Uganda Peoples Congress Uganda House, Plot 8-10 Kampala Road P.O. Box 37047, Kamapala Tel Website:

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2 Uganda Peoples Congress Uganda House, Plot 8-10 Kampala Road P.O. Box 37047, Kamapala Tel Website: Uganda Peoples Congress (UPC), 2011 All rights reserved

3 TABLE OF CONTENTS FOREWORD... iii 1.0 INTRODUCTION Brief History of the Party Achievements and Challenges: UPC Party Ideology VISION AND MISSION FROM CHALLENGE TO HOPE A Comparative Analysis of UPC Performance in the 2011 National Elections vis-a-vis STRATEGIC OBJECTIVE 1: IMPROVE INTERNAL PARTY ORGANIZATION AND STRUCTURES STRATEGIC OBJECTIVE 2: IMPROVE INTERNAL AND EXTERNAL COMMUNICATION SYSTEMS STRATEGIC OBJECTIVE 3: INCREASE RECRUITMENT AND REPRESENTATION OF WOMEN IN THE PARTY STRATEGIC OBJECTIVE 4: INCREASE RECRUITEMENT AND REPRESENTATION OF YOUTH STRATEGIC OBJECTIVE 5: IMPROVE PARTY RESOURCE MOBILIZATION AND MANAGEMENT STRATEGIC OBJECTIVE 6: CONDUCT SUCCESSFUL ELECTION CAMPAIGNS TO WIN POWER IN i

4 5.7. STRATEGIC OBJECTIVE: PROGRAM ADMINISTRATION, MONITORING AND EVALUATION SUMMARY BUDGET - FINANCE AND ADMINISTRATION DEPARTMENT SUMMARY BUDGET - POLICY AND NATIONAL MOBILIZATION DEPARTMENT SUMMARY BUDGET - THE PRESIDENT'S OFFICE ii

5 FOREWORD I whole-heartedly endorse this strategic plan and wish to unreservedly commend it to the entire membership and leadership of the Uganda Peoples Congress. Having led and participated fully in the process of formulating this UPC strategic plan, I am happy that the senior Party leadership has been involved in the stating of the strategic objectives; identification of short and long term activities necessary for the achievement of each stated strategic objective as well as in the identification of measurable indicators. These enabled the Strategic plan preparation team to derive a commensurate budget for its implementation. Besides the seven key identified strategic objectives with their corresponding activities, indicators and timelines, the strategic plan also spells out the ideology, vision and mission of the party. Through the comparative analysis of trends and patterns of UPC performance in the 2006 and 2011 National presidential, Parliamentary and local government elections visa avis other political parties in the country, the strategic plan clearly presents a message of hope for the UPC. Under the theme From challenge to hope, the analysis projects UPC as the only growing opposition party to day in Uganda with the official electoral commission figures indicating growth in UPC s vote share and candidates contesting a number of elective positions at different levels. With focused and systematic implementation of this strategic plan, I am convinced that UPC is poised to rise and shine again reclaiming her rightful position in the national politics and management of public affairs in Uganda. My deepest thanks and gratitude go to the International Republican Institute (IRI) for the generosity in supporting and sponsoring all the training and the discussion sessions and providing consultants and facilitators for the various retreats all of which contributed to the successful production of the strategic plan. We are also indebted to our other development partners; the Netherlands Institute for Multi-party democracy (NIMD) and Deepening Democracy Partners (DDP) as well as the Milton Obote foundation for their complimentary financial support to enable the party leadership organs (Central Executive Committee and National Council) to iii

6 meet, review the party performance and map out the way forward after the 2011 elections. NIMD has also assisted in the production of additional copies of this strategic plan. I therefore call upon all the leaders of UPC at all levels, to thoroughly study this party strategic plan, use it to explain to our membership and fully implement it as laid out. It is my firm belief that if successfully implemented, this plan will enable our party win the forth coming 2016 general elections. As a social democratic party in power, we will once again be able to practically place ordinary people in the centre of governance and development in our country. OLARA A. OTUNNU PRESIDENT, UGANDA PEOPLES CONGRESS iv

7 INTRODUCTION 1.0 Brief History of the Party On 9 th March 1960, Uganda People s Congress (UPC) was formed as a nationalist political party through a merger of Uganda National Congress (UNC), founded in 1952, and Uganda People s Union (UPU) founded in At the dawn of independence, which was achieved largely through peace and compromise, there were great hopes for building a united, independent, peaceful and prosperous nation. At the colorful independence ceremony on October 9 th, 1962, the UPC leader, Dr. Apollo Milton Obote, received the instruments of independence and Uganda got its identity and became a nation symbolized by a national flag, a national anthem, a Parliament and its own Passports. UPC seized a number of opportunities to consolidate the unity of the country and accelerated socio-economic development. However, UPC which formed the first post-independence government faced several internal and external challenges. More importantly though was the cross-cutting challenge of poverty, ignorance and disease. At independence, Uganda had only one University College, one National Teachers College, one College of Commerce and very few primary and secondary schools. In the health sector, there were only a limited number of hospitals. The only existing railway line ran from Mombasa to Kampala via Tororo, with a branch to Soroti. There were hardly any tarmac roads. The economy was controlled by the Asians and Europeans to the extent that Africans had little or no access to jobs, business and trade. 1

