All rights reserved - UPC ..::|::.. Uganda Peoples … Aug.pdfLira, Elgon and Kichwamba to meet the high demands for trained manpower. Girls’ education earlier neglected during the

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© Uganda Peoples Congress (UPC), 2011All rights reserved

Uganda Peoples Congress Strategic Plan

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Uganda Peoples Congress Strategic Plan i

TABLE OF CONTENTS

FOREWORD ................................................................................................................ iii

1.0 INTRODUCTION ............................................................................................. 1

1.1 Brief History of the Party ............................................................................... 1

1.2 Achievements and Challenges: ...................................................................... 2

2.0 UPC Party Ideology ........................................................................................ 6

3.0 VISION AND MISSION .................................................................................... 7

4.0 FROM CHALLENGE TO HOPE. ........................................................................ 7

4.1. A Comparative Analysis of UPC Performance in the 2011 National Elections vis-a-vis 2006 ................................................................................................. 8

5.1. STRATEGIC OBJECTIVE 1: IMPROVE INTERNAL PARTY ORGANIZATION AND STRUCTURES .................................................................................................. 16

5.2. STRATEGIC OBJECTIVE 2: IMPROVE INTERNAL AND EXTERNAL COMMUNICATION SYSTEMS. ....................................................................................................... 22

5.3. STRATEGIC OBJECTIVE 3: INCREASE RECRUITMENT AND REPRESENTATION OF WOMEN IN THE PARTY .................................................................................. 29

5.4. STRATEGIC OBJECTIVE 4: INCREASE RECRUITEMENT AND REPRESENTATION OF YOUTH ........................................................................................................... 35

5.5. STRATEGIC OBJECTIVE 5: IMPROVE PARTY RESOURCE MOBILIZATION AND MANAGEMENT .............................................................................................. 41

5.6. STRATEGIC OBJECTIVE 6: CONDUCT SUCCESSFUL ELECTION CAMPAIGNS TO WIN POWER IN 2016 ..................................................................................... 46


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Uganda Peoples Congress Strategic Plan ii

5.7. STRATEGIC OBJECTIVE: PROGRAM ADMINISTRATION, MONITORING AND EVALUATION .................................................................................................. 52

SUMMARY BUDGET - FINANCE AND ADMINISTRATION DEPARTMENT ................... 54

SUMMARY BUDGET - POLICY AND NATIONAL MOBILIZATION DEPARTMENT .......... 56

SUMMARY BUDGET - THE PRESIDENT'S OFFICE ....................................................... 60


iii

Uganda Peoples Congress Strategic Plan iii

FOREWORD

I whole-heartedly endorse this strategic plan and wish to unreservedly commend it to the entire membership and leadership of the Uganda Peoples Congress. Having led and participated fully in the process of formulating this UPC strategic plan, I am happy that the senior Party leadership has been involved in the stating of the strategic objectives; identification of short and long term activities necessary for the achievement of each stated strategic objective as well as in the identification of measurable indicators. These enabled the Strategic plan preparation team to derive a commensurate budget for its implementation.

Besides the seven key identified strategic objectives with their corresponding activities, indicators and timelines, the strategic plan also spells out the ideology, vision and mission of the party. Through the comparative analysis of trends and patterns of UPC performance in the 2006 and 2011 National presidential, Parliamentary and local government elections visa avis other political parties in the country, the strategic plan clearly presents a message of hope for the UPC. Under the theme “From challenge to hope”, the analysis projects UPC as the only growing opposition party to day in Uganda with the official electoral commission figures indicating growth in UPC’s vote share and candidates contesting a number of elective positions at different levels.

With focused and systematic implementation of this strategic plan, I am convinced that UPC is poised to rise and shine again reclaiming her rightful position in the national politics and management of public affairs in Uganda. My deepest thanks and gratitude go to the International Republican Institute (IRI) for the generosity in supporting and sponsoring all the training and the discussion sessions and providing consultants and facilitators for the various retreats all of which contributed to the successful production of the strategic plan.

We are also indebted to our other development partners; the Netherlands Institute for Multi-party democracy (NIMD) and Deepening Democracy Partners (DDP) as well as the Milton Obote foundation for their complimentary financial support to enable the party leadership organs (Central Executive Committee and National Council) to


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Uganda Peoples Congress Strategic Plan iv

meet, review the party performance and map out the way forward after the 2011 elections. NIMD has also assisted in the production of additional copies of this strategic plan.

I therefore call upon all the leaders of UPC at all levels, to thoroughly study this party strategic plan, use it to explain to our membership and fully implement it as laid out. It is my firm belief that if successfully implemented, this plan will enable our party win the forth coming 2016 general elections. As a social democratic party in power, we will once again be able to practically place ordinary people in the centre of governance and development in our country.

OLARA A. OTUNNU PRESIDENT, UGANDA PEOPLES CONGRESS


1Uganda Peoples Congress Strategic Plan 1

INTRODUCTION

1.0 Brief History of the Party

On 9th March 1960, Uganda People’s Congress (UPC) was formed as a nationalist political party through a merger of Uganda National Congress (UNC), founded in 1952, and Uganda People’s Union (UPU) founded in 1958.

At the dawn of independence, which was achieved largely through peace and compromise, there were great hopes for building a united, independent, peaceful and prosperous nation. At the colorful independence ceremony on October 9th, 1962, the UPC leader, Dr. Apollo Milton Obote, received the instruments of independence and Uganda got its identity and became a nation symbolized by a national flag, a national anthem, a Parliament and its own Passports. UPC seized a number of opportunities to consolidate the unity of the country and accelerated socio-economic development. However, UPC which formed the first post-independence government faced several internal and external challenges.

More importantly though was the cross-cutting challenge of poverty, ignorance and disease. At independence, Uganda had only one University College, one National Teachers’ College, one College of Commerce and very few primary and secondary schools.

In the health sector, there were only a limited number of hospitals. The only existing railway line ran from Mombasa to Kampala via Tororo, with a branch to Soroti. There were hardly any tarmac roads.

The economy was controlled by the Asians and Europeans to the extent that Africans had little or no access to jobs, business and trade.


2 Uganda Peoples Congress Strategic Plan 2

1.2 Achievements and Challenges:

The Asian issue was tackled by encouraging Asians either to integrate by taking up Ugandan citizenship or opting for British citizenship. Many young enlightened Asians, out of conviction chose to identify with Uganda by taking up citizenship.

In response to post-independence socio-economic challenges, under the 1965-1970 “Development Plan”, UPC built 1,400 primary and 156 secondary schools covering every county and also expanded former missionary schools to provide more classrooms, laboratories and dormitories, and opened them up to all children irrespective of religious beliefs and socio-economic status of their parents. This enhanced national unity and integration. Nineteen Grade II Teacher Training colleges (one in each of the existing districts) and Technical Training Colleges were built in Lira, Elgon and Kichwamba to meet the high demands for trained manpower. Girls’ education earlier neglected during the colonial time witnessed girls’ schools built including; Tororo Girls, Nabisunsa, Wanyange, Mary Hill, Bweranyangi, St. Catherine and others. Similarly, many missionary girls’ schools like Gayaza, Nabbingo, Namagunga, Sacred Heart Gulu, Mbarara High, Kigezi High, Busoga College Mwiri, Nyakasura, and many others were expanded to accommodate more students.

At Makerere University itself, the UPC government built Mitchell Hall in 1963, Africa Hall in 1970, Lumumba Hall in 1970, Chemistry Department in 1968, Mathematics/Science block in 1968, Commerce Building in 1970, Faculty of Technology in 1970, Center for Continuing Education (CCE) in 1970, and the Main Library. The National Institute of Teacher Education (ITEK) was also constructed in 1968.

With support from the East African Community the UPC government also built Soroti Flying School to serve the whole community.

At the same time government opened up a comprehensive road network covering the whole country. Major roads such as Kampala-Gulu, Kampala-Kabale and Kampala-Soroti were tarmacked. Other key roads built included; Mbarara-Kasese, Jinja-Kamuli, Mbale-Soroti, Masaka-Kyotera and Mukono-Kayunga. All other roads linking up the then 19 districts in the country were upgraded to first class murram. Key bridges like Karuma Falls (Bunyoro); Pakwach (then West Nile); Komolo



(Katakwi); Aguu (Soroti) were built. The railway lines were extended from Kampala to Kasese on the western leg; Jinja to Kamuli on the eastern leg; and Soroti to Pakwach on the northern leg. Kawa ship was purchased to enhance water transport through Tanzania. Uganda Airlines was established and Entebbe Airport expanded.

