i

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION

(AGODA)

Thursday 10th NOVEMBER

2016

FIVE YEARS

STRATEGIC PLAN

FOR

AGODA

2016-2020

AGODA is a Non-Profit

making organisation and a

Company Limited by

Guarantee with membership

from 25 Oil/Gas hosting

districts. AGODA platform

fosters unity & co-operation

among members’ districts to

tackle issues of O & G

including benefits delivery to

the host communities in

Uganda. AGODA has

developed a five year

Strategic Plan (2016-2020)

geared towards delivering

the required benefits to the

communities from the Oil &

Gas Industry in Uganda. The

plan has a budget of UShs.

32.6bn over the period of five

years. All partners are invited

to support the

implementation of the Plan.

Vision: A productive and progressive

Albertine Graben Population. Mission: To create opportunities and

address challenges of Oil/Gas in the

Albertine Graben for sustainable

benefits of the society.

LOGO

FOR

AGODA

A G O D A S E C R E T A R I A T , P . O . B O X 0 1 , K A N U N G U - U G A N D A

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iii

iv

Table of Contents

Cover page ................................................................................................................................. i

Executive Summary ................................................................................................................... ii

Foreword ................................................................................................................................... iii

Table of contents ....................................................................................................................... iv

Lists of abbreviations and acronyms.......................................................................................... v

1. THE STRATEGIC PLAN - INTRODUCTION .................................................................... 1

Background ............................................................................................................................... 1

Vision, mission, core values and strategic direction of AGODA ............................................. 1

The Strategic direction of AGODA .......................................................................................... 1

The Strategic Development Plan for AGODA ......................................................................... 1

2. THE SITUATION ANALYSIS ............................................................................................ 1

Background ................................................................................................................................ 1

SWOT analysis ......................................................................................................................... 1

POCC analysis .......................................................................................................................... 1

Combined analysis of SWOT and POCC .................................................................................. 1

Enhanced agricultural production and productivity in the region ............................................ 1

Research work on oil and gas focusing on internal and external factors .................................. 1

Factors affecting business development in AG and Uganda in general ................................... 1

Types of businesses in the Albertine Graben ............................................................................ 1

Business registration in the Albertine Graben .......................................................................... 1

3. BUSINESS PRIORITIZATION IN THE ALBERTINE GRABEN .................................... 1

Prioritization of the investment ................................................................................................. 1

Major categories of businesses on high demand in the Albertine Graben ................................ 1

Description of the businesses in the Albertine Graben ............................................................. 1

4. INFRASTRUCTURAL GAPS FOR INVESTMENT IN THE ALBERTINE GRABEN .... 1

Land ownership and use ............................................................................................................ 1

Lack of Water for Production ........................................................................................................................ 1

Development of Industrial parks to promote guided and rapid industrial development ............. 1

Water transport along water bodies in the area ....................................................................................... 1

Tourism infrastructure and development in the area ............................................................................. 1

Establishment of warehouses to promote commercial agriculture .................................................... 1

Post-Harvest Handling (PHH) technologies ............................................................................................ 1

Agro-processing and value addition ........................................................................................................... 1

Marketing strategy ........................................................................................................................................... 1

Other infrastructures ....................................................................................................................................... 1

5. OTHER RELEVANT INFORMATION FOR TRADE AND DEVELOPMENT .................. 1

Challenges in the Local Governments ....................................................................................................... 1

STRATEGIC OBJECTIVES OF THE FIVE YEARS’ PLAN .......................................................... 1

Preamble of the Plan ....................................................................................................................................... 1

Goals of the Strategic Plan ............................................................................................................................ 1

OUTCOMES AND OUTPUTS OF THE FIVE YEARS’ STRATEGIC PLAN .......................... 1

SWOT analysis ......................................................................................................................... 1

SWOT analysis ......................................................................................................................... 1

SWOT analysis ......................................................................................................................... 1

SWOT analysis ......................................................................................................................... 1

v

List of abbreviations and acronyms

AGODA Albertine Graben Oil and Gas Districts Association

LED Local Economic Development

GoU Government of Uganda

TNCs Trans-National Corporations

SMEs Small and Medium Enterprises

MSMEs Micro, Small and Medium Enterprises

URA Uganda Revenue Authority

UIA Uganda Investments Authority

POCC Potential, Opportunities, Constraints, Challenges

SWOT Strengths, Weaknesses, Opportunities, Threats

FY Financial Year

HIV/AIDS Human Immuno-Deficiency Virus/Acquired Immune Deficiency Syndrome

LG Local Government

LLGs Lower Local Governments

MYJ Maendelaeo Ya Jamil

MoES Ministry of Education and Sports

CSOs Civil Society Organizations

AG Albertine Graben

hh/HH Household

O&G Oil and Gas

bn Billion

NDP II National Development Plan II

> Greater than

PAP Projected Affected People or Persons

SACCOs Savings and Credit Co-operative Organizations

ICT Information Communication Technology

MFIs Micro-Finance Institutions

VSLAs Village and Saving Loans Associations

PSA Production Sharing Agreements

PHH Post-Harvest Handling

CAO Chief Administrative Officer

WP&B Work plan and Budget

DDPs District Development Plans

EIAs Environmental Impact Assessments

ES Executive Secretary

H/M/L High/Medium/Low rating

1

THE FIVE YEAR STRATEGIC PLAN FOR AGODA: FY 2015/16 – FY 2019/2020

1 INTRODUCTION

1.1 Background

The Albertine Graben Oil and Gas Districts Association (AGODA) is a non-profit making

company limited by guarantee without share capital which was founded in December 2015.

The membership of the organization comprises of districts with the potential to produce but

also involved in the processing of oil and gas. The founding members, having been engaged

in rigorous multi-stakeholder engagements, action planning, and inter-district cross-learning

for three years, were inspired to establish a special interest platform to foster unity and to

advance issues of common interest. It was realized that Uganda operates in a decentralized

system of government, which makes Local Governments an indispensible stakeholder in the

oil and gas sector. The desire of the organization is to see the socio-economic transformation

of people in the Albertine Graben and strong awareness of the opportunity costs of not

participating in the oil and gas sector. The organization envisages to deliver benefits to the

communities as a result of the Oil and Gas Industrial development and growth in Uganda.

Among the cross cutting issues of interest which the organization seeks to address are

reduction in land conflict, adequate and fair compensation, resettlement developments, and

Local Economic Development (LED). The organization is committed to ensuring that local

communities benefit from opportunities related to and/or arising from oil and gas

development and that this development becomes a real blessing to all Ugandans. It is

expected that this initiative will raise our profile as key stakeholders as we proactively engage

in (Oil/Gas) sector developments and realize inclusive benefits for all gender groups

especially the children, women and youth in the Albertine Graben.

Oil and Gas industry is quite a new field in the history of Uganda. Negative reports on poor

performance of the Industry similar other countries in Africa have led to widespread

speculation that Uganda will as well reap curses from the industry. The potential of the

Oil/Gas resources to transform the economies of many countries is undisputable. However, in

some countries where the resources have not achieved the desired goals, the blame has been

put on internal weaknesses and controls, governance challenges, poor systems and inadequate

participation of stakeholders. The Government of Uganda (GoU) has put in place an enabling

policy environment to ensure that the Oil/Gas resources are effectively and efficiently

utilised.

1.2 Vision, mission, core values and strategic direction of AGODA

1.2.1 Vision

The vision of AGODA is “A productive and progressive Albertine Graben Population”.

1.2.2 Mission

The mission of AGODA is “To create opportunities and address challenges of oil and gas in

the Albertine Graben for sustainable benefit of the society”.

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1.2.3 Core values

The core values of AGODA are: responsibility, commitment and work, teamwork,

accountability, transparency, inclusiveness, equality and equity of all the members.

1.2.4 Strategic direction of AGODA

On the basis of the organizational mandate and given the context of planned engagements in

the oil & gas sector over the next five years (2016-2020), the organization will focus on the

three (3) active stages of the extractive industries cycle, namely: exploration, construction

and production.

Hence, the aim of this five year strategic plan is to provide a long term direction for the

phased development of the broad objectives of the organization over the specified period of

time in line with its vision and mission. AGODA will systematically and progressively play a

major role in the transformation and livelihood improvement of the targeted population in

Uganda. The organization is the first of its kind in the promotion of initiatives geared towards

equitable and optimum utilization of the Oil/Gas resources in the Albertine Graben in

Uganda. Therefore, to realize its vision, the organization will work with incrementally and

periodically phased goals, guided by the following broad institutional objectives.

1) To mainstream and integrate oil and gas in District Development Plans, budgets and

work plans of member districts.

2) To support the development and utilization of local skills and expertise in member

districts.

3) To lobby and advocate for increased opportunities and reduced risks associated with

oil and gas in the Albertine Graben.

1.3 The Strategic Development Plan for AGODA

The five year Strategic Development Plan for AGODA is a comprehensive but needs tailored

document designed to ease the effective and sustainable utilization of the Oil and Gas

resources in Uganda.

2 SITUATIONAL ANALYSIS

2.1 Background

The situation analysis for the organization in the face of the Oil and Gas Industry in Uganda

provides a basis for the proposed interventions to achieve the vision and the objectives of the

organization. The analysis has been carried out using SWOT and POCC approaches. A

combination of the two approaches was useful to identify the grassroots’ weakness and

challenges which would be addressed to achieve the vision and organizational objectives.

2.2 SWOT and POCC analysis

2.2.1 The SWOT analysis

SWOT means an analysis of the Strengths, Weaknesses, Opportunities and Threats. During

the interactions with stakeholders, the following were discussed and identified in the SWOT

analysis.

2.2.2 The POCC analysis

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POCC means an analysis of the Potentials, Opportunities, Constraints and Challenges. During

the interactions with stakeholders, the following were discussed and identified in the POCC

analysis.

2.2.3 Combined analysis of SWOT and POCC

The organization abilities and shortcomings were analyzed by both SWOT and POCC as in

the table below:

SWOT and POCC analysis

Internal factors

Strengths/Potentials Weaknesses/Constraints

Management capacity and capabilities within

AGODA.

Inadequate skills in communities and local

governments required by oil & gas industry

Total commitment of the members of the AGODA

with zeal and interest to promote the vision and

mission of the association.

Inadequate resources for implementation of

programs that would match the growth of Oil/Gas

Industry in the area.

Membership capacity to develop ordinances and

by-laws.

Inadequate co-ordination among member districts.

Availability of unutilized fertile land for increased

agricultural production – possibility of meeting

increased demand for food.

Inaccessibility of policy/legal documents related to

oil & gas sector

Availability of office space to host AGODA in the

different Local Governments.

Lack of commercialization of agricultural

production in the area

Agricultural enterprises which host over 80% of

the households and taking a bigger share of all the

enterprises is underexploited at about 30% only.

This is reflected in big chunks of unutilized land in

the district.

Lack of skills for most of the people in the area for

value chain development of all enterprises

including agriculture value addition and processing.

There is a high tourism potential with many

tourists’ attraction sites or elements which are

widely spread across and along the whole length of

the Albertine Graben.

Poor attitudes and lack of commitment by the

people in the area (including farmers) in the area

towards work. This compromises labor

productivity.

Lake and water bodies are inadequately utilized to

provide mankind with food (fish).

Land fragmentation in some areas.

The business community is willing to undergo

change and take up measures (as recommended) to

improve business management skills.

Inadequate staffing in areas related to financial

management; i.e. financial extension workers at

every sub-county to deliver the financial extension

services in time.

Labor availability; unskilled, semi-skilled and

partly skilled, are available while highly and

specialized labor supply may be available over the

medium term.

Weak controls in the management of resources

especially the financial resources.

Land availability for expanded Agricultural

production and productivity.

Lack of vision for business development for a great

number of entrepreneurs.

Existing human resources for effective services

delivery

Poor facilitation of the Public Extension workers

including the commercial services sector.

Internal factors

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Strengths/Potentials Weaknesses/Constraints

There is a highly growing population of people

in the area with corresponding increase in

demand for various products.

Corruption tendencies and practices in all sectors and

levels both in the public and the private sector.

Existence of the exploitable mineral (Oil/Gas)

resources in the Albertine Graben.

Lack of joint ventures due to mistrust either by

individuals or even companies.

Presence of good and conducive political and/or

physical environment for exploitation of the

mineral resources in the area.

Lack of a development drive/mind and/or self-

initiative.

Presence of a good and submissive community

of people in the area.

Poor saving culture in the communities

Increased regional ties and pacts by government. Poor marketing strategy for farmers’ produce.

External factors

Opportunities Threats/Challenges

Existence of oil wells within the Albertine

Graben (with possibility of more discoveries)

Companies prefer to deal directly with central

government and do not cooperate with local

governments

Availability of national oil & gas laws Fluctuating and/or low global prices for oil

Availability of development partners to support

AGODA

Environmental degradation due to oil & gas activities

Oil & Gas courses in institutions of learning like

Kigumba.

