ecological land
use management. Chapter three presents PELUM Uganda’s vision, mission,
and values and highlightsour theory of change for the next
This Strategic Plan will also be executed through five years.
partnerships with likeminded organizations and
synergizing efforts through coordination and networking, Chapter four elaborates the four strategic programme
capacity building, gender mainstreaming, HIV&AIDS componentsdetailing the strategies, objectives and
mainstreaming, participatory research, innovations approaches PELUM Ugandawill undertake to implement
development and youth inclusion. PELUM Uganda’s work the SP.
will be delivered through members and related network
structures, documentation and knowledge sharing, Chapter five discusses the implementation of the strategy
advocacy and networking. Efforts shall also be invested in and sets out how the goal and objectives of the strategy
PELUM Uganda’s institutional strengthening particularly will be achieved and the Monitoring and Evaluation
investing in the “ELUM “centre. arrangements.
Chapter six proposes a financing plan and budget.
The overarching theme for this Strategic Plan shall be,
iv PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
CHAPTER 1: INTRODUCTION
1.1. Background PELUM Uganda promotes agricultural
systems that address food security, incomes,
This chapter provides a brief on PELUM Uganda and a background to environmental sustainability and operate
the Strategic Plan. It also relays the choices and positions that PELUM in an enabling policy environment. We do
Uganda has taken to define the direction of its work over the next five this through working with our membership
INTRODUCTION
years. to facilitate learning, experience sharing,
developing replicable agricultural models
and approaches and collective advocacy.
1.2. Who we are
We also uniquely reach the continental,
national, sub national and local levels with
Since 1995, Participatory Ecological Land Use Management (PELUM)
our interventions. PELUM Uganda started
Uganda has been working to improve the livelihoods of small-scale
with a membership of 4 in 1995 which has
farmers and the sustainability of rural communities, through fostering
grown over the years to a membership of 57
ecological land use management. We share; skills and knowledge
at the end of 2016.
about good practices and techniques, through a broad network of like-
minded organizations; undertake research and demonstration projects;
PELUM Uganda is registered in Uganda
and advocate for policies that better support small-scale farmers.
with the National Bureau of NGOs under
Registration No. 6340. The organization also
PELUM Uganda is part of a 12-country strong Association (PELUM
has a permit to operate countrywide.
Association) of civil society organizations in Eastern, Central and
Southern Africa. These include; Uganda, Kenya, Tanzania, Malawi,
Zambia, Zimbabwe, Rwanda, Ethiopia, Swaziland, Lesotho, Botswana
and South Africa. The PELUM Association’s Regional Secretariat is in
Lusaka, Zambia.
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 1
1.3. Overview of the 2012-2016 gains. The plan aspires to promote professionalism and participation
through refined vision and mission statements andis more grounded,
Strategic Plan
structured and places emphasis on decentralization and greater
participation of the fast-growing membership.
The last five years have seen both anexponential
growth of PELUM Uganda membership and
In addition, PELUM Uganda’s strategic focus has been sharpened to
evolvement into an important actor at national
clearly distinguish and focus on programmes and services in general
and regional levels. The years have also
as well as give attention to partnerships and working relations,
seen PELUM Uganda leading in proposing
organizational functioning and financing. In the next five years,
transformational methodologies and models
PELUM Uganda shall continue promoting sustainable farming systems,
such as the Gender Action Learning System
agricultural market development,policy advocacy and organizational
(GALS), Climate Resilient Agro ecosystems
and institutional strengthening.
Model (CRAEM), Community Managed Seed
Security Model (CMSSM) and the Pesa Agro-
enterprise marketing model. At policy level 1.4 The strategic planning process
PELUM Uganda has assumed important roles
in shaping agricultural policy in the country This Strategic Plan is a product of broad participatory processes in
and is a leading CSO voice in various national which various PELUM Uganda stakeholders including members,
spaces where it articulates issues of ecological partners, relevant Government Ministries, donor partners, former and
land use and the plight of vulnerable farmers. current Country Secretariat staff and the Country Board; shared their
views, opinions, and ideas in determining the focus of PELUM Uganda
Through the 2012-2016 Strategic Plan,PELUM in the period 2017-2021.
Uganda placed emphasis on strengthening
the capacity of its members. This entailed
strengthening governance systems and
structures, financial sustainability as well as
programme design and implementation. The
above interventions resulted into a stronger
network composed of strong members. The
2017-2021 Strategic Plan builds on the above
2 PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
CHAPTER 2: PELUM UGANDA’S CONTEXT ANALYSIS
PELUM UGANDA’S CONTEXT ANALYSIS
This chapter examines the internal and external contexts 2.1. Internal Context analysis
in which PELUM Uganda is situated and how issues of
ecological land use are reflected in the political, economic, A comprehensive SWOT analysis of PELUM Uganda
social,technological, environmental and legal contexts of was done as part of the strategic reflection process. The
Uganda. PELUM Uganda’s interventions in the next five outcomes are consolidated in the matrix below:
years shall be directedtowards this context.
