Annual Report 2012

EXECUTIVE SUMMARY

In 2012, Uganda Change Agent Association (UCAA) carried out a number of activities. We are therefore pleased to present to you the UCAA Annual report which provides an overview of the main programme undertaken and of the results we have thus achieved. 2012 was the fourth year of our five-year strategic plan that is titled “Capacity Enrichment for Economic, Political and Social Development” for the period 2009 to 2013.

UCAA continued to facilitate processes that are enabling poor rural men and women adopt the culture of saving, invest in viable income generating activities, mobilise social capital through active participation in self help development groups, participate in leadership and decision making processes in their communities, holding government structures to account and improve their knowledge, attitudes and practices with regards to gender issues.  

The UCAA trained Change Agents have continued to work and support the self help development groups and their communities to actively participate in their own development and to hold their leaders accountable for better service delivery. The membership continued to grow as more change Agents rejoined and as more development partners appreciated the work of UCAA.

UCAA continued to maintain its asset base and to utilise its assets in a frugal manner. These assets included visible and invisible assets such as full-time paid professional staff, volunteer Change Agents and development workers, financial resources, buildings and land, vehicles, training and office equipment.

 The funding partners continued to show confidence and trust in the work of UCAA through their generous financial and technical support and moral encouragement to UCAA. UCAA is also grateful to the relevant government departments and other development agents who are supportive of its work.

The year 2012 provided a number of lessons which were learnt by UCAA . Lessons about what went well and what didn’t and what could have been done better. We would like to express our sincere gratitude to our development partners for the confidence and trust they have in the work of UCAA through their generous financial, technical support and moral encouragement to UCAA. UCAA is also grateful to the relevant government departments and other development agents who are supportive of its work.

The major challenge as inadequate funding that did not enable UCAA to implement some of the planned activities. However, UCAA is satisfied that its work and that of the Change Agents countrywide is contributed towards the transformation of the lives of thousands of poor rural men and women at the grassroots.

INTRODUCTION

This is the fourth year of the Uganda Change Agent Association (UCAA) five- year strategic plan for 2009-2013. This report, therefore, highlights the activities carried out from January to December 2012 and also attempts to analyse UCAA progress in achieving the set objectives of the current strategic plan.

The UCAA’s 55 District Change Agent Associations (DCAAs) and the 230 UCAA’s branches countrywide are autonomous.  These DCAAs and branches carried out their own activities that are not included in the UCAA national plans and budgets and are, therefore, not included in this report. Each of the DCAAs have prepared their own District Annual financial and Narrative Reports and are being discussed and approved during their respective District Assemblies that are being conducted from January to May 2013.   

A summarised version of this report was approved by UCAA Board of Directors during their meeting of 19th January 2013 and is being circulated to members of UCAA attending the district assemblies for discussion.  The summarised version of the report will be presented to the UCAA National Delegates Assembly for final approval.

Copies of this report will be circulated to all UCAA DCAAs, UCAA Funding Partners, relevant government departments, in particular the District Administrations, members of parliament, and selected NGOs with whom UCAA is networking with internationally and nationally.  It will also be published on the UCAA website: www.ucaa.or.ug

 STIMULATING ECONOMIC DEVELOPMENT IN RURAL AREAS OF UGANDA

1. It is UCAA’s vision  that standards of living in poor rural households are improved through the self – reliant participatory efforts of members of those households and it is UCAA’s mission that poor rural men and women are able to initiate and sustain their own self-reliant economic development processes.  Therefore, in 2012 the following activities were carried out as planned, in order to contribute to the achievement of our mission and vision.

3.1. Activities that UCAA carried out to Stimulate Economic Development processes

3.1.1. Village Change Agent Training (VCAT) Courses

UCAA planned to conduct 9 VCAT Courses to train at least 180 communities Agents Change during 2012. 12 VCAT courses were conducted that trained a total of 286(162 women and 124 men) community leaders in the districts of Moyo, Apac, Kapchorwa, Sironko, Mayuge, Mubende, Bundibugyo, Kitgum, Kaberamaido, Amuria, Kotido and Kisoro. The duration of each of the courses was 28 days of training that were divided up into fourteen 2-day non-residential training workshops. The course content for these courses are similar to that of the CAT Courses, however, the depth and breadth of the discussions during these courses are not as extensive as for the longer residential training courses. 

3.1.2. Village Savings and Loan Association (VSLAs) Courses

UCAA planned to conduct four VSLAs courses to train at least 40 Change Agents in Village savings and loan association using the CARE model. In order to empower the groups and the communities members that the change agents are working with, Four VSLAs training were conducted in Amuria, Katakwi, Napak and Nakapiripirit districts that trained a total of 45(25 men and 20 women) community members in skills and knowledge on VSLA methodology, Key concepts and best practices and VSLA facilitation skills and also to enhance participants understanding of their roles and responsibilities in VSLA.

3.1.3. Management Training Courses for Community Leaders

UCAA planned to conduct 9 management training courses for the members of self help groups that the change agents are working with in 2012. Nine courses were conducted in the districts of Apac, Kitgum, Amuria, Katakwi, Sironko, Kapchorwa, Kisoro, Bundibugyo, Pallisa that trained a total of 207 (88 male and 119 female) community leaders to enable them manage their self help groups, branch and community work well.

3.1.4. Basic Accounting Training Courses for Community Leaders

UCAA planned to conduct 9 Accountancy training courses for members of self help groups that the change agents are working with in 2012. Nine courses were conducted in in the districts of Apac, Kitgum, Katakwi, Amuria, Sironko, Kapchorwa, Kisoro, Pallisa and Bundibugyo that trained a total of 207(88 men and 119 women).

3.1.5. Organisational Capacity Assessment (OCA)

To ensure improved program delivery, Finn Church Aid (FCA) supported UCAA to carry out an Organizational Capacity Assessment for UCAA in 2012. The general objective and purpose of the Organizational Capacity Assessment was to identify current capacity, establish capacity gaps, and provide information, analysis and recommendations that would form the basis for the development of capacity building plan for UCAA.

3.1.6 Financial Management Training

With additional financial support from ICCO one of the UCAA’s partners, UCAA Board of directors and staff received a three day financial management training facilitated by Kumanya Karakuzi &Co, a certified public Accountant.  Both the staff and Board members acquired knowledge and skills in financial management.  Topics of training included grant management, internal controls and risk management among others.

3.1.7 HIV/AIDs Sensitisation

With support from Bread for the World, in 2012, a two day HIV/AIDs sensitisation workshop was conducted for UCAA staff.  UCAA was able to come up with an HIV/ AIDs workplace policy.

3.1.8. Modular Tailor Made Training Courses and consultancies

UCAA received requests for sponsorship of tailor made training courses and consultancies which were conducted to support the work of their beneficiaries and staff.

The training provided by UCAA as mentioned above handles behaviour or mentality of the individual, including dependency thinking, insufficient awareness, insufficient skills and knowledge, lack of cooperation, misdirected priorities and development of a savings and investment culture.