8 1.2 Achievements and Challenges: The Asian issue was tackled by encouraging Asians either to integrate by taking up Ugandan citizenship or opting for British citizenship. Many young enlightened Asians, out of conviction chose to identify with Uganda by taking up citizenship. In response to post-independence socio-economic challenges, under the Development Plan, UPC built 1,400 primary and 156 secondary schools covering every county and also expanded former missionary schools to provide more classrooms, laboratories and dormitories, and opened them up to all children irrespective of religious beliefs and socio-economic status of their parents. This enhanced national unity and integration. Nineteen Grade II Teacher Training colleges (one in each of the existing districts) and Technical Training Colleges were built in Lira, Elgon and Kichwamba to meet the high demands for trained manpower. Girls education earlier neglected during the colonial time witnessed girls schools built including; Tororo Girls, Nabisunsa, Wanyange, Mary Hill, Bweranyangi, St. Catherine and others. Similarly, many missionary girls schools like Gayaza, Nabbingo, Namagunga, Sacred Heart Gulu, Mbarara High, Kigezi High, Busoga College Mwiri, Nyakasura, and many others were expanded to accommodate more students. At Makerere University itself, the UPC government built Mitchell Hall in 1963, Africa Hall in 1970, Lumumba Hall in 1970, Chemistry Department in 1968, Mathematics/Science block in 1968, Commerce Building in 1970, Faculty of Technology in 1970, Center for Continuing Education (CCE) in 1970, and the Main Library. The National Institute of Teacher Education (ITEK) was also constructed in With support from the East African Community the UPC government also built Soroti Flying School to serve the whole community. At the same time government opened up a comprehensive road network covering the whole country. Major roads such as Kampala-Gulu, Kampala-Kabale and Kampala-Soroti were tarmacked. Other key roads built included; Mbarara-Kasese, Jinja-Kamuli, Mbale-Soroti, Masaka-Kyotera and Mukono-Kayunga. All other roads linking up the then 19 districts in the country were upgraded to first class murram. 2

9 (Katakwi); Aguu (Soroti) were built. The railway lines were extended from Kampala to Kasese on the western leg; Jinja to Kamuli on the eastern leg; and Soroti to Pakwach on the northern leg. Kawa ship was purchased to enhance water transport through Tanzania. Uganda Airlines was established and Entebbe Airport expanded. In the health sector the UPC government built, equipped and adequately staffed 23 hospitals namely; Abim, Anaka, Apac, Aturtur, Bugiri, Busolwe, Bududa, Gombe, Iganga, Itojo, Kagadi, Kambuga, Kawolo, Kayunga, Kiboga, Kitagata, Kibaale, Kiryandongo, Moyo, Nakaseke, Nebbi, Pallisa and Yumbe hospitals. 13 existing hospitals including Mulago were upgraded to referrals and a health center was built in every county in Uganda. In agriculture the UPC government built the following farming projects; Kibimba and Doho rice schemes; Mobuku irrigation scheme, Dakabela and Kamuli Cirtrus irrigation schemes. 25 cattle ranching schemes were established. Uganda Tea Corporation was created as a tea estate for other government initiated projects like; Kiko Tea Company Ltd, Mwenge Tea Company Ltd, Salama estates Ltd, and Kijura Tea Company. Sango Bay sugar Plantation and Kinyara Sugar Estate too were established. A farm school was built in every county to absorb primary school leavers and improve productivity. A District farm Institute was built in each district of Uganda to train farmers. Busitema Agricultural Engineering College (now Busitema University) was built as a high institution for agricultural mechanics training. Cooperative unions including; Bugisu Cooperative Union, Banyankole Kweterana, Teso Cooperative Union, East Mengo Cooperative Union, West Mengo Cooperative Union, Bukedi Cooperative Union and many others to collect, process and market people s cash crop harvests and produce. Several factories and development enterprises including; Coffee Marketing Board; Lint Marketing Board; Produce Marketing Board; Uganda Meat Parkers Ltd in Soroti & Kampala; Uganda Dairy Corporation; Uganda Fisheries; Chillington Tool Company (U) Ltd in Jinja; Uganda Clays Ltd in Kajjansi; Uganda Leather and Tanning Industries Ltd in Jinja; Uganda Livestock Industries Ltd; Kinyara Sugar Works Ltd; Uganda Seeds Ltd; Uganda Spinning Mills Ltd in Lira; Uganda Printing & Publishing Corporation in Entebbe; Uganda Tea Authority, Uganda Grain Milling Company in Jinja; Soroti Agricultural Implements Manufacturing Co. Ltd; Uganda Metal Products & 3

