Below is the Arua District Report on the Survey for establishing the level of Awareness and Knowledge on Millenium Development Goals. ACTIVITY AREAS (Sub-Counties) included: Oluko, Oli Division, Ajia, Ogoko, Rhino Camp and Rigbo targeting 10 - 15 Community Members in each Sub County. The date was 20th April 2009.
Q1. People’s understanding of development was basically change for better economically, socially, politically, infrastructural development and reduction of illiteracy. Others looked at development as having more or increment in all aspects. A small thing multiplies to create much.
Q2. Activities mentioned by communities as items to foster development were mainly:-
(a)
- Construction of Classrooms in schools & building of teachers' Houses
- Opening of Community Access Roads
- Health Centres
- NAADS Programme
- GTZ Programmes in Rigbo & Rhino Camp
- Hygiene and Sanitation Programmes
(b). These activities were tagged to development for the following reasons.
School classroom construction was seen as a useful tool that solved the problem of inadequate classrooms hence providing comfortable learning conditions that can enable the future leaders' generation acquire knowledge and skills for better livelihood. All the communities interviewed showed that education is the key to success.
- Community Access Roads were looked at as items that make communication easy.
- Farmers who produce in bulk can easily be accessed; the road network connects villages for easy transportation of people goods and services.
- Health centres were looked at as centres for repairing health such that people have better health hence adequate time for development issues and poverty eradication.
- Hygiene and sanitation programmes in Rigbo and Ogoko were said to ensure better health and avoidance of common intestinal worms and infections like cholera and meningitis.
- The communities looked at NAADS as a venture to eradicate Poverty through training of farmers on Garden preparation, crop planting, weeding, harvesting and post harvest handling and group marketing.
Communities also termed NAADS as promoter of improved technology, supplier of improved seedlings and animal husbandry.
- In Sub Counties of Rigbo and Rhino Camp, GTZ was accorded as a supplier of high breed goats and seedlings. A store for farmers’ produce was also built at Rigbo Sub County headquarters by GTZ for safe storage and bulk/group marketing.
Farmers mentioned that most development activities were done to improve communication, health, education level and reduction of poverty.
Majority of community members are aware of development programmes in their jurisdictions and they tag these activities to development.
Q3. Few people have heard about Millennium Development Goals and the few who have heard do not entirely know what the MDGs is all about.
Out of the six Sub Counties visited, In Ogoko a young man gave a rough idea on the MDGs. In Rigbo out of the 10 people in the focus group three had fair ideas on MDGs. In the remaining four sub counties of Oluko, Oli Division, Ajia & Rhino Camp the communities knew nothing and had never heard of Millennium Development Goals.
The MDG goals were explained to the interviewees and when asked if there will be development in their jurisdictions if the goals are achieved.
A general consensus was reached, and all persons interviewed looked at poverty, environment, health & education as the stumbling blocks to development, once realized can lead to livelihood improvement, socially, economically, emotionally, politically and in all other aspects.
On how best awareness can be created on the MDGs, the suggestions were:-
- Through massive sensitization of communities during church services, evening gatherings market days and any vital public gathering
- Intentional move to get Trainer of Trainers (TOT’s) to spread the gospel of MDGs
- Need to train key stakeholders, Sub county Leadership, parish level leaders, LC 1s Religious and opinion leaders was emphasized for easy spread and knowledge of communities on the MDGs.
- At Sub County, parish level meetings are to be conducted for that purpose.
- Introduce it as a subject/teach MDGs in schools mostly from upper primary.
About the role of community in MDGs the following was mentioned.
- In general members who attended the focus group discussions looked at themselves as persons who could take the lead in spreading the MDGs.
- Parents agreed to take Universal Primary Education serious.
- Husbands confessed their lack of cooperation to their expectant mothers and promised to change if health and livelihood is to improve for mothers and infants.
- Hardwork, personal effort to eradication of poverty and hunger was also advocated for.
- Leaders who attended the discussions promised to spread the MDGs and educate people to work towards what is expected of them by 2015.
- Political Leaders vied for ensuring financial transparency and accountability value for money in all activities intended to benefit the rural poor.
Conclusion:
Though communities are aware of development programmes, most do not tag the activities to MDGs and they do not know what is expected of them in the remaining six years (2009-2015).
Therefore much emphasis be put to sensitise communities on Millennium Development Goals and community roles in the activities be clearly spelt out if the MDGs are to be achieved by 2015.
Tuesday, 29 December 2009
Other Programmes
NORTHERN UGANDA SOCIAL ACTION FUND (NUSAF)
NUSAF is a government of Uganda project funded by GOU, an IDA credit from the World Bank and contribution from the beneficiary communities. The project aims to promote reconciliation and contributing to poverty reduction in the 18 (Now 29 with new districts) districts of Northern and Eastern Uganda covering all the district of West Nile, Acholi, Lango, Teso and Karamoja Regions.
Development Objective/Mission
The programme’s development goal is to improve the livelihood of the people in Northern Uganda and empower communities by enhancing capacity to systematically identify, prioritise, and plan for their needs within their own value systems. This programme also aims to enable communities to implement sustainable Development initiatives that improve socio-economic services and opportunities.
Specific Development Objectives
Strengthen community participation, leadership development and encourage mobilisation and sustainable utilisation of natural resources.
Improve quality of and access to social services and community initiated infrastructure.
Provide employment opportunity to able bodied individuals in food insecure households.
Provide support to vulnerable groups
Support community reconciliation and conflict management through local institutions and civil society organisations
Provide institutional support to build capacity to manage the project, disseminate information, monitor and evaluate activities as well as strengthen the local government institutions that provide technical support to the project
The NUSAF District Office was fully operational after the staff was recruited and commenced work in February 2004. The district also accessed office equipments and facilities including computers, furniture and transport facility. To date NUSAF in Arua operates in 3 Districts namely Arua (18 sub counties), Maracha/Terego (13 sub counties) and Koboko (5 sub-counties). While Koboko is fully operational and independent, Maracha/Terego is still run by the mother District Arua.
Implementation arrangements
Several stakeholders have been involved in the implementation of NUSAF activities including the communities and groups who demand and implement through their Community Project Management Committees(CPMC) , Community Facilitators who support communities with Participatory Rural Appraisal(PRA), and monitoring, the Civil Society Organisations that support PRA, appraisals, supervision and monitoring. The District Technical Planning Committee /Sub -county Technical Planning Committee under the supervision of the Chief Administrative Officer are responsible for appraisals, supervision and monitoring, the District Executive Committee(DEC) is responsible for approvals and monitoring. The elders /CRCM fora have also been effective in supporting sub-projects in implementation including capacity building support in form of training.
Sector Interventions
NUSAF Interventions cover all sectors including Health, Education, Water& Sanitation, Community Services and production. NUSAF Interventions target beneficiaries under three main Components namely Vulnerable Group Support (VGS)/Youth Opportunities Programme (YOP) targeting several vulnerable groups, Community Development initiatives (CDI) covering social infrastructural activities and Comity Reconciliation and Conflict Management (CRCM).
Sub-counties of Intervention
NUSAF Operates in all the Sub-counties of Arua district.
Conclusion
The initial project life span of five years expired and the one year extension also ended by March 2009. A revised approach to the project is being considered and is likely to start in July 2009.
ARUA DISTRICT NGO NETWORK (ADINGON)
Background
Arua District NGO Network (ADINGON) is a network of Non –Governmental Organisations (CBOs) and Private Sector Organisations operating in Arua District. The Network was established in 1996 and registered as a Non Governmental Organisation.
ADINGON seeks to strengthen the capacity of the Civil Society Organisation in Arua District (Including Terego and Maracha) to meet their obligation through sharing of membership capacity building, lobbying and advocacy, and networking so as to contribute to the Social transformation of the people of Arua District.
The membership of the network was originally restricted to only indigenous community based organizations operating in Arua District. However the AGM held in December 2006 resolved to open up the membership of the network to all NGOs operating in Arua District both local and international. The constitutional reforms were made to this effect.
Vision
“An empowered, equitably developed and democratically stable society where citizens enjoy a sustained higher standard of living”.
Mission
To be a platform and collective voice for civil society in Arua district to promote good governance and effective service delivery through policy advocacy and lobbying, budget advocacy and monitoring, anticorruption campaign, capacity building and networking and collaboration for the greater good of the people of Arua and West Nile at large.
Core mandate:
Policy lobbying and advocacy
Budget advocacy and monitoring
Anti corruption campaign
Capacity building for CSOs
Networking and collaboration.
Strategic Objectives
To influence government policies and programme action to make them pro poor through civic engagement.
To influence the budget process in the district through increasing citizen participation in the district planning and budgeting process.
Assess the impact of budget allocation to the livelihood of people through budget, monitoring and budget assessment.
To monitor the implementation of public services in the district through community based monitoring system.