3.2. Impact Monitoring: UCAA’s Success in Stimulating Economic Development

In 2012, UCAA administered the following monitoring tools that it utilised to collect the relevant data that we have analysed for measuring the achievement of its set indicators for success:

The Change Agent Census Form that trained Change Agents Complete, the group self - evaluation summary report that leaders of self help groups that Change Agents are working with complete, district meeting reports and field activities reports.

Note: This statistical analysis is based on voluntarily submitted reports from the self-help groups that UCAA trained Change Agents are working with

According to the report collected in 2012, there were 402 new self- help development groups trained and supported by Change Agents. In 2011, also according to the report collected, there were 991 new self – help development groups trained and supported by Change Agents. 

The changes in the number of new self help development groups trained and supported by Change Agents and other indicators could be as a result of fewer Change Agents reporting in 2012 because UCAA did not conduct some of the planned District Programme Review Meetings where the reports (forms) are normally collected.

3.2.1. Operational Savings Schemes

That by December 2012 at least 75% of the self-help groups that Change Agents are working with have their own internal operational savings schemes.

In 2012, of the 1,356 self help groups that submitted reports to UCAA, 76 %( 773) of them reported that they had their own internal operational savings schemes. While in 2011, of the 1,816 self help groups that submitted reports to UCAA, 80 %( 1,456) of them reported that they had their own internal operational savings schemes. This drop could have been as a result of some monitoring not being collected from the districts that were not sampled.

These groups have maintained their savings schemes because of the empowerment they got from the change agent training courses and through the regular monitoring forms by the UCAA staff. The training and support from UCAA has made these groups autonomous and are able to own their groups.

The unfavourable economic environment has also encouraged these groups to maintain their saving schemes in order to avoid the MFIs and other banks that charge exorbitant rates on loans. Members reported that they were able to reinvest the savings in income generating activities that have also increased their incomes. They were able to build better housing facilities, take their children to better schools and could afford medical bills.

Here is a report from Hope savings and credit association (Amuria district)

A field visit to hope Savings and credit association revealed a lot of hard work by the Change Agents. This group is being led by Eukot Samuel, Change Agent of Amuria Central Branch and is composed of fifty five members. The group started on 12th June 2012 but by November 2012, they had already saved eight million shillings. Six hundred thousand shillings was reported to be what was in treasury for welfare.

This association has helped the members to borrow money at very friendly interest rates and they have used it to start different economic activities. This association is also of serious social benefit to the members as the welfare fund is there to cater for social needs of the members. In fact, it has increased the level of community cohesion as members look at each other in a brotherly way. To some extent, it has reduced the mistrust and suspicion among members especially after the insurgency, thus increasing peaceful co-existence.

3.2.2. Operational Credit Schemes

That by December 2012 at least 65% of the self-help groups that Change Agents are working with have their own internal operational credit schemes.

By the end of 2012, of the 1,356 of the self-help groups reporting 74 %( 747) of them reported that they had their own internal operational credit schemes while in 2011, of the 1,816 of the self-help groups reporting 70 %( 1,265) of them reported that they had their own internal operational credit schemes. Members of the Self help development groups performed well in this aspect because they have skills in managing income generating activities, able to save and lend it out.

The fact that these groups are formed by likeminded people with support from change agents encourages the repayment spirit. These groups have also improved the social fabric of people in their community. As a result of this credit, the members of the groups reported that they were able to generate income which they used to send their children to school, support them with scholastic materials and others sent to higher institutions of learning including university.

The credit scheme enabled the group to improve their homesteads from temporary structures to permanent ones. Members also reported that they used the generated income out of their credit schemes to form income generating activities and these helped them to meet medical costs and feed their families during the year.

Empowering the communities to transform their lives (A story of Aman Tonny from Apac District)

Mr. Aman Tonny Katos, trained Change Agent says he owes UCAA a lot for all the skills and knowledge that he acquired. He says to date, he has realised tremendous economic, social and political changes in his life. Economically, since his training, he got dairy cattle from which he earns about 1.5 million Uganda shillings annually.

He has a banana plantation that earns him about three hundred shillings annually, he bought five acres of land that he rents out to people to dig and this earns him about 3.2 million shillings, he has got two lock up shops in Apac Town that he rents out and this also earns him about 1.3 million yearly and he has got a tipper lorry that also earns him 5 million yearly.

He adds that other assets that he has acquired included a permanent house that has five rooms, two ploughing oxen, one set of solar system with a TV set and one motorcycle!
Politically, he was elected the LC111 Councillor for two terms in his sub county and this ended in 2010. Since then after his two terms in office, he stepped down but has remained a highly respected figure in his community. He has remained an opinion leader.

Socially, Tonny founded a local NGO called Pioneer Action for Social Development (PASUD) based in Apac district and being funded by Action Aid Uganda and Broederlijk Delen. He is the chairperson and PASUD employs two graduates and one diploma holder. It also utilises the service of 15 volunteers including change agents. PASUD supports 15 local CBOs in 3 sub counties. It networks with other leading NGOs like Food and Agricultural Organisation (FAO).

3.2.3. Poor Rural Women and Men Engaged in Income Generation

That by December 2012 at least 50% of members of self-help groups that Change Agents are working with have their own viable income generating activities.

Of the 26,383 members that were reported by the 1,356 self – help groups reporting in 2012, 66 % of them reported that they had their own viable income generating activities as compared to the 52,117 members that were reported by the 1,816 self – help groups reporting in 2011 of which, 67 %( 1,244) of them reported that they had their own viable income generating activities.

The self reliant approach by UCAA has instilled in the lives of the vulnerable women, youth and men the need to initiate income generating activities that will bail them out of poverty and indeed in 2012, they reported having engaged in activities like peasant farming, goat rearing, poultry, hand crafts, retail shops, transport for hire, manual labour, tailoring and petty trade among others. These vulnerable community members reported that during the year, they were able to  feed their  families well, purchase family assets, defend themselves in case of any abuse, pay school fees, meet medical bills and support other relatives in need and also improve on their social status within their communities.

Meet Adokorach Janet (Kitgum District)

Janet was trained as an agent of Change in 1997-98 and now belongs to UCAA’s Labongo Layamo branch in Kitgum District. She also trained as a trainer in 1999 and later as an auditor.

Janet has reported that before the Change Agent training, she was just staying at home doing nothing. But after the Change Agent Training and other trainings, she gained skills that enabled her get employment. She was immediately contracted by CARE Uganda as a business trainer for two years.

Because of the leadership and communication skills that she got from the training, she campaigned and was successfully elected to the position of youth councillor for Labango Layamo sub-county. Later she was elected councillor LCV for Kitgum District.

She has initiated new groups for example Pacor ber Women’s group with 24 members. This group is conducting a savings and credit scheme; they are into commercial agriculture and Brick making. These have boosted the incomes of the individual group members.