In the health sector the UPC government built, equipped and adequately staffed 23 hospitals namely; Abim, Anaka, Apac, Aturtur, Bugiri, Busolwe, Bududa, Gombe, Iganga, Itojo, Kagadi, Kambuga, Kawolo, Kayunga, Kiboga, Kitagata, Kibaale, Kiryandongo, Moyo, Nakaseke, Nebbi, Pallisa and Yumbe hospitals. 13 existing hospitals including Mulago were upgraded to referrals and a health center was built in every county in Uganda.

In agriculture the UPC government built the following farming projects; Kibimba and Doho rice schemes; Mobuku irrigation scheme, Dakabela and Kamuli Cirtrus irrigation schemes. 25 cattle ranching schemes were established. Uganda Tea Corporation was created as a tea estate for other government initiated projects like; Kiko Tea Company Ltd, Mwenge Tea Company Ltd, Salama estates Ltd, and Kijura Tea Company. Sango Bay sugar Plantation and Kinyara Sugar Estate too were established. A farm school was built in every county to absorb primary school leavers and improve productivity. A District farm Institute was built in each district of Uganda to train farmers. Busitema Agricultural Engineering College (now Busitema University) was built as a high institution for agricultural mechanics’ training. Cooperative unions including; Bugisu Cooperative Union, Banyankole Kweterana, Teso Cooperative Union, East Mengo Cooperative Union, West Mengo Cooperative Union, Bukedi Cooperative Union and many others to collect, process and market people’s cash crop harvests and produce.

Several factories and development enterprises including; Coffee Marketing Board; Lint Marketing Board; Produce Marketing Board; Uganda Meat Parkers Ltd in Soroti & Kampala; Uganda Dairy Corporation; Uganda Fisheries; Chillington Tool Company (U) Ltd in Jinja; Uganda Clays Ltd in Kajjansi; Uganda Leather and Tanning Industries Ltd in Jinja; Uganda Livestock Industries Ltd; Kinyara Sugar Works Ltd; Uganda Seeds Ltd; Uganda Spinning Mills Ltd in Lira; Uganda Printing & Publishing Corporation in Entebbe; Uganda Tea Authority, Uganda Grain Milling Company in Jinja; Soroti Agricultural Implements Manufacturing Co. Ltd; Uganda Metal Products &



Enamelling Co. Ltd (TUMPECO); and National Social Security Fund were put in place to boost local business and income generating capacities of ordinary people.

In the Service sector, the UPC government established Bank of Uganda in 1966/7, Uganda Commercial Bank in 1965 and the Cooperative Bank. Ten hotels namely; Acholi Inn, Gulu; Chope Safari Lodge, Murchison Falls National Park; Mount Elgon Hotel, Mbale; Rock Hotel, Tororo; Crested Crane Hotel, Jinja; Tropic Inn, Masaka; Mweya Safari Lodge, Queen Elizabeth Park; Para safari Lodge, Murchison Falls National Park; and White Horse Inn, Kabale inherited from the colonial government at independence under the Uganda Hotels Ltd public company were all expanded and modernized and brand new hotels including; Apollo Hotel (now Sheraton Kampala); White Rhino Hotel, Arua; Mt. Moroto Hotel, Moroto; Soroti Hotel, Soroti; Paluba Safari Lodge, Lira Hotel, Lira; Hill Top Hotel, Kitgum; and Nile Hotel/International Conference Center (now Serena) in Kampala.

On information, leisure and community service UPC established Uganda Television in 1963, built 423 Community Social Centers in sub-counties throughout the county to serve as adult education and rural entertainment centers.

In housing the UPC government established National Housing Corporation which built the following housing estates; Bugolobi, Bukoto, Naguru flats in Kampala and Walukuba housing estate in Jinja. Several senior and junior housing quarters were also constructed for civil servants in all District Headquarters in the country. National Housing Corporation constructed Crested Towers among others and invested in real estate. This housing program and policy was supported by its own bank-the Housing Finance (U) Ltd.

Regrettably, all the developments put in place by the first UPC government were later ruined by the Amin’s military dictatorship from 1971-79.

The second UPC government of 1980-85 that replaced the short-lived 1979-80 post-Amin Uganda National Liberation Front (UNLF) government indeed inherited a shattered nation, a depleted civil service, destroyed infrastructure, and a devastated economy. Under its “Rehabilitation, Reconstruction and Development” program, the UPC government immediately undertook the challenge of rehabilitating and reconstructing the country and revitalizing the economy despite a ruthless guerilla



campaign in the Luwero Triangle (just within the proximity of Kampala city) waged by the 1980 election losers led by Yoweri Museveni.

Within just four years and a half, several sectors including; education, health, banking, agriculture, industry, development enterprises, transport and infrastructure were all up and running again and new development projects initiated and expanded. The confidence in the ability by the UPC government to manage public affairs was quickly restored among the international financial institutions like the World Bank, International Monetary Fund and other foreign investors who immediately offered the much needed resources to marshal a rigorous rehabilitation, reconstruction and development.

In education for example 325 secondary schools and a large number of primary schools, most of them aiming at helping children of the poor to access education, were built in every sub-county of Uganda. National Teachers’ Colleges including: Kabale, Kakoba, Mubende and Nagongera; were all built by the UPC government in preparation for a well planned and coordinated Universal Primary Education program under the Recovery program II. Kalangala Farm Institute, technical colleges such as; Kabira Technical Institute and Uganda Technical College (both in Bushenyi); Uganda Lira Technical College; Uganda Colleges of Commerce in Kabale, Pakwach, Ikulwe and Soroti were all built.

The performance of several development enterprises like Coffee Marketing Board and Lint Marketing Board significantly improved as evidenced by increase in Uganda’s coffee allocation quota by the International Coffee Organization from 2 to 3.2 million bags.

The government also built a new tower for Bank of Uganda and went ahead to expand Uganda Commercial Bank, establishing 52 branches around the country.

To revamp and improve the agricultural sector government rehabilitated cooperative societies and unions and imported a large number of tractors for subsidized hiring by farmers. Funding of agricultural research institutes was revived and all inputs for rural farmers subsidized.



Additionally, factories like the Sugar Corporation of Lugazi were rehabilitated and equipment imported for Kakira Sugar Works factory.

On transport 200 buses were imported to revamp Uganda Transport Company (UTC) for city service and upcountry routes; Lorries provided for all cooperative unions and rehabilitation of Malaba-Jinja, Masaka-Mbarara, and Kampala city road network.

This rapid pace of national recovery was cut short in July 1985 by the military junta of Tito Okello Lutwa and Bazillio Olara Okello which junta was overrun by Yoweri Museveni’s National Resistance Movement (NRM) in January 1986.

Under the legal notice No. 1 of 1986 and later under Article 269 of the 1995 Constitution of Uganda, activities of Political Parties were effectively banned in Uganda. For a whole 19 years, NRM stifled the operation of political parties, especially the UPC which was targeted for total annihilation. The party was not allowed to recruit members, open branches, raise funds and participate in elections and or reorganize its structures. This left an indelible mark on the body politic of the country and on the organizational strength of the party.

Through political mobilization, diplomatic and media campaigns however, and using past experience of what the party had to do to survive and defeat the Idi Amin dictatorship, resilient UPC engaged in concerted court battles, and undertook other peaceful political activities until, together with other democracy and freedom seeking political groups in the country, managed to force the NRM dictatorship to open up political space and allow the return of multi-party governance in the year 2004.

Since 2005 the Uganda Peoples Congress has struggled to re-invent itself by renewing its national and grassroots leadership structures and participating in the 2006 and 2011 presidential, parliamentary and local government elections.

2.0 UPC Party Ideology

The Uganda Peoples Congress is a social-democratic party founded and organized on social-democratic principles that place ordinary people at the center of governance and development; creating national unity; safe guarding independence; promoting Pan-Africanism and fighting for freedom against oppression and social injustice.



UPC is a party that promotes selfless leadership in management of public affairs and stands for good healthcare, quality education, modern infrastructure; expanding economic opportunities and promoting well-paying jobs and good returns for labor in agriculture (through cooperatives), industry and service sectors.

This ideological orientation has been sustained and informs the priorities, strategies and activities chosen in this strategic plan.

3.0 VISION AND MISSION

3.1. Vision:

The UPC vision is to build an, independent, democratic, just, peaceful and prosperous nation where all its citizens have equal opportunities and equitable access to the country’s resources.