To promote transparency and accountability in public offices
To stimulate citizens participation in the democratic processes and to hold their leaders accountable
To enhance networking, information sharing and coordination among CSO’s and other development actors in the district.
To build the capacities of CSO’s in the fields of management, advocacy and policy research and resource mobilization as will be deemed necessary
To promote productive partnerships and collaborative actions amongst development actors in the district for sustainable development.
To deliberately establish data bank and information centre for civil society in the district.
To promote a health image and responsible leadership in civil society for greater influence and impact.
To engage in any other lawful activity incidental to the realization of the above objectives.
Strategic Programme Areas
Policy analysis and advocacy
Capacity building/Institutional development for MOs
Networking and Information Sharing
Mainstreaming gender, HIV/AIDs, Environment, Human rights
Research, documentation and dissemination
Developments and Achievements
Establishment of ADINGON Office next to the court-Pearl close on Farmers House
Establishment of functional secretariat
Organisational capacity assessment for ADINGON
Network self understanding i.e. Why a Network?
Network self understanding actualization
A constitutional reform was done
Action research on NUSAF accountability
Advocacy on improving NUSAF accountability in 6 Sub Counties of Arua, Maracha/Terego Districts.
Planned Activities
Research and community education on local government development planning process and programme
Institutional development of MOS.
Formation of district leaders forum
Formation of quarterly LG-CSO Foras on thematic areas (Health, Education, Health etc)
Development of proposals and concept notes.
Major constraints to implementing programme
Weak member organization 60% of our members are have not moved from the traditional service provision NGO mentality to active soft ware challenges of the communities they represent.
Weak alliances between the NGOs and media on one hand and the LG on the other.
Infiltration of civil society by people with different agenda e.g politics
Do not dependence to support programmes and activities.
Misunderstanding of the network as donor/service provider by member organizations.
Conclusion:
The responsibility of the development of Arua District Local Government should rest with the people of Arua through active participation in the cause. We in the civil society would like to pledge our total support in the promotion of transparency and accountability. As stakeholders, ADINGON is rising to reclaim its rightful place in the community of Arua to ensure good governance and effective service delivery.
We pray that this meeting should be taken seriously in order to reduce disease, poverty and ignorance in Arua District.
DOCTORS WITH AFRICA - CUAMM
Name of organization
Doctors with Africa-Cuamm
Mission statement
“Doctors with Africa-Cuamm was the first NGO working in international health field to be recognized in Italy and it the largest Italian organization for the promotion and protection of health in Africa. It works with a long-term developmental perspective.
To this end, in Italy and in Africa, it is engaged in training, research, dissemination of scientific knowledge, and ensuring the universal fulfilment of the fundamental human right to health” – (Organization Statute 2006)
Type of organization
International NGO
When registered and how long it has been operating in Arua district
Registration in Uganda: 1990
Presence in Arua District: 1985
Subcounties in Arua district where organization is implementing activities
Doctors with Africa-Cuamm interventions are not sub-county based but rather district and diocese based. The following interventions are ongoing:
- Disability in West Nile: support to CBR (community based rehabilitation) workers in Rhinocamp and Rigbo subcounty, to physiotherapy and orthopaedic services in Arua Hospital and community outreaches, to epilepsy clinics in lower level health units (Rhinocamp HC IV, Olujobo HC III, Bunyababa aid post, Offaka HC III, Okollo HC III, Bondo HC III, Logiri HC III, Opia HC III, Ajia HC III, Aroi HC III), to primary eye care outreaches and to the blind unit of Arua Demonstration School, sensitization, advocacy and lobbying initiatives for people with disabilities in collaboration with local stakeholders.
- Support to Diocesan Health Services of Arua and Nebbi Diocese: support to the diocesan health office of Arua (payment of salaries and running costs, procurement of vehicles and other office equipment, funding of trainings, supervision) and, mainly indirectly through the diocesan health office, of the lower level health units of Ediofe and Adumi Oje (training, supervision, provision of drugs and equipment)
Sectors in which organization’s activities fall
Health with minor involvement in education and social services (in the field of the rights of people with disabilities)
Main beneficiaries of the organizations programs
Intermediate beneficiaries: Diocesan Health Offices and health units, health department and units involved with disability related activities (including mental health)
Final beneficiaries: general population, people with disabilities
Key achievements in the last 3 years
Disability:
- training of 12 CBR workers still active in the community
- establishment of a functional orthopedic workshop for the production of prosthesis and other devices
- support to the physiotherapy department (procurement of equipment, training, support to community outreaches)
- establishment and support to epilepsy clinics in 10 lower level health units (training and supervision, provision of drugs)
- collaboration with ADUPED in various sensitization and advocacy lobbying activities
Diocesan Health Services
- functional Diocesan Health coordination offices
Major challenges faced in implementing programs in Arua district
- Decreasing interest of donors in the West Nile region
- Little interest of donors in health system strengthening approach (in favour of vertical and output related projects)
- Absence of direct involvement in the district health activities after the end of the UNICEF project
COMMUNITY INITIATIVE FOR THE EMPOWERMENT OF VULNERABLE PEOPLE (CIFOVUP)
Brief Back Ground CIFOVUP is a young people’s organization built around the concept of togetherness as a sustainable means of enhancing effective participation of young people in development. This concept is based on the belief that young people are themselves the best resource of promoting their development and that of the communities they live in, and that they must be both architects and agents in meeting the challenges and solving the problems faced in today’s world.
Youth development work has in the past been and in many cases is still centered on social welfare approach. This views young people as presenting problems, which need to be solved through the intervention of older people. This app[roach is limited, perceiving young people as passive objects upon which interventions must act rather than as active subjects participating in the shaping of their lives and that of their communities. It tends to be based on the range of negative assumptions about the young people that they are, at best unable to take care of themselves and others, and at worst responsible for crime and violence. This view tends to perpetuate the very problems it seeks to solve.
Formation of CIFOVUP
Community Initiative for the Empowerment of Vulnerable People (CIFOVUP) is a Community-based organization. It came into full operation in 2006 but the inception was way back in 2005. The idea of forming this CBO was the brainchild of a group of University Students and other students in higher institutions of learning who have graduated and those still studying. Its membership involves youths in various professional disciplines from various institutions . This idea was conceived after realizing the fact that the Government had numerous Poverty Alleviation Programmes targeting communities and on one hand, the communities are willing to participate in these programmes.
Having recognized the fact that there is no sufficient and effective mediation that could enable communities to access these services , build their capacity, make them produce results and subsequently ends of development, it necessitated an intermediary organization to re-organise,mobilize, capacity build and empower the vulnerable people to realize and use existing government, private sector and international NGOs’ programmes to improve their status hence creating independence thereby achieving development.
The continuous meetings been held by the promoters led to the formation of the Community Initiative for the Empowerment of Vulnerable People (CIFOVUP), registered with Directorate of Community Services Arua, Registration NO 0148 in January 2006 and registered with Directorate of Board, Registration No. 5914/6683 in October 19th 2006.
Mission statement
To empower vulnerable to be enterprising and use locally available resources effectively for self reliance.
Sector of Intervention
Peace and conflict management
Health
Environment
Capacity Building
Advocacy and Lobbying
Economic Empowerment
Agriculture
Research
Sub Counties in Arua where the Organisation is operating
Offaka
Vurra
Pajulu
Oluko
ARUA DISTRICT FARMERS ASSOCIATION (ARUDIFA)
TYPE OF THE ORGANISATION: NON GOVERNMENTAL ORGANISATION
SECTOR: AGRICULTURE
AREA OF OPERATION: ARUA AND MARACHA-TEREGO DISTRICTS.
Background Information
Arua District Farmers Association (ARUDIFA) was formed as a result of the formation of Uganda National Farmers Association (UNFA) of Uganda National Farmers Association (UNFA) now referred to as Uganda National Farmer’s Federation (UNFFE) in 1997. The idea of formation was conceived as a result of the sensitization workshop in Mukono DFI attended by District Production Officers in Uganda. Participants from Arua district came back and mobilized farmers at parish levels. The farmers came together and had elections right from parish levels and up to the district. Hence the formation of Arua District Farmers Association.
This association was then registered on 27th April 1998 as a company limited by Guarantee
The first major activity was resource mobilization in terms of membership from members. This was mainly for office operations since they were still operating in the office given them by Directorate of Production and Marketing of Arua district Local Government.
Later, the association applied for land to the Arua Municipal Council and where given their own plot on which it has an office block to date.
Vision
An empowered farming society with improved food security, nutrition and increased household incomes in Arua District.
Mission statement.
Farmers are supported to increase and add value to their production/productivity and to secure market.
Objectives.
To impart knowledge and skills involved in good agronomic practices and post harvest handling to 10,000 farmers in 5 years for increased production.
Farmers have added value to their produce especially for rice, simsim, maize and coffee.
To build the capacity of the farmers for better marketing of their produce/ products and be linked to potential markets.