10 Enamelling Co. Ltd (TUMPECO); and National Social Security Fund were put in place to boost local business and income generating capacities of ordinary people. In the Service sector, the UPC government established Bank of Uganda in 1966/7, Uganda Commercial Bank in 1965 and the Cooperative Bank. Ten hotels namely; Acholi Inn, Gulu; Chope Safari Lodge, Murchison Falls National Park; Mount Elgon Hotel, Mbale; Rock Hotel, Tororo; Crested Crane Hotel, Jinja; Tropic Inn, Masaka; Mweya Safari Lodge, Queen Elizabeth Park; Para safari Lodge, Murchison Falls National Park; and White Horse Inn, Kabale inherited from the colonial government at independence under the Uganda Hotels Ltd public company were all expanded and modernized and brand new hotels including; Apollo Hotel (now Sheraton Kampala); White Rhino Hotel, Arua; Mt. Moroto Hotel, Moroto; Soroti Hotel, Soroti; Paluba Safari Lodge, Lira Hotel, Lira; Hill Top Hotel, Kitgum; and Nile Hotel/International Conference Center (now Serena) in Kampala. On information, leisure and community service UPC established Uganda Television in 1963, built 423 Community Social Centers in sub-counties throughout the county to serve as adult education and rural entertainment centers. In housing the UPC government established National Housing Corporation which built the following housing estates; Bugolobi, Bukoto, Naguru flats in Kampala and Walukuba housing estate in Jinja. Several senior and junior housing quarters were also constructed for civil servants in all District Headquarters in the country. National Housing Corporation constructed Crested Towers among others and invested in real estate. This housing program and policy was supported by its own bank-the Housing Finance (U) Ltd. Regrettably, all the developments put in place by the first UPC government were later ruined by the Amin s military dictatorship from The second UPC government of that replaced the short-lived post- Amin Uganda National Liberation Front (UNLF) government indeed inherited a shattered nation, a depleted civil service, destroyed infrastructure, and a devastated economy. Under its Rehabilitation, Reconstruction and Development program, the UPC government immediately undertook the challenge of rehabilitating and reconstructing the country and revitalizing the economy despite a ruthless guerilla 4

11 campaign in the Luwero Triangle (just within the proximity of Kampala city) waged by the 1980 election losers led by Yoweri Museveni. Within just four years and a half, several sectors including; education, health, banking, agriculture, industry, development enterprises, transport and infrastructure were all up and running again and new development projects initiated and expanded. The confidence in the ability by the UPC government to manage public affairs was quickly restored among the international financial institutions like the World Bank, International Monetary Fund and other foreign investors who immediately offered the much needed resources to marshal a rigorous rehabilitation, reconstruction and development. In education for example 325 secondary schools and a large number of primary schools, most of them aiming at helping children of the poor to access education, were built in every sub-county of Uganda. National Teachers Colleges including: Kabale, Kakoba, Mubende and Nagongera; were all built by the UPC government in preparation for a well planned and coordinated Universal Primary Education program under the Recovery program II. Kalangala Farm Institute, technical colleges such as; Kabira Technical Institute and Uganda Technical College (both in Bushenyi); Uganda Lira Technical College; Uganda Colleges of Commerce in Kabale, Pakwach, Ikulwe and Soroti were all built. The performance of several development enterprises like Coffee Marketing Board and Lint Marketing Board significantly improved as evidenced by increase in Uganda s coffee allocation quota by the International Coffee Organization from 2 to 3.2 million bags. The government also built a new tower for Bank of Uganda and went ahead to expand Uganda Commercial Bank, establishing 52 branches around the country. To revamp and improve the agricultural sector government rehabilitated cooperative societies and unions and imported a large number of tractors for subsidized hiring by farmers. Funding of agricultural research institutes was revived and all inputs for rural farmers subsidized. 5

12 Additionally, factories like the Sugar Corporation of Lugazi were rehabilitated and equipment imported for Kakira Sugar Works factory. On transport 200 buses were imported to revamp Uganda Transport Company (UTC) for city service and upcountry routes; Lorries provided for all cooperative unions and rehabilitation of Malaba-Jinja, Masaka-Mbarara, and Kampala city road network. This rapid pace of national recovery was cut short in July 1985 by the military junta of Tito Okello Lutwa and Bazillio Olara Okello which junta was overrun by Yoweri Museveni s National Resistance Movement (NRM) in January Under the legal notice No. 1 of 1986 and later under Article 269 of the 1995 Constitution of Uganda, activities of Political Parties were effectively banned in Uganda. For a whole 19 years, NRM stifled the operation of political parties, especially the UPC which was targeted for total annihilation. The party was not allowed to recruit members, open branches, raise funds and participate in elections and or reorganize its structures. This left an indelible mark on the body politic of the country and on the organizational strength of the party. Through political mobilization, diplomatic and media campaigns however, and using past experience of what the party had to do to survive and defeat the Idi Amin dictatorship, resilient UPC engaged in concerted court battles, and undertook other peaceful political activities until, together with other democracy and freedom seeking political groups in the country, managed to force the NRM dictatorship to open up political space and allow the return of multi-party governance in the year Since 2005 the Uganda Peoples Congress has struggled to re-invent itself by renewing its national and grassroots leadership structures and participating in the 2006 and 2011 presidential, parliamentary and local government elections. 2.0 UPC Party Ideology The Uganda Peoples Congress is a social-democratic party founded and organized on social-democratic principles that place ordinary people at the center of governance and development; creating national unity; safe guarding independence; promoting Pan-Africanism and fighting for freedom against oppression and social injustice. 6