Table 1: PELUM-Uganda’s SWOT analysis
STRENGTHS WEAKNESSES
1. A good reputation and track record (over 21 years) of championing issues of smallholder 1. Inadequate staffing as compared
farmers and agro-ecology. to PELUM Uganda’s coverage and
2. A strong and very active membership that covers over ¾ of the country. The membership is membership.
diverse with rich expertise and experiences in PELUM’s core business. 2. Inadequate knowledge management and
3. A strong and competent Country Board elected by members at the Triennial General information systems (monitoring and
meetings follow up) of members to ensure capacity
4. A strong Country Secretariat with competent and dedicated management and staff. building interventions are being adopted
5. The Country secretariat has functional organizational policies and systems and is well 3. Inadequate networking structures for
equipped with assets to enable it operate professionally on a day-to-day basis. members at sub national level.
6. Working approaches that enable PELUM Uganda to reach local, sub-national, national, 4. Limited collaboration with research
continental and international levels with its interventions. institutions on Agro ecological
7. Good donor relations that have enabled PELUM Uganda to grow her funding base over the innovations and development
years. 5. Inadequate funding to implement all
8. Strong collaboration and working relations with line ministries, departments and agencies planned activities that meet the demands
and other civil society organisations and networks. of the fast-growing membership mainly
9. Functional structures at all levels – Country secretariat, Country Board, Country Working due to over dependency on external
Group, Triennial General Meeting funding
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 3OPPORTUNITIES THREATS
1. Increasing global recognition and interest in agro- 1. Intensifying climate change and variability
ecology as an alternative farming system to the Green 2. Increasing land tenure insecurity
Revolution approach 3. Emerging crop and livestock pests and diseases
2. Relevant government draft policies and programmes 4. Unpredictable funding landscape
on organic agriculture, climate change, plant genetic 5. Government laws and regulations that could constrain the
resources for food and agriculture, etc. operations of NGOs
3. Growing interest in healthy lifestyles, including eating 6. Consistently low funding to the agriculture sector in the National
organic and indigenous and traditional food. Budgets.
4. Significance of the agriculture sector to Uganda’s 7. A growing move towards the green revolution and modern
economy. biotechnology with disregard for other agricultural systems such
5. Growing national and global interest in networks and as agro-ecology.
networking for collective learning, action and voice.
Implications of the SWOT analysis members was done and outcomes detailed below. The analysisexamined
the Political, Economic, Social, Technological, Environmental and Legal
PELUM Ugandawill exploit its strengths and trends. It enabled the identification of appropriate strategicpositioning
harness the opportunities identified while for PELUM Uganda as reflected in this Strategic Plan.
minimizing the risks and threats. PELUM
Ugandawill especially address weaknesses 2.2.1. Political Context
associated with its programme delivery such as
limited staffing and knowledge management, Uganda is a relatively peaceful, stable and secure country. Nevertheless
dependency on external donor funding and political unrest in her neighbouring countries including South Sudan,
limited networking infrastructure. Democratic Republic of Congo and Burundi has resulted in a refugee
crisis in Uganda. UN Refugee Agencies’ figures show that Uganda
2.2. External Context took in close to 500,000 refugees from South Sudanin 2016 alone. The
high influx of refugees is posing challenges such as pressure on social
An external context analysis and the emerging services and food security in the refugee hosting areas.
trends that may impact PELUM Uganda and its
4 PELUM UGANDA 2017 - 2021 STRATEGIC PLANUganda is currentlygoverned under a multi-party dispensation with 2.2.2. Economic Context analysis
a decentralised local governance system that stretches from local
to national level. The local councils in each of the 116 districts are Over the last 3 decades, Uganda’seconomy
mandated with citizens’ mobilisation and guaranteeing collective and has transitioned from recovery to growth,
participatory decision making. Proliferating corruption has however with the agriculture sector being central to the
consistently been cited as a major weakness of Uganda’s political country’s economic growth. Despite this fact,
environment. the agriculture sector budget allocation has
ranged from 2%- 4% of the national budget
Despite their recognition by government as key stakeholders in in the past 10 years. Farming is also generally
development, the work of CSOs is constrained by overbearing subsistence in nature, with commercialization
regulations that hinder freedom of actions on influencing policies and in agriculture remaininglow, with only about
practice changes and thus the shrinking civic space. 119,000 or 2.3 percent of the 5.2 million
farming households engaged in commercial
Implications for PELUM Uganda farming.
The above context potentially places the operations of PELUM Uganda Opportunities such as the larger East African
in the balance especially because of its status as a leading CSO Common Market and aspirations to increase
associated with promoting agro-ecology and a key participant in various market access for Uganda’s goods and
agricultural related policy spaces.In light of the above, PELUM Uganda services in regional and international markets
will maintain an apolitical stance butstrategically position herself enshrined in the National Development
to influence policy formulation through collaboration with relevant Plan (NDP) II, are weakly harnessed due
government line Ministries, Departments and Agencies and other CSOs. to inadequate physical infrastructure
PELUM Uganda will also engage inpolicy dissemination, advocacy and particularly transport, energy, Information
monitoring to ensure effective representationof thevulnerable men and Communication Technology (ICT), market
women. information systems, strategic storage
facilities and limited access to long-term
agriculture financing. These are coupled with
weak policy and institutional frameworks
governing cooperatives, absence of an
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 5effective cooperative movement,inadequate rural areas (Islamic Development Bank Group, 2015). Poverty rates
post-harvest handling infrastructure resulting in rural areas averages 42% compared to 12% in urban areas. These
into over 30% post harvest losses and figures paint a scenario of an aging population in the agriculture sector
inadequate compliance with established and prevalent youth unemployment.
value chain standards among others.