The organization entered into Partnership Agreement for funding with DANIDA in 1999. This was made possible because of the Farmer’s Organization Component (FOC) of Agricultural Sector Programme Support (ASPS).
The main sector funded were activities relating to farming for increased production/ productivity, value addition and enhancement of marketing of farmers produce and products.
This funding encouraged more numbers to join the association and to date the membership stand at four thousand (4,000).
Training was carried in both Blue and Yellow Farm Management. A total of five hundred farmers (500) benefited from the training and are given certificates.
Two hundred and thirty four thousand (2340) farmers’ Epurpur sorghum was sold in Juba to the time of 30 metric tons. This boosted their income.
Farmers were introduced to growing sesame 11 which increased their production. They were linked to 0lam Uganda limited. The price was 1100 per kilogram as opposed to 600 per kilograms before introduction.
Farmers are trained in Agronomic practices, post harvest handling and marketing. This enabled the farmers to lay new-strategies for marketing their produce/ better negotiations skills, improved quality of produce and enabled them to get fairly higher price.
ARUDIFA established good working relationship with Arua District Local Government. This good relationship resulted into the Local Government paying to ARUDIFA shillings five Million towards the purchase of double cabin pickup to facilitate movement in the Organization.
ARUDIFA has been working in collaboration and partnerships with many NGOs, both International and National. These include SNV, CARE, ADINGON, Olam and many others.
ARUDIFA participates in government programs as and when they are available – The example is the implementation HIV/ AIDS program under Aids Integrated module (AIM) and was awarded with a certificate of merit.
World food programme in the year 2000 gave support to the farmers through ARUDIFA inform of tools.
Challenge
. The organization has limited source of local funds which is Marjory from members in form of annual subscription fee and membership fee. This has caused a lot of dependency on Donor funds (DANIDA) this limits the performance of the association.
.The Salary rate paid to staff is low and is not paid promptly.
. The number of employed staff is not enough to cover all the farmers in the district
. Failure to reach all the farmers in the District results in to low membership renewals.
. In ability to maintain the Double Cabin motor-vehicle in movable condition.
Low level of house hold income makes it difficult for farmers to afford and use the new technologies such as improved seeds, agro-chemicals, new tools and equipments.
The high dependency rate at house hold levels caused by extended family traditions results in high consumption of what is produced.
High expenditure for family welfare in most cases leaves very little money to be ploughed back in farming
Peoples attitude towards free things remain high as politicians seek votes from farmers. Some of the members expect ARUDIFA to work as politicians do and so distribute things like seeds for free.
Intervention for the next two years
About 85% of the population of Arua District is engaged in agricultural activities for survival. Although most of the population is engaged in farming activities, production, capacity is very low. This makes farming as a business difficult since the profit margins received are low. Most of the produce/products realized end up being consumed and so have very little for sale to earn money. Often the qualities they sell are not well processed and therefore earn low prices.
Farmers have no organized markets where they can collectively bargain for better prices. This subjects them to the scrupulous middle men take the advantage to cheat them.
Access to improved seeds and other inputs is an issue of concern for most of the farmers.
There is need for a continuous education of farmers and linkage to improved farm inputs.
The need to impart skills and knowledge in agronomy, post harvest handling, marketing soil and water
Conservation, good animal husbandry practices is emphasized because of changes in climate and environment in general.
Pests and diseases control in to processes of production affects the crops very much and this reduces the expected output (Yields). These are common in crops like cassava, maize vegetables, groundnuts and many other minor crops.
The ARUDIFA interventions focus on improving production and productivity of farmers on enterprises which have ready markets and are profitable with low financial investments and low risks, ARUDIFA provides knowledge and skills to her farmers through trainings on the recommended practices involved in crop and animal production soil and water conservation, post harvest handling and marketing.
ARUDIFA will continue to establish viable market linkages by carrying out market research both national and international. This will enable the farmers to pool up produce to address the market.
The production of both food and cash crops will help to improve the nutrition status of the farmers and their households. Practical demonstrations will be set for farmers to copy.
The organization will encourage the farmers to see and practice agro-processing as a method of adding value to their products. For example simple preservation of certain products/produce that they have realized such as fruits vegetables etc.
The Organisation will lobby and advocate for changes in policies that are likely to effect agricultural production negatively both at local government levels and national levels and will advocate for the poor and the violence farmers.
ARUDIFA will continue to carry out some research in order to get enough information for solving problems that may exist in PMA policies at designing, implementation, monitoring and evaluation levels.
ARUA DISTRICT UNION OF PEOPLE WITH DISABILITIES (ADUPED)
Background:
The idea to have this union was conceived earlier by people with disabilities ad existing group or associations of people with disabilities movement in Arua. Due to inadequate support they were unable to manifest this idea. However, this union was finally given birth on 18th October 1997 to address issues geared to capacity building, collaboration, networking and soliciting for funds in order to accomplish its stated mission and objectives.
Mission:
Creation of unified Voice of Funds in order to advocate for equalization of opportunities, involvement and participation in policy planning and implementation disability programmes in close cooperation with Government.
Sector of Intervention:
Health, Education Employment, Agriculture appliances accessibility.
Sub-Counties Where Aduped Operates Are As Follows:
River Oli Division
Oluko Sub-County
Arivu Sub-County
Ogoko Sub-County
Vurra Sub-County
Aroi Sub-County
Adumi Sub-County
Offaka Sub-County
Ulleppi]
Achievements Over The Last Three Years:
Formation of nine 9 sub-county unions whose capacities have been build through trainings at both District and National level.
Capacity building and working in collaboration with District Associations like Arua District Union of Women with Disabilities (ADAWID), Arua District Association of the Blind (ADAB), and Arua District Association of the Deaf (ADAD).
Existence of internal administrative structures like Executive committee (E.C.), project management committee (PMC) that always discusses and resolves administrative issues.
Through regular sensitization, other associations at both District and sub-county level have benefited from various projects and institutions e.g. ADAWOD from Abilis, Mobile Technical Authority (MOTA), River Oli Division from NUSAF, Euata PWD/Onduparaka from FINCA and individual PWDS inconjuction with non PWDS in NAADS etc.
Regular sensitization either by verbal or radio talk shows has created community awareness resulting into some positive change e.g. presence of ramps in some public places, delivery of services to some PWDS like employment.
Participated in fund raising activities for support of PWDS e.g. ADUPED fundraised massively for Raphael for carpentry tools last year.
Lobbied for wheel chairs and received eleven (11) from NUDIPU and sixty (60) from USDC and some from CUAMM direct to the beneficiaries.
Advocated for funds from NUDIPU for sub-county union capacity building.
Through sub-county union meetings, able to here some positive changes like PWDS planning for their needs and sharing with sub-county Authorities in other sub-counties.
Lobbied for the use of sign language interpretation in Christ the King Church Arua.
Advocated for two (2) employment for PWDS i.e. one in Gaagaa Bus Services and other Nile Petrol Station.
Assessment and placement of Deaf for tailoring in ADAWOD has resulted in to sign language being taught.
Community Based Rehabilitation by CUAMM through collaboration with ADUPED.
USDC/CUAMM corrective surgery programs for PWDS are at time linked up by ADUPED.
VCT service lobbied for PWDs to know HIV/AIDS status in November 2007 which was successful.
Improved relationship with District e.g. collaboration in work, meetings, and national days.
Hosted Disability National Days celebrations like World Sight Day and National Sports Day.
Receivable of Constituency Development Fund of one million from Hon. MP Nockrach William Wilson who is MP for PWD Northern Region.
Business Development Support (BDS) benefited twenty three (23) PWDS i.e. 9 in tailoring, 4 in carpentry and joinery, 4 in kitting, 2 in Metal Fabrication, 3 in motor vehicle mechanics, 1 in phone repairing, and some self reliant through use of skills acquired.
Challenges:
Phasing off USDC program like plastic and corrective surgery for PWDS is a challenge to ADUPED.
Inadequate financial and material support from NUDIPU and government.
Not many NGOS/CBOS mainstream Disability issues in their programs
Disability policies included in government plans but not much implemented.
Communication gap among PWDS beneficiaries, hence limiting mobility
Duped has no independent income source apart from NUDIPU BDS and DSI FUNDS.
BDS mostly benefited urban areas than rural areas and yet demand is higher in rural area than urban areas currently.
Lack of computer for ADUPED making secretarial services expensive and yet little funding by NUDIPU for existing programs.
ARUA RURAL COMMUNITY DEVELOPMENT (ARCOD)
Introduction
ARCOD is a local NGO, established under Ministry of Internal Affairs in 2002, its registration No: is: S - 5914-3980. The offices are situated at Uganda Red Cross Building, Plot 76 Avenue Road Arua with branch office at Yole Trading Center, 17 Kms Rhino Camp Road in Nyadri District.
ARCOD plans to implement activities within her 2006 – 2010 strategic Plan.