3.2. Mission:

The UPC mission is that of a social democratic party that seeks to safeguard national independence and promote national unity, equality, equity and human rights for all.

4.0 FROM CHALLENGE TO HOPE.

Despite an overall lack of trust in the National Electoral Commission’s ability to produce truly unbiased results, it is clear that, when the 2011 election performance record of political parties in Uganda is judged against their respective 2006 electoral performance, UPC distinctly stands out as the only growing opposition party in the country to date. While performance of other opposition parties dropped in 2011, UPC was able to improve its overall level of support in eleven of the fourteen sub-regions of Uganda.

It is clear, from this trend, that if UPC party focuses on strengthening its grassroots network and commits to developing an appropriate issue-based identity; addresses internal weaknesses; improves its communications and finds more creative means of communicating directly with the grassroots ; forges strong strategic alliances with different categories of voters; localizing national debates and providing alternative and dependable local leadership; simplifies its message for a better Uganda; she will,



no doubt, continue to expand and attract more members, sympathizers and supporters into her own ranks. This way, the party will rapidly change its fortunes and make strategic successes in the near future.

4.1. A Comparative Analysis of UPC Performance in the 2011 National Elections vis-a-vis 2006

In the 2011 elections, UPC struggled to gain a national foothold, winning just ten parliamentary seats out of the 129 it contested. The presidential candidate’s campaigns also experienced lots of difficulty. Although the party presidential candidate received relative support in selected districts of northern Uganda, he was only able to garner 1.6% of total votes cast nationwide. Perhaps most alarming was the fact that the party flag bearer polled at less than 1% in a majority of districts, including 35 districts in which he received less than one-tenth of one percent (0.1%) of votes cast. Though UPC party candidates’ identification and overall performance remained inadequate, significant gains were made as compared to 2006. This left the party with hope for more improvements in the future



2.1 Districts and Constituencies in which UPC Candidates Stood for Election to Parliament

2.2 Districts and Constituencies in which UPC Candidates Won

As indicated by the figure above, the UPC failed to contest a majority of MP seats for directly elected parliamentary constituencies and district woman MPs. Candidate



identification and presentation was especially poor in central and western Uganda. The party’s stronghold remained in the north-particularly in the Lango sub-region, as UPC parliamentary candidates won seats in Alebtong, Apac, Kole, Otuke, Oyam and Lira districts.

While the UPC presidential candidate also performed better in these areas, his vote share remained rather below 10% in most cases. The successes of UPC candidates in Lango could be a strong example and model if the party is to win the support of other areas in future

05

101520253035404550

Direct MPs Woman MPs District/CityChairpersons

% Seats Contested 2006

% Seats Contested 2011

Though the overall share of seats contested by the UPC candidates remained well below 50%, in 2011, the party nominated significantly more candidates for every level of government than five years ago (2006). The greatest gains in ability to nominate candidates were made at the parliamentary and LC5 levels, at which over a quarter of seats were now contested unlike in 2006.

The party also needs to target and nominate more candidates in the forthcoming LC1 elections throughout the country and in all of the bye elections likely to arise from nullification of results as courts of law deliver judgments on several court petitions now before them. These will provide an important starting point for the revamped UPC to determinedly target better performance in the 2016.



The overall party candidates’ nomination statistics also show that UPC continues to lag behind its two main opposition rivals in candidate identification and presentation. Indeed some opposition parties contested over 40% of LC3 races in 2011, significantly outperforming the UPC at this level. Actually, UPC declined in the number of party candidates presented in 2011 to contest for LC3 seats as opposed to its 2006 record

Table a. Growth in candidate identification and nomination

-30.0%

-20.0%

-10.0%

0.0%

10.0%

20.0%

30.0%

Direct MPs WomenMPs

LC5s LC3s

% Change of FDCCandidates

% Change of UPCCandidates

% Change of DPCandidates

The UPC suffered from serious internal division before the 2011 election which stagnated its growth and prevented it from performing as strongly as was otherwise possible. The need for unity and consolidation is a must if UPC is to take full advantage of her virtual potential support base throughout the country, in the next few years. UPC has a good chance to once more grow her traditional voter base and increasingly build her new support right from the grassroots.

This way, the UPC’s ability to nominate candidates across the country will continue to increase as the party grows. With superior organization, professionalization, streamlining of operations, focused strategy and better resourcing, the UPC is, no doubt, able to appeal to Ugandans better than any of its competitors.



Highly underscored though is the importance of focusing on candidate identification, preparation and nomination as a major project for the UPC in several constituencies. If the party can achieve the goal of contesting all elective local government and parliamentary seats in 2016, it will have laid sufficient groundwork for future successes.

Table b. . UPC Performance represented by its vote share in 2011, by sub-region

Sub-Region Presidential Vote % Parliamentary Vote %

Acholi 13.6% 9.8%

Ankole 0.1% 0.1%

Buganda 0.2% 0.2%

Bukedi 2.1% 1.5%

Bunyoro 0.6% 0.4%

Busoga 0.4% 0.5%

Elgon 0.2% 3.6%

Karamoja 4.3% 3.3%

Kigezi 0.1% 3.0%

Lango 8.5% 34.2%

Rwenzori 0.2% 0.0%

Teso 1.2% 5.6%

Toro 0.1% 0.2%

West Nile 3.5% 2.9%

National 1.6% 3.4%

The key statistic that stands out from the above chart is the wide disparity between parliamentary candidates’ vote share in Lango and the presidential candidate’s performance. Despite the UPC’s strong showing amongst parliamentary candidates (the party finished a close second to the NRM, receiving over a third of votes



throughout the Lango sub-region), the UPC presidential candidate finished a distant third behind Museveni and Besigye. If a presidential candidate can only receive 8.5% from the party’s base-where the majority of party’s MPs were elected, then he will really struggle to win nation-wide.

Worth noting is the fact that even where fellow opposition parties’ performance dropped significantly, as was the case in Acholi sub-region, almost all of it went to the ruling party and not UPC.

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

Acho

li

Anko

le

Buga

nda

Buke

di

Buny

oro

Buso

ga

Elgo

n

Kara

moj

a

Kige

zi

Lang

o

Rwen

zori

Teso

Toro

Wes

t Nile

Nat

iona

l

Presidential Vote %

Parliamentary Vote %

The UPC seems to have absolutely no presence in Buganda, gaining just 0.2% of both the parliamentary and presidential votes; the same as voted for UPC in 2006. While the history between the party and central Uganda may be difficult to overcome, serious attempt must be made to establish the UPC’s identity in Kampala and its surrounding areas. Efforts should also be made to target particular sub-counties and different clusters of previous UPC support in Buganda. More creative messaging, better recruitment strategies and attractive measures should be adopted to win support and admiration in Buganda. With 2.2 million voters in Buganda, a UPC



presidential candidate will never win the presidency of Uganda without a much better showing in this region.

Table c. Vote Swing and dramatic change by sub-region (2006- Vs-2011)

While support for other opposition parties declined dramatically across the country in 2011, the UPC’s vote share of the presidential vote equaled or exceeded its 2006 numbers in eleven of the fourteen sub-regions throughout Uganda. Nationwide, the UPC grew by 0.7%. Though this lagged behind the increase in the ruling party’s support, it was better than any other individual opposition party in Uganda. The UPC’s growth is especially impressive due to the amount of intra-party competition in the past five years. Now unified with an improved plan for grassroots mobilization, the party should significantly improve over its 2011 numbers.

Vote Change NRM FDC DP UPC Others

National 9.0% -11.4% 0.2% 0.7% 1.2% Acholi 24.4% -62.1% 24.3% 12.3% 1.0% Ankole 2.6% -2.7% -0.3% 0.0% 0.4% Buganda 3.1% -5.0% -0.6% 0.0% 2.5% Bukedi 15.4% -16.1% -0.6% 0.6% 0.7% Bunyoro 4.4% -4.6% -0.3% 0.1% 0.4% Busoga 7.6% -8.1% -0.3% 0.0% 0.8% Elgon 5.5% -5.6% -0.3% -0.1% 0.5% Karamoja -6.5% 1.7% -2.0% 3.1% 3.7% Kigezi 0.2% -0.2% -0.3% 0.0% 0.3% Lango 43.1% -44.7% -1.3% 1.7% 1.1% Rwenzori 9.3% -8.3% -1.1% -0.3% 0.4% Teso 27.9% -27.7% -1.0% 0.2% 0.6% Toro 0.1% 0.1% -0.7% -0.1% 0.6% West Nile 18.0% -20.7% -2.2% 1.1% -0.4%



-80.00%

-60.00%

-40.00%

-20.00%

0.00%

20.00%

40.00%

60.00%

Acho

liAn

kole

Buga

nda

Buke

diBu

nyor

oBu

soga

Elgo

nKa

ram

oja

Kige

ziLa

ngo

Rwen

zori

Teso

Toro

Wes

t Nile

Nat

iona

l

NRM

FDC

DP

UPC

Others

Perhaps the most important lesson of the 2011 presidential election is the large degree of fluidity within the Ugandan electorate. No opposition party seems to have established a reliable voter base from which to start a campaign. Unlike developed democracies, like the United States, in which major political parties can always count on at least 30-40% of the vote due to strongly developed partisan identities, Uganda observed floating voter shifts away from the opposition towards the ruling party in 2011 as opposed to the electoral situation in 2006.

