National HIV & AIDS Strategic Plan 2007/8 – 2011/12

Uganda pioneered a politically led, multisectoral and open national response to the HIV epidemic in Sub-Saharan Africa as far back as the mid 1980s. The fight has resulted in significant reductions of adult HIV prevalence from a peak of 18% in 1992 to the current 6.4%. This new National Strategic Plan for HIV/AIDS is evidence of our determination to further reverse the trend of the epidemic that threatens to erode the positive benefits of the country’s socio-economic efforts.

HIV affects human capacity – a key national factor of production. The current 6.4% HIV prevalence level among adults (15-49 years), the changing pattern of persons affected and the likely rise in new infections compel us to change strategy while maintaining approaches that have proved effective in reducing the impact of the epidemic. Political commitment and leadership in prevention campaigns have been documented as best practice in Uganda and will be maintained. Prevention as a cornerstone of this new Strategy will be tactically integrated in all government programmes.

HIV remains high among the national development agenda priorities and, through the multisectoral approach, all government sectors are urged to effectively mainstream and scale-up HIV/AIDS programmes in their respective constituencies. The Office of the Presidency, through the Uganda AIDS Commission, is committed to strengthen the coordination and management of the national response, monitor and track the utilisation of all resources to ensure value addition of HIV funding to national development.

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The National Youth Policy (NYP) 2009 – 2014

he National Youth Policy (NYP) 2009 – 2014 is an essential planning tool guiding the country’s approach to youth development. This policy document contains inherent commitments by government, young South Africans and society at large on interventions and services that would have to be rolled out to ensure effective and efficient mainstreaming of youth development in the socio-economic mainstream. This Executive Summary provides a brief synopsis of the processes followed in formulating this policy where key policy gaps and overarching policy interventions were identified.

The drafting of the NYP entailed an extensive and rigorous process of ensuring collation of relevant and appropriate data on the status of youth, assessment of targeted youth interventions in post-democratic South Africa, and analysing the prevailing gaps in relation to new and persisting challenges that continue to plague some of our youth. From the assessments made, the team that developed this policy identified the interventions that are necessary for youth development.

As with any public policy formulation process, there was extensive engagement with stakeholders such as government departments, youth organisations, broader civil-society organisations, the National Economic Development and Labour Council (Nedlac) and the broader public through advertisements and publication of the policy in the public domain. The issues raised from all these dialogues and the consultation
process were incorporated in the final draft. It is from all these processes that government is now able to present this policy for approval.

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Receive Grants or Perish? The Survival Prospects of African Nongovernmental Organizations

This study examines survival patterns in a large, representative panel of Ugandan nongovernmental organizations (NGOs) between 2002 and 2008. It finds no evidence that more effective or more altruistic NGOs have a greater likelihood of survival.

The main determinant of survival appears to be access to grants, and NGOs without grants struggle to survive. An investigation of the grant allocation mechanism suggests that effectiveness does not increase an NGO?s likelihood of receiving a grant. Grant allocation appears to be neither fair nor effective, but rather to be awarded on the basis of habit rather than merit: once a grant has been allocated there is a strong tendency for it to persist.

The odds are stacked against small NGOs that have not previously received grants. A picture emerges of two parallel NGO worlds: one where revenues are small, variable and hard to come by and survival is not very likely, and the other where revenues are high, more stable and more accessible and survival is more likely. The study suggests it may be difficult for an NGO to move from the former to the latter.

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The NGO Act, Regulations and Policy in Uganda

The Non Governmental Organization (NGO) fraternity in Uganda is deeply concerned that the legal and regulatory framework for NGO operations in the country, represented by the NGO Act, 2006, its attendant NGO Regulations, 2008 and the draft NGO Policy 2008 reflect serious inconsistencies and are essentially restrictive of the citizens’ right to participate in their country’s development processes. The extent to which this will translate into serious repression to NGO work in practice will depend on the degree to which the Government will perceive NGO work a stumbling block to the promotion of its treasured interests as a sitting government.

From an analysis of the wider political trends in this country: the state of Opposition Political Parties and their relations with the government; the loud and clear warnings to the media and other independent socio-cultural configurations to toe the official line, it would not be foolhardy to suggest that for as long as NGOs continue to position themselves to claim their rightful role in the democratization process, they should expect less cordial relations with the state.

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The Role of Parliament and Civil Society in Governance and Democracy in Uganda

The perception survey on the role of parliament and civil society in governance and democracy is a flagship publication of Development Network of Indigenous Voluntary Associations (DENIVA). The survey comes at a time when the political discourse is raging on Government’s commitment to good governance and democracy and the capacity of parliament to propel the agenda forward.