On an individual basis, Janet has achieved a lot. She adopted the culture of savings and indeed saved money to the extent of buying land in Kitgum town. She has put up a permanent structure in Kitgum town and a semi- permanent structure in her village. She rents out part of the town structure which has increased her income. She says as a result, her children have been able to access better school and all of them are having some qualifications. 

She gives all the gratitude to UCAA for this enabling process that has seen her achieve a lot.

3.2.4. Change Agents Engaged in Income Generation

That by December 2012 at least 80% of Change Agents have their own viable income generating activities.

By the end of 2012, of the 679 change agents that submitted census forms, 94 %( 636) of them reported that they had their own viable income generating activities.  While in 2011, of the 980 change agents that submitted census forms, 96 %( 943) of them reported that they had their own viable income generating activities. 

With the skills and knowledge they have gained from UCAA capacity building programme, most of the change agents reported engaging in income generating activities, such as poultry keeping, Diary farming, vegetable growing, sale of labour, citrus fruit growing, piggery, goat rearing, peasant farming, trading in produce, consultancy and training services and some operate drug shops and retail trading.

In 2012, they too have reported that they were able to meet their family needs, improved self esteem of both the change agents and their families as they could dress better and feed better, also attend better medical facilities, buy land and other family assets like bicycle.

Some testimony from Geoffrey Ogwang (Lira district) a trained Change Agent

Geoffrey reports that in the training he acquired a lot as far as attitude Change was concerned. Immediately after the conclusion of the training, he started saving money which he later used for buying produce and he started a produce store. He used the profits from this produce to buy land in Lira Town where he has put up one permanent residential structure and two semi permanent structures for rental.

He also got an opportunity to be contracted by Development Training and Research Centre (DETREC) for seven years as field facilitator to train the groups that DETREC works with. After this, Ogwang reports that he later started working with Northern Uganda Social Action Fund as one of the implementing agencies in Lira.

He was afterwards contracted by North East Chilli Producers Association as field facilitator to train the selected communities in Lira, Apac and Oyam Districts on farmer field schools (FFS). Geoffrey reports that he has translated the savings he got from these contracts into Banana, coffee, chilli, beans and maize growing whereby he has opened a small farm in his home Village in Otuke. In summary, Geoffrey says he was able to ascend to these positions because of the knowledge and attitude change that he acquired from the change agent training.

Here is another report from Igira Samuel, trained Change Agent Napak District (Karamoja)

A yet another interesting story is from Napak. Igira terms his life before the Change Agent training as being ‘dark’. He says after the training, his perspective to a successful life broadened. He ventured into business opportunities and indeed bought a solar panel that he uses for commercial charging of phones. This he says has provided him with income for day today living.Due to the skills acquired from the training; he got a job as the manager of NAROO SACCOs in Kangole and adds that this has equally improved his income. He is a different person now because he can do so many things with his skills.

3.2.5. Groups of Poor Rural Women and Men Sharing Dividends

That during 2009 to 2013 at least 55% of self-help groups that Change Agents are working with pay out dividends to their group members annually.

During the year 2012, of the 1,356 self-help groups reporting, 59 %( 560) of them reported that they had paid cash dividends to their members. They reported having paid cash dividends of Uganda shillings 1,952,432,000/=. The dividends that group members share are a motivation to them and this encourages them to continue being in the groups thus tapping benefits of group membership.

Similarly, in 2011, of the 1,816 self-help groups reporting, 69 %( 1,244) of them reported that they had paid cash dividends to their members. They reported having paid cash dividends of Uganda shillings 1,060,340,000/=. The dividends that group members share are a motivation to them and this encourages them to continue being in the groups thus tapping benefits of group membership.

Economically, members have performed fairly well in that they were able to save, get credit, operate income generating activities, earn income and therefore, they were able to pay dividends. Paying dividend is one aspect that encourages the membership to keep in a group. On the whole, the poor rural women, youth and men have realised an improved standard of living in form of increased asset base, increased income, and children accessing better schools, affordability to pay medical bills, meeting family welfare etc.

3.3. Challenges Facing UCAA in Stimulating Economic Development and Proposed Solutions

To a great extent, most of the assumptions that UCAA made, on which the success of its programmes depended during this reporting period held true as follows: Political and economic stability prevailed generally in Uganda.   The political situation in Uganda continued to permit and encourage independent group development activities. UCAA enjoyed continued support from both local and national authorities in Uganda.  UCAA trained Change Agents continued to work on a voluntary basis at self-help group level.  However, some of UCAA’s assumptions, to a significant extent, did not hold true and, therefore, continue to pose the following challenges to UCAA:

3.3.1. Corruption

Corruption still undermines development initiatives in Uganda. A case in point is the donor money that is channelled through the Office of the Prime Minister for PRDP programme and other infrastructural development countrywide. However, this office has been highly implicated in the misappropriation of large sums of money meant for development activities. This has hindered the proper implementation of development programmes and projects for the citizens of Uganda. The effect of this is that most donors lost trust in the Ugandan government and are less willing to give aid. Others even asked for their monies to be paid back.

This has left the communities more vulnerable because government that is mandated to help is now the one which misappropriate the aid and taxpayers money.  As a result of the above scenario, communities now look to NGOs as providing the alternative solution for development need and this has caught UCAA in the trap. The membership of UCAA now looks to the association to provide solutions.  This has become very challenging to UCAA especially given the fact that it is a countrywide association with limited resources. In 2012, in order to help its beneficiaries, UCAA has in- cooperated the component of community based monitoring and evaluation systems where the communities are equipped with skills to monitor projects and programmes in their communities and to hold their local leadership accountable.

3.3.2. Inadequate funding

That did not enable UCAA to conduct some of the planned activities. However, UCAA tried to seek funds from other sources. Others were achieved but others promised 2013 and other requests were unsuccessful. UCAA had to cut down the areas of coverage so as to counter the financial challenges for example, sampling the districts for meetings.  UCAA had to prioritize activities for instance forego the production of newsletter and conduct village change agent trainings.  UCAA is revisiting most of its programme in order to come up with a new strategic plan.

4. STIMULATING POLITICAL DEVELOPMENT IN RURAL AREAS OF UGANDA

UCAA’s mission is to ensure that poor rural men and women are able to initiate, manage and sustain their own self-reliant political development processes.  UCAA, therefore, is directing its efforts to addressing the situation of the social exclusion of poor men and women where large sections of the Ugandan population are unable to productively participate in intellectual debates on policies that affect their livelihoods. 

UCAA is addressing this issue by facilitating processes that are enabling men and women at the grassroots to participate in leadership and decision-making organs and processes in their communities.  The training courses described in the previous section of this report were instrumental in conscientising the men and women that participated in them.  During these courses, the participants acquired skills in leadership, decision-making, accountability and transparency.