Local and regional conflicts related to oil & gas

activities

Willingness of the Private Sector to support

district Local Governments (e.g. logistics,

bursaries, etc)

Frequent change of political leadership in local

government

Availability of ready market for local goods

(agricultural produce) and services (hotels)

Climate change which has caused a lot of effects and

retarding agricultural production.

Legal provision for associations such as

AGODA

Lack or inadequate facilities for agro-processing,

value addition and marketing

The demand for agricultural products has greatly

increased with almost every commodity on high

demand both at the local and regional markets.

Today, very few farmers if any do complain of

lack of market for the produce.

Climate change progressively becoming an important

factor in agricultural production affecting seasons

and subsequent crop performance.

There is a conducive business environment

which has been created by the government to

enable sustainable investments in the various

areas including tourism.

Rampant crop and livestock pests and diseases for

which reliable solution has been developed.

There are many investors in the Diaspora who

are willing to partner with the district of any of

the existing local organizations.

Expensive inputs and/or raw materials

There is a unique upcoming market under the

Oil/Gas Industry during the Oil Production Phase

following the recently concluded and signed

Production Sharing Agreements (PSA).

Lack of conducive capital and/or loan products that

are generally suitable to all enterprises.

The water and rail transport have not been

adequately exploited. For instance, it is prudent

and lucrative to link Uganda to the DRC by such

Poor and/or un-conducive policies that may not

promote business development initiatives.

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means of transport.

External factors

Opportunities Threats/Challenges

Presence of good and supportive policies on

Oil/Gas development in Uganda.

Lack of mechanized agriculture that would promote

commercial farming.

There is a high demand for various products in the

region especially the agricultural commodities.

Inadequate institutions that would promote

vocationalisation of the growing numbers of the

youth who are dropping out of school at an early

age.

There is an increasing potential and demand for the

services industry especially the hospitality centers,

recreation areas, tourist sites and/or areas, ICT

services (including Internet, specialized computer

and phone/handsets repairs), etc,

Human diseases (like HIV/AIDS) that affect

productivity of the people in the communities.

There is equally a high demand for local skills

(from amongst local technicians) in wielding,

carpentry workshops, agro-processing facilities

and management, business ventures, etc.

Rampant poverty in the communities in the

Albertine Graben.

Presence of a supportive donor community in the

region.

Inadequate support for business and Industrial park

development in the region.

2.3 Enhanced agricultural production and productivity in the region

Agriculture is key to creating wealth and employment. The 2014 PHC indicates that

households (hh) reliance on subsistence farming has risen to 69% from 68% between 2002

and 2014. This represents a higher number of hh reporting Agriculture as their main source of

livelihood, even as Agriculture's contribution to the National output has declined to only

26%. In addition, commercialization in agriculture remains low, with only 2.3% (or 119,000)

of the 5.2m farming hh in Uganda being engaged in commercial farming. Declining

productivity in this sector is a major challenge. The low productivity is caused by limited

access to appropriate technologies, declining soil fertility and poor farming methods. Farmers

do not use high yield seed and animal inputs, and there is limited use of fertilizers. Farmers

also lack the requisite skills training, apply ineffective land management practices and suffer

from poor farm-to-market infrastructure. All these render agriculture highly vulnerable to

exogenous shocks including low prices and climatic changes, which ultimately reduce the

welfare of the hh. Therefore, some of the interventions proposed by AGODA to address the

above challenges include:

Construction of irrigation infrastructure including on-farm valley tanks, valley dams and

medium to large scale irrigation schemes for communities.

Financing post-harvest handling facilities for commodity storage through the

Agricultural Credit Facility.

Developing and implementation of a comprehensive National Agriculture Finance

Policy and Strategy to support private sector investment in agriculture; and

Establishing an Agriculture Insurance Scheme to reduce farm risks and attract

investment in agriculture.

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2.4 Research work on oil and gas focusing on internal and external factors

In a study conducted on Oil and Gas Sector in Uganda (focusing on Constraints and

Opportunities for SMEs); the following findings were established which relate very well with

the current situation of Oil and Gas in Uganda.

Factors affecting business development in AG and Uganda in general

No. Internal factors External factors

1 Capital base of the businesses - cost and

access to capital is expensive.

Cost of credit or capital – this is also very high

in Uganda compared to other countries.

2 Volumes purchased by the existing businesses

– quantity and consistence of supply being

very poor.

Ability to meet quality standards for various

products.

3 Sales trends for the existing businesses do not

show good progress in business development

to attract more or increased investments.

Poor nature of physical infrastructure especially

roads and electricity coverage and reliability –

load shedding.

4 Price trends, fluctuating prices especially for

agricultural commodities.

Access and reliability of power which is

unreliable and highly fluctuating, including the

high costs.

5 Current size of customers for the different

products.

Availability of information on the oil and gas

sector.

6 Potential size of customers is quite small

apart from the expected clientele of

expatriates in the area.

Low labor productivity leading to high cost of

labor. External labor may be more useful than

internally available labor.

7 Business stability is highly questionable in

many businesses and this affects joint

ventures and other efforts to promote the

businesses.

Un-conducive polices in various government

programs and projects geared towards the

promotion of trade, business environment and

capital development.

The research team critically analyzed internal and external factors that would influence SMEs

decisions to invest in Uganda by way of promoting the Oil and Gas Industry. In the same

study the extent to which Transnational Corporations (TNCs) involved in Oil prospecting and

exploration and intervening variables such as the Oil and Gas Policy were equally examined.

In summary, the business environment in Uganda was being affected by unfavorable capital

(sources), business instability, price fluctuations and poor market trends.

2.5 Types of businesses in the Albertine Graben

The informal sector constitutes the largest portion (over 85%) of the businesses in the

Albertine Graben area. The formal businesses (less than 15%) are made up of active business

community mainly in and along Urban centers. Among the formal businesses, the majority

are micro businesses (94.2%) followed by small scale (3.9%), medium (1.6%) and Large

scale (0.3%) businesses.

2.6 Business registration

The formalization of business is indirectly assessed through formal registrations by relevant

bodies at district level and national level. Registration of businesses in the local governments

is undertaken by the District Commercial Officers. Actual formalization of business is done

by registration with the Uganda Investment Authority (UIA) guided by the Uganda Revenue

Authority (URA). In the area very few businesses (about 10%) have been formally registered

with UIA/URA. Very few businesses (<5%) have equally booked names for their businesses.

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Description and composition of the businesses in area.

No. Type of business Description of the business %age of people

involved in business

1 Micro businesses Employs 5-50 workers at any given time 94.2%

2 Small scale businesses Employs 50 - 100 workers at any given time 3.9%

3 Medium scale

businesses

Employs 100 - 200 workers at any given time 1.6%

4 Large scale businesses Employs > 200 workers at any given time 0.3%

Total 100.0%

2.7 Businesses in the area

From simple surveys and annual reports, only about 10% are formal businesses and 90% are

informal business. Majority of the people are in Agriculture business.

Categories of (local) business in the area

No Enterprise category No Enterprise category

1 Hospitality centers (hotels, Restaurants,

Guest houses, etc)

9 Financial services (banking, microfinance,

etc)

2 Metal works and fabrication (wielding,

etc)

10 Engineering and construction services

3 Vocational training services 11 Cosmetology services (hair dressing & other

saloon services).

4 Health management services (clinics,

dispensaries, drug shops, etc)

12 Specialized Health and Consultancy services

5 Information Communication Technology

or Communication services (internet, etc).

13 Environmental and waste management

services

6 Foods and beverages (soft drinks, etc) 14 Agricultural (crop) production and

management services

7 Transport services 15 Accommodation services

8 Livestock development services 16

3 BUSINESS PRIORITIZATION IN THE ALBERTINE GRABEN

3.1 Prioritization of the investment areas

There is a growing positive picture for anticipated increased investment in the area as a result

of the developing Oil and Gas Industry in Uganda. The seat of the major Oil and Gas

activities is Hoima district which is being regarded as the central location of the industry as it

will host the mini-refinery and origin of pipelines to the rest of the area. Prioritization of the

investment areas is therefore very important to guide prospective investors in the area.

Therefore, the prioritization is based on:

Effective demand for specific services needed to meet local markets.

Existing local expertise to enable specific business development initiatives among

local investors.

Based on the above factors, the following categories of ten (10) priority enterprises have been

highly demanded in the Albertine Graben:

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Major categories of businesses on high demand in the Albertine Graben

No Enterprise or business No Enterprise or business

i Agriculture ix Entertainment and leisure

ii Hospitality Centres x Foods and beverages

iii Accommodation facilities xi Cosmetology

iv Transport and communication services xii Health services

v Metal works and fabrication xiii Tourism development

vi Construction and engineering services xiv Environmental management services

vii Information Communication Technology (ICT) xv Vocational services

viii Financial services

Description of the businesses in the Albertine Graben

No. Business Description

1 Hospitality Centres Recreation centers, etc

2 Entertainment and leisure Music, dramas, dances, bands, plays, videos, cinemas, etc.

3 Accommodation General housing places, hotels, Guest houses, etc.

4 Transport and

communication

Lorries, buses, taxis, pick-ups, truck for merchandise, saloon cars,

bodaboda and bicycles

5 Health services Hospitals, clinics, dispensaries, drug shops,

6 Construction and

Engineering services

Architectural works, civil (roads) works, mechanical (building)

works, compound designing, etc.

7 Tourism Natural attractions for leisure and entertainment, nature watching,

etc.

8 Foods and beverages Supermarkets, drinks, restaurants, etc

9 Information Communication

Technology

Radio stations, Television station, Internet services, electronics,

mobile telecommunications, etc

10 Environment Management

Services

Waste management and disposal, greening, tree planting, etc.

11 Metal works and fabrication Wielding workshops, fabrication workshops, etc

12 Vocation services Skills development institutions, etc

13 Cosmetology Saloons (unisex, male or female saloons), cosmetic drug shops.

14 Agriculture Small-scale and commercial farmers (all types of farmers), agro-

processing (facilities – maize mills, rice mills, coffee, etc), value

addition, marketing, animal feeds, human foods.

15 Financial services SACCOs, MFIs, Banks, VSLAs, Mobile banking, etc.

4 INFRASTRUCTURAL GAPS FOR INVESTMENT IN THE ALBERTINE

GRABEN

The Albertine Graben has a number of gaps which are hindering rapid socio-economic

transformation of the communities through agriculture. Some of the bottlenecks have been

clarified below:

4.1 Land ownership and use

Most of the land (over 90%) in the Albertine Graben is customary owned (i.e. not titled) and

in the hands of the poor people (District Reports, 2013) who cannot easily process land titles.

This has affected access to credit and utilization of the land. In fact in the Mid-Western

region, only 47% of the land is utilized. The big tracts of land (over 53%) is idle has been

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attracting encroachers and land grabbers in the region. Therefore, the land use in the area is

poor with very low productivity due to bad practices on the land, poor labor productivity,

lack of access to high value planting materials and animal breeds.

4.2 Lack of Water for Production

The best way to avert effects of climate change in the region is to go irrigation. This will

require establishment of irrigation schemes and facilities. Sinking of valley dams and tanks

will provide reliable sources of water in the communities. AGODA is advocating for

increased irrigation infrastructure in the communities. Small scale irrigation technologies

which are suitable for rural and community settings are highly encouraged.

4.3 Development of Industrial parks to promote guided and rapid industrial

development

The area requires the development of industrial parks to stimulate rapid socio-economic

transformation through trade and businesses. The industrial parks will provide several types

of industries relevant to the area. Currently, the small cottage industries are very important to

support communities in the direct provision of raw materials.

4.4 Water transport along water bodies in the area

There are no proper means of transport along some water bodies like Lake Albert. This has

denied trade opportunities to be exploited resulting into many losses including revenues that

would be part of the national income. Therefore, there is urgent need to have the following:

i. Direct connection to the Democratic Republic of Congo (DRC) using a modern ferries

or standard ship which can be used to transport people and cargo.

ii. Connections within the country along districts boarding all the water bodies and the

Western line to the DRC.

4.5 Tourism infrastructure and development in the area

The Albertine Graben has immense and great potential for local, national and international

tourism development which would put the area as one of the biggest destination for tourists in

Uganda and the world at large. The establishment of relevant infrastructure along potential

sites would increase the chances of hosting big numbers of tourists in the area. Such

infrastructures include ultra-modern hotels, recreation centers or areas, communication

services, health services, etc.

4.6 Establishment of warehouses to promote commercial agriculture

The Albertine Graben has relatively good and favourable climate for high production. There

is need to warehouses to promote increased agricultural production and productivity among

farming communities in the area. Every district needs to identify land and lease it for

establishment of the warehouse infrastructure which will bring about many advantages to the

farmers.