The reported opposition electoral loss in Acholi and Lango are the two best examples of how quickly votes can shift to and from candidates in this country. While many of opposition’s 2006 supporters are shown to have voted for the ruling Party in the 2011 election, they could be swayed back to another strong opposition candidate. In order to grow the party and find success in 2016, UPC must seek out opportunities of reclaiming her strong holds and aim to attract from the ruling and other political parties, into her ranks as well as target the many new young voters entering the voter age bracket



Properly thought out strategic objectives including: strengthening party structures, improving communication systems, increasing youth and women representation in the party membership and leadership, improving resource mobilisation and preparing for a successful 2016 election campaign as well as an efficient and robust administration with a strong monitoring and evaluation unit, are herein emphasized in order to boost UPC chances in future elections.

Simplification and dissemination of this strategic plan is given the necessary priority to ensure the new party message reaches out in a timely manner, is responsive and consistent with changing times, and is understandable to all party members and Ugandans in general. There is no doubt whatsoever that party members will find this plan informative enough to enable them contribute to building strong and dependable UPC structures. This will facilitate and fast-track recruitment of more Ugandans into UPC.

5.1. STRATEGIC OBJECTIVE 1: IMPROVE INTERNAL PARTY ORGANIZATION AND STRUCTURES

OBJECTIVE: To strengthen party structures, establish new ones in areas where they do not exist and sustain party unity at all levels.

EXPECTED OUTPUT: UPC membership grows very fast in all parts of Uganda

THE NARRATIVE:

Every political party needs a strong national organizational structure, with a heavy grassroots base, in order to be able to organize, mobilize, recruit and compete for political power. Such a structure must constitute a team of committed party members working to fulfill a common objective of taking and maintaining political power to implement its political and socio-economic program for a better country. The membership must be grounded in the party ideology, the party constitution and virtues like integrity, tolerance, and respect for all.

Since 2005 UPC has moved through phases of self renewal. In the run up to 2006 and 2011 general elections the party managed to make strategic improvements as it prepared itself for those elections. Indeed in the second half of 2010 the party established party structures in the northern and eastern parts of the country and



only later did the same in three quarters of the districts of western Uganda in June 2011. The only region not covered yet under this program is Buganda whose most of the districts (except Kampala, Wakiso and Kayunga) remain with old or no structures at all.

At the party headquarters, renovation of the secretariat at floor 6 of Uganda House was completed in June 2011. Recruitment of secretariat staff is already ongoing and is expected to be finished by the start of September. This means that all the basic human resources required to perform day-to-day party functions and support party policy implementation will soon be in place. It will continue to be expanded, professionalized and equipped.

Under this strategic plan, UPC has developed a program for Party Institutional Development and Streamlining that includes: restructuring the Party Secretariat; establishing and consolidating regional party offices; establishing functional party structures in Buganda; undertaking urgent reorganization and placements to provide strong leadership to close the gaps created by incomplete elections, death, recent defections, indiscipline, and poor performance in different places in the country; and establish a comprehensive communication system between the party headquarters and the branches in and outside Uganda.

As a result, steady recruitment of party members will be enhanced and for the first time since 1986 UPC will be sure of success in identifying, preparing and presenting party candidates at all elective levels in the next general elections of 2016. Special emphasis is being placed on constituency, district and local government affairs.

1. IMPROVE INTERNAL PARTY ORGANIZATION AND STRUCTURES

Strategic Objective:

Activities Time frame

Responsible Offices

Indicators

To strengthen party structures, establish new

1. Carry out a Constitutional Review to update and amend the Constitution

Oct 2011

Party President

- Change in perceptions about the party among its followers and general public;

- Constitution review committee appointed



ones where do not exist and sustain party unity at all levels.

to reflect party development;

Secretary General Office:

- Secretary General;

- Legal Department;

- Mediation Committee;

- Communication officer;

- 2-3 Representatives from key districts (pro UPC and not pro UPC).

- Districts and Branch Executives

- Party Elders;

- New amended constitution in place

1. Review Party Structures and staff profile

Nov. 2011

- A detailed party’s chain of command and horizontal and vertical communication links established.

- detailed party structure with the chain of command and roles and responsibilities circulated

- New staff terms and conditions of service established

2. Complete the recruitment of secretariat staff for different categories and offices;

Dec 2011

- Party recruitment committee submits final report on recruited staff

- Job descriptions, Terms of Reference, and mandates for posts clearly detailed; All key positions available at secretariat filled

- Establish an effective conflict resolution mechanism with clear guidelines on human

Dec 2011

- Guide lines for conflict resolution mechanisms established

- Agreed channels of communication within the party structure from top to bottom



resource and party procedures

- Clearer and more regular communication between district and national level offices in the form of monthly briefs or reports;

established and published

- Party leaders at all levels are well informed about party programs and activities

- Establish disciplinary committees for different levels of the party structure;

- Establish a party code of conduct

- Establish rules and procedures for disciplinary actions

- Translate the code of conduct in major languages

Feb 2012

- Rules and procedures for disciplinary action developed;

- A pamphlet of rules and procedures developed and published

- Codes of conduct and rules of procedures developed And translated And distributed to District offices

- Regular meetings of the disciplinary committee held

- Disciplinary cases heard and resolved expeditiously

- The implementation of the Code of conduct at different levels of the party structure

- Develop a

financial and Dec - The establishment and

use of financial



policy monitoring tool to be integrated into all party activities;

2011-Jan 2012

management systems completed and integrated

- Regular internal and external financial audits; at all levels

- Increase in the level of financial and policy transparency witnessed

- Establish clear guidelines for grass roots elections;

- Complete the election and formation of lower level party offices.

Sept 2011

- Election Guidelines and procedures booklet developed and published

- Election exercise for branch / village level party executives; completed

- The names and positions of elected officers documented and circulated

- Reports of all branch elections received and entered into the party data bank

- All complains of election malpractices and abuse of office received and handled immediately

- Set up and

equip a legal and human rights unit within the party

Sept – Dec 2011

Party president Secretary General

- party lawyers Recruited

- Human rights officers appointed at party headquarters and regional offices

- Investigation reports of human rights abuse



cases handled - Increase in number of

litigation undertaken in public interest

Efficient and effective management of the party

- Improvement of coordination, supervision of party activities continuously.

- Improvement of staff working conditions

- Improve and equip party offices at national and district level

- Gender mainstreaming in the party secretariat and structure

- Human resource development

- Motor vehicles and cycles in place

- Salaries and allowances for youth, women and accounts staff in place

- Telephone switchboard and intercom in place

- well equipped kitchen and pantry in place

- service provider in place

- Staff medical insurance in place

- staff welfare scheme in place

- Furniture, stationery and office equipment in place

- Gender mainstreaming policy in place

- Human resource training policy in place

- Number of staff trained in respective fields



5.2. STRATEGIC OBJECTIVE 2: IMPROVE INTERNAL AND EXTERNAL COMMUNICATION SYSTEMS.

OBJECTIVE: To be able to promptly mobilize, educate and share information within the party; and to improve the party’s external image and its public relations

EXPECTED OUTPUT: All party members and leaders are aware of and participate in party programs and activities; and public involvement in such activities increases

THE NARRATIVE:

An effective two-way Communication is a powerful tool in strengthening the organisation and marketing of the party to consolidate the existing support and recruit the new membership through the correct and timely policy, party programs and activity dissemination. This activity is intended to equip the party to match up with the modern communication technology by establishing a strong, well staffed party communications department whose responsibility will be to manage and perfect intra-party communications and strong Public Relations and establish an effective party-Media alliance for timely, relevant and responsive public communications; support the data section by collecting, compiling and preserving bio-data (name, age, sex, date of birth, village, parish, sub-county, parliamentary constituency and district), telephone contact and email (where possible) of every member and leader of the party. To improve the UPC image by increasing its visibility in the country through managing the message, consistent action on the ground, and focusing on people's cherished ideals like Good Health Care, Quality Education, Modern Infrastructure, Expanding and Well paying jobs for every Ugandan in Agriculture and elsewhere as well as the promotion of Selfless Leadership. Party leadership and its messages must embody the UPC core values and vision, re-branding UPC ideological message to rhyme with people’s contemporary concerns and popularize this message to be understood by all.