This survey is a bird’s eye view of the perceptions of the electorate in Uganda with regard to the performance of parliament in promoting good governance and democracy. It also interrogates the relevance of civil society in promoting these two universal virtues.

The findings of this survey indicate that there is need for public, civil society and media to engage Parliament with a clear message – Ugandans need an effective parliament which is able to independently monitor policy implementation, check the excesses of the executive thus promoting good governance and democracy.

This is premised on the increasing public perception that the executive is dictating a lot about the outcomes of parliamentary decisions.

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Re-thinking District Multiplication in Uganda

World over, local government units are created to ensure equitable national development through reducing the load of responsibility on the central government; job multiplication; improving local control and ownership of resources; and improving accountability through local monitoring, and close social service delivery. This sums up the concept of decentralisation and the anticipated devolution of power. By description, decentralisation is a seemingly a fool-proof strategy to enhance service delivery to the local people, from whence the catch phrase “bringing services nearer to the people” was born.

The decentralisation policy was therefore in the quest to bring the central government and government institutions closer to the electorate, allow the citizenry to participate in local affairs, facilitate active democracy (autonomy and self-determination) and allow people to hold local leaders accountable for decisions that affect them directly; that the government of Uganda under the National Resistance Movement (NRM) embarked on rapid multiplication of new districts trend.

Although Uganda is not the first nation to follow this trend of creating smaller units as part of the decentralised system of governance factors such as the minimum population cover required for each district, clear-cut criterion as per the local government policy guidelines (Local Government Act), tribal-led territorial conflicts, politicking, and unrealistic expectations by the people have not been fully considered. Hence, while the Government of Uganda seemingly has good intentions for the citizens under the decentralisation policy, the major problem is not decentralisation as a concept in itself, but is in the details of implementation (the how) and administration (local government structures and policies).

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Africa Development Indicators

This volume is a product of the staff of the International Bank for Reconstruction and Development / The World Bank. The findings, interpretations, and conclusions expressed in this volume do not necessarily reflect the views of the Executive Directors of The World Bank or the governments they represent.

The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries.

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The non-governmental organizations registration (amendment) act, 2006

1. Short title
This Act may be cited as the Non-Governmental Organisations Registration (Amendment) Act, 2006.

2. Amendment of Cap. 113
For the long title to the Non-Governmental Organisations Registration Act, in this Act referred to as the principal enactment, there is substituted, the following—
“An Act to provide for the registration of non-governmental organisations, to provide for the monitoring of non-governmental organisations, to establish a Board for these purposes and for other connected matters”.

3. Amendment of section 1
Section 1 of the principal enactment is amended by inserting immediately after the definition of “Chairperson” the following new definition—

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NATIONAL CO-OPERATIVE DEVELOPMENT POLICY

The co-operative movement in Uganda was started in 1913 to involve Ugandans in domestic and export marketing of agricultural commodities.

The period 1946 to 1970 saw a significant growth of the co-operative movement especially in the coffee and cotton sectors; for instance by the end of 1956, co-operatives controlled two coffee curing works and ten ginneries and by 1960, the total tonnage of crops handled by the co-operative movement had risen to 89,308 tons from 14,300 tons in 1951. The co-operative turnover was nearly 9 million Pound Sterling per annum. By 1965 the total value of produce handled through co-operatives amounted to 325,311,500 shillings.

Out of 437,923 bales of cotton, co-operatives handled 267,420 bales (61%) while they also handled 40% of the Robusta coffee; valued at 60 million shillings and 90% of Arabic coffee valued at 30 million shillings.

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The Employment Act, 2006

An act to revise and consolidate the laws governing individual employment relationships, and to provide other connected matters.

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DENIVA PROGRAMS AND KEY OBJECTIVES

Governance and Human Rights

Governance and Human Rights

The Governance and Human Rights Program aims at strengthening and nurturing partnerships and communities to advocate for a democracy that serves all citizens in Uganda. The program works for social, economic and political accountability of local and...

Sustainable Livelihoods

Sustainable Livelihoods

The Sustainable Livelihoods Program aims at supporting MOs with skills and knowledge in order to advocate pro-poor and gender sensitive policies through programmes in agriculture, trade, climate change and improved service delivery. The objectives a...

Civil Society Organisation Strengthening

Civil Society Organisation Strengthening

DENIVA has a long term experience in providing capacity building services to CSOs as one of its key mandates. Organizational development interventions ranges from research, proposal development, presentation and facilitation skills; negotiation and n...

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