UGANDA WILDLIFE SOCIETY STRATEGIC...

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UGANDA WILDLIFE SOCIETY

STRATEGIC PLAN(May 2013 – April 2018)

May 2013

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Approval Page

The Uganda Wildlife Society Strategic Plan (2013-2018) has been reviewed and approved for implementation.

…………………….. Date………………………

Chairman, Executive Committee

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Acknowledgements

The Uganda Wildlife Society (UWS) Strategic Plan (2013-2018) has been approved by the ExecutiveCommittee (ExCom).

The Strategic Planning was prepared in a participatory manner involving the UWS Secretariat and Executive Committee members.

The Chairman ExCom would like to acknowledge UWS Secretariat and ExCom members and all individuals who contributed to the planning and production of this Strategic Plan. The Planning facilitation by Mr. Alex B. Muhweezi of Future Dialogues International is greatly appreciated.

Finally, the UWS ExCom looks forward to the implementation of the Plan.

Preparation facilitated by Alex B. Muhweezi

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Approval Page ...............................................................................................................................................1Acknowledgements.......................................................................................................................................2Acronyms ......................................................................................................................................................51. INTRODUCTION ....................................................................................................................................6

1.1 The Strategic Plan .........................................................................................................................61.2 Purpose of the Strategic Plan........................................................................................................61.3 Planning considerations................................................................................................................ 61.4 The planning process ....................................................................................................................7

2. THE SITUATION ANALYSIS ....................................................................................................................82.1 The internal environment (UWS)..................................................................................................8

2.1.1 Establishment/Status............................................................................................................82.1.2 Vision statement of UWS ..................................................................................................... 82.1.3 Core Values ........................................................................................................................... 92.1.4 Core business/Niche .............................................................................................................92.1.5 UWS Governance structures and processes .......................................................................102.1.6 Programme activities to-date .............................................................................................11

2.1 The SWOT analysis of UWS.........................................................................................................122.3 Situational analysis of external environment .............................................................................13

2.3.1 Mandated institutions for managing wildlife and environment sectors. ...........................132.3.2 Stakeholders in the wildlife and environment sectors .......................................................132.3.3 Wildlife and environment management issues ..................................................................14

2.4 The future direction of UWS.......................................................................................................143 STRATEGIC DIRECTION FOR 2013-2018 .............................................................................................16

3.1 Looking to the future ..................................................................................................................163.2 Goal and objectives of the Strategic Plan ...................................................................................163.3 Implementation strategies to achieve the Strategic Plan objectives ........................................173.4 Strategic outputs and interventions. ..........................................................................................17

3.4.1 Obj: #1: To advocate and lobby for effective policy, legal and institutional framework and performance in wildlife and environment sectors.............................................................................173.4.2 Obj#2: To generate knowledge through research and document lessons about the wildlife and environment management issues...............................................................................................183.4.3 Obj #3: To build a strong and effective UWS......................................................................18

3.5 The Logical framework................................................................................................................203.6 The implementation schedule ....................................................................................................25

4. IMPLEMENTATION ARRANGEMENTS AND REQUIREMENTS .............................................................274.1 Implementation arrangements...................................................................................................27

4.1.1 Work planning.....................................................................................................................274.1.2 Reporting.............................................................................................................................274.1.3 Institutional arrangements and mandates .........................................................................27

4.2 Implementation requirements ...................................................................................................284.2.1 Resources Mobilization.......................................................................................................284.2.2 Governance systems ...........................................................................................................284.2.3 Membership database ........................................................................................................284.2.4 Information management system ......................................................................................284.2.5 Identity ................................................................................................................................28

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4.2.6 Resources ............................................................................................................................294.2.7 Commitment by members ..................................................................................................294.2.8 Capacity...............................................................................................................................294.2.9 Accountability .....................................................................................................................29

5. BUDGET ..............................................................................................................................................306. FRAMEWORK FOR MONITORING AND EVALUATING SRATEGIC PLAN IMPLEMENTATION...............32

6.1 The purpose of monitoring and evaluating SP implementation.................................................326.2 M&E implementation responsibilities ........................................................................................326.3 Information management, sharing systems and procedures.....................................................32

7. RISK ASSESSMENT AND MANAGEMENT ............................................................................................338. ANNEXES ............................................................................................................................................34

8.1 Annex 1: List of Documents reviewed .......................................................................................348.2 Annex 2: People consulted/participated ....................................................................................358.3 Annex 3: UWS Membership database (December 2012) ...........................................................368.4 Annex 4: Staffing levels (March 2013) ........................................................................................378.5 Annex 5: Inventory of UWS Assets..............................................................................................38

List of tables

Table 1: SWOT AnalysisTable 2: Mandated Institutions for managing wildlife and environmental resources in UgandaTable 3: Stakeholder analysisTable 4: Logical frameworkTable 5: Implementation ScheduleTable 6: Institutional arrangements and mandatesTable 7: Budget

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Acronyms

AFIEGO African Institute of Energy GovernanceCBD Convention on Biological DiversityCOBWEB Community Based Wetlands Biodiversity Conservation ProjectCSCO Civil Society Coalition on OilCSO Civil Society OrganizationEAWLS East African Wildlife SocietyEIA Environmental Impact AssessmentENRCSO Environment and Natural Resources Civil Society Organizations NetworkExCom Executive CommitteeFSSD Forestry Sector Support DepartmentGEF Global Environment FacilityIGAD Intergovernmental Authority on Development IUCN International Union for Conservation of NatureIUCN-NL Netherlands Committee of IUCNLVBC Lake Victoria Basin InitiativeNAPE National Association of Professional EnvironmentalistsNEMA National Environment Management AuthorityNFA National Forestry AuthorityNFP National Forest PlanUFWG Uganda Forestry Working GroupUNDP United National Development ProgrammeUWA Uganda Wildlife AuthorityUWS Uganda Wildlife SocietyWENR Water, Environment and Natural Resources SectorWENR-SIP Water, Environment and Natural Resources Sector Investment PlanWENR-SWG Water, Environment and Natural Resources Working Group

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1. INTRODUCTION

1.1 The Strategic Plan

The UWS Strategic Plan is a description of the goal, objectives and targets (Outputs) of the UWS over the 5 year planning period (May 2013 – April 2018). The document describes in broad terms, strategic interventions, implementation schedule, modalities and requirements, budget as well as a framework for monitoring the outputs and impacts or outcomes of this Strategic Plan.