Therefore, the following activities were carried out in order to ensure that poor men and women acquired the necessary leadership skills and the confidence to participate in leadership positions and decision-making organs in their communities, through experiential learning and through their participation in UCAA decision-making organs:

4.1. Activities UCAA carried out to Stimulate Political Development Processes

4.1.1. Meeting to establish linkage held and attended by representatives from UJCC and UCAA

This resulted into increased UCAA’s staff and Board members skills and knowledge in community based monitoring and evaluation systems especially on how UCAA can mobilise the Change Agents to participate, monitor service delivery and also hold their leaders accountable. UCAA was able to utilise this skills and knowledge to sensitize 40(20 women and 20 men) change agents on group formation in community based monitoring and evaluation systems.

UCAA  has realised that it needs to increase the participation and influence of the marginalised groups in social, political and economic decision making processes and as such we are in the process of establishing linkages  with other DCA partners like TEDDO and Uganda Debt Network in addition to Uganda Joint Christian Council.

4.1.1. Group formation in community Based Monitoring and Evaluation Systems

UCAA planned to conduct 4 sensitisation sessions in group formation in community based monitoring and evaluation system in 2012 in order to equip the change agents and group members with skills and knowledge in community based monitoring. Four courses were conducted in Amuria, Katakwi, Napak and Nakapiripirit districts. A total of 45 (25 male and 20 female) were trained.

In this, participants were taught what advocacy is, how an issue for advocacy can be identified, and the strategy involved. It is believed that with this knowledge, the Change Agents are going to be able to advocate for issues that concern them and that they will also be able to monitor and evaluate the services that are provided to their communities. It is believed that at this level, they will be able to hold their leaders accountable.

4.1.2 District Assemblies

UCAA planned to hold district assemblies in districts with registered District Change Agent Associations (one per district) in accordance with the UCAA Constitution.  During the first four months of the year and before the National Delegates Assembly UCAA held 55 District Assemblies.  The attendance at these assemblies was 1,104 participants (620 men and 484 women).   Participants at these district assemblies received and reviewed all the UCAA, National documentation (reports, plans, budgets proposed amendments to the UCAA Constitution etc,) the National Delegates Assembly was going to discuss, they made recommendations and instructed their elected delegates accordingly.  Each of these assemblies elected two delegates (one male and one female) to represent them at the National Delegates Assembly.

4.1.2. UCAA National Delegates Assembly (NDA)

As planned, UCAA held it’s National Delegates Assembly on Saturday, 19th May 2012. Attendance at this Assembly was 106 district delegates, guests and UCAA staff members. In addition, Journalists from media houses provided press coverage for the assembly. The National Delegates Assembly elected a new Board of Directors, and approved the UCAA annual reports for 2011 and UCAA plans and budgets for 2012.  Details of the proceedings and resolutions of this assembly are included in the minutes of this assembly and are available on request from the UCAA Secretariat.

4.1.3. Board of Directors

UCAA planned to hold bi-monthly meetings of the Board of Directors in accordance with the UCAA Constitution and these meetings were successfully held.  During these meetings, the Secretariat presented to the Board progress reports on membership, fundraising, programme, finances, personnel and advocacy. UCAA Mid-term evaluation report for 2009 to 2013 strategic plan was also presented and thoroughly discussed and resolutions were made by the Board. The Board of Directors, particularly the Treasurers, inspected and carried out bi-monthly internal audits of six sets of UCAA Regional Accounts and the UCAA National Accounts.  As expected, the Board of Directors carried out inspection visits to selected UCAA Programme activities.
                                                                               
4.1.4. Branch meetings/visits

Coordination between the National Association and the members/branches/DCAA continued as planned through branch visits (one per district per year).  By the end of December, UCAA had conducted the Branch meetings, one per district for each of the 220 registered UCAA branches.  The 220 meetings brought together the UCAA Programme Officers, and 305 UCAA branch and DCAA representatives (148 female and 157 male). These meetings were useful in encouraging the Change Agents to continue working with their groups on a voluntary basis. It also gives Change Agents opportunity to discuss their success and challenges, plans with UCAA Programme officers.

4.1.6. District Programme Review Meetings

UCAA planned to conduct Programme meetings with its branches and DCAAs.  During the last quarter of the year, instead of the second Branch visit, UCAA Programme Officers carried out 21 meetings out of the 55 UCAA constitutional districts at a time. These meetings were attended by 160(89men and 71 women) participants. In some of the districts where UCAA was unable to conduct the DPRMs, the Programme Officers decided to use the contact change agents to collect reports from those districts.

These visits and the reports collected were instrumental in generating data that UCAA intends to utilise in developing strategies intended to strengthen the effectiveness of its branches and DCAAs in general.

4.1.7. Practical Leadership Training

UCAA is ensuring that all the trainees at all the Change Agent Training Courses described in the previous section have the opportunity to practice holding the leadership position of Chairperson, Secretary and timekeeper. UCAA is also ensuring that UCAA sponsored courses are co-facilitated by Change Agents who are rural men and women.

4.1.8. Participation of UCAA Branches and DCAAs in Major District meetings

Among others, in 2012, UCAA participated in the peace exposition programme organized by Isis-Women's International Cross-Cultural Exchange (Isis-WICCE) in conjunction with Lira district local government from 29th November to 1st December 2012 at Lira Mayor’s Garden, Lira district. The theme of this programme was “Promoting Zero Tolerance to Sexually Gender Based Violence. Since SGBV is also a major issue in most parts of Uganda, this will help UCAA in streamlining gender issues in most of the upcoming project activities.

4.1.9. Accessing Information Education communication (IEC) Materials

As one of the ways of awareness creation, during the year, UCAA accessed and distributed IEC materials to members. These materials included those on land related issues; Gender based, Domestic violence, Pro Poor Budget analysis, corruption Dossiers, policy briefs among others.

4.1.10. National Development Forums (NDFs)

UCAA planned to hold one National Development Forum during 2012 on the topic “High population growth rate is the major cause of land conflict in Uganda”. How far true is this statement? UCAA successfully conducted one National development forum on 18th May 2012. Attendance was over 100 people including journalists, guests, UCAA staff and change agents. The theme for debate this time was high population growth rates and land conflict.

There were presentations from Ms Judy Adoko, the Executive Director for Land and Equity Movement in Uganda (LEMU), then Mr. Musa Wamala Buyungo, the coordinator for Uganda Parliamentarians forum on Food Security, land and development. Key government officials were present such as Hon. Nzoghu William Member of Parliament for Busongora North, Kasese district.

4.1.11. Registration of DCAAs with District Administrations

UCAA planned to ensure that the respective District Change Agent Associations and branches formally register with their District Administrations so that the DCAAs can be recognised and also participate in the district programs. UCAA continues to subsidise the required registration fees.  By the end of December, UCAA had received confirmed reports that 41 of UCAA’s 55 DCAAs are registered with their respective District Administration.  Some of the DCAA’s that are registered were recognised by the local government authorities and were invited  to participate in various government programme planning meetings and some were awarded service contracts by their districts administrations to provide training to rural men and women in various aspects under government projects.  

4.1.12. District Coordinating Committees (DCCs)

Each of the DCAAs has a DCC composed of at least one representative per branch of the branches of UCAA in their respective districts. One of the roles of the DCCs is to raise funds locally for district – based activities. UCAA planned to subsidise at least four meetings per year per DCC and it is doing so.