Due to high illiteracy levels in the country, it is important to simplify, translate in major local languages and distribute party information, including the party constitution and manifesto, alternative policy positions and programs, develop



training manuals, brochures and other materials to guide party mobilization programs.

UPC would like to create a strong information system that will utilize, bulk sms (voice and text), emails, mailing lists, social media and the party website to enhance internal communications of the party including restricted phone network that will enhance cost effective communication between party members and leaders. Support establishment of party structures and recruitment through training and equipping party mobilizers and communicators with skills for information collection, processing, management and circulation so as to enhance policy and research department in information gathering, compilation, analysis and management with an effort to re- brand, initiate and process programs that boost the party image and popularity both at national and local levels in the country. Also compile any other information that facilitates legislative, policy design, diplomatic and public outreach roles and programs of the party.

2. IMPROVE INTERNAL AND EXTERNAL COMMUNICATION SYSTEMS AND STRATEGIES Strategic Objective:


Responsible Offices

Indicators

To be able to promptly mobilize, educate and share information within the party; and to improve the party’s external image and its public relations

- Organize a retreat for party leaders to develop a target communication strategy

- Baseline information collection to measure progress in the area on reduction of conflicting instruction to party members

Sept 2011



- Finance Officer

- Mobilization and Fundraising Officer;

- PR Officer; - Communic

ation officer;

- A documented, accessible and popularized communication

- A strategy that is owned by party officials at national and local levels in place

- Collective ownership by party leaders of party positions and policies at all levels



- Establish a well staffed and competent UPC Communications, information and press unit

- Organize and reactivate the UPC music band

- Print “Did U know

newsletter series” publicizing UPC story, programs, and policies in key local languages

- Record and

distribute party leaders’ speeches and topical events on CDs and DVDs to different party members and branches to make members updated on day to day activities undertaken by their leaders.

- Start UPC own

brand radio program for youth organized on monthly basis

- 2-3 Representatives from key districts - pro UPC and not pro UPC).

- A new system for coordinated communication within the party and outside the party in place.

- Public relations officer and Media Specialist in place

- operating procedures for communication ; in place

- comprehensive party data base of names, addresses, email and telephone contacts of all party members and party leaders in place

- A web site for the party and other interactive social media in place. The data in www.upcparty.org and that of www.liberateuganda.co.ug is harmonized



- Establish UPC Party Radio and TV Stations

- Establish party

printer - Print quarterly

newsletters in 5 key local languages to reach out to all regions

- Print & Circulate Periodic party pamphlets and posters on topical policy issues to the party members and general public

and merged to www.upcparty.net

- Information data base with all the necessary software in place.

- Information desk, Notice boards and suggestion boxes at party headquarters and party offices at the local level in place.

- Periodical circulars / progress reports, press statements, sms, e-mail to all districts leaders and from the districts to the headquarters in place

- number of progress reports sent to donors and partners in place

- Responses from partners and



donors to reports sent. In place

- Number of Did you know newsletter printed in English and local languages

- Number of Did you know newsletter distributed

- Regular bulk SMS texting mechanism in place

- Number of youth radio talk shows organized to reach rural youth

- Number of party pamphlets and posters on topical policy issues produced

- Number of party pamphlets and posters on topical issues circulated

- Party radio in place

- Party TV in place



- Party printer in place

- Party band in place

- Number of Party leaders speeches on topical issues recorded

- Number of party leaders speeches on topical issues distributed

- The development of an authentic and effective UPC message that is simple, concise and rhymes with the current concerns of Ugandans for internal and external use; taking into account UPC core values

- Canvass to pre-test the message to all districts;

- Refine UPC message to include UPC members input;

- Use radio and phone sms to pretest party message before launching it publically

- Printing publicity materials such as party T-shirts, banners, fliers flags,

Dec 2011

- Number of the party constitution and party manifesto in place

- Number of publicity materials printed.

- Number of publicity materials distributed

- party policy analyst in place

- new party policies and programs in place

- party popular message in place



identity cards, budges carrying UPC message

- Organize public lectures, rallies, and community meeting to publicize the message

- Training of party leadership and party communicators at national and local level in information collection, processing, management, and dissemination.

- Training manual in for party communicators in place

- Number of party leaders and party communicators at local level trained

- Number of party leaders and party communicators at national level trained

- Party media centre in place



5.3. STRATEGIC OBJECTIVE 3: INCREASE RECRUITMENT AND REPRESENTATION OF WOMEN IN THE PARTY

OBJECTIVE: To increase women’s membership in UPC, their representation in all party leadership positions and organs and to make the women of Uganda know what UPC stands for

EXPECTED OUTPUT: Women membership in UPC drastically grows in all parts of Uganda

THE NARRATIVE:

Uganda is a patriarchal society and for longtime women have been marginalized. This has caused persistent inequalities between men and women socially, economically and politically. It is important to note that women are a majority who form 51% of the population in Uganda and UPC considers women as equal partners and resource with men in party and national development. In 2007 the UPC party started the process of gender mainstreaming by establishing the committee on gender and setting up the department for women in the party headquarters to develop policy on gender and initiate activities for women recruitment and empowerment in the party. These processes resulted in the new constitutional draft process and enactment in 2008 that created a quota system of 40 % for women in all party leadership structures and organs.

However the desire for women to freely associate, bond and strategize is still needed, that’s why UPC would like to start the UPC women congress league by implementing the UPC National Council Resolution No. 7, passed on 29th April 2011 at Ankrah Foundation in Mukono, that authorized the party leadership to explore the ways of creating the UPC women’s’ league. The setting up of the UPC women’s league is to allow women organize and mobilize themselves with their own semi-autonomous working structures to compliment the women leaders’ actions within the party structures. The log frame 3 presents the details of activities intended to recruit, organize, energize and develop the capacities of women leaders to equip them to provide leadership for the party and the nation in general. First, the party will call women for the national conference to generate consensus on strategies of setting up a functional women league and a strong women’s agenda. Adopt the



necessary resolutions, programs, and set up the agenda for the women mobilisation, recruitment and training.

The party will also embark on women leadership and skills training to build their capacities for societies’ at different levels. This will include training on basic life skills and organisation to enable women start up their own cooperatives to generate incomes in areas of production, marketing, transportation and savings and credit etc. The party will also generate and develop materials, programs and public relations campaigns and activities on gender to publicize the UPC women Agenda and policy to party members and the general public. In order to prepare the party for the 2016 general elections, this program will also embark on women candidates’ identification and preparation.

3. INCREASE RECRUITEMENT AND REPRESENTATION OF WOMEN IN THE PARTY



Responsible Offices

Indicators

To increase women’s membership in UPC, their representation in all party leadership positions and organs and to make the women of Uganda know what UPC stands for

- Organize a national women conference and outreach programmes in sub regions, to share the strategies for recruitment and retention of women in the Party.

- Establish a strong well staffed UPC Women’s league with a special budget

- Linking UPC women with

Oct 2011



- women candidates of 2011 general elections;

- Finance Officer

- Mobilization and Fundraising Officer;

- PR Officer;

- A comprehensive strategy for recruitment and retention of women in place. Data on national conference and outreach programs conducted for women in each sub-region of Uganda in place

- A clear well articulated UPC affirmative action plan in place

- Number of clear well articulated



sister parties and organizations that share similar values with UPC.

- Develop and Popularize a comprehensive UPC women’s Agenda at national and district offices.

- A clear well articulated UPC affirmative action plan developed and circulated.

- Annual women’s league conferences conducted


- 2-3 Representatives from key districts - pro UPC and not pro UPC).

- Districts and Branch Executives

UPC affirmative action plans circulated

- Data on Annual Women League conferences in place

- Number of women media briefings on UPC messages and agenda for women

- Number of correspondences with sister parties and other organizations produced

- Number of national and international conferences attended by UPC women made available

- Increase in the number of visits by UPC women to other organizations and guests hosted by the women league

- Increased number of women recruited into the party

- Budget allocation to women in the



party annual budget in place

- Increased number of women in party structures.