1.2 Purpose of the Strategic Plan

The UWS Strategic plan is intended to provide strategic guidance to the Society as it strives to become a stronger, effective and competitive conservation institution in Uganda. The Strategic Plan informs UWSmembers and stakeholders of the 2013-2018 strategic direction and priorities. The Plan will serve as a tool for application by the UWS ExCom and Secretariat in implementing the mission of the Society. It willalso be used to mobilize partnerships and resources for strengthening and delivery of UWS programme.

1.3 Planning considerations

The preparation of this Strategic Plan took into account the following considerations:

a) Need to strengthen UWS efficiency: by examining the Society set up, governance structures and processes, administration and with the view to identify areas for strengthening.

b) Current and potential opportunities, challenges and threats to the growth and performance of the Society.

c) Need to strengthen Society effectiveness: by examining the Vision, Mission and Objectives to identify the Core business of the Society and approaches to achieve the desired influence on wildlife and environment1 conservation in Uganda.

d) Need to re-engineer the Society on the basis of experiences and lessons learnt to-date.e) Means through which the Society can broaden and increase its capability (human, financial,

infrastructure, facilities, etc.) to implement the Strategic Plan.f) Factors affecting performance of Uganda’s Wildlife and Environment sectors.

Furthermore, the planning process emphasized the following principles:

a) Participation and ownership of the Strategic Plan by the Society Secretariat and ExCom2.b) Focusing on the core mandate of the Society. c) Issues-based strategies and actions.

1 For purposes of this Strategic Plan, environment encompasses: water, wetlands, forestry, land/soil, climate/weather, air, etc.2 ExCom represents UWS membership

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1.4 The planning process

The planning process involved gathering information about the UWS and the external environment (conservation and development issues in Uganda) from a review of UWS documents and visits to websites (Annex 1), face to face interviews and e-conversations with Executive Secretary and ExCom members (Annex 2), analyzing the information and describing internal and external working environment for the UWS and, using this information to prepare the UWS Strategic Plan.

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2. THE SITUATION ANALYSIS

2.1 The internal environment (UWS)

2.1.1 Establishment/Status

The UWS was established in 2009. Its history originates from the former East African Wildlife Society-Uganda Branch (EAWLS-Uganda Branch). As such, the UWS inherited some of the programmes, members and goodwill of the EAWL-Uganda Branch. The driving force behind its formation was the need for the EAWLS members in Uganda to get better organized in order to effectively engage with wildlife and environment issues in Uganda.

The UWS is a membership organization with diverse membership at international, national and local/district levels. By December 2012, there are 365 members comprising of full, associate, student, corporate and life members (Annex 3: Membership database).

The UWS Secretariat is centrally situated in Kampala with 9staff members. Of these, 4 are based in the field project offices in Bulisa District (Annex 4: Staffing levels). The Society operations are supported by in-kind contributions from members and networks, membership dues (1%), project grants (96%) and other sources (3%). In terms of facilities, the UWS has vehicle, photocopies, computers, scanners, assorted furniture and field equipments, public address system, among others (Annex 5: Inventory).

UWS operates a Resource Centre equipped with variety of reference materials ranging from technical reports and publications, reference books, journals, newsletters, among others. The Resource Centre has sitting capacity of 20 people and is mainly used by University students. Among the critical resources is the depository for the EIA Study reports in Uganda.

2.1.2 Vision statement of UWS

Vision: Wildlife and People living in Harmony. The UWS members aspire to contribute towards a harmonious co-existence between wildlife and people in Uganda and beyond.

Mission: To promote the conservation of wildlife and environment through advocacy, knowledge generation and field demonstrations. The mission underpins UWS existence as an advocate and facilitator of conservation, focusing on wildlife and environment.

Goal: Sustainable utilization of wildlife and other natural resources. The longer term objective for all programme and activities of UWS is sustainable use of resources, a driving force behind most challenges facing conservation.

The UWS aspires to realize this goal through achieving the following institutional objectives:

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Objectives:

a. To influence policy formulation for environmental management through providing forums for addressing, advocating and debating conservation issues.

b. To generate knowledge on wildlife and natural resources and to provide informed non-biased environment information to the government; private sector and other civil society organizations.

c. To promote the understanding of linkage of livelihoods and sustainable use of wildlife and natural resources through raising awareness about the environment among the people of Uganda.

2.1.3 Core Values

The following are the organizational values for the UWS.

Integrity: Striving to operate to the highest standards of professionalism, integrity and transparency.

Team work: Working together as a team to take advantage of the numbers, expertise and knowledge within and among the UWS membership.

Collaboration: Working in partnership with agencies, institutions and individuals to advance UWS Mission.

Excellence: Aiming at providing excellent services and products in all endeavours.Communication: Promoting and encouraging effective internal and external communication as

well as use of evidence based advocacy messages.Effectiveness: Committed to ensuring value for money in all UWS programmes and

undertakings.Innovation: Striving to innovative approaches towards achieving the UWS Mission,

overcoming challenges and finding ways to improve.

2.1.4 Core business/Niche

The UWS core business is promoting conservation of wildlife and environment through:

a) Carrying out advocacy and lobbying for harmonious co-existence between Wildlife and environment.

b) Generating and disseminating knowledge and information about wildlife and environment subsectors.

c) Field demonstration projects on wildlife conservation and or environmental management.

d) Managing the UWS (Secretariat affairs and membership).

e) Mobilizing resources for the UWS.

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2.1.5 UWS Governance structures and processes

2.1.5.1 Institutional policies

The supreme policy for the UWS is the Constitution. The UWS has developed and applies sound policies on finance management, human resources/personnel and general administration, among others.

2.1.5.2 Membership

Membership to UWS comprises of Ordinary members, Student members, Associate members, Corporate members, Life members and Honorary members as stipulated in UWS Constitution. The UWS has 365 members (Annex 3) dominated by Student members. There are no Life members or honorary members yet.