Uganda also faces social problems such as high infant and maternal
Implications for PELUM Uganda mortality rates, diseases such as malaria and HIV/AIDS, inadequate
access to quality health services compounded with poor sanitation,
In light of the above context,PELUM Uganda unclean water, and inadequate food and poor nutrition. These social
will strategically position herself to partner challenges in turn lower theproductivity of the agricultural labour
with relevant actors to ensure implementation workforce. In many parts of the country, there is growing inequality
of policies and plans in line with agricultural with the most outstanding being gender inequality. Although women
sector transformation,market development dominate the agriculture sector, they often face exclusion in land
and financing. PELUM Uganda will work ownership, access to credit, extension and agriculture marketing.
towards strengthening her members to
support commercialization of small-holder Implications for PELUM Uganda
farmers, value chain development, and
establishment of functional marketing systems In light of the above context, PELUM Ugandawill strategically engage
while focusing on the Pesa Agro Enterprise withher members to promote gender justice in agriculture, land rights
Marketing model to upscale agriculture for smallholder farmersandsupport inclusion of youth in agriculture.
marketing interventions. Specifically, the Gender Action Learning System (GALS) methodology
will be used to facilitate gender mainstreaming in various agricultural
2.2.3. Social Context analysis interventions.
The population growth rate in Uganda is 2.2.4. Technological Context analysis
over 3% per year. Approximately 57% of the
population is below 18 years(UBOS, 2014) For generations, the agriculture sector in Uganda has remained
and close to 85% of the population is moving rudimentary. This is mainly reflected in its major ploughing tool-
towards semi-urban settlements leaving the the hand hoe. This has greatly affected the level of production and
6 PELUM UGANDA 2017 - 2021 STRATEGIC PLANproductivity of the sector. Farmers are interested in
modernising and commercialisingtheir agriculture
through use of appropriate technologies but are
often hampered by resource limitations.
The future of Uganda’s agriculture will depend
on how the country embraces science and
technology and the proven capacity in the country
to develop appropriate technologies to boost
production and productivity. In addition there is
need to make proven technologies available and
affordable to smallholder farmers.The budget
speech of 2016/2017 highlighted that Uganda’s
industrialization will be anchored on agriculture,
agro-processing and value addition consequently,
justifying budget provisions for irrigation and crop
variety improvement technologies among others.
A number of improved and hybrid varieties have
been developed and promoted among farmers
in Uganda. Similarly, since the mid-1990s
Genetically Modified Organisms (GMOs) have
been and are still being developed around the
world. Dozens of food crops and animals have
been modified for greater commercial value, higher
yield, improved nutrition or resistance to pests
and disease. These developments in the field of
biotechnology have however, come with potential
risks to the environment. For PELUM Uganda,
the move to GMOs raises ethical, environmental,
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 7social and health concerns, as not much is Uganda also believes that more research and advocacy on agricultural
known about how its products will evolve biotechnology are very importantin addition to ensuring that indigenous
and how they will interact with other species, and traditional seeds and food are conserved and utilized. Specific to
e.g. from plants to animals or humans. Other seed security, PELUM Uganda will further promote her Community
risks include contamination of nearby fields/ Managed Seed Security Model (CMSSM).
gardens,potential trade conflicts, replacing
traditional crops and reducing agricultural 2.2.5. Environmental Context analysis
biodiversity.These debates have led to the
conclusion that modern biotechnology must The country has a generally favourable climate with average temperatures
be developed and used with adequate safety ranging from 18 to 28 degrees centigrade (Vision 2040). However, as a
measures. result of global climate change,Uganda’s climateisalso changing. The
country now experiences erratic rainfall, prolonged droughts, floods
Uganda is signatory to the 1992Convention and other climate related disasters.
on Biological Diversity (CBD) and the Uganda is signatory to the United Nations Framework Convention on
Cartagena protocol on Biosafety (CPB) 2000. Climate Change (UNFCCC) and the Kyoto Protocol and has a Climate
These internationalframeworks provide for Change policy committed to measures of mitigating and adapting to
conservation and sustainable use of biological climate change. According to the Uganda National Climate Change
diversity as well as a safe and sustainable policy (2015),climate change is one of the greatest challenges facing
environment in the face of biotechnology humanity this century, as the earth’s near-surface temperatures continue
revolutionary science respectively. to rise. Climate change is likely to disrupt the earth’s ecological systems
and have serious negative consequences for agricultural production,
Implications for PELUM Uganda forests, water supply, health systems, lower the water table and
overall human development. Vulnerable populations especially those
In the next 5 years, PELUM Uganda will depending on agriculture are particularly ill equipped to cope with the
embark on fostering linkages between her adverse impacts of climate change. The prevalence of climate change
members and the private sector as a means of and its effects on agriculture is also worsening other environmental
increasing access to affordable and replicable concerns including land and environmental degradation, biodiversity
technologies in the production, processing loss, increasing pests and diseases and water scarcity among others.
and marketing of farmers’ produce. PELUM
8 PELUM UGANDA 2017 - 2021 STRATEGIC PLANImplications for PELUM Uganda upper middle-income country by 2040and
specifically attainment of middle income
Over the next five years,PELUM Uganda will build on its work of the past status by 2020, with agriculture highlighted as
5 yearson strengthening members and farming communities on climate one of the key drivers of this transformation.