13 UPC is a party that promotes selfless leadership in management of public affairs and stands for good healthcare, quality education, modern infrastructure; expanding economic opportunities and promoting well-paying jobs and good returns for labor in agriculture (through cooperatives), industry and service sectors. This ideological orientation has been sustained and informs the priorities, strategies and activities chosen in this strategic plan. 3.0 VISION AND MISSION 3.1. Vision: The UPC vision is to build an, independent, democratic, just, peaceful and prosperous nation where all its citizens have equal opportunities and equitable access to the country s resources Mission: The UPC mission is that of a social democratic party that seeks to safeguard national independence and promote national unity, equality, equity and human rights for all. 4.0 FROM CHALLENGE TO HOPE. Despite an overall lack of trust in the National Electoral Commission s ability to produce truly unbiased results, it is clear that, when the 2011 election performance record of political parties in Uganda is judged against their respective 2006 electoral performance, UPC distinctly stands out as the only growing opposition party in the country to date. While performance of other opposition parties dropped in 2011, UPC was able to improve its overall level of support in eleven of the fourteen subregions of Uganda. It is clear, from this trend, that if UPC party focuses on strengthening its grassroots network and commits to developing an appropriate issue-based identity; addresses internal weaknesses; improves its communications and finds more creative means of communicating directly with the grassroots ; forges strong strategic alliances with different categories of voters; localizing national debates and providing alternative and dependable local leadership; simplifies its message for a better Uganda; she will, 7

14 no doubt, continue to expand and attract more members, sympathizers and supporters into her own ranks. This way, the party will rapidly change its fortunes and make strategic successes in the near future A Comparative Analysis of UPC Performance in the 2011 National Elections vis-a-vis 2006 In the 2011 elections, UPC struggled to gain a national foothold, winning just ten parliamentary seats out of the 129 it contested. The presidential candidate s campaigns also experienced lots of difficulty. Although the party presidential candidate received relative support in selected districts of northern Uganda, he was only able to garner 1.6% of total votes cast nationwide. Perhaps most alarming was the fact that the party flag bearer polled at less than 1% in a majority of districts, including 35 districts in which he received less than one-tenth of one percent (0.1%) of votes cast. Though UPC party candidates identification and overall performance remained inadequate, significant gains were made as compared to This left the party with hope for more improvements in the future 8

15 Districts and Constituencies in which UPC Candidates Stood for Election to Parliament Districts and Constituencies in which UPC Candidates Won As indicated by the figure above, the UPC failed to contest a majority of MP seats for directly elected parliamentary constituencies and district woman MPs. Candidate 9

16 identification and presentation was especially poor in central and western Uganda. The party s stronghold remained in the north-particularly in the Lango sub-region, as UPC parliamentary candidates won seats in Alebtong, Apac, Kole, Otuke, Oyam and Lira districts. While the UPC presidential candidate also performed better in these areas, his vote share remained rather below 10% in most cases. The successes of UPC candidates in Lango could be a strong example and model if the party is to win the support of other areas in future Direct MPs Woman MPs District/City Chairpersons % Seats Contested 2006 % Seats Contested 2011 Though the overall share of seats contested by the UPC candidates remained well below 50%, in 2011, the party nominated significantly more candidates for every level of government than five years ago (2006). The greatest gains in ability to nominate candidates were made at the parliamentary and LC5 levels, at which over a quarter of seats were now contested unlike in The party also needs to target and nominate more candidates in the forthcoming LC1 elections throughout the country and in all of the bye elections likely to arise from nullification of results as courts of law deliver judgments on several court petitions now before them. These will provide an important starting point for the revamped UPC to determinedly target better performance in the

17 The overall party candidates nomination statistics also show that UPC continues to lag behind its two main opposition rivals in candidate identification and presentation. Indeed some opposition parties contested over 40% of LC3 races in 2011, significantly outperforming the UPC at this level. Actually, UPC declined in the number of party candidates presented in 2011 to contest for LC3 seats as opposed to its 2006 record Table a. Growth in candidate identification and nomination 30.0% 20.0% 10.0% % Change of FDC Candidates 0.0% -10.0% -20.0% Direct MPs Women MPs LC5s LC3s % Change of UPC Candidates % Change of DP Candidates -30.0% The UPC suffered from serious internal division before the 2011 election which stagnated its growth and prevented it from performing as strongly as was otherwise possible. The need for unity and consolidation is a must if UPC is to take full advantage of her virtual potential support base throughout the country, in the next few years. UPC has a good chance to once more grow her traditional voter base and increasingly build her new support right from the grassroots. This way, the UPC s ability to nominate candidates across the country will continue to increase as the party grows. With superior organization, professionalization, streamlining of operations, focused strategy and better resourcing, the UPC is, no doubt, able to appeal to Ugandans better than any of its competitors. 11