2.1.5.3 Governance structures

The Governance of UWS is organized under the following structures.

a) Secretariat: The Secretariat of UWS is housed in Kampala. Headed by the Executive Secretary, the UWS Secretariat carries out day-to-day administration of UWS business and implements or supervises implementation of UWS Programmes.

b) Executive Committee: consisting of seven elected members. Headed the ExCom Chairman, the ExCom is responsible formulating and enforcing policies of the Society, supervising the UWS Secretariat and overseeing the development and implementation of UWS programmes.

c) General Assembly: consisting of all members of the Society. It serves as the apex decision making and reference Organ for the Society.

2.1.5.4 UWS Programme approach

The implementation of UWS programme and activities emphasizes the following approaches:

a) Collaboration and support: UWS works closely with government agencies, districts, communities, development partners and several Non-government Organizations (NGOs) and Civil-Society Organizations’ (CSO) networks and other institutions within and outside Uganda inknowledge generation and implementing wildlife conservation and environment management initiatives at national and field levels.

b) Advocacy and lobbing: the UWS convenes forums for promoting debate/dialogue on policy and management issue pertaining to wildlife conservation and environment management. Other advocacy/lobbying tools include newsletters, website and technical publications. UWS collaborates with other networks in various advocacy platforms e.g., Environment and Natural Resources Civil Society Organizations network (ENRCSO), Uganda Forestry Working Group (UFWG), Civil Society Coalition on Oil (CSCO), among others.

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c) Member participation in programme and activity implementation: The UWS established and works through an ExCom with mandate to oversee development and implementation of Society programmes/projects and initiatives.

2.1.6 Programme activities to-date

As of December 2012, the UWS programmes included the following:

a. Wetlands Conservation: though the COBWEB project. This project is a collaborative venture between NGOs (UWS, Nature Uganda and IUCN) and Government of Uganda funded by GEF through UNDP. The project implements field activities in Rakai district.

b. Ecosystems and livelihoods: a collaborative venture between national NGOs (UWS, NAPE, AFIEGO) and Global Ecosystems Alliance members (IUCN-NL, Both Ends and Wetlands International). The project implements field activities in Bulisa district.

c. Managing Secretariat and membership: being routine business of the Secretariat involving communication, reporting, representation and networking, fundraising, membership services, among others.

In addition, UWS actively participates in CSO advocacy networks, such as:

a. Environment and Natural Resources Sector Civil Society Organization (ENRCSO)b. Civil Society Coalition on Oil (CSCO)

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2.1 The SWOT analysis of UWS

Table 1 below presents an analysis of the UWS Strength, Weaknesses, Opportunities as well as Threats to the Society. This information informs decisions on what needs to be addressed in order for the Society to put “TEETH3” into the conservation of wildlife and environment.

Table 1: SWOT Analysis

Strength of UWS Weaknesses/challenges of UWS Opportunities for UWS Threats to UWS1. Growing membership

actively/committed to promoting the UWS business.

2. Strong and functioning governance processes and structures.

3. UWS policies (financial management, human resources, etc)

4. Recognition of the UWS by the government Agencies (NEMA, UWA, NFA) and Districts

5. Recognition of the Society by other networks (e.g., CSCO , ENRCSO)

6. Collaborative ventures with in-country NGOs (IUCN, NU, NAPE, AFIEGO)and out the country NGOs (IUCN-NL, Both Ends and Wetlands International

7. Ongoing programmes in wetlands, livelihoods, wildlife conservation.

8. Publications and the Resources Centre.9. Membership to international

organizations (IUCN)

1. Inadequate internal policy guidelines and operational procedures for guiding UWS ….e.g., internal controls, quality control, etc.).

2. Narrow financial base and low funding(partnerships, fundraising strategies…)

3. Weak Capacity in terms technical competences and numbers of staff, and, facilities.

4. Low membership, poor geographical coverage of the membership, unbalanced membership categories and weak membership services.

5. Visibility of UWS is low…..presently better at Makerere University.Underperformance of UWS mandate.

1. Political will within the government agencies and willingness to work with or collaborate with the Society.

2. Existing in country and out of country networks in related sectors (willing to collaborate with UWS.

3. Challenges within the wildlife sector and environment in general relevant to UWSmission/mandate e.g., governance, stakeholder participation, cross-cutting issues, climate change effects, trans-boundary issues, learning and sharing, among others.

4. Collaboration framework between UWS and EAWLS

5. Membership to International institutions (e.g., IUCN) provides opportunity for programme development and implementation.

1. Competition with other NGOs/CSO and networks.

The State of affairs at UWS depicts a positive situation. There is sufficient strength and opportunities for the Society to focus on and excel as it addresses the weaknesses. The Strategic Plan provides for measures to enhance current strength, harness opportunities, address weaknesses and minimize threats

3 TEETH = To Enhance strengthen, Eliminate weaknesses; Take advantage of the opportunities and, Hedge against threats.

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2.3 Situational analysis of external environment

The following information is an analysis of the issues pertaining to the wildlife sector and environment in general for which the UWS will be interested in during the planning period.

2.3.1 Mandated institutions for managing wildlife and environment sectors.

The following institutions are mandated to manage wildlife and environmental resources in Uganda(Table 2).

Table 2: Mandated Institutions for managing wildlife and environment resources in Uganda.

Sector InstitutionWildlife Central

Ministry of Tourism, Wildlife and HeritageUganda Wildlife AuthorityUganda Wildlife Education Centre

District/Local GovernmentLocal Government Administration

Environment CentralMinistry of Water and Environment National Environment Management Authority

District/Local GovernmentLocal Government Administration

2.3.2 Stakeholders in the wildlife and environment sectors

The sectors targeted by UWS benefits from a wide range of stakeholder contributions (Table 3).

Table 3: Stakeholder analysis

Category Stakeholders Observation/Message for UWSDevelopment Partners

WORLD BANK, EU, GIZ, FAO, UNDP, JICA, DFID, NORAD, DANIDA, etc

Some of the development partners (e.g., UNDP, NORAD, and EU) support UWS or networks that UWS participate in.

Other donors facilitate CSO to gain “space” for participation in the wildlife and environment sectors.

Some of the Partners programmes seek “alternative/parallel/complementary” development investment to government programmes throughCSOs.