4.1.13. District Sign Posts

UCAA encouraged its DCAAs to put up signposts providing their contact information.  By the end of December, UCAA had received confirmed reports that 43 of UCAA’s 55 DCAAs had put up signposts.  The DCAAs without sign boards will be encouraged to put up theirs during the year 2013.

4.1.14. Development Forums

UCAA planned to encourage its DCAAs and branches to hold development forums at district, sub-county and small group levels. By the end of 2012, UCAA had received confirmed reports that 15 of its branches had conducted group development forums at group and sub county levels which were attended by 382(157 men and 188 women) participants. All were self- sponsored development forums.

4.1.15. DCAA Publicity Material

UCAA planned to produce and distribute district publicity material. The UCAA programme Officers produced and distributed the state of the Regional Reports in which each district is publicised to their respective regional district leaders.

4.2. Impact Analysis: UCAA’s Success in Stimulating Political Development Processes

UCAA subscribes to the school of thought that political development is a process in which the people of a community or nation democratically participate in political decision-making at the community level and in the election of their own representatives to higher levels so that decisions are made at the appropriate level, that accountability is increased, and corruption and favouritism eliminated. 

This is achieved through the elimination of the human causes of poverty and the development of unity and cooperation.  UCAA through the activities described in this section and the previous section above, equipped poor rural men and women (change agents) with skills that helped these men and women to throw off the debilitating burden of personal disempowerment and motivated them to actively participate in decision-making processes that affect their lives.

The following impact indicator were set up by UCAA as a means to measure its success in stimulating political development processes during its strategic period of 2009 to 2013, and at the end of 2010, UCAA’s progress in achieving this indicator was as follows:

4.2.1. Election of Change Agents in Local Councils – That during 2009 to 2013 at least 50% of Change Agents are elected Local Councillors at all levels (village, sub-county, municipal and district).

 By the end of 2012, of the 679 Change agents reporting, 24 %( 161) reported that they were elected councillors. It should be noted that of the change agents who were elected councillors, 76 were female and 85 male. While in 2011, of the 980 Change agents reporting, 26 %( 285) reported that they were elected councillors. It should be noted that of the change agents that are elected councillors 147 were female and 138 male.

As a result of this, they reported that they were able to influence pro poor policies at different levels. They handled issues regarding land, gender budgeting, budget monitoring for improved service delivery and corruption cases. They aired all these in their councils and as a result, there was a fair improvement in the quality of services.  It is worth noting that some change agents have climbed the political ladder and other leadership positions like RDCs, Members of parliament, project leaders etc and they are utilising these to support the communities.

Meet Alungat Polly, Change Agent of Amuria district who has excelled in the position of leadership.

An interaction with Polly, who was trained as a change agent way back in 1998 was such an exciting experience.  Polly says after the training, she got a lot of experience in administrative, leadership and facilitation skills.

In the NAADs programme, she’s a community based facilitator. She also monitors projects in Alira parish, meets farmers and makes monthly reports. She has also been serving in the Parents Teachers Association Executive committee of Amuria Secondary School for six years until she opted out. But even when she’s out of the executive committee, her influence is still felt and input needed because in most cases, her opinions are sought on particular issues.

She attributes all these to the UCAA training that equipped her with skills to handle various issues.

In addition, by the end of 2012, of the 679 Change agents reporting, 24 %( 161) reported that they were elected councillors. It should be noted that of the change agents that are elected councillors 76 are female and 85 are male. In 2011, of the 980 Change agents reporting, 26 %( 285) reported that they were elected councillors. It should be noted that of the change agents that are elected councillors 147 are female and 138 are male.

As a result of this, they have reported that they have been able to influence pro poor policies at different levels. They have also influenced gender budgeting, budget monitoring for improved service delivery, land issues, sexually gender based violence and corruption cases. They aired all these in their councils and as a result, there was a fair improvement in the quality of services.  It is worth noting that some change agents have climbed the political ladder and other leadership positions like RDCs, Members of parliament, project leaders etc and they are utilising these to support the communities.

Here is Aguma Simon Peter, trained Change Agent from Napak district with his exciting change story.

Trained in 2011 at Kangole Church of Uganda as a change agent, Aguma says so far for this small period after the training, He can tell that it is a matter of time before he gets total transformation in his life.

He says after the training, opportunities opened up for him. He immediately got a small job with Cooperation and Development, (C& D), an NGO in Moroto. Not only that, he also started work with KIDEP (Karamoja Integrated Development Programme) as a PEP (participatory Evaluation Process) disciple in Matany PAG church. In the PAG church, he was elected among the National Resource Team whereby he went for trainings on quarterly basis to Kampala. He says to him, he sees this as an opportunity and achievement of the Change Agent Training that enabled him get knowledge of working with groups and other organizations.

He appeals to other Change Agents and the Community at large not to sit and keep wishing but to wake up and work hard so as to transform their families and the community at large. He concludes by saying that had he trained earlier than 2011, say in the early 90s, he would  be ahead but nevertheless, he will strive to get where he wants with this knowledge.

4.3. Challenges Facing UCAA in Stimulating Political Development

4.3.1. Limited time and lack of awareness

The time was so short to come up with advocacy networks as planned as we received some of the funds towards the end of the year. However, the idea still holds. Community members do not have sense of ownership of infrastructures such as roads, schools, boreholes and health centres among others and that is why sometime they do not monitor the delivery of these services. Most community members do not know that it is their right to demand for a particular service. They think it is a favour when a service is brought to them. They need to be helped to understand their rights.

4.3.2. Political Maturity

Different political parties have failed to co-exist harmoniously. They are always opposing each other with the ruling government rarely taking in what the opposition says or takes any opinion in bad faith and also the opposition seriously critical of the ruling government. This has caused tension among political parties. The public order management bill which has been drafted bars a gathering of more than 3 people. If passed, this will make work difficult as a public gathering of more than three has to be reported to police first. This can be tedious and time consuming.

Therefore, participation of Change Agents in politics is limited due to the harassment that sometime comes with it. Example, the public rallies that were organised by the opposition receive suppression from the police that in most cases ended with death, arrests or severe accidents which all culminate to violation of human rights.
This shows the level of political immaturity that Uganda is still in as we just claim to be democratic but in reality it is not yet there. This is because the opposition is looked at as a rival, not a partner in development that can act as a check and balance to government.

4.3.2 Illiteracy

The level of illiteracy is high in programme areas. Change Agents reported that most of the vulnerable and marginalised groups they are working with are illiterate.
This sometimes limits their participation because they are unable to articulate some issues and are also unable to read and write. UCAA will continue with its rural development training programs because upon attaining the change agent training, the beneficiaries become keen on accountability and transparency. This is normally detested by professionals who do not like to be monitored closely.

These professionals normally try to ensure that Change Agents do not get to positions of leadership where they can monitor them. At every opportunity UCAA will advocate for more functional adult education programmes intended to assist rural men and women to learn how to read and write, either in the Ugandan languages and/or in the official language of Uganda, which is English.