18 Highly underscored though is the importance of focusing on candidate identification, preparation and nomination as a major project for the UPC in several constituencies. If the party can achieve the goal of contesting all elective local government and parliamentary seats in 2016, it will have laid sufficient groundwork for future successes. Table b.. UPC Performance represented by its vote share in 2011, by sub-region Sub-Region Presidential Vote % Parliamentary Vote % Acholi 13.6% 9.8% Ankole 0.1% 0.1% Buganda 0.2% 0.2% Bukedi 2.1% 1.5% Bunyoro 0.6% 0.4% Busoga 0.4% 0.5% Elgon 0.2% 3.6% Karamoja 4.3% 3.3% Kigezi 0.1% 3.0% Lango 8.5% 34.2% Rwenzori 0.2% 0.0% Teso 1.2% 5.6% Toro 0.1% 0.2% West Nile 3.5% 2.9% National 1.6% 3.4% The key statistic that stands out from the above chart is the wide disparity between parliamentary candidates vote share in Lango and the presidential candidate s performance. Despite the UPC s strong showing amongst parliamentary candidates (the party finished a close second to the NRM, receiving over a third of votes 12

19 throughout the Lango sub-region), the UPC presidential candidate finished a distant third behind Museveni and Besigye. If a presidential candidate can only receive 8.5% from the party s base-where the majority of party s MPs were elected, then he will really struggle to win nation-wide. Worth noting is the fact that even where fellow opposition parties performance dropped significantly, as was the case in Acholi sub-region, almost all of it went to the ruling party and not UPC % 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% Presidential Vote % Parliamentary Vote % 5.00% 0.00% Acholi Ankole Buganda Bukedi Bunyoro Busoga Elgon Karamoja Kigezi Lango Rwenzori Teso Toro West Nile National The UPC seems to have absolutely no presence in Buganda, gaining just 0.2% of both the parliamentary and presidential votes; the same as voted for UPC in While the history between the party and central Uganda may be difficult to overcome, serious attempt must be made to establish the UPC s identity in Kampala and its surrounding areas. Efforts should also be made to target particular sub-counties and different clusters of previous UPC support in Buganda. More creative messaging, better recruitment strategies and attractive measures should be adopted to win support and admiration in Buganda. With 2.2 million voters in Buganda, a UPC 13

20 presidential candidate will never win the presidency of Uganda without a much better showing in this region. Table c. Vote Swing and dramatic change by sub-region (2006- Vs-2011) While support for other opposition parties declined dramatically across the country in 2011, the UPC s vote share of the presidential vote equaled or exceeded its 2006 numbers in eleven of the fourteen sub-regions throughout Uganda. Nationwide, the UPC grew by 0.7%. Though this lagged behind the increase in the ruling party s support, it was better than any other individual opposition party in Uganda. The UPC s growth is especially impressive due to the amount of intra-party competition in the past five years. Now unified with an improved plan for grassroots mobilization, the party should significantly improve over its 2011 numbers. Vote Change NRM FDC DP UPC Others National 9.0% -11.4% 0.2% 0.7% 1.2% Acholi 24.4% -62.1% 24.3% 12.3% 1.0% Ankole 2.6% -2.7% -0.3% 0.0% 0.4% Buganda 3.1% -5.0% -0.6% 0.0% 2.5% Bukedi 15.4% -16.1% -0.6% 0.6% 0.7% Bunyoro 4.4% -4.6% -0.3% 0.1% 0.4% Busoga 7.6% -8.1% -0.3% 0.0% 0.8% Elgon 5.5% -5.6% -0.3% -0.1% 0.5% Karamoja -6.5% 1.7% -2.0% 3.1% 3.7% Kigezi 0.2% -0.2% -0.3% 0.0% 0.3% Lango 43.1% -44.7% -1.3% 1.7% 1.1% Rwenzori 9.3% -8.3% -1.1% -0.3% 0.4% Teso 27.9% -27.7% -1.0% 0.2% 0.6% Toro 0.1% 0.1% -0.7% -0.1% 0.6% West Nile 18.0% -20.7% -2.2% 1.1% -0.4% 14

21 60.00% 40.00% 20.00% 0.00% % % Acholi Ankole Buganda Bukedi Bunyoro Busoga Elgon Karamoja Kigezi Lango Rwenzori Teso Toro West Nile National NRM FDC DP UPC Others % % Perhaps the most important lesson of the 2011 presidential election is the large degree of fluidity within the Ugandan electorate. No opposition party seems to have established a reliable voter base from which to start a campaign. Unlike developed democracies, like the United States, in which major political parties can always count on at least 30-40% of the vote due to strongly developed partisan identities, Uganda observed floating voter shifts away from the opposition towards the ruling party in 2011 as opposed to the electoral situation in The reported opposition electoral loss in Acholi and Lango are the two best examples of how quickly votes can shift to and from candidates in this country. While many of opposition s 2006 supporters are shown to have voted for the ruling Party in the 2011 election, they could be swayed back to another strong opposition candidate. In order to grow the party and find success in 2016, UPC must seek out opportunities of reclaiming her strong holds and aim to attract from the ruling and other political parties, into her ranks as well as target the many new young voters entering the voter age bracket 15