resilience through the Climate Resilience Agro Ecosystems Model
(CRAEM). PELUM Uganda will position herself as a key actortoensure Implications for PELUM
that aspects of climate resilience, sustainable land management and
agricultural biodiversity conservation are clearly reflected in various For the next five years, PELUM Uganda will
policy processes to enhance farmers’ resilience, reduce disaster risks particularly strengthen the capacities of her
and ensure ecosystem management and restoration. members to fully understand and comply
with the different legal frameworks that
2.2.6. Legal context analysis govern NGOs in Uganda, contribute to the
attainment of the set indicators at both the
PELUM Uganda’s operational environment is safeguarded by the national and global level and strengthen
1995Constitution which guarantees the right of association and effective and efficient functioning of members
recognizes the role of civil society organizations. Besides the to engage in both national and local level
Constitution, operations of NGOs are governed by the NGO Act advocacy on legal issues that affect their
(2016). Furthermore, ecological land use management interventions operations and efforts to promote agriculture
are anchored in a number of policy and legal frameworks at global or smallholder farmers’ development.
and national level. These include the;Sustainable Development
Goals (SDGs), the African Union Comprehensive African Agriculture
Development Programme (CAADP), the National Agriculture policy
and the Agriculture Sector Strategic Plan (ASSP).In addition, Uganda is
signatory to the Maputo Declaration and the Malabo Declaration with
commitments to increasing National agriculture budgets to 10%.
This 5-year Strategic Plan is also inspired by Vision 2040 and the
National Development Plan II that aim at transforming Uganda from
a predominantly peasant and low-income country to a competitive
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 910 PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
THE PELUM UGANDA INSTITUTIONAL OVERVIEW
CHAPTER 3: THE PELUM UGANDA INSTITUTIONAL
OVERVIEW
3.1. Overview Goal Goal Description
Number
This section presents an institutional overview of PELUM Goal 1 End poverty in all its forms everywhere
Uganda and defines the scope and coverage of its
Goal 2 End hunger, achieve food security and
programmes over the next five years.
improved nutrition and promote sustainable
agriculture
3.2. Geographical coverage
Goal 5 Achieve gender equality and empower all
The PELUM Uganda geographical focus will primarily be women and girls
the entire country. However, focus willalso be placed on Goal 8 Promote sustained, inclusive and sustainable
sub regional, continental and global spaces and strategic economic growth, full and productive
bodies that have a bearing on the work of PELUM Uganda. employment and decent work for all
Internally, PELUM Uganda will target areas where its Goal 10 Reduce inequality within and among
members have programmes. countries
Goal 12 Ensure sustainable consumption and
3.3. Contribution to SDGs production patterns
Considering the centrality of Sustainable Development Goal 13 Take urgent action to combat climate change
Goals (SDGs) in defining the global development discourse, and its impacts
PELUM Ugandawill pursue and monitor its performance Goal 15 Protect, restore and promote sustainable use
on key SDG indicators that resonate with its work. Specific of terrestrial ecosystems, sustainably manage
focus shall be placed on the following SDGS; forests, combat desertification, and halt and
reverse land degradation and halt biodiversity
loss.
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 113.4. PELUM Uganda’s niche crop diversity and integration, continued livelihoods
from sustainable use of natural resources, resilience,
harnessing indigenous knowledge, continuity of
3.4.1. Vision:
existence, mindfulness of the future, empowerment and
Communities in Uganda sustainably utilizing their natural
being continually beneficial.
resources
• Transparency and accountability - We appreciate this
3.4.2. Mission: as constituting openness, communication, accuracy,
To enhance the effectiveness of members in promoting feedback, answerability, reliability, responsibility, good
ecological land use management among farming stewardship, trustworthiness and honesty.
communities through capacity building, research and
innovation, networking and advocacy. • Professionalism - We appreciate this as constituting
excellence, competence, innovativeness, mutual
3.4.3. Core values: respect, tolerance, appreciation of diversity, learning,
In pursuit of our mission, we will uphold the following acceptance, being ethical, embracing change and being
core values, which will manifest in all our spheres, ways of a change agent.
work and internal and external relations.
3.5. The PELUM Uganda Institutional Profile
• Equity - PELUM appreciates this as constituting fairness,
recognition of each other, justice, impartiality, inclusive
development, gender awareness and responsiveness. PELUM Uganda was formed in 1995 and has since built
the following profile:
• Participation - We appreciate this as constituting - PELUM Uganda has fifty seven (57) members spread in
involvement of all stakeholders at all levels, shared all regions of the country.
learning, information sharing, leveraging on existing
capacities, meaningful engagement, documentation - The members regularly convene as the Country Working
and dissemination of best practices. Group / General Assembly and Triennial General
Meeting to adopt strategies and elect the Country Board.
• Sustainability - We appreciate this as constituting - Has in place a member elected Country Board that
continued health of soils, continued animal and
12 PELUM UGANDA 2017 - 2021 STRATEGIC PLANprovides strategic guidance and oversight to the Country Secretariat believes will make a significant contribution
towards promoting ecological land use
- Has an established Country Secretariat headed by the Country
management among farming communities
Coordinator and a team of professionals that manage the day to day
as well as sustainable natural resources
operations of PELUM Uganda
utilization.
- At the regional level PELUM Uganda is linked through the Regional
Secretariat, the Regional Board and other Country Chapters. The overall PELUM Uganda theory of change
(See annex 1 & 2 for PELUM Uganda’s organo-gram) is an outcome based one. PELUM Uganda
recognises therelationships between her
3.6. PELUM Uganda’s Strategic Positioning initiatives, strategies and intended results.
The envisaged results are anticipated in both
the shortand longer-term andshall reflect
PELUM Uganda is a network of a wide range of independent members
changes at various levels specificallyamong
that subscribe to its values and objectives. A key objective of PELUM
members and beneficiary communities.
