BUGANDA CULTURAL AND DEVELOPMENT FOUNDATION (BUCADEF)


THE NEW AFRICAN VILLAGE
BY THE YEAR 2000 (NAV 2000) PROGRAMME

A Traditional based integrated programme for the radical increase in rural incomes and improvement of living standards of the people in Buganda Kingdom

(July 1996)

P.O. BOX 7451, KAMPALA, UGANDA
TEL: 256-41-271870
FAX: 256-41-244169

Topical Outline

Foreword
Accronyms Used
Executive Summary
Background
Programme Aims and Objectives
Justification
Programme Design and Planning
Programme Organisation
Programme Implementation
Sustainability
Financing
Annex I
Annex II
Annex III


FOREWORD

Culture and tradition form the basic part of man and play a primary role in moulding an individual and society. In society culture and traditions largely determine individual and community behaviour and as such are significant determinants in the development of man and society.

During the ages of monarchism in Buganda before the abolition of Kingdoms in Uganda in 1966, the rich cultural and traditional practices of the Baganda played the most dominant role in the then cherished development of the individual, the cultured Baganda society and the Buganda Kingdom at large. The cultural/traditional institutions of the Kingdom provided an effective organizational framework through which various community, social and economic programmes were executed. The cultural and political machinery then in place provided an effective channel for development.

After the desecration of the Kingdom in 1966, the dark forces took the centre stage, the Neo-colonial forces aggressively worked against cultural and traditional practices and values to the detriment of the individual, society and the country as a whole. During that period, society underwent a high level of moral decay, with very devastating consequences. The resultant cultural degeneration, immorality, and individualism, inter alia, led to the deplorable impoverishment of my people.

Inspite of substantial conventional Government efforts to address the community ills, the majority of the people in Buganda and indeed Uganda at large continued to live and are still living in abject poverty and deplorable conditions. General poor health; the rising numbers of the destitute, street children, the jobless, and the illiterates; the poor nutritional standards and food insecurity; the degraded state of the environment etc. are problems that must be solved through the application of more effective integrated solutions.

With the revival of the traditional institutions since 1993, our cherished and effective developmental, traditional, cultural practices and values were unveiled. There is urgent need to appropriately apply them for the establishment of sustainable community development systems that can yield effective rapid and massive improvement in the quality of life. The traditional traits have got to be treated to a mix with the modern management systems so as to offer a suitable developmental vehicle particularly in the rural areas of the Kingdom.

The massive support the restored monarchies in Uganda now enjoy after a long period of abolition, is a solid testimony that people have placed their developmental expectations in such credible and respectable indigenous institutions. There is thus need to develop and strengthen this channel.

Knowing the role cultural/traditional values play, my Kingdom has embarked on a major exercise of establishing itself, revive all the progressive traditions and cultural practices and use them as a basis to reverse the past negative development trend. The 30 years of mourning are enough. It is high time my people majestically paced on the road to development.

My Kingdom has therefore decided to spearhead a cultural and development revolution and the body to spearhead this is the organization in the name of Buganda Cultural and Development Foundation (BUCADEF). This body under my Kingdom is registered with the republic of Uganda as a Non - political and Non-Governmental organization. Its goal is to strive for a dignified quality of life for the people of Buganda Kingdom. It is meant to promote and foster the cultural, social and economic advancement of the people in Buganda Kingdom by the use of the enormous mass mobilizational cherished cultural/tradition traits and practices, and the development and implementation of highly innovative, relevant social and economic development projects and programmes especially in the rural areas. My role in this revolution as the Kabaka of Buganda is that of the Chief Mobilizer.

One of the programmes which BUCADEF has placed focus on in order to fulfill its primary objectives is the programme, " The New African Village by the year 2000" (NAV 2000) which intends to organize the population in the Kingdom into a viable development geared community, with the Sub-County as the basic unit. This arrangement will avail an efficient developmental framework through which my Kingdom, the Local Authorities, the Central Government, NGO's and other developmental agencies can channel their effort for mobilizing, training, guiding and facilitating the people in the Buganda Kingdom, to sustainably explore the developmental potential in their midst so that they attain a dignified quality of life by the year 2000.