22 Properly thought out strategic objectives including: strengthening party structures, improving communication systems, increasing youth and women representation in the party membership and leadership, improving resource mobilisation and preparing for a successful 2016 election campaign as well as an efficient and robust administration with a strong monitoring and evaluation unit, are herein emphasized in order to boost UPC chances in future elections. Simplification and dissemination of this strategic plan is given the necessary priority to ensure the new party message reaches out in a timely manner, is responsive and consistent with changing times, and is understandable to all party members and Ugandans in general. There is no doubt whatsoever that party members will find this plan informative enough to enable them contribute to building strong and dependable UPC structures. This will facilitate and fast-track recruitment of more Ugandans into UPC STRATEGIC OBJECTIVE 1: IMPROVE INTERNAL PARTY ORGANIZATION AND STRUCTURES OBJECTIVE: To strengthen party structures, establish new ones in areas where they do not exist and sustain party unity at all levels. EXPECTED OUTPUT: UPC membership grows very fast in all parts of Uganda THE NARRATIVE: Every political party needs a strong national organizational structure, with a heavy grassroots base, in order to be able to organize, mobilize, recruit and compete for political power. Such a structure must constitute a team of committed party members working to fulfill a common objective of taking and maintaining political power to implement its political and socio-economic program for a better country. The membership must be grounded in the party ideology, the party constitution and virtues like integrity, tolerance, and respect for all. Since 2005 UPC has moved through phases of self renewal. In the run up to 2006 and 2011 general elections the party managed to make strategic improvements as it prepared itself for those elections. Indeed in the second half of 2010 the party 16

23 only later did the same in three quarters of the districts of western Uganda in June The only region not covered yet under this program is Buganda whose most of the districts (except Kampala, Wakiso and Kayunga) remain with old or no structures at all. At the party headquarters, renovation of the secretariat at floor 6 of Uganda House was completed in June Recruitment of secretariat staff is already ongoing and is expected to be finished by the start of September. This means that all the basic human resources required to perform day-to-day party functions and support party policy implementation will soon be in place. It will continue to be expanded, professionalized and equipped. Under this strategic plan, UPC has developed a program for Party Institutional Development and Streamlining that includes: restructuring the Party Secretariat; establishing and consolidating regional party offices; establishing functional party structures in Buganda; undertaking urgent reorganization and placements to provide strong leadership to close the gaps created by incomplete elections, death, recent defections, indiscipline, and poor performance in different places in the country; and establish a comprehensive communication system between the party headquarters and the branches in and outside Uganda. As a result, steady recruitment of party members will be enhanced and for the first time since 1986 UPC will be sure of success in identifying, preparing and presenting party candidates at all elective levels in the next general elections of Special emphasis is being placed on constituency, district and local government affairs. 1. IMPROVE INTERNAL PARTY ORGANIZATION AND STRUCTURES Strategic Objective: Activities Time frame Responsibl e Offices Indicators To strengthen party structures, establish new 1. Carry out a Constitutional Review to update and amend the Constitution Oct 2011 Party President - Change in perceptions about the party among its followers and general public; - Constitution review committee appointed 17

24 ones where do not exist and sustain party unity at all levels. to reflect party development; 1. Review Party Structures and staff profile 2. Complete the recruitment of secretariat staff for different categories and offices; - Establish an effective conflict resolution mechanism with clear guidelines on human Nov Dec 2011 Dec 2011 Secretary General Office: - Secretary General; - Legal Departm ent; - Mediatio n Committ ee; - Commun ication officer; Represen tatives from key districts (pro UPC and not pro UPC). - Districts and Branch Executive s - Party Elders; - New amended constitution in place - A detailed party s chain of command and horizontal and vertical communication links established. - detailed party structure with the chain of command and roles and responsibilities circulated - New staff terms and conditions of service established - Party recruitment committee submits final report on recruited staff - Job descriptions, Terms of Reference, and mandates for posts clearly detailed; All key positions available at secretariat filled - Guide lines for conflict resolution mechanisms established - Agreed channels of communication within the party structure from top to bottom 18

25 resource and party procedures - Clearer and more regular communicatio n between district and national level offices in the form of monthly briefs or reports; - Establish disciplinary committees for different levels of the party structure; - Establish a party code of conduct - Establish rules and procedures for disciplinary actions - Translate the code of conduct in major languages - Develop a financial and Feb 2012 Dec established and published - Party leaders at all levels are well informed about party programs and activities - Rules and procedures for disciplinary action developed; - A pamphlet of rules and procedures developed and published - Codes of conduct and rules of procedures developed And translated And distributed to District offices - Regular meetings of the disciplinary committee held - Disciplinary cases heard and resolved expeditiously - The implementation of the Code of conduct at different levels of the party structure - The establishment and use of financial 19

26 policy monitoring tool to be integrated into all party activities; - Establish clear guidelines for grass roots elections; - Complete the election and formation of lower level party offices Jan 2012 Sept 2011 management systems completed and integrated - Regular internal and external financial audits; at all levels - Increase in the level of financial and policy transparency witnessed - Election Guidelines and procedures booklet developed and published - Election exercise for branch / village level party executives; completed - The names and positions of elected officers documented and circulated - Reports of all branch elections received and entered into the party data bank - All complains of election malpractices and abuse of office received and handled immediately - Set up and equip a legal and human rights unit within the party Sept Dec 2011 Party president Secretary General - party lawyers Recruited - Human rights officers appointed at party headquarters and regional offices - Investigation reports of human rights abuse 20