4.6.1 Post-Harvest Handling (PHH) technologies

As part of the promotion of increased agricultural production, the AGODA plans to promote

postharvest handling technologies at the warehouses. This would ensure quality produce and

storage awaiting better prices of the commodities. Some of the technologies for use include

the large and medium size storage metallic tanks, small size plastic tanks and high tension

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grain bags of various capacities or volumes. The drying of produce would be improved

through the use of polythene sheets or tarplins to ensure clean drying of commodities.

4.6.2 Agro-processing and value addition

One of the biggest hindrances to farmers in making gains through agriculture is lack of agro-

processing and value addition. The middlemen have been taking advantage of the failure by

farmers to bulk and store their produce. It requires storage of produce for about 2-3 months

in order to make better gains after selling at good commodity prices. The provision of

relevant agro-processing facilities (maize mills, rice mills, etc) will greatly contribute towards

added value of farmers’ produce and increase the gross-margins.

4.6.3 Marketing strategy

Poor marketing systems have hindered progress in increasing production by farmers.

Organized markets are got around organized farmers. Warehouses tend to improve the ability

by farmers to re-organize for better markets through proper PHH and bulking of produce.

Once there are good volumes of produce in one place, it becomes easy for farmers to engage

in negotiations for better markets. In the long run, the farmers will enjoy benefits that come

along with bulking such as economies of scale and economies of scope.

4.7 Other infrastructures

The critical infrastructures necessary for rapid socio-economic development include road

networks and electricity which are still lacking to some extent within the hosting and

benefiting districts in the Albertine Graben.

4.7.1 Road network

The good (tarmac) road network is still limited in the region, with about only 10% of the total

road network. The good murram road network is also about 30%. The community road

infrastructure is very bad and this affects accessibility to markets by the smallholder farmers.

There is need to improve the good road network which will enhance on increased

productivity of the communities.

4.7.2 Energy and Electricity

Energy provisions for the communities still provide serious challenges. Currently, rural

electrification has not yet penetrated the communities for sustainable supply of electricity.

The rural electrification in the Graben is still limited to the urban areas or settings. The

penetration of electricity in the rural communities is about 20% while accessibility of

electricity to the people in the district stands at about 12%. Poor penetration of electricity

affects other rural infrastructures which would improve agro-processing and value addition

by farmers. The other sources of energy like solar which would be cheaper to utilize are also

yet to be exploited. Energy from Biogas would be suitable for livestock farmers and should

be encouraged accordingly.

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5 OTHER RELEVANT INFORMATION FOR TRADE AND DEVELOPMENT

5.1 Challenges in the Local Governments

The LGs are still facing a number of challenges which indirectly affect the business

environment. These are:

Inadequate infrastructural development (mainly roads and power)

Land tenure system which does not promote commercialized agriculture and co-

operative production.

Limited value addition facilities and post -harvest handling facilities.

Rapid population growth and high influx of immigrants

Low level of labor productivity

Inelastic indicative planning figures especially regarding resources inflow from

Central Government.

Porous borders especially with Democratic Republic of Congo (DRC) with associated

social-economic costs.

Over expectation of the local population from oil industry directly.

Lack of specialized medical services.

High poverty levels.

Lack of Business incubation centers

6 THE GOALS OF THE STRATEGIC PLAN

6.1 Preamble of the Plan

The Oil and Gas Industry is increasingly becoming part and parcel of resources for

development within the Albertine Graben and known to deliver holistic socio-economic

benefits to the communities alongside co-ordinated risk reduction strategies. The industry

opens up for opportunities which can support local content and contribute towards the

development of the host and benefiting communities.

6.2 Goals of the Strategic Plan

The strategic Plan for AGODA is hinged on the planned achievements that would transform

the communities to prosperity as a result of the exploitation of the Oil and Gas resources.

The two goals of the organization which are envisaged to deliver the planned outputs of the

Strategic Plan are:

1) To provide a conducive environment for the active participation of the various

stakeholders in issues of the Oil/Gas industrial development in Uganda.

2) To achieve socio-economic development, growth and transformation of the

communities in the Albertine Graben Districts under the Oil/Gas Industrial

development in Uganda.

12

7 STRATEGIC OBJECTIVES OF THE FIVE YEARS’ PLAN

The AGODA strategic plan is built on specific objectives geared towards the achievements of

the vision and goals of the association. Therefore, the following strategic objectives have

been considered for the AGODA five years’ strategic plan:

1) To enhance development planning for being part and parcel of national initiatives that

Government is negotiating in favour of AG development, planning for private sector

investment interests in the AG so that we can guide and participate in a productive in

a manner.

2) To develop capacity at District Local Government, LLG and community to harness

local content opportunities, promote certification and utilization of local skills and

expertise in member districts.

3) To ensure reduction and prevention of risks associated with the oil sector: unfair

compensation, displacement, resettlement; environmental degradation; and poor

governance

4) To lead all and inclusive transformations in the Albertine Graben

8 OUTCOMES AND OUTPUTS OF THE FIVE YEARS’ STRATEGIC PLAN

The targeted outcomes and outputs of the plan for each of the strategic objectives have been

indicated as shown below:

Strategic objective 1: To enhance development planning for being part and parcel of

national initiatives that Government is negotiating in favour of Albertine Graben

development, planning for private sector investment interests in the Albertine Graben to

guide and allow for participation in a productive manner.

Outcome 1.1: AGODA is included and participates in all planning processes as a key

stakeholder in its own right.

Output 1.1.1: AGODA leadership actively involved and engaging government in all

planning processes related to Oil and Gas Industry in Uganda.

Output 1.1.2: AGODA recognized by government in handling key oil and gas issues in

Uganda as evidenced by high level involvement and decision making.

Output 1.1.3: AGODA equally allowed and supported to engage the private sector to bring

about interventions that target transformation of the communities at all levels in the Local

Governments.

Outcome 1.2: AGODA is positively influencing international, national and local decision

making, and strategic implementation areas.

Output 1.2.1: Member districts mainstream and integrate Oil and Gas issues in District

Development Plans, Budgets and Work plans.

Output 1.2.2: Participatory planning and increased sustainable utilization of all existing

resources as the Oil/Gas exploitation gains momentum.

Output 1.2.3: Participate in convening selected sector development dialogues and

engagements; and exhibiting leadership for inclusive planning.

Output 1.2.4: AGODA is able to lobby and advocate for resources that can be availed to the

communities to cause socio-economic transformation.

13

Outcome 1.3: Communities under AGODA are actively participating and engaging

government to address their own issues related to Oil and Gas Industry.

Output 1.3.1: Regular engagements conducted by the communities (involving government

representatives) to share experiences and information on relevant issues affecting them e.g.

local content policy, compensation, land grabbing, etc.

Output 1.3.2: Relevant issues affecting the communities documented and action plans

developed to address them.

Output 1.3.3: Oil companies engaged and tasked by government and communities to

promote Local Content with particular emphasis of the sitting communities.

Output 1.3.4: Local communities supported (physically, financially or otherwise) to

participate in local content activities by the oil companies and government.

Strategic objective 2: To develop capacity at District Local Government, Lower Local

Governments (LLGs) and Community to harness local content opportunities, promote

certification and utilization of local skills and expertise in member districts.

Outcome 2.1: Enrollment, retention and quality (refer to UWEZO score-card) in education

institutions at all levels improved.

Output 2.1.1: Increased retention of pupils at school through feeding programme or scheme

(increasing food production and ensuring feeding for pupils; (bye laws for children to be kept

in schools at all levels; supervision at district level, incentives, teacher attendance)

Output 2.1.2: Improved quality of grades of pupils through better passing rate, better use of

tools (learning materials), competence (practical application) and exposure (exchange/peer

learning/mentorship) of pupils.

Outcome 2.2: More institutions offering certification courses and more people certified and

an increasing number of certified individuals for specific skills (World Bank study) at

regional level increased

Output 2.2.1: Local institutions in partnership with other organizations supported to certify

professionals in specific skills demanded locally.

Output 2.2.2: Local people supported to be trained in the available local institutions.

Output 2.2.3: Local people trained in required local skills in the existing local market.

Strategic objective 3: To ensure reduction and prevention of risks associated with the Oil

and Gas sector focusing on unfair compensation, displacement, resettlement; environmental

degradation; and poor governance addressed.

Outcome 3.1: AGODA is championing and advocating for fair compensation, displacement

and resettlement implementation in the Albertine Graben

Output 3.1.1: All concerns of the affected populations and constituents are amplified for

attention by relevant stakeholders in all circles of government and private sector.

Output 3.1.2: All necessary safe-guards and mechanisms for proper acquisition of land in the

Albertine Graben are put in place and effectively operationalized.

Output 3.1.3: All processes leading to compensations in the communities are carried out in

the most transparent manner with technical consensus of the community and/or government

representatives at the local levels.

Output 3.1.4: All displacement and resettlement plans and actions are shared transparently in

the communities with technical and socio-economic guidance to the members to make well

informed decisions from the available options.

14

Outcome 3.2: Ability to detect and respond to environmental degradation at

local/community, district and regional levels improved.

Output 3.2.1: Responsible technical staff at district level having adequate policy, technical,

operational capacity and mandate to enforce environmental standards related to Oil and Gas.

Output 3.2.2: District environment office and other Local Government staff and community

members trained in handling environmental related issues of Oil and Gas.

Output 3.2.3: Compliance monitoring conducted on all developments in the Albertine

Graben with 100% response and enforcement to the issues of compliance.

Outcome 3.3: Transparency and accountability on all issues related to Oil and Gas increased

among all the member districts of AGODA.

Output 3.3.1: Increased information flow, communication and sharing on issues related to

Oil and Gas

Output 3.3.2: Increased information sharing on issues of Local Content including wide

spread publication of tenders, bidders, and successful service providers or suppliers or

contractors.

Output 3.3.3: Improved resource availability and utilization to the communities to address

the challenges related to Oil and Gas Industry in the area.

Output 3.3.4: Promoting and ensuring equity and equality in the distribution of resources

including opportunities for jobs among women, youth and all other disadvantaged groups

within the Albertine Graben.

Strategic objective 4: To lead all and inclusive transformations in the AGODA member

districts.

Outcome 4.1: District Local Governments, Lower Local Governments and communities are

aware of AGODA and know how to engage with it

Output 1: AGODA Secretariat made functional with all the necessary office requirements

and human resource.

Output 2: All AGODA member districts are fully subscribed to the mother organization.

Output 3: All AGODA member districts fully participate in the AGODA activities.

Output 4: All communities are always abreast and informed of the AGODA activities in and

outside the district.

Output 5: All concerned communities are involved in dialogues at district level on issues of

Oil and Gas which are organized by AGODA.

Outcome 4.2: AGODA is regularly consulted by Key industry actors like companies, sub-

contractors, donors and AGODA’s advice is evidenced in government and company

decisions, plans; lobby and advocate for increased opportunities and reduced risks.

Output 4.2.1: AGODA is actively involved and consulted by government on key decisions

and activities related to Oil and Gas in Uganda.

Output 4.2.2: AGODA is actively involved and consulted by Oil Companies on key

decisions and activities related to Oil and Gas in Uganda.

Output 4.2.3: AGODA is actively involved and consulted by contractors and subcontractors

on key decisions and activities related to Oil and Gas in Uganda.

Output 4.2.3: AGODA is actively involved and consulted by donors on key decisions and

activities related to Oil and Gas in Uganda.

Output 4.2.4: Evidence based involvement of AGODA is provided by government, oil

companies, donors and contractors/subcontractors on key issues and activities related to Oil

and Gas in Uganda.

15

Outcome 4.3: Participating districts have the minimum information to deliver the AGODA

mandate, know and are able to source other required information as well as disseminate it

appropriately focusing on responsiveness and promoting multi-stakeholder engagement (peer

accountability).

Output 4.3.1: All AGODA member districts are periodically and consistently able to receive

relevant data and information on the Oil and Gas Industry in Uganda.

Output 4.3.2: All AGODA member districts are periodically and consistently able to receive

relevant data and information on Local Content activities related to Oil and Gas Industry in

Uganda.

Output 4.3.3: All AGODA member districts are supported and allowed to conduct research

on various aspects of the communities with regard to Oil and Gas Industry in Uganda.

Output 4.3.4: All AGODA member districts are supported (financially, technically or

otherwise) to gather and disseminate relevant information to the concerned communities

related or about Oil and Gas activities.

Output 4.3.5: All AGODA member districts are supported and allowed to source for relevant

information concerning the Oil and Gas sector developments in Uganda if a format that will

be understandable and acceptable by the communities.

Output 4.3.6: All AGODA member districts are supported and allowed to conduct multi-

stakeholder engagements with the affected communities.