- Organize sub-regional women skills training workshops

- Develop Data

base to identify women candidates

April 2012

- Number of women League members trained in the sub-regions

- Women leadership training manual in place

- Number of women candidates for 2016 recruited.

- Create women’s desks at the district party offices;

May 2012

- Women’s desks at district offices in place

- Number of women’s messages developed, printed and circulated;

- 100 women per parish recruited by 2013;

- branch reports on the women members recruited in place

- Develop and implement a recruitment plan to attract young women at national institutions of

July-Aug 2012

- Increase in the

number of women at different levels in the party’s membership;



higher learning (colleges and Universities) to the Party

- Organize public lectures on gender and women issues to publicize the UPC women programs and policies and also give UPC position on topical issues?

- Establish women mobilization and recruitment teams

- Conduct research to know issues that affect women and activities that will attract them to support UPC.

- Conduct Women camps and regional exchange programs

- Skills training for UPC party women on income generating

- Increased number of educated women in party leadership

- Number of publics lectures organized

- Increased number of women registering as UPC members.

- Number of Women mobilization and recruitment teams in place

- UPC women cooperative societies in place

- Data on women camps and regional exchange programmes in place –

- Manual on skills training in place

- Number if income generating activities identified

- Increase number of women registering in the Party



activities - Start UPC

women cooperatives

- Launching UPC women recruitment drives and registration of party members in the country

- Identify, mobilize, train and mentor UPC women leaders and members in the party to contest for elective positions

- Potential women candidates for 2016 identified early

- Candidates training manual designed and printed.

Dec–Feb 2013

- Data base of women candidates in place

- Candidates training manual in place

- Increase in the number of eligible female candidates to contest elections at all levels by 2015;

- Training attendance lists;



5.4. STRATEGIC OBJECTIVE 4: INCREASE RECRUITEMENT AND REPRESENTATION OF YOUTH

OBJECTIVE: To increase youth membership in UPC, their representation in all party leadership positions and organs and to make the youth of Uganda know what UPC stands for

EXPECTED OUTPUT: Expected output: youth membership in UPC drastically grows in all parts of Uganda

THE NARATIVE:

Uganda is the youngest country in the world according to the recent UN population survey. According to the UNBS national population and housing census 2002, 75 % are youth bellow the age of 25 years, yet more than 80% of the Ugandan population lives in rural areas. Young women and men constitute the largest single block of Uganda’s labour force. The youth in the 15- 29 age bracket constitute over 95% of the 500,000 new labour market entrants annually (UNBS 2002). The youth share of unemployment is increasing with 42% in 1997, 58% in 2003 and 65% in 2006. Despite the talk about successful high economic growth rates, these have not translated into jobs or increased employment opportunities. There has not been any comprehensive planning, linking population growth, human resource development, the labour market and industry. The Uganda economy has for several years under the current ruling party, only been able to create 20,000 jobs annually. The youth unemployment problem is mainly located in urban centers and is suffered heavily by female youth.

Politically, the youth shape the political outcome and can determine the political trends in the country due to their unmatched numbers. And for any party to grow itself both at membership and leadership level in a country like Uganda where youth dominate demographically, it must have specific and target programs for youth. Unfortunately UPC has not substantially gained from these numbers, since there’s wider leadership and membership gap in the party between the very old and the very young missing out is the core leadership bracket of 35-45 years due to the 20 year ban on political party activities. However, UPC has got undisputed good track record in cadre training and young leadership mentoring and grooming in its past governments since independence.



Currently under the new party grassroots election guidelines, the youth occupy 60% of all leadership positions in the party structures and organs. This is a deliberate party policy shift to match the current youth demographic numbers in the country and is aimed at contributing to the party internal growth and development. In the recent concluded general elections UPC fronted more than 50% of youth as candidates for several elective positions. However to consolidate the existing 60% policy on youth representation in the party structures and increase youth massive recruitment and leadership development in the party, a series of activities and programs are here initiated. First of all, the party will operationalise the recent National Council Resolution, to set up the UPC youth league to allow youth organize and mobilize themselves with their own semi-autonomous working structures to compliment the youth leaders’ actions in the party structures. To prepare the party and position UPC to win the 2016 general elections, a lot of training of cadres as mobilizers and candidates will be conducted.

To re- invent itself vigorously among the intellectuals and students, target programs are set, to mobilize, recruit and capture guild elections as a means of growing and grooming leaders for the party and the nation. Public lectures will be conducted to generate discussion on the party policies and programs. To touch base with the rural youth who are in the majority, youth camps will be organized to recruit and set up the youth mobilisation teams to conduct and recruit other members into the party and provide leadership to the rural population at the grassroots. The party will develop and produce materials, brochures, and manuals for training and mobilisation.



4. INCREASE RECRUITEMENT AND REPRESENTATION OF YOUTH



Responsible Offices

Indicators

To increase youth membership in UPC and support their representation in all party leadership positions and organs and to make the youth of Uganda know what UPC stands for

.

- Organize a national youth convention, in Uganda about The Future of Youth in Politics, national development and community Service

Nov 2011

Secretary General Office Supported by: --Assistant Secretary for youth affairs;

- Successful and not successful youth candidates in the 2011 elections;

- A select Coordinating committee of Youth party officials at institutions of higher Learning;

- detailed national youth convention plan and budget in place

- receipts in place - number of

facilitators in place - Convention

attendance list in place

- Establish a UPC Youth league with a special budget

- Youth strategic plan developed and circulated

- link UPC youth with sister parties and organizations that share similar values with UP

- UPC Youth league website, face

Nov 2011

- UPC youth league in place

- Youth Strategic Plan in place , ;

- Youth message developed, translated and circulated

- Increase in the number of UPC youth visits to other organizations. and guests hosted by the youth league recorded

- Number of correspondences with other sister parties and



book and other blogs established.

Finance Officer

- Secretary for Mobilization and Assistant Secretaries for Constituencies and District Affairs.

- Fundraising Officer;

- Assistant Secretary for Information and Press


- Districts, Constituencies and Branch Executives

organizations

- Establish strong, vibrant and effective youth structures in 50 higher institutions of learning in Uganda

- Identify and sponsor guild candidates at all levels

- Create 3 partial and 2 full scholarships for students Launch and conduct UPC youth recruitment drives and registration of party members in institutions of higher learning

- Conduct public dialogue on topical issues in institutions of higher learning

Jan 2012

- A select committee consisting of youth members is constituted;

- A plan of action for recruitment and retention of youth is developed ;

- A targeting and communication strategy for youth is developed and circulated among party members.

- Number of consultative meetings held in the institutions

- Number of UPC

guild candidates win elections

- Number of partial and full scholarships a warded by UPC to students

- Number of membership registers filled in 50 institutions of learning

- Task teams established in each of the 50 institutions

- Reports of the



branch elections conducted in the institutions of learning

- Number of public lectures conducted in the higher institutions of learning

- Number of party cards sold in the higher institutions of learning

- Mobilize, organize and energize party branch youth mobilization throughout the country

- Establish youth mobilization and recruitment teams

- Organize sub-regional youth carnival with music for peace, freedom, justice and democracy

- Organize community work and engage in charity activities

- UPC grassroots youth membership recruitment and registration in all constituencies launched

- Number of youth camps set up

- Number of recruitment teams launched

- Number of music carnivals organized in each sub region

- Number of music CDs and DVDs of party music produced

- Number of community and charitable initiatives



- Identify and mentor SS UPC youth leaders for political leadership.

May 2012

- A database of youth members by region and institutional or other accreditation trained

- CVs of youth members and eligibility for leadership training and mentoring availed.

- Number of leadership trainings organized per sub region

- Organize youth regional mentoring dialogues with key party leaders;

- Train the youth in leadership skills.

June 2012

- A UPC Youth Training Manual

Developed - A detailed youth

mobilization training plan and budget for the 15 sub-regions of Uganda developed.

- organize inter-

regional, cultural youth exchanges and service visits

- Organize a national youth reconciliation retreat

July 2012

- Plan for inter-regional exchanges developed;

- A plan for youth services in 5 pilot districts developed and costed.

- UPC youth message developed

- Detailed concept paper on the reconciliation and budget drawn



5.5. STRATEGIC OBJECTIVE 5: IMPROVE PARTY RESOURCE MOBILIZATION AND MANAGEMENT

OBJECTIVE: To generate consistent and sustainable sources of funding and have accountability-friendly party resource management systems

EXPECTED OUTPUT: Adequate funds available for implementation of UPC party programs, projects and activities

THE NARRATIVE:

The process of transforming political party ideas into real programs and activities needs a commensurate amount of financial and other resources. Finding sufficient funds is UPC’s current preoccupation for the party to considerably increase its visibility in the country. A number of activities have been outlined in this strategic plan and each one of them must be implemented. This has necessitated initiation of a fundraising strategy for the party.