Uganda is to build a critical mass of CSOs that promote ecological land
The PELUM Uganda change effort is further
use management practices in Uganda and who subsequently contribute
based on the continuous need to document
to mitigation of negative effects of climate change and ultimately
the assumptions that underpin the initiatives,
guarantee that communities are sustainably utilising their natural
procedures and values that define our work
resources and have food security.
and ways of working together with members
PELUM Uganda focuses on sustainable agriculture, sustainable
and farming communities.
development and believes in the ability of communities to sustainably
manage their resources.
The domains of change
3.7. PELUM Uganda’s Theory of Change There are four major and interlinked domains
of change underlying the attainment of
PELUM Uganda’s theory of change clarifies the domains of change,
PELUM Uganda’s 2017-2021 Strategic Plan.
pathways and breakthroughs for attaining the change envisaged through
These are categorized under the following
this Strategic Plan. The underlying theory of change embodied in this
programming components: Programmes and
Strategic Plan indicates the ‘domains of change’ that PELUM Uganda
Services, Partnerships and Working Relations,
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 13Organisational Functioning and Financing of (b). Partnerships and working relations
our efforts.
This domain of change will focus on strengthening PELUM Uganda’s
(a). Programmes and Services partnerships and ways of working. The underlying hypothesis for this
domain of change states that:
This domain of change will focus on the
programmes and services that PELUM “If inter and intra partnerships that PELUM Uganda establishes aremore
Ugandawill offer to its members and strategic, they will follow a framework that is functional which will
communities as a whole. The underlying result into better working relationships and when effectively managed
hypothesis of this domain of change states this will increase unified support to farming communities”.
that:
This will also entail having enhanced engagements with relevant
“If the PELUM Uganda programmes and and diverse stakeholders for strong and effective collaborations and
services to its members are effective, the networking.
members will be empowered to become
better in delivering on their mandates”. (c). Organisational Functioning
They will thus be better able to build the This domain of change shall focus on ensuring organisational
resilience of farming communities, operate effectiveness by addressing theway organisation(s) function.The
more sustainably, promote sustainable underlying hypothesis for this domain of change is that:
farming systems and subsequently strongly
promote development of agriculture markets “Stronger governance of organisation(s) is essential for effective
and advocate for smallholder agricultural organizational performance.
development.
This will be achieved by emphasizing strong competencies among the
membership,Country Board, management team and staff which will in
turn translate into fully functional organizational structures, systems and
equipment and thus trigger stronger growth in members and a clearer
understanding of PELUM Uganda and what it stands for.
14 PELUM UGANDA 2017 - 2021 STRATEGIC PLAN(d). Financing
The major thrust of this domain of change is to strengthen PELUM
Uganda’s financial capacity. The underlying hypothesis of this domain
of change states that:
“If PELUM Uganda sets up an institutionalized financing strategy and
if it is able to acquire stronger competencies in financing and financial
management, this will result into increased and sustained funding for its
work from diversified sources”.
This change will be brought about by developing and strengthening
PELUM Uganda’s resource mobilization capacity; set up a financial
sustainability plan and initiate, engage and sustain strategic funding
partnerships.
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 15Figure 1: Theory of Change
Communities in Uganda sustainably utilizing their natural resources
16 PELUM UGANDA 2017 - 2021 STRATEGIC PLANCHAPTER FOUR: THE INTERVENTION STRATEGY 2017-
2021
THE INTERVENTION STRATEGY 2017-2021
4.1 Overview Key a) Promote sustainable farming systems i.e.
strategies seed security, climate resilience, agro-
This chapter elaborates on the four strategic programme ecology, indigenous knowledge on food
components which PELUM Uganda shall undertake to and agriculture
implement the SP detailing the strategic areas, objectives, b) Promote agriculture market development
strategies, approaches and outputs of the plan. i.e. agricultural financing, value chain
development, quality and standards
4.2. Our Five Year Strategic Focus c) Influencing policies on agriculture i.e.
policy research, advocacy engagements
We have developed four strategic programme components
of focus as we look towards realizing our mission in 4.2.2. Strategic Area 2 – Partnerships and
the period 2017-2021. This section explains these
Working Relations
components, the related strategic objectives as well as the
key strategies that the plan shall achieve. Strategic PELUM Uganda with relevant and effective
objective working partnerships and relations in the
4.2.1. Strategic Area 1 – Programmes and period 2017-2021.
Services Key a) Develop an elaborate and functional
strategies partnership framework
Strategic PELUM Uganda with programmes and b) Ensure competencies for effective
objective services that strengthen members’ capacities partnership management.
to build resilience of farming communities in c) Encourage, promote and strengthen the
the period 2017-2021 partnership programme
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 174.2.3. Strategic Area 3 – Organizational 4.3. Working Approaches
Functioning
In order to effectively deliver our set plans and aspirations
Strategic PELUM Uganda functioning efficiently and in the period 2017-2021, we will embrace the following
objective effectively as an organisation in the period working approaches.
2017-2021.