Outcome 4.4: Strengthened regional collaboration, systems and collective response

Output 4.4.1: AGODA becomes an indispensable and independent stakeholder (with strong

member capacity for priority setting, strong negotiating power and capacity) and able to

influence Public policy at national and regional level.

Output 4.4.2: AGODA actively participates in national and regional events related to Oil and

Gas Industry in Uganda to contribute specific scenarios that require attention and support in

the transformation of the communities.

Output 4.4.3: Inter-district co-operation and partnerships conducted (emphasizing bilateral

collaboration between districts, sub-regional pacts, partnerships with Ministries and Others

agents especially the Oil Companies and Civil Society Organizations.

Output 4.4.4: All AGODA member districts taking up collective action and responsibility on

issues affecting the communities in their districts.

Output 4.4.5: All AGODA member districts receiving regular support for training in systems

strengthening and management in the wake of the Oil and Gas development in the region.

9. AGODA ACCOUNTABILITY AND INTERNAL CONTROL SYSTEMS

The organization has put in place both technical and social accountability systems to ensure

smooth running of its operations at all levels.

9.1 Technical accountability measures

9.1.1 Internal controls

Adequate internal controls have been provided within the organization to ensure proper

accountability structures in all the accounting systems. The Executive Secretary who is

answerable to the sitting CAO is duty bound to provide proper accountability to the AGM.

16

9.1.2 Regular external audits

Annual audits will be conducted and books of accounts reviewed accordingly. A statement of

the performance for the financial transactions of the organization will be always shared in the

annual general meetings.

9.2 Social accountability mechanisms

9.2.1 Multi-stakeholder engagements at district levels

District level engagements with the communities will be carried out to hear from the

beneficiary communities. The multi-stakeholder engagements will continue to provide forum

for the communities to review performance of the organization and provide proper feedback

on necessary steps to address the needs of these communities.

9.2.2 Multi-stakeholder engagements at regional/national levels

Regional and national level stakeholder meetings will be conducted to build up a holistic

picture for the country in efforts to address the challenges and effects of the Oil and Gas

Industry.

9.2.3 Multi-stakeholder engagements at community levels

Local community level engagements will be carried out for specific issues which will require

consultations at that level. Dialogues at community level will ensure that the grassroots

people are listened to as a way to directly address their grievances and complaints about any

issues related to Oil and Gas interventions.

9.2.3 Annual and semi-annual reviews

Technical annual and semi-annual reviews and evaluations will be conducted to augment and

validate the findings of the community stakeholder engagement meetings.

10. AGODA GOVERNANCE AND SERVICES DELIVERY MECHANISMS

AGODA has provided an efficient governance structure which will provide non sectarianism,

avoid nepotism and ensure participation of all stakeholders in the association. The good

governance measures for the organization are evidenced in some of the following:

10.1 Leadership structure

The leadership structure takes into account the technical and political leaders, a blend which

will ensure effectiveness in services delivery within the organization.

10.2 Tenure of office

The tenure of office bearers (as provided by the AGODA constitution) will be for a period of

one year, renewable only once. This will allow leadership to rotate through all the member

districts over a long period of time. For instance, if the membership remains at 10 districts,

the rotation of the office bearers will take 10 years to return the offices.

10.3 Other controls in the constitution and the organizational leadership structure

The constitution has further made it easy and possible for effective participation of the

members in terms of expression of freedom of speech and concrete roadmap to move

controversial motions of the floor of AGM. Other provisions in the constitution include

electing probe or select committees to undertake special assignments on matters regarding the

affairs and conduct of members the organization.

17

10.2 Freedom of expression and participation in AGODA activities

AGODA has included provisions for members to freely express their issues provided the

right procedures are followed as per the constitution. This attribute is further reflected in the

engagement meetings where representatives of the affected communities are protected while

providing evidenced based information for discussion and developing appropriate

recommendations that would contribute to socio-economic transformation of the

communities.

11. AGODA BUDGET FOR THE STRATEGIC PLAN

11.1 Overview of the budget

The total AGODA budget for the five years of the Strategic Plan has been costed and

estimated at Ug. Shs. 32,592,800,000. The budget for AGODA has been developed based on

the outputs that were generated in the strategic plan. Each output as a deliverable requires a

number of activities to be achieved which in turn have been costed accordingly.

11.2 The costed Strategic Plan

AGODA budget for the Strategic Plan over the five (5) years (2016-2020)

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

Strategic

objective 1

To enhance development planning for being part and parcel of national

initiatives that Government is negotiating in favour of Albertine Graben

development, planning for private sector investment interests in the Albertine

Graben to guide and allow for participation in a productive manner.

Outcome: 1.1 AGODA is included and participates in all planning processes as a key

stakeholder in its own right.

Output 1.1.1:

AGODA

leadership

actively

involved and

engaging

government in

all planning

processes

related to Oil

and Gas

Industry in

Uganda

Conduct lobby &

advocacy meetings with

stakeholders using a team

of 3 members from

AGODA.

Meetings 50 1,650,000 82,500,000

Carry out in-depth

assessment on

vulnerabilities for the

anticipated effects of

O&G.

Meetings 20 1,800,000 36,000,000

Carrying out training of at

least 10 LG staff per

district in mainstreaming

O&G issues in DDPs.

Trainings 20 2,000,000 40,000,000

Conduct one hour radio

programs on issues of Oil

and Gas in the Districts.

Program on

radio

2,600 800,000 2,080,000,000

18

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

Organize & attend multi-

stakeholder engagement

meetings with the

communities.

Meetings 50 3,000,000 150,000,000

Output 1.1.2

AGODA

recognized by

government in

handling key oil

and gas issues

in Uganda as

evidenced by

high level

involvement

and decision

making.

Conduct lobby &

advocacy meetings with

gov't for inclusion in key

gov't decisions on O&G

issues

Meetings 60 1,650,000 99,000,000

Attend stakeholder

meetings organized by

gov't while seeking to

make key decisions on

O&G.

Meetings 60 1,650,000 99,000,000

Conduct consultation

meetings with relevant

AGODA member districts

officials & communities

on key issues for decision

making by government.

Meetings 60 1,650,000 99,000,000

Output 1.1.3

AGODA

equally allowed

& supported to

engage the

private sector to

bring about

interventions

that target

transformation

of the

communities at

all levels in the

LGs.

Visit Private Sector and

conduct direct meetings

with them (at their

offices) including the

Companies to solicit for

support.

Meetings 60 1,650,000 99,000,000

Organize private sector

meetings with the LGs

Officials

Meetings 50 3,000,000 150,000,000

Organize private sector

meetings with the

communities.

Meetings 5 3,000,000 15,000,000

Subtotal for outcome 1.1 2,949,500,000

Outcome: 1.2 AGODA is positively influencing international, national and local decision

making, and strategic implementation areas.

Output 1.2.1:

Member

districts

mainstream and

integrate Oil

and Gas issues

Conduct training on

mainstreaming issues of

Oil and Gas in the DDPs.

Trainings 5 27,000,000 135,000,000

Review of the WP&Bs to

mainstream and integrate

O&G Issues

Meetings 50 1,800,000 90,000,000

19

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

in District

Development

Plans, Budgets

and Work plans.

Submission of the revised

WP&B to AGODA

Secretariat for final

review.

Once a year 5 1,300,000 6,500,000

Output 1.2.2:

Participatory

planning and

increased

sustainable

utilization of all

existing

resources as the

Oil/Gas

exploitation

gains

momentum.

Conduct participatory

planning in the annual

planning cycle of

government by making

consultations at lower

levels.

Meetings 50 1,540,000 77,000,000

Output 1.2.3:

Participate in

convening

selected sector

development

dialogues and

engagements;

and exhibiting

leadership for

inclusive

planning.

Participate in the budget

framework Technical

working groups

discussions and budget

conferences

Meeting 50 1,540,000 77,000,000

Output 1.2.4:

AGODA is able

to lobby and

advocate for

resources that

can be availed

to the

communities to

cause socio-

economic

transformation

Conduct a workshop on

scholarly writing for

project proposals for

support by the

Development Partners

Workshop 50 13,200,000 660,000,000

Writing of project

proposals by AGODA

member districts or

AGODA Secretariat

Meetings 20 13,000,000 260,000,000

Soliciting for funds of the

project proposals

developed.

Meetings 50 15,600,000 780,000,000

Subtotal for outcome 1.2 2,085,500,000

Outcome 1.3 Communities under AGODA are actively participating and engaging

government to address their own issues related to Oil and Gas Industry.

20

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

Output 1.3.1:

Regular

engagements

conducted by

the communities

(involving

government

representatives)

to share

experiences and

information on

relevant issues

affecting them

e.g. local

content policy,

compensation,

land grabbing,

etc.

Organize multi-

stakeholder engagement

meeting with the

communities

Meeting 5 3,000,000 15,000,000

Develop an action plan for

the issues raised in the

community engagement

meetings.

Meeting 50 1,300,000 65,000,000

Implement issues raised in

the community

engagement meetings.

Meetings 50 1,650,000 82,500,000

Review implementation of

the actions raised by the

communities.

Meeting 50 1,650,000 82,500,000

Output 1.3.2:

Relevant issues

affecting the

communities

documented and

action plans

developed to

address them.

Documentation of issues

raised by the communities

for public sharing and

handling.

Meetings 50 1,650,000 82,500,000

Output 1.3.3:

Oil companies

engaged and

tasked by

government and

communities to

promote Local

Content with

particular

emphasis of the

sitting

communities.

Facilitate and conduct

meetings between Oil

companies and

government.

Meetings 50 1,650,000 82,500,000

Review issues raised by

Oil companies and

government with regard to

local content.

Meeting 50 1,650,000 82,500,000

Review implementation of

the actions raised between

government and Oil

companies.

Meeting 50 1,650,000 82,500,000

Output 1.3.4:

Local

communities

supported

Identification of gaps or

missing skills in among

people in the communities

who can be trained.

Meeting 50 1,650,000 82,500,000

21

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

(physically,

financially or

otherwise) to

participate in

local content

activities by the

oil companies

and

government.

Training of the (selected)

local people from the

benefiting communities in

skills development

(locally available) e.g.

local artisans, wielders,

carpentry & Joinery etc.

Tuition 50 200,000,000 10,000,000,000

Attachment and

apprenticeship of people

for practical training or

hands on.

Tuition 50 50,000,000 2,500,000,000

Certification of the

trainees for the various

fields of the local training

or local expertise

Fees 50 25,000,000 1,250,000,000

Publication of the Local

Content activities by Oil

companies.

Number 50 2,500,000 125,000,000

Subtotal for outcome 1.3 14,532,500,000

Strategic

objective 2

To develop capacity at District Local Government, Lower Local Governments

(LLGs) and Community to harness local content opportunities, promote

certification and utilization of local skills and expertise in member districts.

Outcome 2.1: Enrollment, retention and quality (refer to UWEZO score-card) in education

institutions at all levels improved.

Output 2.1.1:

Increased

retention of

pupils at school

through feeding

programme or

scheme

(increasing food

production and

ensuring

feeding for

pupils; (bye

laws for

children to be

kept in schools

at all levels;

supervision at

district level,

incentives,

teacher

attendance).

Develop a feeding scheme

for pupils at school with

support of the

communities especially

the parents

Meetings 20 1,300,000 26,000,000

Develop bye-laws to

support the feeding

scheme for pupils at

school in addition to

keeping them at school.

Meetings 20 1,300,000 26,000,000

Improve supervision of

teachers at schools to

ensure 100% teacher

attendance.

Number 50 6,440,000 322,000,000

Provide incentives to good

performing teachers

Number 50 20,000,000 1,000,000,000

Implement sanctions to

ensure compliance of

teachers at school.

Number 50 7,200,000 360,000,000

22

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

Output 2.1.2: Improved

quality of

grades of pupils

through better

passing rate,

better use of

tools (learning

materials),

competence

(practical

application) and

exposure

(exchange/peer

learning/mentor

ship) of pupils.

Increase the tools or

learning aids necessary for

teaching by teachers at

school

Number 50 50,000,000 2,500,000,000

Improve the competence

of teachers for imparting

skills to learners through

regular refresher trainings.

Number 100 1,500,000 150,000,000

Providing exposure visits

to better performing

schools for the teachers.

Number 10 250,000,000

2,500,000,000

Support peer learning and

mentorship of the pupils

Number 50 10,000,000

500,000,000

Subtotal for outcome 2.1 7,384,000,000

Outcome 2.2:

More institutions offering certification courses and more people certified and an

increasing number of certified individuals for specific skills (World Bank study)

at regional level increased.

Output 2.2.1:

Local

institutions in

partnership with

other

organizations

supported to

certify

professionals in

specific skills

demanded

locally.