27 Efficient and effective management of the party - Improvement of coordination, supervision of party activities continuously. - Improvement of staff working conditions - Improve and equip party offices at national and district level - Gender mainstreaming in the party secretariat and structure - Human resource development cases handled - Increase in number of litigation undertaken in public interest - Motor vehicles and cycles in place - Salaries and allowances for youth, women and accounts staff in place - Telephone switchboard and intercom in place - well equipped kitchen and pantry in place - service provider in place - Staff medical insurance in place - staff welfare scheme in place - Furniture, stationery and office equipment in place - Gender mainstreaming policy in place - Human resource training policy in place - Number of staff trained in respective fields 21

28 5.2. STRATEGIC OBJECTIVE 2: IMPROVE INTERNAL AND EXTERNAL COMMUNICATION SYSTEMS. OBJECTIVE: To be able to promptly mobilize, educate and share information within the party; and to improve the party s external image and its public relations EXPECTED OUTPUT: All party members and leaders are aware of and participate in party programs and activities; and public involvement in such activities increases THE NARRATIVE: An effective two-way Communication is a powerful tool in strengthening the organisation and marketing of the party to consolidate the existing support and recruit the new membership through the correct and timely policy, party programs and activity dissemination. This activity is intended to equip the party to match up with the modern communication technology by establishing a strong, well staffed party communications department whose responsibility will be to manage and perfect intra-party communications and strong Public Relations and establish an effective party-media alliance for timely, relevant and responsive public communications; support the data section by collecting, compiling and preserving bio-data (name, age, sex, date of birth, village, parish, sub-county, parliamentary constituency and district), telephone contact and (where possible) of every member and leader of the party. To improve the UPC image by increasing its visibility in the country through managing the message, consistent action on the ground, and focusing on people's cherished ideals like Good Health Care, Quality Education, Modern Infrastructure, Expanding and Well paying jobs for every Ugandan in Agriculture and elsewhere as well as the promotion of Selfless Leadership. Party leadership and its messages must embody the UPC core values and vision, rebranding UPC ideological message to rhyme with people s contemporary concerns and popularize this message to be understood by all. Due to high illiteracy levels in the country, it is important to simplify, translate in major local languages and distribute party information, including the party constitution and manifesto, alternative policy positions and programs, develop 22

29 training manuals, brochures and other materials to guide party mobilization programs. UPC would like to create a strong information system that will utilize, bulk sms (voice and text), s, mailing lists, social media and the party website to enhance internal communications of the party including restricted phone network that will enhance cost effective communication between party members and leaders. Support establishment of party structures and recruitment through training and equipping party mobilizers and communicators with skills for information collection, processing, management and circulation so as to enhance policy and research department in information gathering, compilation, analysis and management with an effort to rebrand, initiate and process programs that boost the party image and popularity both at national and local levels in the country. Also compile any other information that facilitates legislative, policy design, diplomatic and public outreach roles and programs of the party. 2. IMPROVE INTERNAL AND EXTERNAL COMMUNICATION SYSTEMS AND STRATEGIES Strategic Objective: Activities Time frame Responsible Offices Indicators To be able to promptly mobilize, educate and share information within the party; and to improve the party s external image and its public relations - Organize a retreat for party leaders to develop a target communication strategy - Baseline information collection to measure progress in the area on reduction of conflicting instruction to party members Sept 2011 Secretary General Office: - Secretary General; - Finance Officer - Mobilizati on and Fundraisin g Officer; - PR Officer; - Communic ation officer; - A documented, accessible and popularized communication - A strategy that is owned by party officials at national and local levels in place - Collective ownership by party leaders of party positions and policies at all levels 23

30 - Establish a well staffed and competent UPC Communications, information and press unit - Organize and reactivate the UPC music band - Print Did U know newsletter series publicizing UPC story, programs, and policies in key local languages - Record and distribute party leaders speeches and topical events on CDs and DVDs to different party members and branches to make members updated on day to day activities undertaken by their leaders. - Start UPC own brand radio program for youth organized on monthly basis Represent atives from key districts - pro UPC and not pro UPC). - A new system for coordinated communication within the party and outside the party in place. - Public relations officer and Media Specialist in place - operating procedures for communication ; in place - comprehensive party data base of names, addresses, and telephone contacts of all party members and party leaders in place - A web site for the party and other interactive social media in place. The data in y.org and that of uganda.co.ug is harmonized 24

31 - Establish UPC Party Radio and TV Stations - Establish party printer - Print quarterly newsletters in 5 key local languages to reach out to all regions - Print & Circulate Periodic party pamphlets and posters on topical policy issues to the party members and general public and merged to y.net - Information data base with all the necessary software in place. - Information desk, Notice boards and suggestion boxes at party headquarters and party offices at the local level in place. - Periodical circulars / progress reports, press statements, sms, to all districts leaders and from the districts to the headquarters in place - number of progress reports sent to donors and partners in place - Responses from partners and 25

32 donors to reports sent. In place - Number of Did you know newsletter printed in English and local languages - Number of Did you know newsletter distributed - Regular bulk SMS texting mechanism in place - Number of youth radio talk shows organized to reach rural youth - Number of party pamphlets and posters on topical policy issues produced - Number of party pamphlets and posters on topical issues circulated - Party radio in place - Party TV in place 26 26