Key a) Ensure a strong membership (governance, • Capacity building - While it is one of the core strategies
strategies financial sustainability, M&E, etc). to realising our mission, it also doubles as an approach
b) Ensure an effective and functioning that we will embrace in all undertakings geared towards
Country Board and management. capacity strengthening.
c) Ensure adequate, relevant and functional
systems (Knowledge management, ICT, • Mainstreaming of Gender - We will ensure gender is
etc) mainstreamed in programmes and services and in the
d) Ensure adequate equipment and physical organizational functioning in a way that is conscious of
resources gender concerns.
e) Ensure adequate, competent and well-
motivated staff • Mainstreaming of HIV/AIDS - We will ensure
HIV&AIDS is mainstreamed at the work place and
4.2.4. Strategic Area 4 - Financing in the delivery of PELUM Uganda’s programmes and
services where relevant.
Strategic PELUM-Uganda with adequate financing for
objective planned undertakings in the period 2017- • Participatory research and innovations development
2021. - We will embrace, encourage and promote farmer-led
Key a) Develop and operationalise a financing research, innovation and development of sustainable
strategies strategy and replicable farming models.
b) Develop and enhance competencies in
financing • Youth Inclusion - We will ensure that members pay
c) Ensure a diversified funding base special focus on the youth in delivering programmes
and services among the farming communities.
18 PELUM UGANDA 2017 - 2021 STRATEGIC PLAN• Working through members and related network structures - We
will delivery our strategies through members and related network
structures such as the country secretariat, thematic working
committees and any others as shall be deemed appropriate.
• Documentation and knowledge sharing - We will ensure
documentation of best practices and other relevant information
materials and devise elaborate mechanisms for sharing them and
enabling their adoption among members and farmer communities.
• Advocacy - We will aspire to influence policy and practice in favour
of advancing ecological land use management among farming
communities.
• Networking - We will ensure collaboration among members and
with key actors at various levels and spheres of engagement in
generating momentum and critical action towards influencing desired
changes towards promoting ecological land use management.
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 1920 PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
CHAPTER FIVE: IMPLEMENTATION AND M&E
IMPLEMENTATION AND M&E ARRANGEMENTS
ARRANGEMENTS
5.1 Overview
For PELUM Uganda, a network of various
independent members, it will entail
This chapter presents PELUM Uganda’s Strategic Plan implementing
multiple layers of co-ordination and
mechanisms with particular focus on key elements of monitoring and
effective networking.Implementation of
evaluation. A set of performance indicators has been proposed to
this plan will involve mobilizing drivers of
measure progress towards the objectives of the Plan.
strategic success such as regular progress
reviews and organizational assessments to
The purpose of strategy implementation is threefold:
identify any significant shifts in the social,
political, economic,technological, legal,
• Deliver the results, achieve purpose and contribute effectively to
environmental and Ideological shifts.
the overall goals.
• Manage the available resources efficiently.
• Monitor and report on progress to support performance 5.2 Coordination arrangements
management.
The plan will be coordinated by the
One can safely conclude that strategy implementation is invariably Country Secretariat, guided by the Country
more difficult than strategy design. While strategy design involves Board. However members willlead on sub
positioning forces before action, it focuses on effectiveness (doing national, district and farmer level processes.
the right things), requires good intuitive and analytical skills and co- The Country Secretariat shall also support
ordination among a few people.On the other hand,implementation members to acquire any capacities that they
involves managing forces during action, focuses on efficiency (doing need. Internal coordination arrangements
right things well) and is primarily an operational process requiring shall include quarterly, biannual, annual
considerable funds, special motivation and leadership skills. and midterm reviews. Regular management
and staff meetings, Country Board meetings,
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 21Country Working Group and Triennial for refining implementation process;
General Meetings shall be pivotal in the • Identifying lessons learnt from activity implementation;
execution of this plan. Key elements of • Measuring achievements against set targets.
reporting shall include but not be restricted
to the following; An end of plan evaluation will be conducted at the end of the five-year
period to document achievements, best practices, challenges, success
Annual work plans: stories and lessons learnt.
• Monthly activity updates.
• Bi-annual update reports Other M&E arrangements shall include the following;
• Quarterly update reports.
i. Annual reports
Strategic plan ii. M&E results shall be disseminated to key stakeholders including
• Annual reports. members and funding partners using different channels including
the website
5.3 Monitoring and Evaluation iii. Publication and dissemination of newsletters and Annual Reports.
arrangements
5.4 Risks, Mitigating Measures and Critical Success
The purpose of Monitoring and Evaluation is factors
to guide the implementation of the Strategic
Plan by tracking process, outcomes and 5.4.1 Risks and Mitigating Measures
impact and making adjustments where
necessary. Other aims of monitoring and Below are risks that could impact on the implementation of the plan.
evaluating this plan include: From the onset, relevant mitigation measures will be adopted to
minimize the impact. Internal risks envisaged relate to factors within the
• Ensuring that the plan is on course; control of the organization while external risks relate to factors beyond
• Accountability for resources and its control. The following table presents anticipated risks and possible
ensuring that they are utilized for the mitigation measures.
intended purpose;
• To provide experiential learning that can
be captured, consolidated and utilized
22 PELUM UGANDA 2017 - 2021 STRATEGIC PLANTable 5: Risks and mitigation measures
Risk Description/Discussion Mitigating measures
Internal
Members’ negative • PELUM Uganda members may not • An extensive and consistent communication
attitudes sufficiently buy-into the plan programme will be undertaken by the Country
• Member staff may lack innovative and Secretariat and the Country Board to disseminate
creative ideas. and market the Strategic Plan
An over-ambitious • Unrealistic targets. • Ensure that objectives are SMART and targets
plan • Limited commitment to the plan by other achievable within available resources
stakeholders. • Do extensive advocacy to popularize the plan
among partners and other stakeholders.