I am forwarding NAV 2000 to my people and all well wishers to join me in this struggle and call upon them to morally, materially, and financially support this programme. I am looking forward to the year 2000 when Buganda's rural areas and their people will be transformed into a progressive community and society. This programme if supported will succeed and possibly serve as a model for the rest of Uganda in particular and the third world countries with similar socio-economic, and cultural settings in general. With NAV 2000 Buganda is now ready to be on the course for rapid development once again.

RONALD MUWENDA MUTEBI II
KABAKA WA BUGANDA

26th July, 1996

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ACRONYMS USED

AIDS Acquired Immune Deficiency Syndrome
APO Assistant Programme Officer
BICUL Buganda Investment and Commercial Undertakings Limited
BUCADEF Buganda Cultural and Development Foundation
GDP Gross Domestic Product
HM His Majesty
LC Local Council
NAV New African Village
NGO Non-Governmental Organizations
NRM National Resistance Movement
PO Programme Officer
SCDA Sub-County Development Associations
SSEPC Small Scale Enterprise Project Committee
USD United States Dollars
YC Youth Council

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1.0 EXECUTIVE SUMMARY:

1.1 Programme concept:

The "New African Village by the year 2000" (NAV 2000), is a Buganda Cultural and Development Foundation (BUCADEF) Programme that aims at radically and massively improving the quality of lives of the people in the Buganda Kingdom by the year 2000. This will be applicable through the BUCADEF concept of blending the progressive traditional management practices with the modern managerial styles for the realization of real, efficient, effective and sustainable individual and collective development.

The rationale for this project is the realization of the fact that the application of the conventional government systems on the improving of people's living conditions often takes very long to show any meaningful impact inspite of the high costs usually incurred. There is thus need to revive our old systems which were deeply embedded in our cultural understanding to arouse people's consciousness to development. The overall objective is to set standards for the alleviation of poverty and the ultimate promotion of living standards for the people in Buganda Kingdom with emphasis on the rural population.

This model if successfully developed and implemented could easily be replicable to the rest of Uganda and other third world countries with similar cultural social- economic settings.

Programme NAV 2000 intends to organize the whole population in the Kingdom into viable development-geared organizations at the local level. Through these organizations and the application of the renown traditional cultural practices, the people will be mobilized, trained, guided and facilitated to exploit their development potential, in order to attain improved quality of life. The promotion of values, change of work behaviour, and habits, imparting of relevant skills and knowledge, and provision of physical and traditional facilitation and guidance will be the major focus of Programme NAV 2000. The overall objective is to see that our rural villages are attractive and can be used as model villages for any part of Uganda and Africa. The local unit will be the Development Association, which will be formed at the Sub-County levels referred to as the Sub-County Development Associations (SCDA).

NAV 2000 is an integrated programme that will tackle aspects ranging from health, and hygiene, housing, economic emancipation, moral and cultural values revival, environment preservation, population control, farming methods and practices, attitude towards work, marketing, small scale enterprise development, illiteracy, community self-help attitude, food security, financial management, business attitude development and many other activities which can be executed at the Sub-County Development Association (SCDA) micro level. Its purpose is to stimulate people towards development.

Initially, NAV 2000 will deal with 18 pilot Sub-counties in the first 12 months and later expand to the rest of the counties of Buganda, in the districts of Mpigi, Mubende, Kalangala, Kiboga, Masaka, Luweero, Rakai, Kampala and Mukono. NAV 2000 will be introduced in the fields in four phases; 1st phase comprising 18 Sub-counties and the other three phases comprising 50 Sub-counties in each phase. A range of micro projects will be executed by each SCDA under the management of the functional committees of each SCDA. BUCADEF, the umbrella body and the Programme NAV 2000 Management will play the role of organizing the people and helping in the formation of the SCDA's, conducting of the pertinent awareness and educational seminars and courses, offering of overall guidance, coordination and supervision down to homestead level, provision of physical and technical assistance, collaborating with other governmental and non-governmental organizations, and doing anything else that would contribute to programme success. The overall Programme is scheduled to last 5 years. The Programme is targeting the rural population.