To promote African Red Bird Eye Chili as a commercial enterprise alternative to tobacco farming in Arua district.
To promote agro-forestry farming so as to enhance sustainable livelihood and environment conservation in Arua district.
To advocate for tobacco control (tobacco farming and use) so as to ensure environmental justice; social, economic and health are restored in Arua district.
To carry out advocacy on good governance so as to ensure peace, justice and unity prevails for equitable and sustainable exploitation of resources for development.
To establish and develop a one stop training center for integrated sustainable farming in Arua district.
Vision
Is that the rural poor have access to knowledge & financial resources to alleviate poverty and improve quality of life.
Mission
Is to emancipate the rural community for poverty reduction, economic development and protection of the environment.
We do this through:
Provision of focal point for information, training, advice, awareness, counselling, informal discussions, communication, development; and techniques of sustainable agriculture.
Mobilization of Resources for alleviating problems affecting the grass root communities and their development thereby strengthening self help organizations.
1A: Integrated Rural Development Initiative (IRUDI) – Chili Project.
We are actively operating in 6 sub counties of Bileafe, Manibe, Vurra, Logiri, Tara and Odupi (Imvepi). However, some farmers in other sub counties i.e. Oluko, Arivu, Omugo, Yivu and Katrini have shown interest and are due to take up the project this season 2008. In Vurra and Logiri sub counties, the enthusiasm is apparent and the project is being scaled up with assistance of local government and CBOs i.e.Vurra Patriotic Entertainers Group - VUPEG and Logiri Action for Development - LOCADE respectively.
A total of 10 community chili nursery centers have been established between January and February 2008. The seedlings are due for transplanting in April 2008. We expect to harvest a total of 20 metric tonnes of dried Red Bird Eye Chili.
Due to financial constraints, training of farmers on the best farming practice and post harvest handling of chili; and media promotion has not been conducted as yet. Your support to bridge this gap shall improve the quality of the initiative.
B: Environmental Conservation/Tree Nursery Raising
We have established a community tree nursery center at Yole village along river Ottu through the support of World Food Programme-WFP food for work component. So have far we raised 30,000 of 200,000 seedlings of Kaya anthoheca, cassia, Tectona gradis, Terminalia ssp. The seedlings are due for distribution for transplanting in the 2nd quarter of 2008. The biggest challenge here is the seeds which are not freely accessed contrary to the supply of the seedlings to the targeted communities and schools in Arua and Nyadri districts.
C: Good governance advocacy project
We are in partnership with CEFORD in implementing the advocacy project under DFID on community governance in Katrini and Yivu sub – counties in Nyadri district.
The thematic areas of the project included rights awareness, policy development and policy monitoring. Baseline survey was successfully conducted and currently we are carrying on the formulation of parish development plan for the 14 parishes in Katrini and Yivu sub – counties.
D: Tobacco Control.
Stakeholders meeting have been going on as scheduled by the Uganda National Tobacco Control Association (UNTCA) and Tobacco or Health - ToH forum. However, at district level a task force is being formed to address tobacco control in the West Nile region.
Constraints/Challenges:
Lack of funding is the main challenge of the projects. This has hindered:-
Training of farmers in best farming techniques and post harvest handling of chili.
Hand outs; the farming communities are used to free offers as such change of attitude is difficult.
Provision of ultra violet solar drying sheets. Farmer are used to hand outs thus wanted free supply of U.V solar sheets proves a challenge to us.
Environmental disaster of climatic change wind storm during March 2008 destroyed some UV solar drier houses.
Logistical/transport facility.
Way forward
Partnership with key stakeholders for opportunities and complements to realize our objectives. Kindly avail us such opportunities for holistic development.
Continued sensitization of the farming community on the benefits and bio - trade opportunities.
NATIONAL COMMUNITY OF WOMEN LIVING WITH HIV/AIDS (NACWOLA)
Background Information:
National Community of Women Living with HIV/AIDS (NACWOLA) is Non-Governmental organization registered under the National NGO Board and legally is a limited company by guarantee.
NACWOLA came into existence in Uganda in July 1992 with a group of women from 27 countries worldwide met at the 8th International Conference in Amsterdam – Netherlands. At this conference the women founded the International Community of Women Living with HIV/AIDS, (ICW). This network was founded in the response to desperate lack of information available to HIV positive women at the time, which propagated a profound sense of isolation. At this important conference, Uganda was represented by three HIV positive women. These were the Late Catherine Etyang, Margaret Nalumansi and Kate Nalugya. On returning home, these ladies realised the need to form a network that would unite HIV+ women nationally; hence they founded the Uganda chapter in 1992.
Inception of NACWOLA – North Western region was in 1994 and began with 04 HIV+ woman who saw the need to share experiences and challenges faced in fighting stigma and discrimination. These women realised the importance of working and relying on each other as a support group which has contributed in restoring hope in their lives.
The organization has since expanded its activities to 5 other districts and the membership presently stands at 300. Initially, the organization received support and funding from Arua Hospital and the district. Today NACWOLA has received support and works in close collaboration with 06 partners namely: MSF, WFP, MMN, CARE, OWOH and TIDES. As a means of promoting pillars of sustainability, NACWOLA has built its own office structure and began income generating activities to boost the income of members. These activities include: bee keeping, goat rearing, horticulture, poultry farming and crop growing.
Based on the above background the members have been encouraged to own the organization and the spirit of voluntarism has been enhanced.
Mission Statement:
The Mission of NACWOLA is to improve quality of life and to promote positive living for women living with HIV/AIDS and their families through Psycho-social support, Economic empowerment and access to essential services in Arua and the West Nile Region.
NACWOLA’s intervention is in the area of social services and health where it operates in seven (07) Sub-Counties of Oluko, Dadamu, Adumi, Arua Hill, Upper Madi, River Oli, and Offaka.
Achievements:
The capacity building being given to the members and staff is s strength and opportunity for better performance in future beyond the project. Already is improvement in capacity for monitoring, reporting and evaluation of project activities.
The ability of the organization to absorb and account for the funds that were received is another strong element. This is a sign of growth and development and is an opportunity for stronger future partnerships.
There is a high recovery rates among patients who have been attended by NACWOLA volunteers during admission on the hospital wards. This has not only given hope among to the patients but also shown the level of commitment of the members.
The issues of women empowerment and poverty alleviation are high on Millennium Development Goals agenda. This will be a propelling factor to mobilize more energy to consolidate the objectives of this intervention.
The availability of transport has helped to expand the geographical coverage of community outreaches by taking services nearer to the vulnerable hared to reach communities.
The Arua leadership and local communities appreciate NACWOLA’s fight in HIV/AIDS hence it is easy to lobby their support in times of need such as provision of technical service.
Challenges:
As a team the implementers are aware of the skills gap in reporting and documentation this needs to be addressed in order to increase efficiency.
NACWOLA management team still needs more knowledge and skills and commitment to meet the expected standards for effective reporting
As an organization doesn’t have a data management system in place, this jeopardizes our efficiency and effectiveness in planning and monitoring. The level of literacy of the members is still low thus the speed of conceptualization of the issues in the capacity building through the trainings is a little slow in most of the members which needs constant monitoring.
The delay in release of funds affecting the implementation of activities.
Proposed development strategy for the next one year:
A significant out come of community outreaches is the increase in voluntary counseling and testing in the targeted communities. Unfortunately, in many of the hard to reach communities there is no easy access to the services desired. This will be an advocacy point for NACWOLA in the next implementation period.
WEST NILE RURAL DEVELOPMENT AGENCY (WENIRUDA)
West Nile Rural Development Agency (WENIRUDA) is an initiative of West Nile Youths of various levels of education and professions within and in the
Diaspora. The organization was founded in 2005 with an aim of fostering sustainable development among the people of West Nile Sub-Region.
Aware of the fact that the West Nile sub-region is faced with enormous problems which among others include: abject poverty, illiteracy, HIV/AIDS, environmental degradation, insecurity, governance problems, cross boarder issues and conflicts, lack of initiative, information and collective commitment by the people. Inspired by the fact that solving the above issues rest in or hands (the Youths as people of West Nile.) the founders of WENIRUDA saw it necessary to come together to form a collective body so as to partner and join others to collectively address some of the above problems prevalent in the sub-region.
West Nile Rural Development Agency has got two main focus/intervention areas these include:
Good Governance:
This is one of WENIRUDA’s core objectives where is seeks to play advocacy in enhancement of good governance through Anti-corruption campaigns, democracy and Human rights, conflict management and resolution, capacity building and Gender main streaming. Good governance can be seen as the exercise of economic, political and administrative authority to manage society’s affairs at all levels. It compromises the mechanisms, processes and institutions through which citizens and groups articulate their interests, exercise their legal rights, meet their obligations and mediate their differences.