The biggest funder to UPC in the last 26 years has been the Milton Obote Foundation (MOF), the party’s financial arm. Due to financial constraints, the Foundation has been unable to meet the entire demands of the party. Yet UPC has got to compete with well funded political parties in the country including the ruling party. In this strategic plan effort is made to propose mechanisms for UPC’s income generation through establishment of local and overseas fundraising drives in form of increased membership contributions; establishment of channels for fundraising from party sympathizers; sustained and improved funding from development partners and sister parties abroad; and establishment of more party businesses to generate income.

The plan goes ahead to propose mechanisms for streamlining party accounts and party finance management affairs as well as strengthening internal and external audit systems. Tasks have been allocated to various party committees and officials to ensure procedures guiding both income and expenditure are put in place and availed to party members to enhance prioritization and accountability.



5. IMPROVE RESOURCE MOBILIZATION AND MANAGEMENT Strategic objective:

Activities Time

Frame

Responsible offices

Indicators

To generate increased, consistent and sustainable sources of funding and have accountability-friendly resource management systems

I. Identify funding gaps and viable sources of local, external (Diaspora and others) and donor funding;

2. Develop a data base of potential funders

3. Develop a detailed party budget-.

August – Sept 2011

Secretary General Office supported by: Finance Officer, Grants Officer and other respective departments.

A Completed Party financial profile indicating: - Number of

possible viable sources of party income

- Database of potential donors in place

- budget for each department in place

- Number of financial management booklets published

- Number of financial management booklets circulated

- Number of booklets on the guidelines for financial mobilization in place

- Number of booklets on the guidelines for financial mobilization



circulated - Job specification

and description in place for the finance committee

4. Establish a

Party Finance Committee (sub-committee of Cabinet);

- Develop a Financial and Human Resource policy

- Develop and implement a clear financial management system;

- Streamline all party accounting and finance

management systems;

Sept – Dec 2011

- Finance Committee with clear TORs in place

- Data on ongoing projects and accomplished ones.

- Approved Financial policy in place

5. Set up a Grants and fundraising committee;

- Develop a financial mobilization and fundraising strategy;

- Develop the

Sept – Dec 2011

- Fundraising committee in place with clear TORs

- Fundraising strategy in place

- Progress reports on financial mobilization exercises;

- Records of funds



terms of reference for the resource mobilization committee.

- Design the mechanisms and approaches of resource mobilization eg telephone calls, e-mail and sms, Letter writing ,dinners, tea parties etc

- Organize skills boosting training for fundraising committee

- Higher a fundraising specialist for the party

. - Write grant

Proposals on: - 1- youth

programs - 2- women

programs - 3- General

party development programs

- Initiate and coordinate fundraising

raised – amounts and sources;

- Records of letters of intent and / or commitment from local and internal sponsors.

- Improved system for collection of membership and subscription fees and, any other contributions to the party by members is in place

- Fundraising skills training workshop organized

- Fundraising specialist appointed

- Letters of acknowledgement and appreciation to all donors sent

-



activities targeting party members, supporters and sympathizers

6. Set up a party multi-purpose cooperative society for national and local levels to boost membership income earnings and contributions to the party.

7. Set up party

businesses and income generating activities

8. Organize

regular meetings with MOF

Jan – April 2012

- Records of fundraising dinners for party members and party leaders in Uganda and abroad together with amounts of money (cash or otherwise) realized

- Financial statements indicating increasing party accounts

- Progress reports on the Multi-purpose cooperative society, funds raised, its offices & operations’ records---

- Assessment report of the probable businesses for the party to invest in produced

- Progress reports,



agreements entered, registration certificates and records of the businesses established

- Periodic reports on the implementation of the consent agreement between MOF and UPC.

5.6. STRATEGIC OBJECTIVE 6: CONDUCT SUCCESSFUL ELECTION CAMPAIGNS TO WIN POWER IN 2016

OBJECTIVE: To win above 51% of the votes in the country and take over government of Uganda in 2016 EXPECTED OUTPUT: UPC takes power in 2016

THE NARATIVE: Uganda Peoples Congress participated in both the 2006 and recent 2011 multi-party national elections, each time, with a number of cumulative successes. Our analysis of the 2011 presidential, parliamentary and local council results, notwithstanding the fact that they were heavily influenced by the ruling party and manipulated by the incumbent president, still distinguish UPC as the only growing opposition party with a 0.7% nationwide growth since 2006. There is no doubt therefore that if UPC establishes, re-organizes and creatively uses its structures in the country; embarks on the exercise of identifying and preparing candidates early enough; mobilizes the required resources well-in-time; develops an



understandable and pro-people manifesto with a simplified campaign message; appoints a result-oriented campaign taskforce; trains and deploys polling agents at every polling station in Uganda; and successfully lobbies for change in the electoral laws in Uganda; she will win a majority of the seats at local government and parliamentary levels and take the national presidency.

To achieve these, UPC plans to increase its visibility in the countryside, recruit many more members, invest in research and to influence government policy. The ongoing program of simplifying the party message to make sure it resonates with people’s daily needs and aspirations is being fast-tracked. The party’s superior ideology together with the posture of UPC’s national leadership is aimed at influencing household conversations and key sectors of the national economy on topical policy issues.

The UPC projection in this strategic plan therefore is that of becoming a sure solution to challenges Ugandans are facing in present times. With an impressive exposition of UPC’s alternative policy and program positions to the people of Uganda on: ethnic, regional and cross-cutting national issues like agricultural production, cooperative movement, Agro-processing, foreign investment, industrialization, taxation, social service delivery, infrastructural development, environment conservation and sustainability, employment creation, dispensing of justice, national security and many others. By so doing, the party seeks to win the hearts and minds of many Ugandan voters.

However, transforming this deliberate party program into wider national support requires systematic planning, timely implantation and an aggressive national campaign for enabling the party to increase its public appeal among different categories of voters.



6. ORGANISE SUCCESSFUL ELECTION CAMPAIGNS TO WIN OVER POWER IN 2016

Strategic objective.


Responsible Office

Indicators

To win above 51% of the votes in the country and take over government of Uganda in 2016

- Conduct general Civic Education and gender Civic Education

- Train the party civic /voter educators

- Print voter and

civic posters and other publications

- Develop party manifesto and platform

- Identify eligible candidates for all elective positions at all levels beginning with bye-elections.

- Set up the campaign management and coordination secretariat

- Appoint Campaign task force

2012-2016

Party Electoral Commission Party President Secretary General

- Number of civic educators trained

- workshops, talk shows, e.t.c conducted

- Civic Posters printed

- Number of Trainings made.

- Receipts - Number of

Community activities to educate voters held

- Party manifesto developed

- Number of Party eligible candidates identified and registered at different levels

- Campaign secretariat set up

- Campaign task force set up at



- Appoint the party electoral commission

- Organize the party primary election

- Presidential primary election to select party president and flag bearer.

- Parliamentary and local government primary elections to select the party flag bearers.

- Train and equip candidates with skills to win elections

- Printing and

purchasing of campaign and promotional materials; presidential, parliamentary and local council.

- Distribution of

campaign materials

all levels - Campaign

managers appointed

- Party electoral commission appointed

- Party President and flag bearer elected

- Parliamentary

candidates selected

- Local council candidates selected

- Party

candidates trained in election campaign and management skills

- Number of UPC candidates Nominated

- Campaign Posters for all candidates printed

- Party t. shirts produced

- Cups, key holders, budges pens,



- Conducting

campaigns - Publicity - Voter contact - Election

research - Engage in

advocacy on; - Electoral laws - Campaign for

free and fair elections

- Alternative policy

- National agenda

- election

monitoring - Research - Pre-polling day

calendars produced

- All candidates and campaign task force at all levels receive campaign materials

- No. of press

conferences held

- Radio and TV announcements conducted

- No. of bill boards put up

- No. of rallies and country tours conducted

- No. of meetings held

- Research reports produced

- No. of electoral

laws amended - Alternative

policy papers developed, approved and published

- Relationship with other political party



- Polling day - Prepare for

election cases and petitions

strengthened - No. of civil

actions organised

- Mass mobilisation and rallies organised

- Lobby meetings and workshops organised.