5. STIMULATING SOCIAL DEVELOPMENT IN RURAL AREAS OF UGANDA

It is part of UCAA’s mission to ensure that poor rural men and women are able to initiate, manage and sustain their own self-reliant social development processes.  UCAA, therefore, is directing our efforts to addressing the situation in which a large number of rural men and women in Uganda have a high level of dependency thinking, have accepted their social condition and are in apathy, and they despise themselves and think that they are inferior. 

In addition, UCAA is directing our efforts in addressing the situation of gender inequality.  UCAA is doing this by facilitating processes that are enabling men and women at the grassroots to acquire psychologically emancipated attitudes.  The training courses described under the section of Economic Development above were instrumental in providing an opportunity to the rural men and women who participated in those courses to go through a process of conscious awakening.  The participatory way in which the UCAA courses were organised by giving the participants the responsibility of making decisions on some aspects of the course organisation enabled the participants to realise their own abilities. 

Therefore, UCAA carried out the following activities that led to a situation in which social capital was mobilised through the active participation of poor rural men and women in self-help groups through which they are initiating and sustaining their own self-reliant social development processes:

5.1. Activities UCAA carried out to Stimulate Social Development Processes

5.1.1. Nurturing the Volunteer Spirit

The UCAA Secretariat continues to encourage change agents to work voluntarily with self-help groups in their communities in order to promote change in their families and communities by awarding prizes to those outstanding, branches, District Change Agent Associations, Change Agents and other agents of change who make a significant contribution to the achievement of UCAA objectives. 

5.1.2. Register of Development Groups

UCAA continues to maintain registers of all self-help groups that Change Agents are working with.  UCAA continues to up-date its registers in order to ensure that they have factual up-to-date information on these groups that UCAA can utilise for advocating for and with these groups.

5.1.3. Advocacy

UCAA is continuing to advocate on and to raise consciousness on the issues which affects rural women and men and some of these issues included: Land, peace, good governance, domestic violence, and negative effects of the activities of micro-finance lending institutions. UCAA shall include the popular version of the findings of these research initiatives in its Newsletters and website. 

5.1.4. Some of the major meetings and conferences attended –

5.1.6. Maintaining the UCAA Website: www.ucaa.or.ug

UCAA in fulfilment of its five-year strategic plan continues to maintain its website on which information on the work of UCAA, the Change Agents, the groups that the Change Agents are working with is published and through which the views of rural men and women are being accessed worldwide. 

5.1.7. Collaboration with Media Houses

UCAA planned to collaborate with the media houses to ensure that the work of Change Agents and that of the self-help groups that they are working with is published through at least 2 newspaper articles and at least 41radio programmes during 2012. By the end of December, UCAA had received newspaper coverage 3 times in form of photo stories and short stories published in the following national newspapers: Daily Monitor, Rupiny and Etop.

By the end of December 2012, UCAA and the work of the Change Agents had received mention in at least 36 radio programmes published by various national radio stations.  In addition, the UCAA National Delegates Assembly, UCAA National Development Forum, UCAA activities in Teso and Karamoja region received wide television coverage on Uganda Broadcasting Cooperation Services.

5.1.8. Fostering Relations with Local Government

As planned, UCAA continues to encourage its branches and DCAAs to foster relationships with their respective district and sub-county administrations.  One of the ways in which UCAA is doing this is by encouraging its branches and DCAAs to participate in national events organised at their respective district and sub-county headquarters.  By the end of December, UCAA branches and DCAAs had reported that they had participated in national events like Women’s day celebrations, the National Independence Day celebrations, Labour Day, National peace day celebration, 14 Days of Activism etc.

The UCAA Programme Officers, during District Assemblies, group visits and Branch Visits continued to remind Change Agents and the self-help groups that they are working with to foster formal linkages with their respective sub-county, district administrations and other development partners. 

5.2. Impact Analysis: UCAA’s Success in Stimulating Social Development Processes

UCAA subscribes to the school of thought that social development is a process in which a community or nation mobilises through taxation and manages through their political structures resources required to establish and sustain its own social services such as education, health, transport and communications, water supply, etc.  UCAA is convinced that through group action, rural men and women have a better chance of making progress in ensuring that their communities attain social development. 

UCAA has evidence to show that the Change Agents, for whom UCAA has facilitated a conscientisation process, are in turn doing the same at group level for thousands of rural men and women.  These Change Agents are encouraging gender equality and cooperation of rural men and women through participation in self-help groups. UCAA continued to promote its simple gender policy of equal participation for both men and women in all UCAA structures and training activities. 

UCAA set the following impact indicators as a means to measure its success in stimulating social development processes during its strategic period of 2009 to 2013 and at the end of 2010 UCAA’s progress in achieving these indicators were as follows:

5.2.1. Formation of Associations

That by December 2012 Change Agents will have initiated the formation of at least 35 associations.

At the end of 2012, UCAA received reports that change Agents initiated the formation of 116 associations’ countrywide for purposes of lobbying and advocacy to influence macro policies that affect them.

Similarly, in 2011, UCAA received reports that change Agents initiated the formation of 215 associations’ countrywide for purposes of lobbying and advocacy to influence macro policies that affect them.

These associations are vital for marketing, capital mobilisations, lobby and advocacy. For example Bukonzo Joint cooperative savings Association in Kasese district has been able to market their coffee in USA and Italy. They have been able to attract Japanese embassy that provided them with a coffee huller, packing machine, built stores etc. They have also been able to be contracted by Hima Cement to supply seedlings to the community in Kasese district and they are paid by Hima cement. This is highly benefitting the community.

5.2.2. Linking Poor Rural Women and Men to Service Providers

That during 2009 to 2013 Change Agents link at least 150 self-help groups that they are working with to other service providers

In 2012, UCAA received reports that Change Agents linked at least 396 new self – help development groups to other service providers where they have benefited from training, farm inputs, seedlings, information sharing, grant and loans. While in 2011, UCAA received reports that Change Agents linked at least 534 self – help development groups to other service providers where they were able to get services like trainings, farm inputs and grants.

5.2.3. Change Agents Voluntarily Working with Self-Help Groups

That During 2009 to 2013 at least 90% of Change Agents will be voluntarily actively engaged with self-help groups.

At the end of the year 2012, 88% of UCAA trained Change Agents reporting were in contact and working with a total of 4,884 self -help development groups that had a total membership of 56,238 countrywide. It is worth noting that they have assisted 1,356 groups to carry out their group self evaluations. At the end of the year 2011, UCAA trained Change Agents were in contact and working with a total of 5,276 self -help development groups that had a total membership of 67,108 countrywide. It is worth noting that they have assisted 1,975 groups to carry out their group self evaluations.

Omaswa Gilbert has something to share as a result of being empowered by UCAA methodology of self reliance.

Gilbert of Katakwi UCAA central branch was trained in 1998 in Amuria County by then. He says this training gave him a lot of ‘eye opening’ in the areas of forming groups, making plans, selecting viable projects for implementation.