33 - The development of an authentic and effective UPC message that is simple, concise and rhymes with the current concerns of Ugandans for internal and external use; taking into account UPC core values - Canvass to pre-test the message to all districts; - Refine UPC message to include UPC members input; - Use radio and phone sms to pretest party message before launching it publically - Printing publicity materials such as party T-shirts, banners, fliers flags, Dec Party printer in place - Party band in place - Number of Party leaders speeches on topical issues recorded - Number of party leaders speeches on topical issues distributed - Number of the party constitution and party manifesto in place - Number of publicity materials printed. - Number of publicity materials distributed - party policy analyst in place - new party policies and programs in place - party popular message in place 27

34 identity cards, budges carrying UPC message - Organize public lectures, rallies, and community meeting to publicize the message - Training of party leadership and party communicators at national and local level in information collection, processing, management, and dissemination. - Training manual in for party communicators in place - Number of party leaders and party communicators at local level trained - Number of party leaders and party communicators at national level trained - Party media centre in place 28

35 5.3. STRATEGIC OBJECTIVE 3: INCREASE RECRUITMENT AND REPRESENTATION OF WOMEN IN THE PARTY OBJECTIVE: To increase women s membership in UPC, their representation in all party leadership positions and organs and to make the women of Uganda know what UPC stands for EXPECTED OUTPUT: Women membership in UPC drastically grows in all parts of Uganda THE NARRATIVE: Uganda is a patriarchal society and for longtime women have been marginalized. This has caused persistent inequalities between men and women socially, economically and politically. It is important to note that women are a majority who form 51% of the population in Uganda and UPC considers women as equal partners and resource with men in party and national development. In 2007 the UPC party started the process of gender mainstreaming by establishing the committee on gender and setting up the department for women in the party headquarters to develop policy on gender and initiate activities for women recruitment and empowerment in the party. These processes resulted in the new constitutional draft process and enactment in 2008 that created a quota system of 40 % for women in all party leadership structures and organs. However the desire for women to freely associate, bond and strategize is still needed, that s why UPC would like to start the UPC women congress league by implementing the UPC National Council Resolution No. 7, passed on 29 th April 2011 at Ankrah Foundation in Mukono, that authorized the party leadership to explore the ways of creating the UPC women s league. The setting up of the UPC women s league is to allow women organize and mobilize themselves with their own semiautonomous working structures to compliment the women leaders actions within the party structures. The log frame 3 presents the details of activities intended to recruit, organize, energize and develop the capacities of women leaders to equip them to provide leadership for the party and the nation in general. First, the party will call women for the national conference to generate consensus on strategies of setting up a functional women league and a strong women s agenda. Adopt the 29

36 necessary resolutions, programs, and set up the agenda for the women mobilisation, recruitment and training. The party will also embark on women leadership and skills training to build their capacities for societies at different levels. This will include training on basic life skills and organisation to enable women start up their own cooperatives to generate incomes in areas of production, marketing, transportation and savings and credit etc. The party will also generate and develop materials, programs and public relations campaigns and activities on gender to publicize the UPC women Agenda and policy to party members and the general public. In order to prepare the party for the 2016 general elections, this program will also embark on women candidates identification and preparation. 3. INCREASE RECRUITEMENT AND REPRESENTATION OF WOMEN IN THE PARTY Strategic Objective: Activities Time frame Responsible Offices Indicators To increase women s membership in UPC, their representation in all party leadership positions and organs and to make the women of Uganda know what UPC stands for - Organize a national women conference and outreach programmes in sub regions, to share the strategies for recruitment and retention of women in the Party. - Establish a strong well staffed UPC Women s league with a special budget - Linking UPC women with Oct 2011 Secretary General Office: - Secretary General; - women candidate s of 2011 general elections; - Finance Officer - Mobilizati on and Fundraisin g Officer; - PR Officer; - A comprehensive strategy for recruitment and retention of women in place. Data on national conference and outreach programs conducted for women in each sub-region of Uganda in place - A clear well articulated UPC affirmative action plan in place - Number of clear well articulated 30

37 sister parties and organizations that share similar values with UPC. - Develop and Popularize a comprehensive UPC women s Agenda at national and district offices. - A clear well articulated UPC affirmative action plan developed and circulated. - Annual women s league conferences conducted - Communic ation officer; Represent atives from key districts - pro UPC and not pro UPC). - Districts and Branch Executives UPC affirmative action plans circulated - Data on Annual Women League conferences in place - Number of women media briefings on UPC messages and agenda for women - Number of correspondences with sister parties and other organizations produced - Number of national and international conferences attended by UPC women made available - Increase in the number of visits by UPC women to other organizations and guests hosted by the women league - Increased number of women recruited into the party - Budget allocation to women in the 31

38 - Organize subregional women skills training workshops - Develop Data base to identify women candidates - Create women s desks at the district party offices; - Develop and implement a recruitment plan to attract young women at national institutions of April 2012 May 2012 July- Aug 2012 party annual budget in place - Increased number of women in party structures. - Number of women League members trained in the sub-regions - Women leadership training manual in place - Number of women candidates for 2016 recruited. - Women s desks at district offices in place - Number of women s messages developed, printed and circulated; women per parish recruited by 2013; - branch reports on the women members recruited in place - Increase in the number of women at different levels in the party s membership; 32