Technical Agencies CARE, IUCN, WWF, WCS, IA, AWF, Academic and Research Institutions, etc

Some of the technical agencies support CSO directly (e.g., WWF, CARE, IUCN) while other facilitates CSO to gain “space” for participation in the environment and wildlife Sector programmes.

Some of the technical agencies mobilize CSO action in planning, implementing, monitoring, lobbying/advocacy and lesson learning.

Service providers NGOs, CSOs, PRIVATE SECTOR, LOCAL GOVERNMENTS

There are several networks among the NGOs/CSOs, including those that UWS participates in thus

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providing an “access” to the other networks. Local governments receive support from

grassroots/district level and to some extent national CSOs such as UWS programs in Buliisa and Rakai. CSO contribution in implementation community initiatives, knowledge generation and information dissemination, community/stakeholder mobilization is expected.

Watchdogs NGOs, CSOs, Media Constitute Partners in action through learning and sharing, joint advocacy/lobbying, mass action, etc.

Regional/International players

CONVENTIONS, EAC, IGAD, NBI,UNEP, UNDP,

Provide opportunity for addressing trans-boundary issues, learning and sharing field/practical experiences to inform regional/global policy.

Provide opportunity for CSO participation in implementation of their programme.

The UWS enjoys recognition by government ministries and agencies and, other actors in the wildlife and environment sectors. UWS is the only NGO serving as a depository for EIAs in Uganda. These opportunities give UWS leverage to participation at policy and strategic management levels in the wildlife and environment sector. On the other hand, some of the partners (CSO/NGOs and their respective networks) are competitors to UWS. Therefore, there is need to build UWS credibility in order to be able to hedge against competitors while taking advantage of the diverse opportunity of working together.

2.3.3 Wildlife and environment management issues

These sectors are faced with the following management challenges:

a) Enforcement of policy and legislation.b) Adequacy of policy frameworks (policies, guidelines, planning) and institutional arrangements

for wildlife and environment management.c) Poor management performance of the sub-sectors (wildlife, forestry, wetlands, environment).d) Mitigation/adaptation to effects of climate change on wildlife habitats and biodiversity, over-all.e) Monitoring and evaluation of impacts and trends in state of wildlife/environmental/natural

resources, including trans-boundary resources.f) Regulating extractive and non-extractive utilization of wildlife and environment resources

(sustainable use, trade, etc.)g) Capacity of CSOs to effectively serve as watchdogs.h) Capacity to assimilate new initiatives on part of communities and stakeholders at large.i) Weak measures for integrating innovations and approaches at macro levels.j) Weak measures for managing trans-boundary wildlife and environment resources.k) Management of wildlife/environment resources use related conflicts.l) Poor land management practices.m) Weaknesses in the legal procedures and processes.

2.4 The future direction of UWS

Building on the above analysis of the internal (UWS) and external environment in the wildlife and environment sub-sectors, the UWS selects focal areas of its programme that will propel the UWS to

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greater performance and effectiveness. Priority areas have been selected taking into the account the following criteria.

a) The existing political environment in Uganda with regards wildlife and environment sectors.b) Wildlife conservation and environment management challenges consistent with the objectives

of the UWS.c) UWS strength and opportunities and its programme approach taking into account comparative

advantages of being a national NGO.d) Immediate, medium and long term UWS needs and perspectives.e) Opportunities for collaboration and partnerships with other institutions and CSO networks.f) Opportunities or likelihood of accessing funding sources for implementing the UWS

programmes.

Basing of the above criteria, the following areas have been prioritized for the 2013-2018 planning period. These priorities seek to position UWS as an active and competitive player by focusing on what the UWS can do best and its capability to deliver its services.

a) Effective advocacy and lobbying for good wildlife and environment policies, governance and management performances.

b) Demonstrating linkages between wildlife and environment conservation and livelihoods.c) Generation and dissemination of knowledge and information about wildlife and environment

practices and challenges.d) Strengthening membership base and enhancing membership services and benefits to members.e) Strengthening visibility, relevance and capacity of UWS.

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3 STRATEGIC DIRECTION FOR 2013-2018

3.1 Looking to the futureThe over-all objective for preparing the 2013-2018 Strategic Plan is to enable UWS take a strategic direction towards being an efficient, effective and sustainable NGO. The Strategic Plan is prepared in order to provide a Framework for guiding UWS in developing, implementing and monitoring its programmes over the next five years.

During 2013-2018, UWS strategic direction will focus on the following:

a) Core business of the Society: the UWS will focus on Advocacy and Lobbying for good policies,governance and performance in wildlife and environment sectors; Generation and dissemination of lessons and information about the sector performance; and, Managing the Society.

b) Harnessing opportunities within the internal (UWS) and external Environment: the Society will seek to exploit its strength and that of members and collaborating institutions and networks and ensure that it becomes efficient and effective in delivering its mandate. UWS will maximize opportunities accruing from membership to international organizations and processes.

c) Growth: the Society will aim at strengthening its scope and sphere of influence to include demonstration activities.

d) Strengthening the Society strength and sustainability: the UWS will strive to address the weaknesses including strengthening its technical and management capacities and facilities, building funding base, strengthening internal policies and control systems and procedures for programme development, implementation and monitoring, improving UWS identity through maintain relevance, providing quality services, improving communication and strengthening membership and membership services.

3.2 Goal and objectives of the Strategic Plan

Goal: The Goal for this Planning period is “An effective NGO providing credible support and advice to wildlife and environment sectors in Uganda”.

To realize this goal, the Strategic Plan aspires to achieve the following objectives.

Objectives:

a) To advocate and lobby for effective policy, legal and institutional framework and performance in wildlife and environment sectors. This objective seeks to promote good governance and better performance of the sectors through advocating and lobbying sector policies and policy implementation, transparency and accountability of duty bearers.

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b) To generate knowledge through research and document lessons about the wildlife and environment management issues. This objective seeks to use practical experiences and lessons to inform/influence decisions in the sectors.

c) To build a strong and effective UWS. This objective seeks to strength UWS and enhance its performance and quality of services hence, its credibility, impact and sustainability.