Good governance ensures that political, social and economic priorities are based on broad consensus in society and that the voice of the poorest and the most vulnerable are heard in decision making over the allocation of development resources to promote effectiveness and capability hence the following principles are central in realizing Good Governance.
a) Participants
b) Transparency and
c) Accountability.
Community Services: This is the second core objectives of WENIRUDA in ensuring its vision of “a society transformed for sustainable Development”. This area focuses on quality and effective delivery of basic needs/services to the needy community members so as to empower them and help them n the process of eliminating poverty.
This is an area that will help test whether or not good governance is adhered to
Education
Health
Agriculture/Life stock
Environment
The Vision of WENIRUDA:
The vision of WENIRUDA is a society transformed for sustainable development.
The Mission of WENIRUDA:
The mission of WENIRUDA is to be an agent of change in fostering sustainable development through good governance and community service provision.
The Core Objectives of WENIRUDA:
Weniruda stands of two core objectives:
To play advocacy role in good governance through anti-corruption campaigns, democracy, rule of law, human rights, conflict resolution, capacity building and gender mainstreaming.
To improve livelihood of communities through provision of quality services in agriculture, education, public health and best practices of environmental management.
The Specific Objectives of WENIRUDA:
To gather and disseminate concrete, reliable, and up-to-date information on policies, legal framework and practices affecting Human rights good governance and Democracy.
To increase mobilization of people and create awareness on their roles and the roles of the leaders to hold government accountable.
To provide a platform for the youth and the general public to advocate on the issues of corruption.
To build the capacity of the staff to deliver quality services and that of the communities for sustainable development.
Creating awareness and strategies of preventing conflicts among the youth and communities, that take the form of strikes and gender based violence respectively.
To promote education standards and increase accessibility
To promote sustainable agriculture extension and advisory services, basic inputs and market research.
To improve the health conditions of the people through sensitization and creating awareness on HIV/AIDS, sanitation and reproductive health.
To protect the environment through the best practices of environment management like afforestation, use of energy saving technologies and wetland protection.
Values of WENIRUDA:
Transparency and accountability
Integrity.
Equal opportunity and diversity
Collective commitment and shared responsibility
Participatory approach.
The Guiding Principles of WENIRUDA:
Being visionary
Determination to succeed,
Fearlessness,
Perseverance,
Creativity and critical thinking.
NUSAF is a government of Uganda project funded by GOU, an IDA credit from the World Bank and contribution from the beneficiary communities. The project aims to promote reconciliation and contributing to poverty reduction in the 18 (Now 29 with new districts) districts of Northern and Eastern Uganda covering all the district of West Nile, Acholi, Lango, Teso and Karamoja Regions.
Development Objective/Mission
The programme’s development goal is to improve the livelihood of the people in Northern Uganda and empower communities by enhancing capacity to systematically identify, prioritise, and plan for their needs within their own value systems. This programme also aims to enable communities to implement sustainable Development initiatives that improve socio-economic services and opportunities.
Specific Development Objectives
Strengthen community participation, leadership development and encourage mobilisation and sustainable utilisation of natural resources.
Improve quality of and access to social services and community initiated infrastructure.
Provide employment opportunity to able bodied individuals in food insecure households.
Provide support to vulnerable groups
Support community reconciliation and conflict management through local institutions and civil society organisations
Provide institutional support to build capacity to manage the project, disseminate information, monitor and evaluate activities as well as strengthen the local government institutions that provide technical support to the project
The NUSAF District Office was fully operational after the staff was recruited and commenced work in February 2004. The district also accessed office equipments and facilities including computers, furniture and transport facility. To date NUSAF in Arua operates in 3 Districts namely Arua (18 sub counties), Maracha/Terego (13 sub counties) and Koboko (5 sub-counties). While Koboko is fully operational and independent, Maracha/Terego is still run by the mother District Arua.
Implementation arrangements
Several stakeholders have been involved in the implementation of NUSAF activities including the communities and groups who demand and implement through their Community Project Management Committees(CPMC) , Community Facilitators who support communities with Participatory Rural Appraisal(PRA), and monitoring, the Civil Society Organisations that support PRA, appraisals, supervision and monitoring. The District Technical Planning Committee /Sub -county Technical Planning Committee under the supervision of the Chief Administrative Officer are responsible for appraisals, supervision and monitoring, the District Executive Committee(DEC) is responsible for approvals and monitoring. The elders /CRCM fora have also been effective in supporting sub-projects in implementation including capacity building support in form of training.
Sector Interventions
NUSAF Interventions cover all sectors including Health, Education, Water& Sanitation, Community Services and production. NUSAF Interventions target beneficiaries under three main Components namely Vulnerable Group Support (VGS)/Youth Opportunities Programme (YOP) targeting several vulnerable groups, Community Development initiatives (CDI) covering social infrastructural activities and Comity Reconciliation and Conflict Management (CRCM).
Sub-counties of Intervention
NUSAF Operates in all the Sub-counties of Arua district.
Conclusion
The initial project life span of five years expired and the one year extension also ended by March 2009. A revised approach to the project is being considered and is likely to start in July 2009.
ARUA DISTRICT NGO NETWORK (ADINGON)
Background
Arua District NGO Network (ADINGON) is a network of Non –Governmental Organisations (CBOs) and Private Sector Organisations operating in Arua District. The Network was established in 1996 and registered as a Non Governmental Organisation.
ADINGON seeks to strengthen the capacity of the Civil Society Organisation in Arua District (Including Terego and Maracha) to meet their obligation through sharing of membership capacity building, lobbying and advocacy, and networking so as to contribute to the Social transformation of the people of Arua District.
The membership of the network was originally restricted to only indigenous community based organizations operating in Arua District. However the AGM held in December 2006 resolved to open up the membership of the network to all NGOs operating in Arua District both local and international. The constitutional reforms were made to this effect.
Vision
“An empowered, equitably developed and democratically stable society where citizens enjoy a sustained higher standard of living”.
Mission
To be a platform and collective voice for civil society in Arua district to promote good governance and effective service delivery through policy advocacy and lobbying, budget advocacy and monitoring, anticorruption campaign, capacity building and networking and collaboration for the greater good of the people of Arua and West Nile at large.
Core mandate:
Policy lobbying and advocacy
Budget advocacy and monitoring
Anti corruption campaign
Capacity building for CSOs
Networking and collaboration.
Strategic Objectives
To influence government policies and programme action to make them pro poor through civic engagement.
To influence the budget process in the district through increasing citizen participation in the district planning and budgeting process.
Assess the impact of budget allocation to the livelihood of people through budget, monitoring and budget assessment.
To monitor the implementation of public services in the district through community based monitoring system.
To promote transparency and accountability in public offices
To stimulate citizens participation in the democratic processes and to hold their leaders accountable
To enhance networking, information sharing and coordination among CSO’s and other development actors in the district.
To build the capacities of CSO’s in the fields of management, advocacy and policy research and resource mobilization as will be deemed necessary
To promote productive partnerships and collaborative actions amongst development actors in the district for sustainable development.
To deliberately establish data bank and information centre for civil society in the district.
To promote a health image and responsible leadership in civil society for greater influence and impact.
To engage in any other lawful activity incidental to the realization of the above objectives.
Strategic Programme Areas
Policy analysis and advocacy
Capacity building/Institutional development for MOs
Networking and Information Sharing
Mainstreaming gender, HIV/AIDs, Environment, Human rights
Research, documentation and dissemination
Developments and Achievements
Establishment of ADINGON Office next to the court-Pearl close on Farmers House
Establishment of functional secretariat
Organisational capacity assessment for ADINGON
Network self understanding i.e. Why a Network?
Network self understanding actualization
A constitutional reform was done
Action research on NUSAF accountability
Advocacy on improving NUSAF accountability in 6 Sub Counties of Arua, Maracha/Terego Districts.
Planned Activities
Research and community education on local government development planning process and programme
Institutional development of MOS.
Formation of district leaders forum
Formation of quarterly LG-CSO Foras on thematic areas (Health, Education, Health etc)
Development of proposals and concept notes.
Major constraints to implementing programme
Weak member organization 60% of our members are have not moved from the traditional service provision NGO mentality to active soft ware challenges of the communities they represent.
Weak alliances between the NGOs and media on one hand and the LG on the other.
Infiltration of civil society by people with different agenda e.g politics
Do not dependence to support programmes and activities.
Misunderstanding of the network as donor/service provider by member organizations.
Conclusion:
The responsibility of the development of Arua District Local Government should rest with the people of Arua through active participation in the cause. We in the civil society would like to pledge our total support in the promotion of transparency and accountability. As stakeholders, ADINGON is rising to reclaim its rightful place in the community of Arua to ensure good governance and effective service delivery.
We pray that this meeting should be taken seriously in order to reduce disease, poverty and ignorance in Arua District.