- Research

reports on election processes produced

- Party election observers recruited and appointed

- Party poling agents recruited and appointed

- Election coordinators appointed

- Polling day supervisors appointed

- Party tally centers established in every district

- Number of

party lawyers assembled for



election mitigation and petitions

- Number of UPC candidates petitioning / winning petitions.

5.7. STRATEGIC OBJECTIVE: PROGRAM ADMINISTRATION, MONITORING AND EVALUATION

OBJECTIVE: Establish an effective and efficient Administration and Monitoring of the implementation of the strategic plan EXPECTED OUTPUT: Timely and smooth implementation of all party programs THE NARATIVE: To ensure that UPC’s strategic plan is implemented, and does not just remain a plan on paper, it is essential that the party establishes an effective and efficient program implementation administration to coordinate activities with a strong unit that monitors and evaluates its progress on achieving the objectives set out in the plan. This will help the party produce sustainable results that benefit the party and the community at large. It will also aid in assessing whether the plan is achieving its objectives, represents value for money, and is having an impact within the country. The monitoring and evaluation strategy will also evaluate the lasting impact of the program. Finally, it will ensure that the NEC, other party organs (CEC, NC and ADC) and the members are kept fully informed of progress on each strategic objective and identify any problems early enough for necessary adjustments or corrections. To monitor and evaluate the success of the strategic plan, a party committee is to be put in place while a strategy for monitoring and evaluation will be designed. This will be implemented in accordance with guidelines that are yet to be designed by that



committee. An external, independent evaluation is to be carried out every two years to review the strategies and make appropriate changes where the strategies are not effective. Details of the party’s plans to monitor and evaluate this strategic plan are given in the table below

7. PROGRAM ADMINISTRATION, MONITORING AND EVALUATION

Strategic objective:

Activities Time frames

Responsible persons

Indicators

Monitoring the implementation of the strategic plan.

Internal: - Establish an

M&E committee

- Design an M&E strategy

- Development of M&E guidelines (Including frequency of reporting)

- Develop annual Operation work plans.

- Recruit program officers for program implementation

- Purchase of project equipments, vehicles

Jan 2012

Secretary General , supported by responsible departments

- M&E committee appointed

- An M&E consultant Hired

- M&E strategy designed

- M&E guidelines developed

- Annual operational work plans developed

- Conduct an independent M&E every year

June 2012, 2013, 2014, 2015

- Conduct a strategic planning review

April 2016



SUMMARY BUDGET - FINANCE AND ADMINISTRATION DEPARTMENT FOR THE YEARS 2011-2016 (Figures: 000,000 UGX)

Item No

Activities Year

1 Year

2 Year

3 Year

4 Year

5 Total

1 Annual Conferences of Party Leaders (ADC, CEC, NC)

225 225 225 225 225 1,125

2 Provision of Office furniture and Equipment

50 15 5 - - 70

3 Provision and Maintenance of transport facilities

200 10 10 10 10 240

4 Provision and Maintenance of Communication facilities

50 5 5 5 5 70

5 Developing an effective Result Oriented management system and support services to line departments

30 10 10 10 10 70

6 Recruitment and remuneration of staff

250 250 250 300 300 1,350

7

Establishment of human resource capacity development and training

15 5 5 15 15 55

8 Financial and project management support Unit established and developed

16 6 6 6 10 44



9 Provision of Office supplies and Utilities

12 12 12 12 12 60

10 Maintenance of Office premises

2 2 2 2 2 10

11 Renovation of Printery 800 - - - - 800

12 Establishment of a UPC Shop - one Stop centre for promotion materials

50 10 10 100 100 279

13 Establish a Party Welfare System for Staff and Members

12 12 12 12 12 60

14 The Presidency and cabinet Expenses

46 46 46 46 46 230

15 Travel inland of Party Officials 12 12 12 12 12 60

16 Travel abroad of Party Officials 15 15 15 15 15 75

17 Establish a fundraising strategy 12 6 6 6 6 36

Total 1,797 641 631 776 780 6465



SUMMARY BUDGET - POLICY AND NATIONAL MOBILIZATION DEPARTMENT FOR THE YEARS 2011-2016 (Figures: 000,000 UGX)

TABLE A

Item No

Activities Year

1 Year

2 Year

3 Year

4 Year

5 Total

1 Reaching out to the Families who supported us in the past

15 15 15 15 15 75

2 Research and Policy development

20 20 20 20 20 100

3 Identify and Train Candidates on wining Election

140 140 140 140 140 700

4 Establishment Of Youth Employment Forums

30 30 30 30 30 150

5 Expansion and Upgrading of a Resource Centre (Library)

30 10 10 10 10 70

6 Establish and Develop the Human Right Bureau

250 50 25 50 50 375

7

Revive Monthly District Town hall Meetings 12 12 12 12 12 60

8 Revive regular Campaigns rallies

80 80 80 80 80 400

9 Establish Annual Regional Youth Camp

140 140 140 031 031 611

10 Organize Annual Youth - - 668 - - 668



Convections

11 Organize sub-regional Youth Leadership Trainings

212 303

12 Organize Regular Mentoring lectures for youth

12 12 12 12 12 60

13 Launch Youth Recruitment drive in higher institutions of learning

25 25 25 25 25 125

14 National Youth Reconciliation retreat

- - - 150 - 150

15 Establish UPC Volunteer Services

25 6 6 6 6 49

16 Revive Agricultural Cooperatives in Every Parish in the country

24 6 6 6 6 48

17 Establish burial solidarities to give a descent farewell to all our departed ones

24 6 6 6 6 48

18 Establish working relations with special interest groups and professional association

12 12 01 01 01 60

19 Establish Annual Convections with members in the Diaspora

12 12 12 12 12 60

20 Harmonize the three Party website

15 - - - - 15



21 Establish a membership recruitment strategy

24 6 6 6 6 48

22 Maintain the Party Presidents visibility in the Country side

48 48 48 48 48 240

DEPARTMENT OF POLICY AND NATIONAL MOBILIZATION Women League Section

TABLE B

Item No

Activities Year

1 Year

2 Year

3 Year

4 Year

5 Total

1 Annual women conference with Party. Sub region of 120 people *14 sub-region*3 days

- 241 - 241 - 611

2 evign herpmaCagnika nemeeane tem marmrierage egt gmaeageieg et tera

01 01 01 01 01 51

3 aneeilinC e nemegn s tall neettat ah terag laenra tieC e npariel irtnae

25 25 25 25 25 071

4 himrrleeieg et eCa ettimreeika ereieg plegn ee eCa geeiegel egt tinemire ettiran

- - - - - -

5 Annual women league retreats - 122 women

34 34 34 34 34 114



6 Develop and Print Training Materials

21 5 5 5 5 43

7

Create women's desk at district Offices 011 011 011 011 011 511

8 Make a research format for collecting Women Issues and Activities that will attract women

01 01 01 01 01 51

9 Identify, mobilize, mentor and train UPC women leaders and Members in the Party to contest for elective positions

21 21 21 21 21 041



SUMMARY BUDGET - THE PRESIDENT'S OFFICE FOR THE YEARS 2011-2016 (Figures: 000,000 UGX)

Item No

Activities Year

1 Year

2 Year

3 Year

4 Year

5 Total

1 Establish and Develop the Human Right Bureau

250 50 25 50 50 375

2 Develop and Publish party Manifesto

- 10 50 - - 60

3 Organize party Primaries and Establish Branches.

150 30 30 30 30 270

4 Identify and Train Candidates on wining Election

140 140 140 140 140 700

5 Develop the Party EC and Disciplinary Committee

12 12 12 12 12 60

6 Set up Campaign Coordination at Secretariat and Sub Regional Office

12 12 12 60 60 156

7

Set up Campaign task force in each Branch 6 6 6 6 150 174

8 Procure Campaign Material 6 6 6 300 300 618

9 Distribute Campaign Materials - - - 12 12 24

10 Launch the Campaign and Move

- - 6 6 500 512

11 Campaign Monitoring and - - 6 6 120 132



Evaluation team

12 Election Management - - 12 12 150 174

13 Election Petitions - - - - 30 30

14 Post Election Conference 200 200

Total 576 241 311 609 1754 3491


62

As a social democratic party UPC believes in placing ordinary people at the centre

of governance and development.

All Ugandans should have equal opportunities to rise up and go as far as

their God given talent and hardwork can take them.”

Documents

All rights reserved - UPC ..::|::.. Uganda Peoples … Aug.pdfLira, Elgon and Kichwamba to meet the high demands for trained manpower. Girls’ education earlier neglected during the