3.3 Implementation strategies to achieve the Strategic Plan objectives

The above objectives will be pursued through applying the following Strategic Plan implementation strategies:

a) Ensuring relevance to the targeted sectors: the Society will prioritize areas of interventions that directly contribute to the two sectors and are commensurate with UWS mandate while enablingUWS engagement with the two sector at local, district and national levels in collaboration with other networks and strategic partners.

b) Ensuring efficiency: the Society will develop and enforce internal policies and procedures for guiding society programme design, implementation and monitoring. The following policy guidelines or procedures will be targeted, among others: project development, work planning, budgeting, project implementation, monitoring, reporting and feedback mechanisms, communication and information sharing.

c) Ensuring effectiveness: the UWS will aim at quality and timely delivery of services and ensure that its contribution adds value to the two sectors. Procedures/guidelines covering the following aspects will be developed and applied: quality enhancement and control systems and member’s engagement among others.

d) Moving towards sustainability: the UWS will seek to strengthen its membership and delivery of membership services and benefits, mobilize technical and financial resources, build capacity within the Society and, effectively communicate UWS successes and impacts.

3.4 Strategic outputs and interventions.

The above objectives will be derived through the following outputs and broad interventions. Activities will be derived from the broad interventions and specified in the annual work plans and or project descriptions, as appropriate.

3.4.1 Objective 1: To advocate and lobby for effective policy, legal and institutional framework and performance in wildlife and environment sectors.

The following outputs will be targeted:

Output 1: Approaches for conducting advocacy and lobbying developed.

a. Define UWS niche in environment and wildlife sectors at local and district levels.b. Define modalities for advocacy and lobbying engagement with the two sectors at local, district

and national levels (Engagement strategy).

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c. Design and apply advocacy and lobbying messages and tools for engaging the two sectors sector at all levels.

Output 2: UWS advocacy and lobbying efforts in the two sectors recognized.

a. Convene periodic forums to debate or dialogue on policy and implementation issues in the two sectors at policy and conservation/management levels.

b. Effectively utilize the EIA depository function.c. Increase access to information through the Resource Centre.

3.4.2 Objective 2: To generate knowledge through research and document lessons about the wildlife and environment management issues.

The following outputs will be targeted

Output #1: Lessons and experiences of wildlife conservation and environmental management in the two sectors analyzed, documented and disseminated.

The following interventions will be implemented:

a. Design and apply information management system (including database) for the Society.b. Design/Strengthen and apply tools for capturing, analyzing and disseminating lessons and

experiences from the field.c. Design/Strengthen and apply tools for feedback to UWS members and targeted partners.d. Field activities demonstrating the linkages between conservation and livelihoods.

Outputs #2: Knowledge about wildlife and environment conservation issues generated and disseminated


a. Design research programme for UWS.b. Strengthen and apply tools for collaboration in research with Research and Development

agencies.c. Design/Strengthen and tools for monitoring and assessing performance of wildlife and

environment sector performance at local and district levels.

3.4.3 Objective 3: To build a strong and effective UWS

The following outputs will be targeted:

Output #1: UWS capacity to implement its Mission.


a) Develop /strengthen and enforce UWS policies and operational guidelines.b) Equip UWS Secretariat with required technical capacity and technological facilities.

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c) Mobilize financial and technical resources to facilitate implementation of the UWS StrategicPlan.

Output #2: Effective UWS.


a) Strengthen UWS membership countrywide and delivery of membership services, benefits and participation.

b) Strengthen UWS governance capacity and processes.c) Enhance UWS visibility. d) Strengthen / diversify membership to international organizations and regional bodies

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3.5 The Logical framework

The matrix below (Table 4) presents the relationship between Strategic Plan Objectives, Outputs and interventions. The Matrix provides indicators to be used in assessing the over-all progress and impacts at outputs and interventions levels. Indicators or measurements are It is expected that on annual basis, activity performance indicators will be developed and applied in assessing the progress and annual achievements.

Table 4: Logical framework

OUTPUT INTERVENTIONS MEASUREMENT/INDICATOR MEANS OF VERIFICATION ASSUMPTIONSObjective 1: To advocate and lobby for effective policy, legal and institutional framework and performance in wildlife and environment sectors

Extent to which UWS advocacy and lobby action has influenced changes in the policy, legal and institutional framework and performance in wildlife and environment sectors.

Policy and legal reforms reflecting UWS contribution

Improvements in wildlife and environment management attributed to UWS action

Quality and diversity of knowledge and information generated and disseminated by UWS

Government accepts to undertake policy, legal and institutional performance reforms


Define UWS niche in environment and wildlife sectors at local and district levels.

Defined Niche at local, district, national levels

UWS Policy Documents Publicity materials Level of understanding UWS

mandate and roles at targeted levels

N/A

Define modalities for advocacy and lobbying engagement with the two sectors at local, district and national levels (Engagement strategy).

Modalities for UWS engagement at the targeted levels

Effective engagement with the two sectors atlocal, district and national levels

Engagement Strategy UWS activities at the local, district

and national levels Tools for UWS engagement with

Partners. No. and diversity of Partners

engaged. Value added by UWS to the

Partners (e.g. serving on Committee, forums convened/facilitated by UWS, information shared/received, etc.)

N/A

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OUTPUT INTERVENTIONS MEASUREMENT/INDICATOR MEANS OF VERIFICATION ASSUMPTIONS Responses from Partners to UWS

contributions.Design and apply advocacy and lobbying messages and tools for engaging the two sectors sector at all levels.

Effective engagement with the two sectors at local, district and national levels

Advocacy/lobby tools developed and applied.

Advocacy and Lobby messages developed and disseminated/utilized.

Feedback on UWS advocacy and lobby messages.

N/A


Convene periodic forums to debate or dialogue on policy and implementation issues in the two sectors at policy and conservation/management levels.

Quality and diversity of debates or dialogues facilitated by UWS

No of forums convened or facilitated by UWS.

Records of the debates/dialogues. Feedback to the debates/dialogues

from participants and targeted institutions.

N/A

Effectively utilize the EIA depository function.

Contributions of UWS to EIAs.

Responses submitted by UWS. Platforms convened by UWS to

review EIAs. No. of EIAs reviewed

N/A

Increase access to information through the Resource Centre.