Programme NAV 2000 will ensure high degree of community participation, self-help attitude, and communal work. It will make people realize their value in matters affecting them. It will work hand in hand with existing Government and Local Authorities structures, Youth councils, Women councils, the operating NGO's etc. Programme NAV 2000 will offer very effective and viable organizational structures through which developmental operations will be efficiently executed especially in the rural areas.

The expected Programme output is the improvement of living standards through a defined and organized structure through which all micro-development projects will be channelled.

This body is under the Kabaka of Buganda as its Patron and Chief Trustee and the Katikkiro of Buganda as the Chairman Board of Trustees. There is a Board of Directors which is a policy making body of BUCADEF, while Management oversees the day today functioning of BUCADEF. Under BUCADEF falls this Programme NAV 2000 which is directly under the Rural Development Chief Programme Officer, assisted by the Programme Officer in charge of NAV 2000. (See Annex II).

It is expected that the Programme will secure resourcing from the Buganda Kingdom, Local Authorities, Buganda Investments and Commercial Undertakings Limited (BICUL), Central Government, operating NGO's, Affiliated NGO's, Donor Community and well wishers.

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2.0 BACKGROUND:

2.1 HISTORICAL BACKGROUND

Buganda Kingdom is found in Central Uganda and has a population of approximately 5 million people. It has a history which dates as far back as 600 years with Kabaka Kintu whose reign started in the 12th Century as its first Kabaka, and the present reign of H.M Ronald Muwenda Mutebi II being the 36th in the line of succession of the Buganda Monarchy.

Buganda had a well-established traditional structure with the Kabaka at the apex, and, the administrative and clan chiefs down the structure ensured discipline and loyalty to authority. This played an important role in the establishment and development of Buganda and Uganda at large. This was made possible because of Buganda's civilization, wealth, relatively high living standards, education, good morals, and friendly association with other communities. The traditional structure arrangement ensured efficient mobilization of the masses, which in turn ensured good maintenance of the economic and social infrastructure.

The people of Buganda had always cherished their institutions and had always been royal to their king. It was always easy to make people receptive to any idea as long as it had an element of the King's go ahead. People were positive to new ideas as this was verified by the fast rate at which the Baganda adopted Borup's idea of planting cotton, as well as the rapid growth of coffee. The chiefs had administrative duties to see their areas developed; there was joint effort towards various community development work done on a voluntary basis e.g draining of wells, rehabilitation of roads etc. On the average, Buganda was a model and this continued up to 1966 when Buganda Kingdom was thrown into disarray.

Buganda's traditional structures were abolished in 1966 when Government troops invaded the king's palace forcing him to free into exile where he died in 1969. The 1967 Constitution abolished the Kingdoms and the people of Buganda were to be ruled directly under the Central Government, which took over all the services and duties which were originally executed at regional Government (Kingdom) level. A state of emergency was declared in Buganda, which led to loss of life and property as well. There was moral decay, people lost the spirit to work, and community participation lost meaning. It was clearly evident that Buganda was at a terrific decline. The 1971 armed coup d'eta't did not improve things either with an exception of the return of the body of the late Sir Edward Muteesa II. There was no clear Government policy on the alleviation of poverty. The 1981 - 1985 war which was waged in the Luweero Triangle (embraces districts in the Buganda Region) greatly devastated the region. A lot of property, human life, infrastructure, were destroyed and the morale for production, was thus severely affected.

Since 1986, when the current Government took charge of Uganda's management, positive trends towards recovery especially in the urban areas started developing though in the rural areas they have been marginal. In recognition of their past development role, Government deemed it necessary to restore the traditional institutions on a constitutional basis.

2.2 PROBLEM STATEMENT:

Inspite of Government's efforts to correct past mistakes, the majority of the people are still living in abject poverty and deplorable conditions; general poor health and inehygienic conditions, rising numbers of the destitute and street children, the jobless, the illiterates, the poor nutritional standards and food insecurity, the degraded state of the environment, poor climatic conditions, etc. are problems deserving more effective approaches.