DOCTORS WITH AFRICA - CUAMM
Name of organization
Doctors with Africa-Cuamm
Mission statement
“Doctors with Africa-Cuamm was the first NGO working in international health field to be recognized in Italy and it the largest Italian organization for the promotion and protection of health in Africa. It works with a long-term developmental perspective.
To this end, in Italy and in Africa, it is engaged in training, research, dissemination of scientific knowledge, and ensuring the universal fulfilment of the fundamental human right to health” – (Organization Statute 2006)
Type of organization
International NGO
When registered and how long it has been operating in Arua district
Registration in Uganda: 1990
Presence in Arua District: 1985
Subcounties in Arua district where organization is implementing activities
Doctors with Africa-Cuamm interventions are not sub-county based but rather district and diocese based. The following interventions are ongoing:
- Disability in West Nile: support to CBR (community based rehabilitation) workers in Rhinocamp and Rigbo subcounty, to physiotherapy and orthopaedic services in Arua Hospital and community outreaches, to epilepsy clinics in lower level health units (Rhinocamp HC IV, Olujobo HC III, Bunyababa aid post, Offaka HC III, Okollo HC III, Bondo HC III, Logiri HC III, Opia HC III, Ajia HC III, Aroi HC III), to primary eye care outreaches and to the blind unit of Arua Demonstration School, sensitization, advocacy and lobbying initiatives for people with disabilities in collaboration with local stakeholders.
- Support to Diocesan Health Services of Arua and Nebbi Diocese: support to the diocesan health office of Arua (payment of salaries and running costs, procurement of vehicles and other office equipment, funding of trainings, supervision) and, mainly indirectly through the diocesan health office, of the lower level health units of Ediofe and Adumi Oje (training, supervision, provision of drugs and equipment)
Sectors in which organization’s activities fall
Health with minor involvement in education and social services (in the field of the rights of people with disabilities)
Main beneficiaries of the organizations programs
Intermediate beneficiaries: Diocesan Health Offices and health units, health department and units involved with disability related activities (including mental health)
Final beneficiaries: general population, people with disabilities
Key achievements in the last 3 years
Disability:
- training of 12 CBR workers still active in the community
- establishment of a functional orthopedic workshop for the production of prosthesis and other devices
- support to the physiotherapy department (procurement of equipment, training, support to community outreaches)
- establishment and support to epilepsy clinics in 10 lower level health units (training and supervision, provision of drugs)
- collaboration with ADUPED in various sensitization and advocacy lobbying activities
Diocesan Health Services
- functional Diocesan Health coordination offices
Major challenges faced in implementing programs in Arua district
- Decreasing interest of donors in the West Nile region
- Little interest of donors in health system strengthening approach (in favour of vertical and output related projects)
- Absence of direct involvement in the district health activities after the end of the UNICEF project
COMMUNITY INITIATIVE FOR THE EMPOWERMENT OF VULNERABLE PEOPLE (CIFOVUP)
Brief Back Ground CIFOVUP is a young people’s organization built around the concept of togetherness as a sustainable means of enhancing effective participation of young people in development. This concept is based on the belief that young people are themselves the best resource of promoting their development and that of the communities they live in, and that they must be both architects and agents in meeting the challenges and solving the problems faced in today’s world.
Youth development work has in the past been and in many cases is still centered on social welfare approach. This views young people as presenting problems, which need to be solved through the intervention of older people. This app[roach is limited, perceiving young people as passive objects upon which interventions must act rather than as active subjects participating in the shaping of their lives and that of their communities. It tends to be based on the range of negative assumptions about the young people that they are, at best unable to take care of themselves and others, and at worst responsible for crime and violence. This view tends to perpetuate the very problems it seeks to solve.
Formation of CIFOVUP
Community Initiative for the Empowerment of Vulnerable People (CIFOVUP) is a Community-based organization. It came into full operation in 2006 but the inception was way back in 2005. The idea of forming this CBO was the brainchild of a group of University Students and other students in higher institutions of learning who have graduated and those still studying. Its membership involves youths in various professional disciplines from various institutions . This idea was conceived after realizing the fact that the Government had numerous Poverty Alleviation Programmes targeting communities and on one hand, the communities are willing to participate in these programmes.
Having recognized the fact that there is no sufficient and effective mediation that could enable communities to access these services , build their capacity, make them produce results and subsequently ends of development, it necessitated an intermediary organization to re-organise,mobilize, capacity build and empower the vulnerable people to realize and use existing government, private sector and international NGOs’ programmes to improve their status hence creating independence thereby achieving development.
The continuous meetings been held by the promoters led to the formation of the Community Initiative for the Empowerment of Vulnerable People (CIFOVUP), registered with Directorate of Community Services Arua, Registration NO 0148 in January 2006 and registered with Directorate of Board, Registration No. 5914/6683 in October 19th 2006.
Mission statement
To empower vulnerable to be enterprising and use locally available resources effectively for self reliance.
Sector of Intervention
Peace and conflict management
Health
Environment
Capacity Building
Advocacy and Lobbying
Economic Empowerment
Agriculture
Research
Sub Counties in Arua where the Organisation is operating
Offaka
Vurra
Pajulu
Oluko
ARUA DISTRICT FARMERS ASSOCIATION (ARUDIFA)
TYPE OF THE ORGANISATION: NON GOVERNMENTAL ORGANISATION
SECTOR: AGRICULTURE
AREA OF OPERATION: ARUA AND MARACHA-TEREGO DISTRICTS.
Background Information
Arua District Farmers Association (ARUDIFA) was formed as a result of the formation of Uganda National Farmers Association (UNFA) of Uganda National Farmers Association (UNFA) now referred to as Uganda National Farmer’s Federation (UNFFE) in 1997. The idea of formation was conceived as a result of the sensitization workshop in Mukono DFI attended by District Production Officers in Uganda. Participants from Arua district came back and mobilized farmers at parish levels. The farmers came together and had elections right from parish levels and up to the district. Hence the formation of Arua District Farmers Association.
This association was then registered on 27th April 1998 as a company limited by Guarantee
The first major activity was resource mobilization in terms of membership from members. This was mainly for office operations since they were still operating in the office given them by Directorate of Production and Marketing of Arua district Local Government.
Later, the association applied for land to the Arua Municipal Council and where given their own plot on which it has an office block to date.
Vision
An empowered farming society with improved food security, nutrition and increased household incomes in Arua District.
Mission statement.
Farmers are supported to increase and add value to their production/productivity and to secure market.
Objectives.
To impart knowledge and skills involved in good agronomic practices and post harvest handling to 10,000 farmers in 5 years for increased production.
Farmers have added value to their produce especially for rice, simsim, maize and coffee.
To build the capacity of the farmers for better marketing of their produce/ products and be linked to potential markets.
The organization entered into Partnership Agreement for funding with DANIDA in 1999. This was made possible because of the Farmer’s Organization Component (FOC) of Agricultural Sector Programme Support (ASPS).
The main sector funded were activities relating to farming for increased production/ productivity, value addition and enhancement of marketing of farmers produce and products.
This funding encouraged more numbers to join the association and to date the membership stand at four thousand (4,000).
Training was carried in both Blue and Yellow Farm Management. A total of five hundred farmers (500) benefited from the training and are given certificates.
Two hundred and thirty four thousand (2340) farmers’ Epurpur sorghum was sold in Juba to the time of 30 metric tons. This boosted their income.
Farmers were introduced to growing sesame 11 which increased their production. They were linked to 0lam Uganda limited. The price was 1100 per kilogram as opposed to 600 per kilograms before introduction.
Farmers are trained in Agronomic practices, post harvest handling and marketing. This enabled the farmers to lay new-strategies for marketing their produce/ better negotiations skills, improved quality of produce and enabled them to get fairly higher price.
ARUDIFA established good working relationship with Arua District Local Government. This good relationship resulted into the Local Government paying to ARUDIFA shillings five Million towards the purchase of double cabin pickup to facilitate movement in the Organization.
ARUDIFA has been working in collaboration and partnerships with many NGOs, both International and National. These include SNV, CARE, ADINGON, Olam and many others.
ARUDIFA participates in government programs as and when they are available – The example is the implementation HIV/ AIDS program under Aids Integrated module (AIM) and was awarded with a certificate of merit.
World food programme in the year 2000 gave support to the farmers through ARUDIFA inform of tools.
Challenge
. The organization has limited source of local funds which is Marjory from members in form of annual subscription fee and membership fee. This has caused a lot of dependency on Donor funds (DANIDA) this limits the performance of the association.
.The Salary rate paid to staff is low and is not paid promptly.
. The number of employed staff is not enough to cover all the farmers in the district
. Failure to reach all the farmers in the District results in to low membership renewals.
. In ability to maintain the Double Cabin motor-vehicle in movable condition.
Low level of house hold income makes it difficult for farmers to afford and use the new technologies such as improved seeds, agro-chemicals, new tools and equipments.
The high dependency rate at house hold levels caused by extended family traditions results in high consumption of what is produced.