Local institutions

identified in the region for

support in the certification

process.

Meeting 50 1,300,000 65,000,000

Conducting gap analysis

in the institutions for

support to certify local

skills.

Meeting 50 1,300,000 65,000,000

Providing support for the

identified gaps to the

institutions.

Number 50 1,650,000 82,500,000

Output 2.2.2:

Local people

supported to be

trained in the

available local

institutions.

Providing support to the

local people for training in

local skills - modest

upkeep and support.

Number 50

25,000,000 1,250,000,000

Output 2.2.3:

Local people

trained in

required local

skills in the

existing local

market.

Payment of fees for

training of the local

people in the institutions.

Number 50 0 0

Payments for the materials

for use as start up kits by

the local trainees.

Number 50 0 0

23

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

Subtotal for outcome 2.2 1,462,500,000

Strategic

objective 3:

To ensure reduction and prevention of risks associated with the Oil and Gas

sector focusing on unfair compensation, displacement, resettlement;

environmental degradation; and poor governance addressed.

Outcome 3.1: AGODA is championing and advocating for fair compensation, displacement

and resettlement implementation in the Albertine Graben.

Output 3.1.1:

All concerns of

the affected

populations and

constituents are

amplified for

attention by

relevant

stakeholders in

all circles of

government and

private sector.

Widespread publications

and disseminations of

issues affecting the

communities to be

attended by Government

and private sector - using

print media.

Number 50 0 0

Conducting radio

programs on the concerns

of the communities.

Number 50 0 0

Output 3.1.2:

All necessary

safe-guards and

mechanisms for

proper

acquisition of

land in the

Albertine

Graben are put

in place and

effectively

operationalized.

Proper procedures on land

acquisition are established

and operationalized in the

communities.

Number 50 12,000,000 600,000,000

The established

procedures are widely

publicized in the

communities using the

languages and means

acceptable in the

communities.

Number 50 6,000,000 300,000,000

Output 3.1.3:

All processes

leading to

compensations

in the

communities are

carried out in

the most

transparent

manner with

Carrying out assessments

for compensation with

great care and

understanding of the

communities.

Number 50 6,000,000 300,000,000

Publicizing the rates and

amounts for compensation

to the communities

through all possible means

or media.

Number 50 0 -

24

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

technical

consensus of the

community

and/or

government

representatives

at the local

levels.

Involving the

communities in the

process of assessments

and determining

compensation amounts.

Number 50 0 -

Output 3.1.4:

All

displacement

and resettlement

plans and

actions are

shared

transparently in

the communities

with technical

and socio-

economic

guidance to the

members to

make well

informed

decisions from

the available

options.

Providing information on

planned resettlements of

the PAPs in the

communities.

Number 50 0 -

Participatory planning and

management of the

resettlement plans for the

PAPs in the communities.

Number 50 0 -

Providing adequate

guidance to the PAPs in

decision making for

resettlement activities.

Number 50 0 -

Subtotal for outcome 3.1 1,200,000,000

Outcome 3.2: Ability to detect and respond to environmental degradation at local/community,

district and regional levels improved.

Output 3.2.1:

Responsible

district technical

staff having

adequate policy,

technical,

operational

capacity &

mandate to

enforce

environmental

standards

related to O&G.

Supporting enforcement

of the environmental

issues raised in the Audit

reports.

Number 5 50,000,000 250,000,000

Develop

recommendations for

action on environmental

reports.

Meetings 5 25,000,000 125,000,000

25

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

Output 3.2.2:

District

environment

office and other

LG staff and

community

members

trained in

handling

environmental

related issues of

O&G.

Training of the technical

staff in carrying out

environmental audits in

the districts.

Number 2 39,000,000 78,000,000

Equipping the staff in

carrying out

environmental

inspections, compliance

and enforcement.

Assorted 1 50,000,000 50,000,000

Output 3.2.3:

Compliance

monitoring

conducted on all

developments in

the Albertine

Graben with

100% response

and

enforcement to

the issues of

compliance.

Carry out compliance

monitoring of all

development projects in

line with the approved

EIA reports.

Number 5 6,720,000 33,600,000

Produce reports with

recommendations on

compliance monitoring.

Number 5 4,440,000 22,200,000

Subtotal for outcome 3.2 558,800,000

Outcome 3.3: Transparency and accountability on all issues related to Oil and Gas increased

among all the member districts of AGODA.

Output 3.3.1:

Increased

information

flow,

communication

and sharing on

issues related to

O&G.

Declaring all information

on O&G to the districts

and the communities

Number 5 4,440,000 22,200,000

Output 3.3.2: Increased

information

sharing on

issues of Local

Content

including wide

spread

publication of

Providing information on

contractors and

subcontractors to the

communities.

Number 50 2,500,000 125,000,000

Supporting local

entrepreneurs and

businesses to participate

in contracts to O&G

Meetings 50 2,500,000 125,000,000

26

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

tenders, bidders,

and successful

service

providers or

suppliers or

contractors.

Undertaking joint ventures

with foreign companies in

contracts for O&G.

Meetings 50 2,500,000 125,000,000

Output 3.3.3: Improved

resource

availability and

utilization to the

communities to

address the

challenges

related to O&G

Industry in the

area.

Consulting the

communities on their

resource needs for better

standards of living.

Meeting 5 3,000,000 15,000,000

Writing project proposals

for providing the

communities with

necessary resources for

good living standards.

Meetings 20 1,300,000 26,000,000

Output 3.3.4:

Promoting and

ensuring equity

and equality in

the distribution

of resources

including

opportunities

for jobs among

women, youth

and all other

disadvantaged

groups within

the Albertine

Graben

Sensitizing the

communities on gender

equity and equality with a

focus on disadvantaged

groups like women and

youth.

Meetings 20 650,000 13,000,000

Identification of job or

employment opportunities

for the disadvantaged

groups

Meetings 20 650,000 13,000,000

Consulting the

communities on priority

employment opportunities

for the youth and women.

Meeting 5 3,000,000 15,000,000

Subtotal for outcome 3.3 479,200,000

Strategic

objective 4:

To lead all and inclusive transformations in the AGODA member districts.

Outcome 4.1: District Local Governments, Lower Local Governments and communities are

aware of AGODA and know how to engage with it.

Output 4.1.1: AGODA

Secretariat

made functional

Office hire for the

AGODA Secretariat

Months 60 1,500,000 90,000,000

Procurement of Office

Equipment and materials

Number 1 10,000,000 10,000,000

27

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

with all the

necessary office

requirements &

Human

Resource.

Recruitment and support

of the staff - ES, Programs

Officer, Secretary &

Office Attendant.

Number 1 10,000,000 10,000,000

Salary for the Staff Number 60 4,550,000 273,000,000

Output 4.1.2: All AGODA

member

districts are

fully subscribed

to the mother

organization.

Member districts fully pay

up for the membership

fees and annual

subscriptions

Number 50 2,500,000 125,000,000

Other members (Ex-

Officials, Corporates, etc)

encouraged to pay for

subscriptions.

Number 20 2,500,000 50,000,000

Output 4.1.3: All AGODA

member

districts fully

participate in

the AGODA

activities.

Mobilize the AGODA

member districts to

participate in AGODA

activities.

Number 50 3,000,000 150,000,000

Output 4.1.4: All

communities are

always abreast

and informed of

the AGODA

activities in and

outside the

district.

Regularly provide

feedback to local

communities on the

AGODA activities.

Number 50 3,000,000 150,000,000

Output 4.1.5: All concerned

communities are

involved in

dialogues at

district level on

issues of O&G

which are

organized by

AGODA.

Engaging concerned local

communities in dialogues

to cover issues of interest

for them with regard to

O&G.

Number 50 3,000,000 150,000,000

Subtotal for outcome 4.1 1,008,000,000

Outcome 4.2:

AGODA is regularly consulted by Key industry actors like companies, sub-

contractors, donors and AGODA’s advice is evidenced in government and

company decisions, plans; lobby and advocate for increased opportunities and

reduced risks.

28

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

Output 4.2.1: AGODA is

actively

involved and

consulted by

government on

key decisions

and activities

related to O&G

in Uganda.

AGODA proactively

keeps in touch with

government for any

possible consultations.

Meetings 10 1,100,000 11,000,000

Output 4.2.2: AGODA is

actively

involved and

consulted by Oil

Companies on

key decisions

and activities

related to O&G

in Uganda.

AGODA proactively

keeps in touch with Oil

companies for any

possible consultations.

Meetings 10 1,100,000 11,000,000

Output 4.2.3: AGODA is

actively

involved &

consulted by

contractors and

subcontractors

on key

decisions &

activities related

to O&G in

Uganda.

AGODA proactively

keeps in touch with

Contractors and

subcontractors for any

possible consultations.

Meetings 10 1,100,000 11,000,000

Output 4.2.3: AGODA is

actively

involved and

consulted by

donors on key

decisions and

activities related

to O&G in

Uganda.

AGODA proactively

keeps in touch with

Donors/Development

Partners for any possible

consultations.

Meetings 10 1,100,000 11,000,000

29

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

Output 4.2.4: Evidence based

involvement of

AGODA is

provided by

government, oil

companies,

donors &

contractors/

subcontractors

on key issues

and activities

related to O&G

in Uganda.

Compiling reports of the

above consultations to the

various stakeholders.

Reports 5 3,000,000 15,000,000

Subtotal for outcome 4.2 59,000,000

Outcome 4.3

Participating districts have the minimum information to deliver the AGODA

mandate, know and are able to source other required information as well as

disseminate it appropriately focusing on responsiveness and promoting multi-

stakeholder engagement (peer accountability).

Output 4.3.1: All AGODA

member

districts are

periodically &

consistently

able to receive

relevant data &

information on

the O&G

Industry in

Uganda.

Writing memos and

requests to Government

and other stakeholders to

avail relevant information

on O&G.

Meetings 5 1,680,000 8,400,000

Making follow up on

written communication to

government and other

stakeholders.

Meetings 5 1,680,000 8,400,000

Output 4.3.2: All AGODA

member

districts are

periodically &

consistently

able to receive

relevant data &

information on

Local Content

activities related

to O&G

Industry in

Uganda.

Reaching out to various

offices of government and

the private sector for

relevant information

Meetings 5 1,680,000 8,400,000

AGODA Executive able

to seek specific

information on contracts

for supplies, services and

works to be executed in

the region.

Meetings 5 1,680,000 8,400,000

30

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

Output 4.3.3: All AGODA

member

districts are

supported and

allowed to

conduct

research on

various aspects

of the

communities

with regard to

O&G Industry

in Uganda.

Supporting independent

research by Local

Governments on O&G

Research 5 3,000,000 15,000,000

Conducting stakeholder

engagements to

disseminate findings of

the research work.

Meetings 50 3,000,000 150,000,000

Output 4.3.4: All AGODA

member

districts are

supported

(financially,

technically or

otherwise) to

gather &

disseminate

relevant

information to

the concerned

communities

related or about

O&G activities.

Move widely for sourcing

information on O&G.

Meetings 5 1,680,000 8,400,000

Disseminate information

gathered from various

sources/offices of

government and private

sector including oil

companies.

Meetings 50 3,000,000 150,000,000

Output 4.3.5: All AGODA

member

districts are

supported and

allowed to

source for

relevant

information

concerning the

O&G sector

Translate the information

into acceptable languages

and media for

dissemination to the

communities.

Meetings 5 1,680,000 8,400,000

Develop fliers for relevant

information to the

communities.

Number 5 5,000,000 25,000,000

Disseminate information

gathered to various

stakeholders of the

communities.

Meetings 50 3,000,000 150,000,000

31

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

Output 4.3.6: All AGODA

member

districts are

supported &

allowed to

conduct multi-

stakeholder

engagements

with the

affected

communities.

Carry out multi-

stakeholder engagement

meetings with the

communities in every

district.

Meetings 50 3,000,000 150,000,000

Subtotal for outcome 4.3 690,400,000

Outcome 4.4: Strengthened regional collaboration, systems and collective response.

Output 4.4.1:

AGODA

becomes an

indispensable &

independent

stakeholder

(with strong

member

capacity for

priority setting,

strong

negotiating

power &

capacity) & able

to influence

Public policy at

national &

regional level.

Conduct lobby and

advocacy for AGODA at

every fora

Events/

Meetings

5 6,720,000 33,600,000

Output 4.4.2:

AGODA

actively

participates in

national &

regional events

related to O&G

Industry in

Uganda to

contribute

specific

scenarios that

require attention

Facilitation of the

AGODA Executive to

participate in events

organized at different fora.

Events/

Meetings

5 6,720,000 33,600,000

32

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

and support in

the

transformation

of the

communities.

Output 4.4.3:

Inter-district co-

operation &

partnerships

conducted

(emphasizing

bilateral

collaboration

between

districts, sub-

regional pacts,

partnerships

with Ministries

& Others agents

especially the

Oil Companies

& CSOs.