Weak M&E system The M&E system does not operate efficiently. • Extensively use internal and external benchmarking
& performance measures that have been identified
External risks
Political interference. There is no negative Political interference • PELUM will remain non political and internalize the
immediately envisaged that can badly affect provisions of the NGO Act and ensure compliance
PELUM operations at national level. However with all provisions.
the NGO law has just been amended
Inadequate resources Failure to broaden funding base and engaging • Ensure current donor partnerships are maintained
for implementing the other funding partners. and new funding partners are brought on board
plan.
Inadequate • Weak coordination between members, the • Strengthen communication and information sharing.
Coordination and Country Secretariat and Country Board.
collaboration.
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 23Ineffective plan This may be due to failure to mobilize drivers • Achieving strategic alignment (creating strategy
implementation. of strategic success including: awareness) and enlisting “buy-in” of all
• Failure to put in place relevant stakeholders.
organizational structures, • Avoid complacency by setting and monitoring
• Failure to introduce and adhere to modern performance targets.
management practices. • Mobilize drivers of strategic success, a strategy -
• Failure to manage change. supportive culture and an action plan.
5.4.2 Critical success factors
The following success factors have been identified and PELUM Uganda will monitor them:
i. Strategic leadership and management at PELUM Uganda to provide the vision and a sense of direction for the growth
and success of the network and build ownership and alignment.
ii. Ownership and participation by staff and members in planning and implementation.
iii. Effective partnership and networking with relevantCSOs, governmentagencies, ministries, departments, development
partners and other key stakeholders.
24 PELUM UGANDA 2017 - 2021 STRATEGIC PLANCHAPTER SIX: FINANCING PLAN
Implementation of the Strategic Plan requires adequate and timely a. Donor agencies;
financial resources. This calls for continued collaboration with b. Membership fees
development partners and broadening the PELUM Uganda funding c. Own generated income
base. Funding is envisaged from: d. Income from the ELUM centre
FINANCING PLAN
Projected Five year Budget (Uganda shillings)
THEMATIC Area Yr 1 Year 2 Yr 3 Yr 4 Yr 5 Total
Strategic area 1 : 1,560,000,000 2,412,300,000 2,792,530,000 2,830,104,000 3,226,314,400 12,821,248,400
Programmes and Services
Strategic area 2: 261,000,000 286,000,000 314,600,000 346,060,000 380,666,000 1,588,326,000
Partnerships and Working
Relations
Strategic area 3: 994,300,000 1,515,730,000 1,947,703,000 1,871,273,300 2,013,278,000 8,342,284,300
Organizational Functioning
Strategic area 2: 994,300,000 1,515,730,000 1,947,703,000 1,871,273,300 2,013,278,000 8,342,284,300
Partnerships and Working
Relations
Strategic area 3: 994,300,000 1,515,730,000 1,947,703,000 1,871,273,300 2,013,278,000 8,342,284,300
Organizational Functioning
Strategic area 4: Financing 185,000,000 212,000,000 238,450,000 268,595,000 303,014,500 1,207,059,500
Totals 3,000,300,000 4,426,030,000 5,293,283,000 5,316,032,300 5,923,272,900 23,958,918,200
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 2526 PELUM UGANDA 2017 - 2021 STRATEGIC PLAN
ANNEXES
Annex 1: PELUM Association Governance structure.
Regional Triennial General Meeting
Regional Board Regional Secretariat
(PELUM Association Regional General Assembly)
ANNEXES
National Triennial General Meeting
(PELUM Uganda National General
Assembly held once every 3 years)
Country Working Group Meeting
(Held annually)
Country Board
Country Secretariat
PELUM UGANDA 2017 - 2021 STRATEGIC PLAN 27Annex 2: PELUM Uganda Country Secretariat staffing structure
Country Coordinator
Head of Programmes
Finance & Programme Manager Agricultural Programme Manager
Manager
Administration Sustainable Farming Market Knowledge Management &
Advocacy
Manager Systems Development Partnerships
Program
Administrator Program Officer Programme
Finance & Officer Program Program Officer Programme
and Human Agricultural Officer
Administration Sustainable Officer Information and Officer
Resource Market Monitoring
Officer Farming Advocacy Communication Membership
Officer Development and Evaluation
Systems
Programme
Programme
Assistant Programme
Finance Assistant
Agricultural Assistant
Assistant Sustainable
Market Advocacy
Farming Systems
Development
Support Staff
Front Desk Office attendant
Officer Driver
Security Guard
28 PELUM UGANDA 2017 - 2021 STRATEGIC PLANAnnex 3: The Log frame
INTERVENTION LOGIC KEY PERFORMANCE INDICATORS MEANS OF ASSUMPTIONS
VERIFICATION
Vision: 1. Sustainable communities. Global and continental Baseline status on Uganda’s farming
Communities in Uganda sustainably 2. Entrenched ecological land use practices. social, economic and all communities is established.
utilizing their natural resources environment indices on
Uganda.