He says he can now do simple accounts from the UCAA double entry book keeping training, and this he does for some groups that have got grants from other organizations at a fee. This he says has increased his income.

He also says he can perform office administration, proposal writing, budgets, banking systems, he can do social work as he can sensitize the communities on Gender based violence, gender violence on women, child abuse, etc.

He says he can now stand on his own economically. He has grown five acres of ground nuts, three acres of cassava and also two acres of citrus fruits that give him at least five million shillings annually.

He says he has helped his community a lot to form groups, initiate projects like the SACCOs, poultry, keeping, piggery and modern methods of farming like planting of crops in rows.

He however says that the major challenge he encountered in the course of his work was poor capital mobilization and he attributes this factor to the fact that Katakwi had experienced insurgency from the Kony Rebels and karimajong raiders who created a very uncomfortable environment for innovations.  This kind of created a dependency syndrome among the community who at times expected him to give them some hand outs or allowance.

5.2.4. Gender Balance in Leadership of Self-Help Groups

That during 2009 to 2013 at least 50% of leaders of the self-help groups that Change Agents are working with will be women.

By the end of the year 2012, of the 790-immediate beneficiaries who participated in the UCAA training courses, 56 %( 440) were women. UCAA will continue to sensitize and encourage women to participate in its training programmes. In 2011, of the 298-immediate beneficiaries who participated in the UCAA training courses, 49 %( 147) were women. UCAA will continue to sensitize and encourage women to participate in its training programmes.

5.2.7. Gender Balance in UCAA’s Immediate Beneficiaries

That during 2009 to 2013 at least 50% of all participants on UCAA sponsored courses will be women

By the end of the year 2012, of the 790-immediate beneficiaries who participated in the UCAA training courses, 56 %( 440) were women. UCAA will continue to sensitize and encourage women to participate in its training programmes. While in 2011, of the 298-immediate beneficiaries who participated in the UCAA training courses, 49 %( 147) were women. UCAA will continue to sensitize and encourage women to participate in its training programmes.

5.2.8. Gender Balance in UCAA Governance

That during 2009 to 2013 at least 50% of participants in UCAA decision-making organs will be women.

Of the 1,222 participants in the UCAA decision-making organs (national delegate’s assembly, Board of Directors, UCAA secretariat, district coordinating committees and branch Officers) in 2012, 61% (543) were female. UCAA will continue to sensitize and encourage women to participate in the UCAA decision making organs.

Of the 1,028 participants in the UCAA decision-making organs (national delegate’s assembly, Board of Directors, UCAA secretariat, district coordinating committees and branch Officers) in 2011, 51% (624) were female. UCAA will continue to sensitize and encourage women to actively participate in the UCAA decision making organs and others at their district levels.

5.3 Challenges Facing UCAA in stimulating social development

5.3.1 UCAA approach to development

UCAA approach to development is through training that instils in the rural community an element of self reliance participatory development methodology. The Change Agents are empowered to work voluntarily with the self help groups and the community. It is UCAA’s effort that through the community’s own initiative, they are able to analyse their own situation and come up with a solution themselves and yet there is a tendency by community to wait for external support. In addition, some of the government leaders only recognise some NGOs that give handouts like boreholes leaving those that give knowledge for self empowerment to the community.

This has become a challenge to UCAA because UCAA who also live in these communities have also been derailed and they are thinking otherwise.

5.3.2 Increased Levels of poverty

Despite interventions by many development practitioners, there is an increasing gap between the poor and the rich. The reports of reducing poverty levels can be attributed to the few rich individuals dominating the economy, and yet in reality, rural areas are still languishing in high level of poverty with very poor social services and social infrastructures. This has posed a challenge to UCAA because the beneficiaries are demanding for projects for example on HIV/ Aids, provision of seeds and Ox plough which UCAA is not yet into.

6. HUMAN RESOURCE

The work of UCAA would be impossible without a committed and a dedicated staff.   Much as there were some changes in the UCAA Staff, by the end of 2012 UCAA had 14 staff members required for smooth running of the programme.

UCAA also had access to trained Change Agents (Volunteers and development workers) who assisted the UCAA Secretariat in implementing the approved UCAA Programmes. 

6.1.1 UCAA Full Members

As of 31 December 2012 and since the beginning of the Change Agent Training Programme, a total of 4,161 Change Agents had trained.  Of these 49% (2,048) of them were female 51% (2,113) of them were male. Sadly, 6% (250) of them have since passed away. Therefore, as of 31st December 2012 there were a total of 3,911 living Change Agents of these  Change Agents who are alive, 48%  (1,919) of them are female and 52% (1,992) are male.

Of the living Change Agents, 48% (1886) of them were UCAA Full members at the end of 2012.  Of these who were Full Members of UCAA, 48% (908) are female and 52% (978) are male. Out of 4161 Full members 199 (5%) of them are Life Members and 9 of them have since passed away. Therefore at the end of year there were 190 (90 men and 100 female) living full life members.

6.1.2 UCAA Associate Members

During the year 2012, a total of 41 Community Agents of Change had joined UCAA as Associate Members.  Of these, 59% (24) are female and 41% (17) are male.  It should be noted that one of the male Associate Members has paid Life Membership Fees to UCAA.

6.1.3 UCAA Working Partners

By the end of the year 2012, UCAA had a total 21 Individual Working Partners and 3 Institutional Working Partners.  Of the individual working partners, 44% (8) are female and 66% (16) are male.  It is worth noting that 24 of the individual Working Partners (16 male and 8 female) have paid Life Membership fees and 3 of the Institutional Working partners, Quaker Peace and service, Concern Worldwide- Katakwi and Enhancement of Universal Primary Education in Kampala (EUPEK) Project has also paid Life Membership Fees.

7. UCAA’s FINANCIAL RESOURCES

In 2012, we were able to raise 93% (Ush 481,967,600/=) of our revised budgeted income for the year as compared to 561,149,615 Uganda shillings raised in 2011.

7.1. Expenditure

UCAA’s total annual expenditure for the year 2012 was Ush 448,826,426/= against a budget of Ush 500,731,890/= 

7.2. UCAA’s Own Income

In 2012, UCAA generated own income totalling Ush 101,514,930/= against an annual budget of Ush 92,033,865/=.  This income was generated from net income from contracts and consultancies that UCAA undertook, profits on sales of UCAA training materials and items, training fees, membership fees, participation fees, local donations, advertising income, rent of shops, hire of UCAA equipment and vehicles, interest income, sale of old fixed assets parts.

Therefore, in 2012, UCAA contributed to its own total income, Ush 101,514,930/=, which was approx. 22.6% of the total income that covered its annual expenses for 2012 as compared to 6.4% in 2011.  A detailed breakdown of UCAA’s own income is contained in the UCAA’s Audited Financial Statements for the year ended 31st December 2012 that was prepared by UCAA’s external auditors, Carr Stanyer Sims & Co., which UCAA will send together with this report to all its stakeholders. 