AGODA member districts

signing bilateral or

partnership agreements on

issues of O&G.

Meetings 5 1,680,000 8,400,000

AGODA member districts

signing bilateral or

partnership agreements

with Ministries or

agencies on issues of

O&G.

Meetings 5 1,680,000 8,400,000

Output 4.4.4:

All AGODA

member

districts taking

up collective

action and

responsibility

on issues

affecting the

communities in

their districts.

AGODA member districts

regularly in touch with

each other on issues

concerning O&G in their

districts.

Meetings 5 1,680,000 8,400,000

Output 4.4.5:

All AGODA

member

Training in systems

strengthening and

management

Workshop 5 13,200,000 66,000,000

33

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA BUDGET FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indicator

Unit

Quan

tity Unit Cost

Amount

(UShs)

districts

receiving

regular support

for training in

systems

strengthening

and

management in

the wake of the

O&G

development in

the region.

Support in the

establishment of effective

systems in management.

Number 5 5,000,000 25,000,000

Subtotal for outcome 4.4 183,400,000

Grand total 32,592,800,000

12 IMPLEMENTATION OF THE STRATEGIC PLAN

12.1 Implementation strategy

The implementation of the strategic plan will take place at different levels and will or may

run concurrently. Member districts (or Local Governments) will be required and supported to

develop specific action plans to operationalize the strategic plan. However, the AGODA

Executive Committee will take lead in the implementation of the Strategic Plan. The plan

provides support for the various implementers to ensure effective achievements of the plan.

Some of the implementation roles are indicated below:

12.1.1 AGODA Executive Committee

With regard to the implementation the Strategic Plan, the Executive Committee will

undertake the following:

The Executive Committee will be responsible for the major outputs which will require

implementation at National and International levels.

The committee will identify and prioritize major outputs for implementation of the plan.

The committee will also market the plan to solicit for government and donor support.

The committee will further stratify the plan and indicate levels of implementation by

stakeholders within the AGODA member districts.

The committee will also identify outputs which will be implemented at other lower levels.

12.1.2 District leaders and staff

The district leaders will consist of the AGODA District Focal Point Person and other

technical departments and officers in the district. All member districts will be required to

undertake some functions and activities under AGODA. Some of the roles for the district are:

Implement all outputs and activities identified for implementation at the district level.

Advise the Executive Committee on the priority issues for implementation in the

district/communities.

34

Work very closely with the Executive Committee to implement the plan.

Refer any matters of concern to the Executive Committee for appropriate action

12.1.3 Community members and leaders

The communities will equally implement specific outputs with guidance and support of the

districts and the central executive committee. Some of the roles for the communities are:

Identify issues for attention in the Strategic Plan which are relevant with the needs of the

communities.

Support district teams in the implementation of the Plan

Participate in the implementation of the plan by taking up some of the outputs and

activities.

Undertake any assignments which may be offered by the district or the central executive

committee.

Refer any matters of serious concern to the district team.

12.2 Implementation Plan

The Five Years AGODA Strategic Plan implementation is broken down into yearly plans

with each year indicating the funding for the stipulated outcomes and outputs. Most of the

major outputs and activities of the plan will be implemented in the first two (2) years. The

implementation will be reviewed regularly to fit the needs (immediate and long term outputs)

of the association.

12.3 Annualized Plan

The Strategic Plan has been annualized to provide specific annual budgets over the five years.

The budgets for the first year (6,811,360,000) and second year (6,638,860,000) are the

biggest because of the major start up outputs and activities. The individual budgets for the

third, fourth and fifth years (6,380,860,000) are the same. The table below gives the

breakdown of the annual budgets.

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Strategic

Objective 1

To enhance development planning for being part and parcel of national initiatives that Government is

negotiating in favour of Albertine Graben development, planning for private sector investment

interests in the Albertine Graben to guide and allow for participation in a productive manner

Outcome: 1.1 AGODA is included and participates in all planning processes as a key stakeholder in its own right

Output 1.1.1:

AGODA

leadership

actively

involved and

engaging

government in

all planning

processes

related to Oil

Conduct

lobby &

advocacy

meetings

with

stakeholders

using a team

of 3 members

from

AGODA.

Mee

ting

s

50 1,650 82,500 16,500 16,500 16,500 16,500 16,500

35

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

and Gas

Industry in

Uganda

Carry out in-

depth

assessment

on

vulnerabilitie

s for the

anticipated

effects of

O&G.

Mee

ting

s

20 1,800 36,000 18,000 18,000 0 0 0

Carrying out

training of at

least 10 LG

staff per

district in

mainstreamin

g O&G

issues in

DDPs.

Trai

ning

s

20 2,000 40,000 20,000 20,000 0 0 0

Conduct one

hour radio

programs on

issues of Oil

and Gas in

the Districts.

Prog

ram

on

radi

o

2,600 800 2,080,000 416,000 416,000 416,000 416,000 416,000

Organize &

attend multi-

stakeholder

engagement

meetings

with the

communities.

Mee

ting

s

50 3,000 150,000 30,000 30,000 30,000 30,000 30,000

Output 1.1.2

AGODA

recognized by

government in

handling key

oil and gas

issues in

Uganda as

evidenced by

high level

involvement

and decision

making.

Conduct

lobby &

advocacy

meetings

with gov't for

inclusion in

key gov't

decisions on

O&G issues

Mee

ting

s

60 1,650 99,000 19,800 19,800 19,800 19,800 19,800

Attend

stakeholder

meetings

organized by

gov't while

seeking to

make key

decisions on

O&G.

Mee

ting

s

60 1,650 99,000 19,800 19,800 19,800 19,800 19,800

36

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Conduct

consultation

meetings

with relevant

AGODA

member

districts

officials &

communities

on key issues

for decision

making by

gov't.

Mee

ting

s

60 1,650 99,000 19,800 19,800 19,800 19,800 19,800

Output 1.1.3

AGODA

equally

allowed &

supported to

engage the

private sector

to bring about

interventions

that target

transformation

of the

communities

at all levels in

the LGs.

Visit Private

Sector and

conduct

direct

meetings

with them (at

their offices)

including the

Companies

to solicit for

support.

Mee

ting

s

60 1,650 99,000 19,800 19,800 19,800 19,800 19,800

Organize

private sector

meetings

with the LGs

Officials

Mee

ting

s

50 3,000 150,000 30,000 30,000 30,000 30,000 30,000

Organize

private sector

meetings

with the

communities.

Mee

ting

s

5 3,000 15,000 3,000 3,000 3,000 3,000 3,000

Subtotal for outcome 1.1 2,949,500 612,700 612,700 574,700 574,700 574,700

Outcome: 1.2 AGODA is positively influencing international, national and local decision making, and strategic

implementation areas.

Output 1.2.1:

Member

districts

mainstream

and integrate

Oil and Gas

issues in

District

Development

Plans, Budgets

and Work

plans.

Conduct

training on

mainstreamin

g issues of

Oil and Gas

in the DDPs.

Trai

ning

s

5 27,000 135,000 27,000 27,000 27,000 27,000 27,000

Review of

the WP&Bs

to

mainstream

and integrate

O&G Issues

Mee

ting

s

50 1,800 90,000 18,000 18,000 18,000 18,000 18,000

37

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Submission

of the revised

WP&B to

AGODA

Secretariat

for final

review.

Onc

e a

year

5 1,300 6,500 6,500 0 0 0 0

Output 1.2.2:

Participatory

planning and

increased

sustainable

utilization of

all existing

resources as

the Oil/Gas

exploitation

gains

momentum.

Conduct

participatory

planning in

the annual

planning

cycle of

government

by making

consultations

at lower

levels.

Mee

ting

s

50 1,540 77,000 15,400 15,400 15,400 15,400 15,400

Output 1.2.3:

Participate in

convening

selected sector

development

dialogues and

engagements;

and exhibiting

leadership for

inclusive

planning.

Participate in

the budget

framework

Technical

working

groups

discussions

and budget

conferences

Mee

ting

50 1,540 77,000 15,400 15,400 15,400 15,400 15,400

Output 1.2.4:

AGODA is

able to lobby

and advocate

for resources

that can be

availed to the

communities

to cause socio-

economic

transformation

.

Conduct a

workshop on

scholarly

writing for

project

proposals for

support by

the

Development

Partners

Wor

ksho

p

50 13,200 660,000 132,000 132,000 132,000 132,000 132,000

Writing of

project

proposals by

AGODA

member

districts or

AGODA

Secretariat

Mee

ting

s

20 13,000 260,000 130,000 130,000 0 0 0

Soliciting for

funds of the

project

proposals

developed.

Mee

ting

s

50 15,600 780,000 156,000 156,000 156,000 156,000 156,000

38

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Subtotal for outcome 1.2 2,085,500 500,300 493,800 363,800 363,800 363,800

Outcome 1.3 Communities under AGODA are actively participating and engaging government to address their own

issues related to Oil and Gas Industry

Output 1.3.1:

Regular

engagements

conducted by

the

communities

(involving

government

representatives

) to share

experiences

and

information on

relevant issues

affecting them

e.g. local

content policy,

compensation,

land grabbing,

etc.

Organize

multistakeho

dler

engagement

meeting with

the

communities

Mee

ting

5 3,000 15,000 3,000 3,000 3,000 3,000 3,000

Develop an

action plan

for the issues

raised in the

community

engagement

meetings.

Mee

ting

50 1,300 65,000 13,000 13,000 13,000 13,000 13,000

Implement

issues raised

in the

community

engagement

meetings.

Mee

ting

s

50 1,650 82,500 16,500 16,500 16,500 16,500 16,500

Review

implementati

on of the

actions raised

by the

communities.

Mee

ting

50 1,650 82,500 16,500 16,500 16,500 16,500 16,500

Output 1.3.2:

Relevant

issues

affecting the

communities

documented

and action

plans

developed to

address them.

Documentati

on of issues

raised by the

communities

for public

sharing and

handling.

Mee

ting

s

50 1,650 82,500 16,500 16,500 16,500 16,500 16,500

Output 1.3.3:

Oil companies

engaged and

tasked by

government

and

communities

to promote

Local Content

with particular

emphasis of

the sitting

communities.

Facilitate and

conduct

meetings

between Oil

companies

and

government.

Mee

ting

s

50 1,650 82,500 16,500 16,500 16,500 16,500 16,500

Review

issues raised

by Oil

companies

and

government

with regard

Mee

ting

50 1,650 82,500 16,500 16,500 16,500 16,500 16,500

39

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

to local

content.

Review

implementati

on of the

actions raised

between

government

and Oil

companies.

Mee

ting

50 1,650 82,500 16,500 16,500 16,500 16,500 16,500

Output 1.3.4:

Local

communities

supported

(physically,

financially or

otherwise) to

participate in

local content

activities by

the oil

companies and

government.

Identification

of gaps or

missing skills

in among

people in the

communities

who can be

trained.

Mee

ting

50 1,650 82,500 16,500 16,500 16,500 16,500 16,500

Training of

the (selected)

local people

from the

beneficiting

communities

in skills

development

(locally

available)

e.g. local

artisans,

wielders,

carpentry &

Joinery etc.

Tuit

ion

50 200,000 10,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000

Attachment

and

apprenticeshi

p of people

for practical

training or

hands on.

Tuit

ion

50 50,000 2,500,000 500,000 500,000 500,000 500,000 500,00

0

Certification

of the

trainees for

the various

fields of the

local training

or local

expertise

Fees 50 25,000 1,250,000 250,000 250,000 250,000 250,000 250,00

0

40

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Publication

of the Local

Content

activities by

Oil

companies.

Nu

mbe

r

50 2,500 125,000 25,000 25,000 25,000 25,000 25,000

Subtotal for outcome 1.3 14,532,500 2,906,500 2,906,500 2,906,500 2,906,500 2,906,500

Strategic

objective 2

To develop capacity at District Local Government, Lower Local Governments (LLGs)

and Community to harness local content opportunities, promote certification and

utilization of local skills and expertise in member districts.

Outcome

2.1:

Enrollment, retention and quality (refer to UWEZO score-card) in education

institutions at all levels improved Output 2.1.1:

Increased

retention of

pupils at

school through

feeding

programme or

scheme

(increasing

food

production and

ensuring

feeding for

pupils; (bye

laws for

children to be

kept in schools

at all levels;

supervision at

district level,

incentives,

teacher

attendance)

Develop a

feeding

scheme for

pupils at

school with

support of

the

communities

especially the

parents

Mee

tings

20 1,300 26,000 26,000 0 0 0 0

Develop bye-

laws to

support the

feeding

scheme for

pupils at

school in

addition to

keeping them

at school.