The conventional Central and Local Government system is prone to being heavily bureaucratic, stagnant, potentially corruptible and embezzlement ridden, and as a consequence cannot produce results efficiently. Despite the high costs, the employed development approaches have left no substantial impact. There is thus need to revive our old systems which were deeply embedded in our cultural understanding to arouse people's consciousness to development. The traditional traits have got to be treated to a mix of social and economic development aspects so as to have lasting positive consequences on the people of Buganda.

The prevailing endemic poverty, deteriorated standards of living, environmental degradation, poor nutritional standards, poor health and hygiene, high levels of illiteracy, etc. in Buganda Region, are all explained by a number of constraints. These problems - many of which were enhanced by the collapse of the traditional systems of governance, which in turn led to loss of most of the positive cultural values, need to be identified, quantified and then arrested in good time.

2.3 THE CURRENT TREND

According to World Bank reports Uganda is mentioned as one of the poorest countries in the World capturing a seat in the top seven poorest countries. Its per capita income stands at USD 170 per annum. A majority of the population are poor despite the economic reforms undertaken, the impact is yet to be felt by the ordinary man. This is worsened by a worrying population growth of 2.5% per annum. It is projected that by the year 2000, Uganda's population will be 22.2 million and 32.5 million by the year 2015. Buganda Kingdom being centrally located shares greatly in this problem. This population growth rate has superceeded the economic growth rate which sends alarming signals for the country. It is a recommendation of several concerned Organizations, World Bank not an exception, that Uganda needs to slow down population growth in order to reduce poverty with in the shortest possible time.

In terms of health, Uganda is faced with immeasurable problems. The infant mortality rate of 122 persons per 1000 live births, Uganda's crude death rate of 20 per 1000 are key worrying issues. Whereas it is generally accepted that first immunization reaches a relatively good portion of children 60%, follow up immunizations, and more generally, routine preventive medical care are not as successful. The reason being that mothers prefer to do other things.

Only 27% of the population live with in 5 Km's of a health clinic while 43% live more than 10 Km's away from the facility. This is further worsened by the poor roads as well as irregular transport in a greater part of our rural areas. Women's lack of time and their lack of minimum education and information are further important factors negatively affecting health and well being of children.

Results of the 1991 Census identified about 784,000 orphans or 10% of the children below the age of 15. It is asserted that a majority of these orphans are due to the Civil strife and AIDS and are concentrated in areas such as Masaka and Rakai (Districts in Buganda Kingdom) and the National AIDS Commission projected that the number will increase five fold in the next five years, assumedly we have achieved that level by now 1996.

On the education sector, Uganda is not performing quite well as the number of school enrollment has not been steady, sometimes it has even fallen below. According to the 1991 Census only 40% of the population aged 6 - 24 years were enrolled in schools in 1990 out of these 46.1% were males while 35.3% were females. 72% of those who have been to school have not completed primary school. Literacy rate stands at 54% while on the over whole population those who have attained any professional qualification are less than 2%.

Such glaring figures are rather unfortunate. These figures however do not include the poor structures of schools, poor facilities or total lack of facilities in most of these schools. In some instances children have substituted laps for desks, while tree shades have been substituted for classrooms, let alone the unqualified teachers in a majority of the rural schools. The situation was however different in the pre 1970's when the Kingdom had its economic mantle to mobilize the people.

Where as agriculture contributes 51% of the GDP, people's participation in it has not been entirely void of frustration. Crop yields per hectare are very low, this is because principally producers lack access to improved technology and inputs necessary to increase yields. Cash crops have been affected by farmgate prices, poor roads, inadequate supply of inputs, the general breakdown of the agricultural research and extension services as well as poor marketing services. Agriculture accommodates 80% of the labour force. It provides a base for a number of manufacturing and processing industries. Basing on the above, it can be deduced that Agriculture represents a potent force for poverty reduction in Uganda.

Despite magnificent efforts towards environmental protection the major base of energy in a majority of homes has been dependent on tree products such as charcoal, firewood etc. In Mpigi district alone in 1991, it was projected that 83.6% of the families were using tree related energy. This calls for double effort as far as environmental protection and development is concerned.