Mission: Number of member organisations with running • Annual reports Data on operations of MOs shall be
To enhance the effectiveness of programmes/interventions on ecological land use • M&E reports diligently generated and kept.
member organizations in promoting management. • Mid-term and end
ecological land use management of Strategic Plan
among farming communities through evaluations
capacity building, research and • Quarterly activity
innovation, networking and advocacy reports
by 2021
Programme area 1: Programmes and Services
(PELUM Uganda with programmes and services that strengthen members’ capacities to build resilience of farming communities in the period 2017-2021)
Strategy 1.1 1. Number of members promoting farmer managed seed • Annual reports MOs have funds and running
Sustainable farming systems promoted systems among farming communities for sustainable • Quarterly activity programmes to implement
among farming communities i.e. seed access to diverse seeds of good quality under reports interventions on ELUM, advocacy,
security, climate resilience, Agro- favorable terms • M&E reports market development
ecology, indigenous knowledge on 2. Number of members adopting the CRAEM to build • Mid-term and end
food and agriculture resilience of farming communities to climate change of Strategic Plan Members willingly adapt and
and sustainably enhance productivity evaluations implement the capacities passed on
3. Number of members and other institutions promoting to them
Ecological land use management
4. Number of members promoting indigenous foods and
local innovations in agriculture and natural resource
management among farming communitiesStrategy 1.2 1. Number of members promoting agriculture financing • Annual reports MOs have funds and running
Agriculture market development practices among farming communities • Quarterly activity programmes to implement
promoted i.e. agricultural financing, 2. Number of members with functional VCD reports interventions on ELUM, advocacy,
value chain development, quality and interventions • M&E reports market development
standards 3. Number of members promoting quality and standards • Mid-term and end
of agricultural products among farming communities of Strategic Plan Members willingly adapt and
evaluations. implement the capacities passed on
to them
Strategy 1.3. 1. Number of policy researches conducted • Annual reports MOs have funds and running
Influencing policies on agriculture i.e. 2. Number of advocacy engagements conducted and • Quarterly activity programmes to implement
policy research, advocacy engagements backed by research reports interventions on ELUM, advocacy,
3. Number members engaging in evidence based • M&E reports market development
advocacy • Mid-term and end
4. Number of members with interventions that target of Strategic Plan Members willingly adapt and
practice change among duty bearers evaluations implement the capacities passed on
5. Number of practice changes as a result of policy to them
engagements. Government provides spaces for
engagement
Programme Area 2 : Partnerships and Working Relations
(PELUM Uganda with relevant and effective working partnerships and relations in the period 2017-2021).
Strategy 2.1 A partnership framework in place • Quarterly activity Partners willingly work with PELUM
An elaborate and functional partnership reports
framework developed • M&E reports
Strategy 2.2 Level of partnership management competences among • Quarterly activity Members willingly adapt and
Competencies for effective partnership CS and members reports implement the capacities passed on
management. • M&E reports to them
Strategy 2.3. • Number of partnerships created and/or subscribed to • Annual reports • Partners willingly work with
Partnership programme encouraged, • Number of joint activities conducted together with the • Quarterly activity PELUM
promoted and strengthened partnerships reports • Process of attaining partnerships is
• M&E reports transparent and quickProgramme Area 3: Organizational Functioning
(PELUM Uganda functioning efficiently and effectively as an organisation in the period 2017-2021)
Strategy 3.1 1. Number of members with functional governance and • Annual reports MOs have funds to implement
A strong membership (governance, management systems • Quarterly activity action plans developed after the
financial sustainability, M&E,etc). 2. Number of new members reports capacity building interventions.
• M&E reports
Members willingly adapt and
implement the capacities passed on
to them
Strategy 3.2 Functional governance and management systems at the • Annual reports Availability of adequate funds at the
An effective and functioning Country CS • Quarterly activity CS to strengthen governance and
Board and management. reports management.
• M&E reports
Strategy 3.3 1. Number of members with functional knowledge • Quarterly activity MOs have funds to implement
Adequate, relevant and functional management systems reports action plans developed after the
systems (Knowledge management, 2. Functional knowledge management systems at the CS • M&E reports capacity building interventions.
ICT,etc)
Members willingly adapt and
implement the capacities passed on
to them
Strategy 3.4 A well-equipped CS • Quarterly activity Funding partners will willingly
Adequate equipment and physical reports support purchaseof equipment
resources • M&E reports
• Asset registerStrategy 3.5 1. Level of staff retention at CS and member levels • Annual reports Members willingly adapt and
Adequate, competent and well- 2. Level of staff competences at CS and member levels • Quarterly activity implement the capacities passed on
motivated staff reports to them
• M&E reports
Programme area 4: Financing
(PELUM-Uganda with adequate financing for planned undertakings in the period 2017-2021)
Strategy 4.1 • Annual Reports Availability of adequate funds at the
A financing strategy developed and Operational financing strategy in place • Quarterly financial CS to operationalise the strategy.
operationalised reports
Strategy 4.2 1. Level of financing capacities (finance and financial • Quarterly financial MOs have funds to implement
Developed and enhanced management) at CS and members levels reports action plans developed after the
competencies in financing 2. Operational financial systems in place • M&E reports capacity building interventions.
3. Level of fundraising capacities at the CS and member • Annual reports
levels Members willingly adapt and
4. Amount of funds secured implement the capacities passed on
to them
Strategy 4.3 Operational financial sustainability plan at the CS • Quarterly financial PELUM Uganda will remain
Ensure a diversified funding base reports attractive to donors
• M&E reports
• Annual reportsYou can also read