Mee

tings

20 1,300 26,000 26,000 0 0 0 0

Improve

supervision

of teachers at

schools to

ensure 100%

teacher

attendance.

Num

ber

50 6,440 322,000 64,400 64,400 64,400 64,400 64,400

Provide

incentives to

good

performing

teachers

Num

ber

50 20,000 1,000,000 200,000 200,000 200,000 200,000 200,00

0

Implement

sanctions to

ensure

compliance

of teachers at

school.

Num

ber

50 7,200 360,000 72,000 72,000 72,000 72,000 72,000

41

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Output 2.1.2: Improved

quality of

grades of

pupils through

better passing

rate, better use

of tools

(learning

materials),

competence

(practical

application)

and exposure

(exchange/peer

learning/mento

rship) of

pupils.

Increase the

tools or

learning aids

necessary for

teaching by

teachers at

school

Num

ber

50 50,000 2,500,000 500,000 500,000 500,000 500,000 500,000

Improve the

competence

of teachers

for imparting

skills to

learners

through

regular

refresher

trainings.

Num

ber

100 1,500 150,000 30,000 30,000 30,000 30,000 30,000

Providing

exposure

visits to

better

performing

schools for

the teachers.

Num

ber

10 250,000 2,500,000 500,000 500,000 500,000 500,000 500,00

0

Support peer

learning and

mentorship

of the pupils

Num

ber

50 10,000 500,000 100,000 100,000 100,000 100,000 100,00

0

Subtotal for outcome 2.1 7,384,000 1,518,400 1,466,400 1,466,400 1,466,400 1,466,400

Outcome 2.2: More institutions offering certification courses and more people certified and an increasing

number of certified individuals for specific skills (World Bank study) at regional level increased

Output 2.2.1:

Local

institutions in

partnership

with other

organizations

supported to

certify

professionals

in specific

skills

demanded

locally.

Local

institutions

identified in

the region

for support

in the

certification

process.

Meet

ing

50 1,300 65,000 13,000 13,000 13,000 13,000 13,00

0

Conducting

gap analysis

in the

institutions

for support

to certify

local skills.

Meet

ing

50 1,300 65,000 13,000 13,000 13,000 13,000 13,00

0

Providing

support for

the identified

gaps to the

institutions

Num

ber

50 1,650 82,500 16,500 16,500 16,500 16,500 16,50

0

Output 2.2.2: Providing Num 50 25,000 1,250,000 250,000 250,000 250,000 250,000 250,00

0

42

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Local people

supported to

be trained in

the available

local

institutions.

support to

the local

people for

training in

local skills -

modest

upkeep and

support.

ber

Output 2.2.3:

Local people

trained in

required local

skills in the

existing local

market.

Payment of

fees for

training of

the local

people in the

institutions.

Num

ber

50 0 0 0 0 0 0 0

Payments for

the materials

for use as

start-up kits

by the local

trainees.

Num

ber

50 0 0 0 0 0 0 0

Subtotal for outcome 2.2 1,462,500 292,500 292,500 292,500 292,500 292,500

Strategic

objective 3:

To ensure reduction and prevention of risks associated with the Oil and Gas sector focusing on unfair

compensation, displacement, resettlement; environmental degradation; and poor governance addressed.

Outcome 3.1: AGODA is championing and advocating for fair compensation, displacement and resettlement

implementation in the Albertine Graben

Output 3.1.1:

All concerns

of the affected

populations

and

constituents

are amplified

for attention

by relevant

stakeholders in

all circles of

government

and private

sector.

Widespread

publications

and

disseminatio

ns of issues

affecting the

communities

to be

attended by

Government

and private

sector - using

print media.

Num

ber

50 0 0 0 0 0 0 0

Conducting

radio

programs on

the concerns

of the

communities.

Num

ber

50 0 0 0 0 0 0 0

Output 3.1.2:

All necessary

safe-guards

and

mechanisms

for proper

acquisition of

land in the

Proper

procedures

on land

acquisition

are

established

and

operationaliz

Num

ber

50 12,000 600,000 120,000 120,000 120,000 120,000 120,000

43

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Albertine

Graben are put

in place and

effectively

operationalize

d.

ed in the

communities.

The

established

procedures

are widely

publicized in

the

communities

using the

languages

and means

acceptable in

the

communities.

Num

ber

50 6,000 300,000 60,000 60,000 60,000 60,000 60,000

Output 3.1.3:

All processes

leading to

compensations

in the

communities

are carried out

in the most

transparent

manner with

technical

consensus of

the community

and/or

government

representatives

at the local

levels.

Carrying out

assessments

for

compensatio

n with great

care and

understandin

g of the

communities.

Num

ber

50 6,000 300,000 60,000 60,000 60,000 60,000 60,000

Publicizing

the rates and

amounts for

compensatio

n to the

communities

through all

possible

means or

media.

Num

ber

50 0 - 0 0 0 0 0

Involving the

communities

in the

process of

assessments

and

determining

compensatio

n amounts.

Num

ber

50 0 - 0 0 0 0 0

44

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Output 3.1.4:

All

displacement

and

resettlement

plans and

actions are

shared

transparently

in the

communities

with technical

and socio-

economic

guidance to the

members to

make well

informed

decisions from

the available

options.

Providing

information

on planned

resettlements

of the PAPs

in the

communities.

Num

ber

50 0 - 0 0 0 0 0

Participatory

planning and

management

of the

resettlement

plans for the

PAPs in the

communities.

Num

ber

50 0 - 0 0 0 0 0

Providing

adequate

guidance to

the PAPs in

decision

making for

resettlement

activities.

Num

ber

50 0 - 0 0 0 0 0

Subtotal for outcome 3.1 1,200,000 240,000 240,000 240,000 240,000 240,000

Outcome 3.2: Ability to detect and respond to environmental degradation at local/community, district and regional

levels improved

Output 3.2.1:

Responsible

district

technical staff

having

adequate

policy,

technical,

operational

capacity &

mandate to

enforce

environmental

standards

related to

O&G.

Supporting

enforcement

of the

environmenta

l issues

raised in the

Audit

reports.

Nu

mbe

r

5 50,000 250,000 50,000 50,000 50,000 50,000 50,000

Develop

recommendat

ions for

action on

environmenta

l reports.

Mee

tings

5 25,000 125,000 25,000 25,000 25,000 25,000 25,000

Output 3.2.2:

District

environment

office and

other LG staff

and

community

Training of

the technical

staff in

carrying out

environmenta

l audits in the

districts.

Nu

mbe

r

2 39,000 78,000 39,000 39,000 0 0 0

45

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

members

trained in

handling

environmental

related issues

of O&G.

Equipping

the staff in

carrying out

environmenta

l inspections,

compliance

and

enforcement.

Ass

orte

d

1 50,000 50,000 50,000 0 0 0 0

Output 3.2.3:

Compliance

monitoring

conducted on

all

developments

in the

Albertine

Graben with

100% response

and

enforcement to

the issues of

compliance.

Carry out

compliance

monitoring

of all

development

projects in

line with the

approved

EIA reports.

Nu

mbe

r

5 6,720 33,600 6,720 6,720 6,720 6,720 6,720

Produce

reports with

recommendat

ions on

compliance

monitoring.

Nu

mbe

r

5 4,440 22,200 4,440 4,440 4,440 4,440 4,440

Subtotal for outcome 3.2 558,800 175,160 125,160 86,160 86,160 86,160

Outcome 3.3: Transparency and accountability on all issues related to Oil and Gas increased among all the member

districts of AGODA

Output 3.3.1:

Increased

information

flow,

communicatio

n and sharing

on issues

related to

O&G.

Declaring all

information

on O&G to

the districts

and the

communities

Num

ber

5 4,440 22,200 4,440 4,440 4,440 4,440

4,440

Output 3.3.2: Increased

information

sharing on

issues of Local

Content

including wide

spread

publication of

tenders,

bidders, and

successful

service

providers or

suppliers or

contractors.

Providing

information

on

contractors

and

subcontractor

s to the

communities.

Num

ber

50 2,500 125,000 25,000 25,000 25,000 25,000 25,00

0

Supporting

local

entrepreneurs

and

businesses to

participate in

contracts to

O&G

Mee

tings

50 2,500 125,000 25,000 25,000 25,000 25,000 25,000

46

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Undertaking

joint ventures

with foreign

companies in

contracts for

O&G.

Mee

tings

50 2,500 125,000 25,000 25,000 25,000 25,000 25,000

Output 3.3.3: Improved

resource

availability

and utilization

to the

communities

to address the

challenges

related to

O&G Industry

in the area.

Consulting

the

communities

on their

resource

needs for

better

standards of

living.

Mee

ting

5 3,000 15,000 3,000 3,000 3,000 3,000 3,000

Writing

project

proposals for

providing the

communities

with

necessary

resources for

good living

standards.

Mee

tings

20 1,300 26,000 13,000 13,000 0 0 0

Output 3.3.4:

Promoting and

ensuring

equity and

equality in the

distribution of

resources

including

opportunities

for jobs among

women, youth

and all other

disadvantaged

groups within

the Albertine

Graben

Sensitizing

the

communities

on gender

equity and

equality with

a focus on

disadvantage

d groups like

women and

youth.

Mee

tings

20 650 13,000 6,500 6,500 0 0 0

Identification

of job or

employment

opportunities

for the

disadvantage

d groups

Mee

tings

20 650 13,000 6,500 6,500 0 0 0

Consulting

the

communities

on priority

employment

opportunities

for the youth

and women.

Mee

ting

5 3,000 15,000 3,000 3,000 3,000 3,000 3,000

Subtotal for outcome 3.3 479,200 111,440 111,440 85,440 85,440 85,440

47

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Strategic

objective 4: To lead all and inclusive transformations in the AGODA member districts

Outcome 4.1: District Local Governments, Lower Local Governments and communities are aware of AGODA and

know how to engage with it.

Output 4.1.1: AGODA

Secretariat

made

functional with

all the

necessary

office

requirements

& Human

Resource.

Office hire

for the

AGODA

Secretariat

Mon

ths

60 1,500 90,000 18,000 18,000 18,000 18,000 18,000

Procurement

of Office

Equipment

and materials

Nu

mbe

r

1 10,000 10,000 10,000 0 0 0 0

Recruitment

and support

of the staff -

ES, Programs

Officer,

Secretary &

Office

Attendant.

Nu

mbe

r

1 10,000 10,000 10,000 0 0 0 0

Salary for the

Staff

Num

ber 60 4,550 273,000 54,600 54,600 54,600 54,600 54,600

Output 4.1.2: All AGODA

member

districts are

fully

subscribed to

the mother

organization.

Member

districts fully

pay up for

the

membership

fees and

annual

subscriptions

Nu

mbe

r

50 2,500 125,000 25,000 25,000 25,000 25,000 25,000

Other

members

(Ex-

Officials,

Corporates,

etc)

encouraged

to pay for

subscriptions

Nu

mbe

r

20 2,500 50,000 25,000 25,000 0 0 0

Output 4.1.3: All AGODA

member

districts fully

participate in

the AGODA

activities.

Mobilize the

AGODA

member

districts to

participate in

AGODA

activities.

Nu

mbe

r

50 3,000 150,000 30,000 30,000 30,000 30,000 30,000

Output 4.1.4: All

communities

are always

abreast and

informed of

Regularly

provide

feedback to

local

communities

on the

Nu

mbe

r

50 3,000 150,000 30,000 30,000 30,000 30,000 30,000

48

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

the AGODA

activities in

and outside the

district.

AGODA

activities.

Output 4.1.5: All concerned

communities

are involved in

dialogues at

district level

on issues of

O&G which

are organized

by AGODA.

Engaging

concerned

local

communities

in dialogues

to cover

issues of

interest for

them with

regard to

O&G.

Nu

mbe

r

50 3,000 150,000 30,000 30,000 30,000 30,000 30,000

Subtotal for outcome 4.1 1,008,000 232,600 212,600 187,600 187,600 187,600

Outcome 4.2:

AGODA is regularly consulted by Key industry actors like companies, sub-contractors, donors and

AGODA’s advice is evidenced in government and company decisions, plans; lobby and advocate for

increased opportunities and reduced risks

Output 4.2.1: AGODA is

actively

involved and

consulted by

government on

key decisions

and activities

related to

O&G in

Uganda.

AGODA

proactively

keeps in

touch with

government

for any

possible

consultations

.

Mee

tings

10 1,100 11,000 11,000 0 0 0 0

Output 4.2.2: AGODA is

actively

involved and

consulted by

Oil Companies

on key

decisions and

activities

related to

O&G in

Uganda.

AGODA

proactively

keeps in

touch with

Oil

companies

for any

possible

consultations

.

Mee

tings

10 1,100 11,000 11,000 0 0 0 0

49

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Output 4.2.3: AGODA is

actively

involved &

consulted by

contractors

and

subcontractors

on key

decisions &

activities

related to

O&G in

Uganda.