Quality and diversity of information stored and availed through the Resource Center

Catalogue of publications/resource centre materials

Facilities for electronic access of information at UWS

No. and diversity of Users

N/A

Objective 2: To generate knowledge through research and document lessons about the wildlife and environment management issues

Quality and diversity of knowledge and information generated and disseminated

No. of technical publications or reports

No. of lessons learning and sharing forums convened by UWS

Feedback to UWS publications and reports

UWS collaborates with Research and Development Agencies

Output #1: Lessons and experiences of wildlife conservation

Design and apply information management system (including database) for the Society.

Systems for generating, storing and archiving information at UWS.

Electronic and hard information management system.

Information management policy guidelines for UWS

Facilities for information

N/A

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OUTPUT INTERVENTIONS MEASUREMENT/INDICATOR MEANS OF VERIFICATION ASSUMPTIONSand environmental management in the two sectors analyzed, documented and disseminated.

management (server, filing facilities.

Design/Strengthen and apply tools for capturing, analyzing and disseminating lessons and experiences from the field.

UWS lessons and experiences from field activities

No of Publications/technical reports Guidelines for ensuing quality of

publications and technical reports.

N/A

Design/Strengthen and apply tools for feedback to UWS members and targeted partners.

UWS lessons and experiences from field activities disseminated

No of Publications/technical reports disseminated.

Feedback from recipients.

N/A

Field activities demonstrating the linkages between conservation and livelihoods.

Practical demonstrations of conservation and livelihoods linkages

Scope of field activities ( focus, geographical coverage).

N/A

Outputs #2: Knowledge about wildlife and environment conservation issues generated and disseminated

Design research programme for UWS Research priorities Research programme

documentation Research policy guidelines for UWS

N/A

Strengthen and apply tools for collaboration in research with Research and Development agencies

Data/information generated through Research

Policy guidelines on Collaborative Research

Collaborative research activities executed/ongoing

Research publications

N/A

Design/Strengthen and apply tools for monitoring and assessing performance of wildlife and environment sector performance at local and district levels.

Data/information generated through monitoring and assessment effort

Monitoring and assessment reports Forums convened to disseminate

monitoring reports Feedback from wildlife and

environment management authorities

N/A

Objective 3: To build a strong and effective UWS. Competitive and reputable organization in the wildlife and environment sectors

Size and diversity of membership countrywide

Quality of membership services Visibility of the UWS UWS capacities (human/technical,

financial and facilities)

N/A

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OUTPUT INTERVENTIONS MEASUREMENT/INDICATOR MEANS OF VERIFICATION ASSUMPTIONS Size and quality of UWS Programme Sustainability indicators (finances,

programme diversity, identity/”home”, etc.)


Develop /strengthen and enforce UWS policies and operational guidelines.

Efficient organization Organizational policies Internal controls Compliance levels to internal

controls and organizational policies…including Audits

N/A

Equip UWS Secretariat with required technical capacity and technological facilities.

Efficient organization Staffing levels and quality of staff Staff motivation Facilities for the programme

delivery and secretariat functioning

N/A

Mobilize financial and technical resources to facilitate implementationof the UWS Strategic Plan.

Status of implementation of the SP

Funding levels and sources Technical Collaboration and

partnerships Technical oversight by ExCom

N/A

Output #2: Effective organization.

Strengthen UWS membership countrywide and delivery of membership services, benefits and participation.

Membership driven programmes of UWS

Size and diversity of membership countrywide

Quality of membership services Membership participation in

governance of the UWS (functioning of ExCom, Annual general meetings, Policies adopted by members, etc.)

Membership participation in programme implementation

N/A

Strengthen UWS governance capacity and processes.

Effective governance organs and processes

Annual general meetings (member’s participation and quality of decisions/resolutions, feedback to Secretariat, etc.)

ExCom (quality of decisions/resolutions, guidance and feedback to Secretariat, feedback to members, etc.)

N/A

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OUTPUT INTERVENTIONS MEASUREMENT/INDICATOR MEANS OF VERIFICATION ASSUMPTIONSEnhance UWS visibility. Level of visibility in the

two sectors at national and local levels

Knowledge and attitudes towards UWS

Recognition from two sectors and partners

Participation in national policy level processes

N/A

Strengthen / diversify membership to international organizations and regional bodies

UWS influencing regional/international conservation agendas

Membership to international organizations and regional bodies

Accreditation to international and regional processes

Quality of UWS contributions to international/regional debates on issues of wildlife and environment conservation.

N/A

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3.6 The implementation schedule

The proposed implementation schedule for the Strategic Plan interventions is presented in Table 5. Interventions are presented under each objective. For each intervention, lead role function for ensuring that this intervention has been accomplished is assigned from the UWS structures. The timing for each intervention takes into account urgent needs and chronological sequence of related activities. However, it is anticipated that funding will also influence the timing for implementing particular interventions. For ease of reference, the following abbreviations have been used: ExCom = Executive Committee; SEC = Secretariat; MB = Members

Table 5: Implementation Schedule

OUTPUT INTERVENTIONS Lead 2013/14

2014/15

2015/16

2016/17

2017/18

Objective 1: To advocate and lobby for effective policy, legal and institutional framework and performance in wildlife and environment sectors



SEC/ExCom X


SEC X

Design and apply advocacy and lobbying messages and tools for engaging the two sectors sector at all levels.

SEC X X X X X



SEC X X X X X

Effectively utilize the EIA depository function. SEC X X X X XIncrease access to information through the Resource Centre. SEC X X X X X

Objective 2: To generate knowledge through research and document lessons about the wildlife and environment management issuesOutput #1: Lessons and experiences of wildlife conservation and environmental management in the two sectors analyzed, documented and disseminated.


SEC X X X X X


SEC X X X X X


SEC X X X X X


SEC X X X X X

Outputs #2: Knowledge Design research programme for UWS ExCom X

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about wildlife and environment conservation issues generated and disseminated


SEC X X X X X


SEC X X X X X

Objective 3: To build a strong and effective UWS.Output #1: UWS capacity to implement its Mission.


ExCom/MB


ExCom X X X X X

Mobilize financial and technical resources to facilitate implementation of the UWS Strategic Plan.

