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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
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”.
2
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
3
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
4
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.
5
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.
6
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.
7
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:
8
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
9
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
10
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.
11
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