High expenditure for family welfare in most cases leaves very little money to be ploughed back in farming
Peoples attitude towards free things remain high as politicians seek votes from farmers. Some of the members expect ARUDIFA to work as politicians do and so distribute things like seeds for free.
Intervention for the next two years
About 85% of the population of Arua District is engaged in agricultural activities for survival. Although most of the population is engaged in farming activities, production, capacity is very low. This makes farming as a business difficult since the profit margins received are low. Most of the produce/products realized end up being consumed and so have very little for sale to earn money. Often the qualities they sell are not well processed and therefore earn low prices.
Farmers have no organized markets where they can collectively bargain for better prices. This subjects them to the scrupulous middle men take the advantage to cheat them.
Access to improved seeds and other inputs is an issue of concern for most of the farmers.
There is need for a continuous education of farmers and linkage to improved farm inputs.
The need to impart skills and knowledge in agronomy, post harvest handling, marketing soil and water
Conservation, good animal husbandry practices is emphasized because of changes in climate and environment in general.
Pests and diseases control in to processes of production affects the crops very much and this reduces the expected output (Yields). These are common in crops like cassava, maize vegetables, groundnuts and many other minor crops.
The ARUDIFA interventions focus on improving production and productivity of farmers on enterprises which have ready markets and are profitable with low financial investments and low risks, ARUDIFA provides knowledge and skills to her farmers through trainings on the recommended practices involved in crop and animal production soil and water conservation, post harvest handling and marketing.
ARUDIFA will continue to establish viable market linkages by carrying out market research both national and international. This will enable the farmers to pool up produce to address the market.
The production of both food and cash crops will help to improve the nutrition status of the farmers and their households. Practical demonstrations will be set for farmers to copy.
The organization will encourage the farmers to see and practice agro-processing as a method of adding value to their products. For example simple preservation of certain products/produce that they have realized such as fruits vegetables etc.
The Organisation will lobby and advocate for changes in policies that are likely to effect agricultural production negatively both at local government levels and national levels and will advocate for the poor and the violence farmers.
ARUDIFA will continue to carry out some research in order to get enough information for solving problems that may exist in PMA policies at designing, implementation, monitoring and evaluation levels.
ARUA DISTRICT UNION OF PEOPLE WITH DISABILITIES (ADUPED)
Background:
The idea to have this union was conceived earlier by people with disabilities ad existing group or associations of people with disabilities movement in Arua. Due to inadequate support they were unable to manifest this idea. However, this union was finally given birth on 18th October 1997 to address issues geared to capacity building, collaboration, networking and soliciting for funds in order to accomplish its stated mission and objectives.
Mission:
Creation of unified Voice of Funds in order to advocate for equalization of opportunities, involvement and participation in policy planning and implementation disability programmes in close cooperation with Government.
Sector of Intervention:
Health, Education Employment, Agriculture appliances accessibility.
Sub-Counties Where Aduped Operates Are As Follows:
River Oli Division
Oluko Sub-County
Arivu Sub-County
Ogoko Sub-County
Vurra Sub-County
Aroi Sub-County
Adumi Sub-County
Offaka Sub-County
Ulleppi]
Achievements Over The Last Three Years:
Formation of nine 9 sub-county unions whose capacities have been build through trainings at both District and National level.
Capacity building and working in collaboration with District Associations like Arua District Union of Women with Disabilities (ADAWID), Arua District Association of the Blind (ADAB), and Arua District Association of the Deaf (ADAD).
Existence of internal administrative structures like Executive committee (E.C.), project management committee (PMC) that always discusses and resolves administrative issues.
Through regular sensitization, other associations at both District and sub-county level have benefited from various projects and institutions e.g. ADAWOD from Abilis, Mobile Technical Authority (MOTA), River Oli Division from NUSAF, Euata PWD/Onduparaka from FINCA and individual PWDS inconjuction with non PWDS in NAADS etc.
Regular sensitization either by verbal or radio talk shows has created community awareness resulting into some positive change e.g. presence of ramps in some public places, delivery of services to some PWDS like employment.
Participated in fund raising activities for support of PWDS e.g. ADUPED fundraised massively for Raphael for carpentry tools last year.
Lobbied for wheel chairs and received eleven (11) from NUDIPU and sixty (60) from USDC and some from CUAMM direct to the beneficiaries.
Advocated for funds from NUDIPU for sub-county union capacity building.
Through sub-county union meetings, able to here some positive changes like PWDS planning for their needs and sharing with sub-county Authorities in other sub-counties.
Lobbied for the use of sign language interpretation in Christ the King Church Arua.
Advocated for two (2) employment for PWDS i.e. one in Gaagaa Bus Services and other Nile Petrol Station.
Assessment and placement of Deaf for tailoring in ADAWOD has resulted in to sign language being taught.
Community Based Rehabilitation by CUAMM through collaboration with ADUPED.
USDC/CUAMM corrective surgery programs for PWDS are at time linked up by ADUPED.
VCT service lobbied for PWDs to know HIV/AIDS status in November 2007 which was successful.
Improved relationship with District e.g. collaboration in work, meetings, and national days.
Hosted Disability National Days celebrations like World Sight Day and National Sports Day.
Receivable of Constituency Development Fund of one million from Hon. MP Nockrach William Wilson who is MP for PWD Northern Region.
Business Development Support (BDS) benefited twenty three (23) PWDS i.e. 9 in tailoring, 4 in carpentry and joinery, 4 in kitting, 2 in Metal Fabrication, 3 in motor vehicle mechanics, 1 in phone repairing, and some self reliant through use of skills acquired.
Challenges:
Phasing off USDC program like plastic and corrective surgery for PWDS is a challenge to ADUPED.
Inadequate financial and material support from NUDIPU and government.
Not many NGOS/CBOS mainstream Disability issues in their programs
Disability policies included in government plans but not much implemented.
Communication gap among PWDS beneficiaries, hence limiting mobility
Duped has no independent income source apart from NUDIPU BDS and DSI FUNDS.
BDS mostly benefited urban areas than rural areas and yet demand is higher in rural area than urban areas currently.
Lack of computer for ADUPED making secretarial services expensive and yet little funding by NUDIPU for existing programs.
ARUA RURAL COMMUNITY DEVELOPMENT (ARCOD)
Introduction
ARCOD is a local NGO, established under Ministry of Internal Affairs in 2002, its registration No: is: S - 5914-3980. The offices are situated at Uganda Red Cross Building, Plot 76 Avenue Road Arua with branch office at Yole Trading Center, 17 Kms Rhino Camp Road in Nyadri District.
ARCOD plans to implement activities within her 2006 – 2010 strategic Plan.
To promote African Red Bird Eye Chili as a commercial enterprise alternative to tobacco farming in Arua district.
To promote agro-forestry farming so as to enhance sustainable livelihood and environment conservation in Arua district.
To advocate for tobacco control (tobacco farming and use) so as to ensure environmental justice; social, economic and health are restored in Arua district.
To carry out advocacy on good governance so as to ensure peace, justice and unity prevails for equitable and sustainable exploitation of resources for development.
To establish and develop a one stop training center for integrated sustainable farming in Arua district.
Vision
Is that the rural poor have access to knowledge & financial resources to alleviate poverty and improve quality of life.
Mission
Is to emancipate the rural community for poverty reduction, economic development and protection of the environment.
We do this through:
Provision of focal point for information, training, advice, awareness, counselling, informal discussions, communication, development; and techniques of sustainable agriculture.
Mobilization of Resources for alleviating problems affecting the grass root communities and their development thereby strengthening self help organizations.
1A: Integrated Rural Development Initiative (IRUDI) – Chili Project.
We are actively operating in 6 sub counties of Bileafe, Manibe, Vurra, Logiri, Tara and Odupi (Imvepi). However, some farmers in other sub counties i.e. Oluko, Arivu, Omugo, Yivu and Katrini have shown interest and are due to take up the project this season 2008. In Vurra and Logiri sub counties, the enthusiasm is apparent and the project is being scaled up with assistance of local government and CBOs i.e.Vurra Patriotic Entertainers Group - VUPEG and Logiri Action for Development - LOCADE respectively.
A total of 10 community chili nursery centers have been established between January and February 2008. The seedlings are due for transplanting in April 2008. We expect to harvest a total of 20 metric tonnes of dried Red Bird Eye Chili.
Due to financial constraints, training of farmers on the best farming practice and post harvest handling of chili; and media promotion has not been conducted as yet. Your support to bridge this gap shall improve the quality of the initiative.
B: Environmental Conservation/Tree Nursery Raising
We have established a community tree nursery center at Yole village along river Ottu through the support of World Food Programme-WFP food for work component. So have far we raised 30,000 of 200,000 seedlings of Kaya anthoheca, cassia, Tectona gradis, Terminalia ssp. The seedlings are due for distribution for transplanting in the 2nd quarter of 2008. The biggest challenge here is the seeds which are not freely accessed contrary to the supply of the seedlings to the targeted communities and schools in Arua and Nyadri districts.