Sec/ ExCom X X X X X




Strengthen UWS governance capacity and processes. ExCom/MB X X X X XEnhance UWS visibility. Sec/

ExCom/MBX X X X X



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4. IMPLEMENTATION ARRANGEMENTS AND REQUIREMENTS

4.1 Implementation arrangements

4.1.1 Work planning

The UWS Secretariat will derive annual work plans and targets from the log frame under each output and intervention. Annual work plans will be approved by ExCom.

4.1.2 Reporting

The Secretariat will prepare quarterly and annual reports on implementation progress and submit to the ExCom. The fourth quarterly report will also comprise the annual status report for the concluding year. ExCom will avail the quarterly and annual reports to members and partners as appropriate. Partners and donors may require other reports on funded activities in accordance with the contractual obligations.

4.1.3 Institutional arrangements and mandates

The UWS Network will implement the Strategic Plan through its institutional structures as indicated in Table 6.

Table 6: Institutional arrangements and mandates

Institutional Structure

Mandate Observation

Secretariat Information management (records, communication, reporting).

Fundraising and mobilization resources for the UWS.

Management of UWS assets. Coordination of implementation of Strategic Plan

and associated UWS activities. Recruitment and servicing UWS members. Monitoring implementation of the Strategic Plan.

There is need for: Clearly defined delegation of authority to

the Secretariat…including accountability measures and requirements.

Secretariat capacity is essential in order to effectively implement these mandates.

Programme monitoring and evaluation systems

ExCom Approve UWS policies and guidelines.

Approve progress reports and Audit reports.

Monitor UWS corporate affairs. Monitor programme and operations

of the network.

There is need for: Clearly defined mandates vis-a-vis the

Secretariat. Tools for monitoring and evaluating

programmes and institutional performance. Tools for supervisions and exercise

governance mandate.

Society members

Approval of UWS Policies Represent membership in

governance Participation in programme

implementation.

Improvements in performance of Annual General assembly.

Measures for sustaining membership motivation, e.g., communication, reporting, membership services and benefits.

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4.2 Implementation requirements

Requirements for ensuring successful implementation of the Strategic Plan are elaborated in following sections.

4.2.1 Resources Mobilization

UWS requires substantial financial and technical resources to implement this Strategic Plan. Presently, the UWS has gratefully benefited from her partners (WWF, Global Ecosystem Alliance members, GEF/UNDP, among others). The ongoing programmes are largely funded by Partners and a limited extent by UWS internal resources. The UWS will build on these opportunities and mobilize resources to procure and finance UWS logistics, administration and staff costs, procure external technical support, finance member and partners’ participation, and, implement the Strategic plan, over-all. Strategies for mobilizing resources will be developed and applied as part of Strategic Plan implementation.

4.2.2 Governance systems

The UWS is growing institution with an ambitious agenda. For such an organization, it is essential to have in place adequate tools for ensuring that the organization is run on standard “internal” governance principles and practices. The recommended policies or procedures for finance, administration, human resources and quality control, membership’s recruitment and retention procedures, procedures for programme development and resources mobilization, implementation and evaluation among others will be prioritized.

4.2.3 Membership database

The UWS membership is diverse and continues to grow. The UWS programme development and implementation approaches emphasize participation and benefit to members. In this regards, the UWSwill strengthen membership database in order to inform management of membership affairs.

4.2.4 Information management system

Membership institutions world over emphasize and operate mainly through information sharing. The UWS is yet to develop a comprehensive system for managing Society information and for facilitating communication with and feedback from members. In the same vein, NGOs like UWS are suited to deliver their services mainly through communication and outreach.

The UWS requires having in place a sound information management system backed by a Communications and outreach strategy and capacity. The UWS will develop an information management system and the requisite communication tools and capacities.

4.2.5 Identity

Advocacy and lobbying requires identity so that messages can be attributed to known source. Within the UWS, there is need for clear mechanisms for identifying the institution from members and or staff and vice-versa. There is crucial need for the UWS constituency and targeted beneficiaries to identify the UWS with the services provided. In this regards, the UWS will define and promote its identity with the targeted audiences and beneficiaries.

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4.2.6 Resources

As indicated in section 5 the Society programmes require substantial financial and technical resources.Presently, the Society has gratefully benefited from in-kind support from members, and some partners. The ongoing programmes are largely funded by UNDP and IUCN-NL, and a limited extent by membership dues. The society will build on these successes and mobilize resources to procure and finance societylogistics and administration, procure external technical support, pay staff costs, finance membership participation and services, and, implement the Strategic plan, over-all. Strategies for mobilizing resources will be developed and applied as part of Strategic Plan implementation.

4.2.7 Commitment by members

UWS will grow stronger by harnessing member’s commitment and participation. Whilst there are good indications of member’s commitment, there is no guarantee that this commitment will last forever. Membership commitment is influenced by the value they attach to their participation, products/achievement and benefits accruing to individual members. The UWS will put in place measures for sustaining member’s commitment and participation.

4.2.8 Capacity

UWS requires capacity in terms of human resources, infrastructure and facilities, policy guidelines, governance processes, financial resources, among others. The future of UWS will inevitably rely on enhanced capacity in all these areas.

A comprehensive capacity needs assessment in relation to the current scope of programmes and existing infrastructure/facilities will be carried out and capacity building programme designed. This approach will link the capacity needs to the actual and foreseeable future needs in a rationalized manner. The options defined in the Capacity building programme will be budged for and linked to respective strategic interventions areas.

4.2.9 Accountability

The implementation of the Strategic Plan will emphasize transparency in decision-making processes at work planning, budgeting, monitoring and assessments, and reporting by ensuring that UWS Secretariat and members (ExCom) get involved in decision making processes as appropriate and are kept informed of progress and future plans. Periodic meetings for ExCom and entire membership will be convened for this purpose.

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5. BUDGET

The UWS shall require funds amounting to US$ 2,685,000 over a five year period to implement the Strategic Plan (Table 7). Funding sources to be targeted include members and development partners(Donors and Donor funded programmes). As indicated in section 4.1.3, the UWS Secretariat, will take the lead in this effort.