There is need to take large strides in as far as guaranteeing safe water is concerned. A survey which was conducted in the rural areas of Mubende in 1991 revealed that 4.5% of the population had access to protected wells, 0.2% to boreholes and another 0.2% to piped water. The other bigger portion is under threat of being contaminated with unsafe water related diseases. This situation with a greater degree of an exception of Kampala District is a replica for most Districts of Buganda.

The housing situation in the rural areas seems to be well connected with the economic capacity. According to the 1991 population and housing census a majority of people in the Districts of Mpigi and Mubende had houses not exceeding two rooms irrespective of the number of occupants.

Whereas women are responsible for producing 80% of Uganda's food and provide for 70% of total agricultural labour. They are principally but not exclusively confined to the unpaid subsistence sector and carry out their agricultural tasks without benefit of technological innovation, inputs or finance. There is need therefore, to come out with specific programmes to assist women this will be one of the tasks of this Programme.

In order to address the highlighted problems the Programme will have to contend that the case for high rates of growth in Uganda depends largely on the speed with which agriculture can be technologically transformed.

There is a further need to encourage farmers to focus on horticultural crops, spices and other non traditional export crops. World Bank contends that, the international market offers, in principle vast opportunities for Ugandan products. It emphasizes that Uganda outside of the traditional export crops, must achieve higher agricultural productivity in order to compete effectively in the international area.

World Bank further recognizes that countries that have succeeded in reducing poverty over the long term have encouraged broadly based rural development and urban employment, thereby increasing the returns to small farm production and wage labour. This Programme will develop an approach to this.

The Programme will have to encourage a pattern of growth that makes efficient use of labour and invest in the human capital of the poor. This will provide the poor with opportunities to use their most abundant assets labour as well as improving their well being and increase their capacity to take advantage of newly created possibilities.

Having realized that the conventional and bureaucratic methods deployed by governments were inefficient and ineffective in guiding and facilitating the populace to better quality of life, and with the concept of reviving and exploiting the developmental aspects embedded in the Buganda culture and tradition, for lasting, meaningful and sustainable development in the Buganda region, the Kabaka's Government then set up Buganda Cultural and Development Foundation (BUCADEF) with H.M. Ronald Muwenda Mutebi II the Kabaka of Buganda as its Patron and Chief Trustee.

2.4 PROBLEM ANALYSIS

The problems affecting Buganda today stem from three main pillars which have centred on abject poverty, diseases and immorality leading to deplorable living standards. (The diagram 2.5 showing cause and effect relationship brings it all out.)

Diag. 2.5 (file: Navtre)
DIAGRAM SHOWING CAUSE AND EFFECT RELATIONSHIP
Webmaster's note: Diagram will be available soon.

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3.0 PROGRAMME AIMS AND OBJECTIVES

3.1 Mission:

The mission of the Programme is to uplift the poor living standards of the people of Buganda Kingdom such that they live a dignified quality of life by the year 2000. (Through the transformation of the local "village" settlement, the homestead and the individual).

3.2 The Chief Objectives are:-

3.3 Specific Objectives/Targets:

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4.0 JUSTIFICATION:

1. Buganda as a region has got good climate and soils that favour agricultural production. It is centrally located which gives it a high chance of a good market. Buganda has got people with a high responsiveness to development. Despite this combination, Buganda is looming in absolute poverty. There is a need therefore to put in place desirable avenues for harnessing, and mobilizing the masses at the grassroot level, with the view to enhancing viable and optimum exploitation of the resources at their disposal. This can most easily be achieved through a society that is loyal to the authority.

2. Buganda is dominant with the most productive age group (the youth) as well as women who are the key producers. Due to the rudimentary agricultural technological practices, this group has been the most dependable in such harsh situations. There is thus need to supplement this group's effort if development is to be effected. The youth are redundant and poor, while women who are the key players in the home economies are also low income earners. What is needed is to put in place desirable avenues which will facilitate this category of people to optimally exploit the various resources at their disposal with improved practices.