C: Good governance advocacy project
We are in partnership with CEFORD in implementing the advocacy project under DFID on community governance in Katrini and Yivu sub – counties in Nyadri district.
The thematic areas of the project included rights awareness, policy development and policy monitoring. Baseline survey was successfully conducted and currently we are carrying on the formulation of parish development plan for the 14 parishes in Katrini and Yivu sub – counties.
D: Tobacco Control.
Stakeholders meeting have been going on as scheduled by the Uganda National Tobacco Control Association (UNTCA) and Tobacco or Health - ToH forum. However, at district level a task force is being formed to address tobacco control in the West Nile region.
Constraints/Challenges:
Lack of funding is the main challenge of the projects. This has hindered:-
Training of farmers in best farming techniques and post harvest handling of chili.
Hand outs; the farming communities are used to free offers as such change of attitude is difficult.
Provision of ultra violet solar drying sheets. Farmer are used to hand outs thus wanted free supply of U.V solar sheets proves a challenge to us.
Environmental disaster of climatic change wind storm during March 2008 destroyed some UV solar drier houses.
Logistical/transport facility.
Way forward
Partnership with key stakeholders for opportunities and complements to realize our objectives. Kindly avail us such opportunities for holistic development.
Continued sensitization of the farming community on the benefits and bio - trade opportunities.
NATIONAL COMMUNITY OF WOMEN LIVING WITH HIV/AIDS (NACWOLA)
Background Information:
National Community of Women Living with HIV/AIDS (NACWOLA) is Non-Governmental organization registered under the National NGO Board and legally is a limited company by guarantee.
NACWOLA came into existence in Uganda in July 1992 with a group of women from 27 countries worldwide met at the 8th International Conference in Amsterdam – Netherlands. At this conference the women founded the International Community of Women Living with HIV/AIDS, (ICW). This network was founded in the response to desperate lack of information available to HIV positive women at the time, which propagated a profound sense of isolation. At this important conference, Uganda was represented by three HIV positive women. These were the Late Catherine Etyang, Margaret Nalumansi and Kate Nalugya. On returning home, these ladies realised the need to form a network that would unite HIV+ women nationally; hence they founded the Uganda chapter in 1992.
Inception of NACWOLA – North Western region was in 1994 and began with 04 HIV+ woman who saw the need to share experiences and challenges faced in fighting stigma and discrimination. These women realised the importance of working and relying on each other as a support group which has contributed in restoring hope in their lives.
The organization has since expanded its activities to 5 other districts and the membership presently stands at 300. Initially, the organization received support and funding from Arua Hospital and the district. Today NACWOLA has received support and works in close collaboration with 06 partners namely: MSF, WFP, MMN, CARE, OWOH and TIDES. As a means of promoting pillars of sustainability, NACWOLA has built its own office structure and began income generating activities to boost the income of members. These activities include: bee keeping, goat rearing, horticulture, poultry farming and crop growing.
Based on the above background the members have been encouraged to own the organization and the spirit of voluntarism has been enhanced.
Mission Statement:
The Mission of NACWOLA is to improve quality of life and to promote positive living for women living with HIV/AIDS and their families through Psycho-social support, Economic empowerment and access to essential services in Arua and the West Nile Region.
NACWOLA’s intervention is in the area of social services and health where it operates in seven (07) Sub-Counties of Oluko, Dadamu, Adumi, Arua Hill, Upper Madi, River Oli, and Offaka.
Achievements:
The capacity building being given to the members and staff is s strength and opportunity for better performance in future beyond the project. Already is improvement in capacity for monitoring, reporting and evaluation of project activities.
The ability of the organization to absorb and account for the funds that were received is another strong element. This is a sign of growth and development and is an opportunity for stronger future partnerships.
There is a high recovery rates among patients who have been attended by NACWOLA volunteers during admission on the hospital wards. This has not only given hope among to the patients but also shown the level of commitment of the members.
The issues of women empowerment and poverty alleviation are high on Millennium Development Goals agenda. This will be a propelling factor to mobilize more energy to consolidate the objectives of this intervention.
The availability of transport has helped to expand the geographical coverage of community outreaches by taking services nearer to the vulnerable hared to reach communities.
The Arua leadership and local communities appreciate NACWOLA’s fight in HIV/AIDS hence it is easy to lobby their support in times of need such as provision of technical service.
Challenges:
As a team the implementers are aware of the skills gap in reporting and documentation this needs to be addressed in order to increase efficiency.
NACWOLA management team still needs more knowledge and skills and commitment to meet the expected standards for effective reporting
As an organization doesn’t have a data management system in place, this jeopardizes our efficiency and effectiveness in planning and monitoring. The level of literacy of the members is still low thus the speed of conceptualization of the issues in the capacity building through the trainings is a little slow in most of the members which needs constant monitoring.
The delay in release of funds affecting the implementation of activities.
Proposed development strategy for the next one year:
A significant out come of community outreaches is the increase in voluntary counseling and testing in the targeted communities. Unfortunately, in many of the hard to reach communities there is no easy access to the services desired. This will be an advocacy point for NACWOLA in the next implementation period.
WEST NILE RURAL DEVELOPMENT AGENCY (WENIRUDA)
West Nile Rural Development Agency (WENIRUDA) is an initiative of West Nile Youths of various levels of education and professions within and in the
Diaspora. The organization was founded in 2005 with an aim of fostering sustainable development among the people of West Nile Sub-Region.
Aware of the fact that the West Nile sub-region is faced with enormous problems which among others include: abject poverty, illiteracy, HIV/AIDS, environmental degradation, insecurity, governance problems, cross boarder issues and conflicts, lack of initiative, information and collective commitment by the people. Inspired by the fact that solving the above issues rest in or hands (the Youths as people of West Nile.) the founders of WENIRUDA saw it necessary to come together to form a collective body so as to partner and join others to collectively address some of the above problems prevalent in the sub-region.
West Nile Rural Development Agency has got two main focus/intervention areas these include:
Good Governance:
This is one of WENIRUDA’s core objectives where is seeks to play advocacy in enhancement of good governance through Anti-corruption campaigns, democracy and Human rights, conflict management and resolution, capacity building and Gender main streaming. Good governance can be seen as the exercise of economic, political and administrative authority to manage society’s affairs at all levels. It compromises the mechanisms, processes and institutions through which citizens and groups articulate their interests, exercise their legal rights, meet their obligations and mediate their differences.
Good governance ensures that political, social and economic priorities are based on broad consensus in society and that the voice of the poorest and the most vulnerable are heard in decision making over the allocation of development resources to promote effectiveness and capability hence the following principles are central in realizing Good Governance.
a) Participants
b) Transparency and
c) Accountability.
Community Services: This is the second core objectives of WENIRUDA in ensuring its vision of “a society transformed for sustainable Development”. This area focuses on quality and effective delivery of basic needs/services to the needy community members so as to empower them and help them n the process of eliminating poverty.
This is an area that will help test whether or not good governance is adhered to
Education
Health
Agriculture/Life stock
Environment
The Vision of WENIRUDA:
The vision of WENIRUDA is a society transformed for sustainable development.
The Mission of WENIRUDA:
The mission of WENIRUDA is to be an agent of change in fostering sustainable development through good governance and community service provision.
The Core Objectives of WENIRUDA:
Weniruda stands of two core objectives:
To play advocacy role in good governance through anti-corruption campaigns, democracy, rule of law, human rights, conflict resolution, capacity building and gender mainstreaming.
To improve livelihood of communities through provision of quality services in agriculture, education, public health and best practices of environmental management.
The Specific Objectives of WENIRUDA:
To gather and disseminate concrete, reliable, and up-to-date information on policies, legal framework and practices affecting Human rights good governance and Democracy.
To increase mobilization of people and create awareness on their roles and the roles of the leaders to hold government accountable.
To provide a platform for the youth and the general public to advocate on the issues of corruption.
To build the capacity of the staff to deliver quality services and that of the communities for sustainable development.
Creating awareness and strategies of preventing conflicts among the youth and communities, that take the form of strikes and gender based violence respectively.
To promote education standards and increase accessibility
To promote sustainable agriculture extension and advisory services, basic inputs and market research.
To improve the health conditions of the people through sensitization and creating awareness on HIV/AIDS, sanitation and reproductive health.
To protect the environment through the best practices of environment management like afforestation, use of energy saving technologies and wetland protection.
Values of WENIRUDA:
Transparency and accountability
Integrity.
Equal opportunity and diversity
Collective commitment and shared responsibility
Participatory approach.
The Guiding Principles of WENIRUDA:
Being visionary
Determination to succeed,
Fearlessness,
Perseverance,
Creativity and critical thinking.
Subscribe to:
Posts (Atom)