AGODA

proactively

keeps in

touch with

Contractors

and

subcontractor

s for any

possible

consultations

.

Mee

tings

10 1,100 11,000 11,000 0 0 0 0

Output 4.2.3: AGODA is

actively

involved and

consulted by

donors on key

decisions and

activities

related to

O&G in

Uganda.

AGODA

proactively

keeps in

touch with

Donors/Deve

lopment

Partners for

any possible

consultations

.

Mee

tings

10 1,100 11,000 11,000 0 0 0 0

Output 4.2.4: Evidence

based

involvement of

AGODA is

provided by

government,

oil companies,

donors &

contractors/

subcontractors

on key issues

and activities

related to

O&G in

Uganda.

Compiling

reports of the

above

consultations

to the various

stakeholders.

Rep

orts

5 3,000 15,000 3,000 3,000 3,000 3,000 3,000

Subtotal for outcome 4.2 59,000 47,000 3,000 3,000 3,000 3,000

Outcome

4.3:

Participating districts have the minimum information to deliver the AGODA mandate, know and are

able to source other required information as well as disseminate it appropriately focusing on

responsiveness and promoting multi-stakeholder engagement (peer accountability).

Output 4.3.1: All AGODA

member

districts are

periodically &

consistently

able to receive

relevant data &

Writing

memos and

requests to

Government

and other

stakeholders

to avail

relevant

Mee

tings

5 1,680 8,400 1,680 1,680 1,680 1,680 1,680

50

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

information on

the O&G

Industry in

Uganda.

information

on O&G.

Making

follow up on

written

communicati

on to

government

and other

stakeholders.

Mee

tings

5 1,680 8,400 1,680 1,680 1,680 1,680 1,680

Output 4.3.2: All AGODA

member

districts are

periodically &

consistently

able to receive

relevant data &

information on

Local Content

activities

related to

O&G Industry

in Uganda.

Reaching out

to various

offices of

government

and the

private sector

for relevant

information

Mee

tings

5 1,680 8,400 1,680 1,680 1,680 1,680 1,680

AGODA

Executive

able to seek

specific

information

on contracts

for supplies,

services and

works to be

executed in

the region.

Mee

tings

5 1,680 8,400 1,680 1,680 1,680 1,680 1,680

Output 4.3.3: All AGODA

member

districts are

supported and

allowed to

conduct

research on

various aspects

of the

communities

with regard to

O&G Industry

in Uganda.

Supporting

independent

research by

Local

Governments

on O&G

Rese

arch

5 3,000 15,000 3,000 3,000 3,000 3,000 3,000

Conducting

stakeholder

engagements

to

disseminate

findings of

the research

work.

Mee

tings

50 3,000 150,000 30,000 30,000 30,000 30,000 30,000

Output 4.3.4: All AGODA

member

districts are

Move widely

for sourcing

information

on O&G.

Mee

tings

5 1,680 8,400 1,680 1,680 1,680 1,680 1,680

51

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

supported

(financially,

technically or

otherwise) to

gather &

disseminate

relevant

information to

the concerned

communities

related or

about O&G

activities.

Disseminate

information

gathered

from various

sources/offic

es of

government

and private

sector

including oil

companies.

Mee

tings

50 3,000 150,000 30,000 30,000 30,000 30,000 30,000

Output 4.3.5: All AGODA

member

districts are

supported and

allowed to

source for

relevant

information

concerning the

O&G sector

dev't in

Uganda into a

format that

will be

understandable

& acceptable

by the

community

Translate the

information

into

acceptable

languages

and media

for

disseminatio

n to the

communities.

Mee

tings

5 1,680 8,400 1,680 1,680 1,680 1,680 1,680

Develop

fliers for

relevant

information

to the

communities.

Num

ber

5 5,000 25,000 5,000 5,000 5,000 5,000 5,000

Disseminate

information

gathered to

various

stakeholders

of the

communities.

Mee

tings

50 3,000 150,000 30,000 30,000 30,000 30,000 30,000

Output 4.3.6: All AGODA

member

districts are

supported &

allowed to

conduct multi-

stakeholder

engagements

with the

affected

community

Carry out

multi-

stakeholder

engagement

meetings

with the

communities

in every

district.

Mee

tings

50 3,000 150,000 30,000 30,000 30,000 30,000 30,000

Subtotal for outcome 4.3 690,400 138,080 138,080 138,080 138,080 138,080

Outcome 4.4: Strengthened regional collaboration, systems and collective response

52

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

Output 4.4.1:

AGODA

becomes an

indispensable

& independent

stakeholder

(with strong

member

capacity for

priority

setting, strong

negotiating

power &

capacity) &

able to

influence

Public policy

at national &

regional

levels.

Conduct

lobby and

advocacy for

AGODA at

every fora

Eve

nts/

Mee

tings

5 6,720 33,600 6,720 6,720 6,720 6,720 6,720

Output 4.4.2:

AGODA

actively

participates in

national &

regional events

related to

O&G Industry

in Uganda to

contribute

specific

scenarios that

require

attention/

support in the

transformation

of the

community.

Facilitation of

the AGODA

Executive to

participate in

events

organized at

different fora.

Eve

nts/

Mee

tings

5 6,720 33,600 6,720 6,720 6,720 6,720 6,720

Output 4.4.3:

Inter-district

co-operation &

partnerships

conducted

(emphasizing

bilateral

collaboration

between

AGODA

member

districts

signing

bilateral or

partnership

agreements

on issues of

O&G.

Mee

tings

5 1,680 8,400 1,680 1,680 1,680 1,680 1,680

53

ALBERTINE GRABEN OIL AND GAS DISTRICTS ASSOCIATION (AGODA)

AGODA ANNUAL BUDGETS FOR THE FIVE YEARS' STRATEGIC PLAN: 2016 - 2020

Outcomes/

Outputs Activities

Indic

ator

Unit

Qua

ntity

Unit

Cost

Amount

('000

UShs)

Year 1 Year 2 Year 3 Year 4 Year 5

districts, sub-

regional pacts,

partnerships

with Ministries

& Others

agents

especially the

Oil Companies

& CSOs

AGODA

member

districts

signing

bilateral or

partnership

agreements

with

Ministries or

agencies on

issues of

O&G.

Mee

tings

5 1,680 8,400 1,680 1,680 1,680 1,680 1,680

Output 4.4.4:

All AGODA

member

districts taking

up collective

action and

responsibility

on issues

affecting the

communities

in their

districts.

AGODA

member

districts

regularly in

touch with

each other on

issues

concerning

O&G in their

districts.

Mee

tings

5 1,680 8,400 1,680 1,680 1,680 1,680 1,680

Output 4.4.5:

All AGODA

member

districts

receiving

regular support

for training in

systems

strengthening

&

management

in the wake of

the O&G dev't

in the region.

Training in

systems

strengthening

and

management

Wor

ksho

p

5 13,200 66,000 13,200 13,200 13,200 13,200 13,200

Support in the

establishment

of effective

systems in

management.

Num

ber

5 5,000

25,000 5,000 5,000 5,000 5,000 5,000

Subtotal for outcome 4.4 183,400 36,680 36,680 36,680 36,680 36,680

Grand total 32,592,800 6,811,360 6,638,860 6,380,860 6,380,860 6,380,860

13. RISK ANALYSIS AND MITIGATION MATRIX

Risk intervention planning matrix

Risk Description Rating

H/M/L Consequences Mitigation plan

Variance

in

commitme

nt across

Failure to deliver

on commitments

by some districts

can undermine

M

Poor involvement in

development

interventions

Inadequate services

Keeping AGODA members

on board through regular

sensitizations, meetings,

workshops and seminars

54

Risk Description Rating

H/M/L Consequences Mitigation plan

AGODA

members

(or

districts)

attainment of

targets and

purpose

delivery to the people AGODA magazine and other

print materials.

Lack of

interest

from other

actors

External partners

may have prior

programs not

focused on

AGODA

objectives

M

Poor support of the

AGODA agenda

Lack of resources to

run AGODA

Poor services delivery

to the communities.

Popularize purpose, mandate

and value of AGODA

initiative

Misapprop

riation of

resources

Corruption, abuse

of offices and/or

misuse of

resources

H

Withdrawal or

termination of

support from

development

partners

Failure to implement

planned

interventions

Suffering of the

communities due to

curtailed programs

AGODA is a company with

accountability structures that

are outside government

systems, has broad

membership with peer

accountability provisions

The AGODA secretariat will

be setup in the medium term

to enhance separation for

effective resource

management

Inadequat

e delivery

of benefits

to the

communiti

es in the

Albertine

Graben

AGODA

operations may

focus more on the

strategic objective

that benefit Local

Governments M

Poor socio-economic

transformations in the

communities

Resistance to other

development

programs in the

communities

Withdrawal of

funding by

development partners

Regular reviews involving

participation of the

communities.

Regular technical

assessments to establish

satisfaction by the

communities.

Riots and

demonstrati

on in the

communitie

s

Community

members may be

disgruntled by

poor services

delivery in the O

& G Industry.

M

Distortions in service

delivery.

Destruction of

infrastructure and

other installations in

the O & G Industry

Regular engagements of the

communities

Implement mechanisms for

grievances handling in the

communities.

55

14 THE COMMUNICATION STRATEGY

AGODA will adopt a robust communication approach to ensure that all communities are

provided with the required information on Oil and Gas Industry in Uganda. The delivery

mechanisms will entail the following:

14.1 Community engagement meetings Various community engagements will be carried out at different levels in an effort to draw in

all stakeholders and persons of concern (or affected communities). Community engagement

meetings will help to resolve many issues affecting the communities especially those that will

need direct evidence on the ground. These engagement meetings or dialogues will take place

at District, National Regional and International levels.

14.2 Regular briefings AGODA will make use and take advantage of any official government meetings, conferences

and workshops to pass on specific messages and information to the general public and the

communities. Local and national media will equally be used for communication purposes. In

this high technology era, other media will be used to maximize communication. Such media

include the web based communication and Internet, WhatsUp, Facebook pages and tweeter

applications.

14.3 Documentation AGODA will also use different forms of documentation to capture and disseminate data on

Oil/Gas issues to the communities. Any research findings will be published and

communicated to the communities in a manner which is simplified and understandable by

everybody. In such cases, simple fliers will be developed in local languages. Official

bulletins, Newsletter, policy briefs and statements will be used whenever necessary and

applicable.

15 CONCLUSION

The Five Year Strategic Plan for AGODA is providing guidance and a roadmap on specific

investments and intervention areas that will effectively contribute towards rapid

socioeconomic development and transformation of the area. Equally to note is that the

information availed in this report opens avenues for the Private Sector to come in for ventures

that would increase volumes of trade and businesses in the area. There is a need to entice the

local and international investors to start serious businesses in the area. The Development

Partners are invited to take part in the development agenda spelt out in this document as their

contribution towards supporting the affected communities to create resilience and

sustainability in the face of the new Oil and Gas Industry in Uganda.

56

16 APPENDICES:

16.1 Leadership structure of AGODA

AGODA Executive Committee (2016)

No Name Designation Position in LG District

1 Okello Oryema

Patrick

Chairman, AGODA District Chairperson Nwoya

2 Kato Milton Vice Chairperson,

AGODA

Chief Administrative Officer Kanungu

3 Kayise Chrizestom Member Chief Administrative Officer Rukungiri

4 Batambuze Abdu Member Chief Administrative Officer Hoima

5 Namara

Christopher

Member

6 Agaba George Executive Secretary,

AGODA

Community Development

Officer

Rukungiri

16.2 AGODA Five Year Strategic Plan Drafting Committee

AGODA Program Development Sub-Committee (November 2016)

No Name Designation Position in LG District

1 Monica Edemanchu Sub-committee

Chairperson

ACAO Arua

2 Odiya Godfrey Member Environmental Officer Arua

3 Kajura Charles Member Production Officer Hoima

4 Manyindo Jacob Member Co-ordinator MYJ

16.3 List of the 25 Oil/Gas Districts in Uganda

No. Name of district No. Name of district No. Name of district

1 Nwoya 9 Rubirizi 17

2 Nebbi 10 Rukungiri 18

3 Arua 11 Kanungu 19

4 Buliisa 12 Amuru 20

5 Hoima 13 21

6 Kibaale 14 22

7 Ntoroko 15 23

8 Kasese 16 24

25

16.3 List of the 10 members of AGODA (November 2016)

No. Name of district No. Name of district No. Name of district

1 Nwoya 4 Buliisa 7 Hoima

2 Nebbi 5 Rukungiri 8 Kibaale

3 Arua 6 Kanungu 9 Ntoroko

10 Amuru

16.4 Memorandum and Articles of Association of AGODA