The Secretariat will derive annual budgets based on annual work plans for approval by ExCom. In addition, budgets for specific projects or undertaking will be derived from time to time, as appropriate.

Table 7: Budget

5-yr budget (US$)

OUTPUT INTERVENTIONS Budget

Obj.#1: To advocate and lobby for effective policy, legal and institutional framework and performance in wildlife and environment sectorsOutput 1: UWS delivering relevant services to the two sectors


1,000


1,000

Design and apply advocacy and lobbying messages and tools for engaging the two sectors sector at all levels.

140,000

Outputs #2: UWS services adding value to CSO networks and partners in the two sectors.


100,000

Effectively utilize the EIA depository function. 20,000

Increase access to information through the Resource Centre. 50,000

TOTAL OBJECTIVE 1 312,000

Obj.#2To generate knowledge through research and document lessons about the wildlife and environment management issuesOutput #1: Lessons and experiences of wildlife conservation and environmental management in the two sectors analyzed, documented and disseminated.


50,000


50,000


20,000


1,000,000

Outputs #2: Design research programme for UWS 3,000

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Knowledge about wildlife and environment conservation issues generated and disseminated


500,000


50,000

TOTAL OBJECTIVE 2 1,673,000

Obj.#3 To build a strong and effective UWS.



10,000


500,000

Mobilize financial and technical resources to facilitate implementation of the UWS Strategic Plan.

20,000



20,000

Strengthen UWS governance capacity and processes. 20,000

Enhance UWS visibility. 80,000


50,000

TOTAL OBJECTIVE 3 700,000

GRAND TOTAL 2,685,000

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6. FRAMEWORK FOR MONITORING AND EVALUATING SRATEGIC PLAN IMPLEMENTATION

6.1 The purpose of monitoring and evaluating SP implementation The monitoring and evaluation effort aims at providing a regular review of the progress of implementation of activities in terms of in-put delivery, work schedules and planned outputs/targets as well as quality of services. It will involve routine information gathering, analysis and reporting to UWSmembers, Partners and Stakeholders.

Over-all, the Monitoring and Evaluation Framework focuses on:

a) Promoting accountability for the achievement of Strategic Plan objectives through the assessment of Outputs, Outcomes and impacts.

b) Promoting learning, feedback, and information sharing of results and lessons learned during Strategic Plan implementation among members and between the Network members, partnersand stakeholders.

The specific objectives for developing and applying the Monitoring and Evaluation Framework are to:

a) Provide Secretariat and ExCom with the information needed to guide the Strategic Plan implementation towards achieving its goals and objectives.

b) Provide early contingency plan for the likely problematic activities and processes that need corrective action.

c) Provide a basis for systematically collecting and analyzing information on the changes arising from Strategic Plan activities.

d) Ensure accountability and value for money (upward accountability to the Donors, and, downward accountability to the Network members).

Monitoring will focus on performance indicators for each activity/undertaking, impact created and the over-all outcome of the SP. The Monitoring and Evaluation Framework provides for a compulsory mid-term review of the SP in 2016/2017 and End of SP implementation evaluation in 2018.

6.2 M&E implementation responsibilities

The responsibility for implementing the M&E Framework will be undertaken by the Secretariat. This task will be assisted by the ExCom.

6.3 Information management, sharing systems and procedures

Information and experiences on Strategic Plan performance will be disseminated to members throughlist serve/email user group, newsletter(s), and internal meetings and through reports and publications.

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7. RISK ASSESSMENT AND MANAGEMENT

Risk is defined as the level of exposure to uncertainties (both opportunities and threats) that the UWSmust understand and effectively manage as it strives to achieve its objectives and create value. Risk management is a process involving identifying and sourcing risk, evaluating and prioritizing risk and, managing and mitigating risk.

The following risks have been identified:

a) Maintaining the balance between UWS Core business and Mission and priorities of its members, donors and collaborating partners. There is risk of drifting from its core business is response to funding opportunities and collaborative ventures.

b) Demonstrating good leadership in order to sustain UWS credibility, member’s expectations as well as avoiding over-stepping Society mandate.

c) Demonstrating value addition through quality service and products.d) Sustaining programme since the task ahead of UWS is enormous requiring substantial financial and

technical resources to deliver the Society Mission.

The UWS will apply the following strategies to mitigate/manage these risks.

a. Focusing on its core business and sticking to the Strategic plan priorities.b. Identifying and engaging strategic partnerships.c. Developing and applying Monitoring and Evaluation framework as a management tool.d. Periodically assessing UWS performance and its competitiveness and addressing

shortcomings.e. Applying a Cost-benefit analysis tool when determine activities and approaches to use in their

implementation.f. Ensuring effective governance in reference to decision making on programme implementation

and financial management.g. Strengthen capacity for fundraising and resources mobilization, outreach and networking.

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8. ANNEXES

8.1 Annex 1: List of Documents reviewed

1. Annual Reports (2012)2. Annual Work plans (2012, 2013)3. Minutes of 12th Annual General meeting (2012)4. Strategic Planning Workshop Report (2009)5. UWS Constitution6. UWS Finance and Accounting Policy (2007)7. UWS Personnel Policy Manual (2007)8. UWS Strategic Plans (2003-8; 2009)

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8.2 Annex 2: People consulted/participated

1. Dr. Priscilla Nyadoi2. Dr. Eldad Tukahirwa3. Hon. John Kigyagi Arimpa4. Newton Nsibambi

To be inserted by UWS

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8.3 Annex 3: UWS Membership database (December 2012)

To be inserted by Secretariat

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8.4 Annex 4: Staffing levels (March 2013)

Staff Title/designation StationPriscilla Nyadoi Executive Secretary KampalaJoel Buyinza Project Officer BuliisaTeddy Namirumi Project Assistant BuliisaLuis Kyalingoza Field assistant BuliisaChristine Nabanakulya Accountant KampalaSuzan Owino Administration Assistant Kampala/BuliisaJulie Nabulumbi Research Assistant Rakai/KampalaTeddy Nyangoma Cleaner KampalaBen Kazarwa Driver Buliisa/KampalaShallon Nabasa Volunteer Staff Production Unit Kampala

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8.5 Annex 5: Inventory of UWS Assets

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