Sources of UCAA's Income For 2012

7.3. External Grant Funding

UCAA is indebted to all our funders: ICCO - Netherlands, Danish Church Aid - Denmark, and Finnish Church Aid – Finland who together granted UCAA a total of Ush 380,452,670/= for our programmes in the year 2012. This was against our revised annual budget for external grant funding of Ush 425,498,025/=. Therefore, in 2012, our funding partners contributed 77.4% of the total income that covered UCAA’s annual expenses for 2012.

A detailed breakdown of external grant funding is contained on page 18 of UCAA’s Audited Financial Statements for the year ended 31st December 2012 that was prepared by UCAA’s external auditors, Carr Stanyer Sims & Co., which UCAA will send together with this report to all its funding partners.

7.4. UCAA Reserve Funds

UCAA appreciates that, because of the nature of our work and of our target group, it is quite unlikely that UCAA can ever become financially self-sufficient.  UCAA will continue to require external financial assistance in the long term.  Since the Government of Uganda has the burden of servicing a high external debt and does not have the culture of providing NGOs with funding, UCAA, like most Ugandan NGOs, will continue to be dependent on external grant funding.  However, UCAA is putting in efforts to diversify its funding base and to build reserve funds from our own internally generated income.  We are struggling to build up the necessary reserves from our own income that can be invested meaningfully without interfering with the implementation of UCAA programmes.  In 2012, progress was made as follows:

7.4.1. Programme Fund

At the end of 2012, the unrestricted UCAA Programme Fund had accumulated to Ush (77,229,141/=) from the accumulated deficit of UCAA income from the previous years. At the end of 2011, the UCAA unrestricted Programme Fund was valued at Ush (110,370,315/=).

7.4.2. Endowment Fund

At the end of 2012, this fund which is composed of funds that UCAA has set aside for investment remained at Ush 1,289,245/=  

7.4.3. Publicity (Chairperson’s) Fund

This is a small fund to which members of the UCAA Board of Directors make monthly contributions during their meetings.  These funds are set aside for the Board to utilise for publicity activities at their discretion.  At the end of 2011, this fund was valued at Ush 755,000/=.  During 2012, the UCAA Board of Directors made contributions of Ush. 105,000/= to this fund increasing it to Ush 860,000/=. 

7.4.4. Life Membership Fund

At the end of 2012, this fund, which is composed of life member fees paid by UCAA members, remained at Ush 7,994,294/=.

7.4.5. Staff Gratuity Fund

UCAA has a staff policy that empowers the UCAA Board of Directors to give gratuity payments to staff members leaving UCAA after having successfully fulfilled their employment contracts.  UCAA, therefore, is setting aside funds in the event that the Board of Directors choose to give a gratuity payment to a departing staff member.  At the end of 2011, this fund had accumulated to Ush 11,883,588/=.  During the year 2012, UCAA made additions of Ush 822,375/= to the gratuity fund to reflect the period of service for each staff member, therefore, increasing this fund to Ush 12,705,963/=. 

8. UCAA BUILDINGS AND LAND

UCAA continues to own and maintain Change Agent House located on Plot 30 Rashid Khamis Road in Kampala in which the UCAA Secretariat and the UCAA Central Region Offices are housed.  UCAA leased Plot 30 Rashid Khamis Road for 49 years effective 1st January 2002.  In addition, UCAA continues to sub-lease a plot of land (12m x 12 m) from the Uganda National Farmers Federation on which another Change Agent House is built at the Agriculture Show Ground in Jinja.  At the end of 2012, the UCAA auditors valued the UCAA land and buildings at a book value of Ush 32,465,962/= and Ush. 72,636,981/= respectively.

UCAA closed its offices for West Nile Region, Arua and South-Western Region Office, Mbarara as a way for cutting down costs. In the event, the activities for the West Nile region are now handled at the Northern Region office in Lira and the activities for south Western Region are now being handled at the Western Region office in Fort Portal. Thus UCAA holds its offices in Lira for its Northern and West Nile Regions, Mbale for its Eastern Region Office and Fort Portal for its Western and South Western Regions.  

9. OTHER FIXED ASSETS

By the end of 2012, UCAA owned three Toyota Hilux Four Wheel Drive Double-Cabin Pick-ups that it utilises for the implementation of its countrywide programmes. At the end of 2012, the UCAA auditors valued these motor vehicles at a book value of Ush 41,111,426/=.  UCAA owns an assortment of computers and computer accessories that its officers are utilising in the implementation of its programmes. 

At the end of 2012 the UCAA auditors valued the UCAA computers and accessories at a book value of Ush 7,863,767/=.  UCAA also owns an assortment of office furniture, office equipment and training equipment that it utilises in the implementation of its programmes.  At the end of 2012, the UCAA auditors valued this furniture and equipment at a book value of Ush 14,664,511/=.

10. MONITORING AND EVALUATION

10.1. Programme Internal Monitoring: 

In 2012, UCAA circulated its two internal monitoring tools as follows: Change Agent Census Form to all trained change agents to complete and return to UCAA, and the Group Self-Evaluation Report Form (GSE Form) to groups that change agents are working with to fill and return to UCAA. The impact analyses contained in this report are based on the data from these forms that were completed and returned to UCAA during the year in addition to district programme review meeting reports and field visit reports.

11. LESSONS LEARNT AND FUTURE PLANS

11.1. Lessons learnt:

UCAA learnt that the desire of running a programme covering the whole country was over ambitious and unrealistic. Therefore, there is need to re focus our programme activities within specific areas with need. In addition, Change Agents can now work on their own so long as they are monitored. With or without UCAA, they will continue to work with the self help development groups and their communities; hence they are struggling to develop themselves.

The strategy of using branch contact persons for data collection went well and eased work instead of UCAA staff moving all over the country as it had been the case. UCAA came up with a means of sampling districts in order to conduct district meetings. These meetings were important in that they helped UCAA to generate data for evaluation and reporting.

Donor trend have changed a lot. Donors themselves have less money to give to the ever growing number of NGOs. Secondly, there are also many emerging issues affecting the communities example governance issues, livelihoods etc have become so popular as compared to the past.

UCAA has learnt that its current strategic plan that is ending  come December 2013, can no longer  match the current reality on the  hence need to  refocus the next strategic plan so as to mitigate the real challenges that the community is facing .

 11.3. Future Plans:

UCAA plans to come up with a comprehensive strategic plan that will embrace most of the current challenges that the communities are facing, change the implementation strategy. Projects will be tailored per region with fully fledged regional offices responsible for implementation of projects while the national will remain for coordination, advocacy and fundraising purposes. UCAA’s ambitious plan of covering the whole country is going to be narrowed down to  a few districts  with specific projects where there is need.

12. CONCLUSION

UCAA remain confident that it has contributed a lot to the development needs of grassroots men and women in Uganda and looks forward to implementing improved programmes in the coming years so as to alleviate the plight of the rural women and men. We take this opportunity to thank all our partners who have made it possible for UCAA to implement its activities as planned.