3. The already established and strongly rejuvenated cultural order of the Clan Heads and Lukiiko representation which the people of Buganda cherish dearly, with the Kabaka as chief mobiliser can cause meaningful, rapid and lasting development to the people of Buganda.

4. The present Government has seen it more practical to leave the responsibility of the development process into the hands of the people. The Government's commercial and trade liberalization policy confirms this observation.

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5.0 PROGRAMME DESIGN AND PLANNING

5.1 Problem:

The whole area of Buganda is looming in abject poverty despite the conventional Governments'efforts towards development. The failure by the Governments' systems has been due to their bureaucratic, stagnant, and lengthy procedures. People are not communally involved in making decisions concerning the various project thrown on to them.

With the exception of the Local Council (LC) system, there is no other strong body that brings people together. People ought to come together to address matters affecting them economically, socially, and culturally as a group, through building the evidently absent developmental leadership in the area. BUCADEF, through its Programme NAV 2000, is going to embark on encouraging people to come together to form Development Associations through which they will be mobilized, trained and facilitated in order to effect meaningful development.

5.2 Objective

NAV 2000 Mission:

To uplift the poor living standards of the people of Buganda Kingdom such that they live a dignified quality of life by the year 2000. (Through the transformation of the local "village" settlement, the homestead and the individual).

This will be achieved by organizing the people into Development Associations through which they will be able to deal with matters affecting them such as; domestic poverty, health, housing, farming, illiteracy, unemployment, social participation, etc. with the ultimate view of attaining dignified quality of life for all the people of Buganda.

5.3 Policies:

Programme NAV 2000 being under BUCADEF will have to run within the overall policies of BUCADEF. The creation of NAV 2000 structures will stop at sub-county level and as they move upwards responsibility will then move on to BUCADEF.

A project will have to originate from the grassroot and routed through the functional committees of the Development Association. The Technical Committee will endorse it together with the chairman of the Development Association and Secretary of the functional committee. It will then be forwarded to the Programme Officer NAV 2000 who will channel it to the relevant offices in BUCADEF. The final decision will be communicated back as fast as possible.

5.4 Strategies:

The Programme will have to encourage a pattern of growth that makes efficient use of labour and invest in the human capital of the poor. This will provide the poor with opportunities to use their most abundant asset labor as well as improving their well being and increase their capacity to take advantage of newly created possibilities.

Programme NAV 2000 has been developed after thorough consultations with community leaders as well as some members of the grassroot population who have come up with the already mentioned problems. Programme NAV 2000 will then go through the already existing Local and Central Government structures to establish itself Religious Councils. It will have to cooperate and collaborate with LC's, Women Councils, Youth Councils, NGO's plus any other associations deemed relevant to BUCADEF's cause.

Various Seminars and Workshops will be held with the community as well as with community leaders to come out with strategies of combating the already identified problems. A briefing has already been held with several community leaders from all the Districts of Buganda and consultations are still going on. A seminar for all community leaders from all the Sub-Counties of Uganda is in the offing. All this is being undertaken to create awareness and sensitize community leaders while at the same time map out strategies for the programme activities. All these Seminars will be used to sensitize the leaders on the importance of coming together to put up viable structures which will deal with problems affecting them as community members.

Having sensitized the leaders, the Programme will then be launched in the pilot Sub-counties. Seminars will be conducted at Sub - County Headquarters and then spread to parishes. Having concluded the above exercises, Rural Population Appraisal (RPA) will be embarked on. First attention will be on all those people who are already engaged in various activities such as farmers, health personnel, environmentalists, small-scale entrepreneurs, educationalists and many others. After the sensitization programme, people will be expected to form Development Associations with in their respective Sub-counties.

The programme will inculcate and encourage the spirit of self help which is a key aspect to community development.

The programme undertakes to mobilize and organize the masses to come up with viable developmental programmes for the well being of their areas. These developmental programmes will have to be executed in these Development Associations formed.

Under this programme training and sensitization will be major pillars of this programme. The rural masses will have to be trained in all the various developmental aspects (they are engaged in currently and those which can be engaged in.) This will be effected by either identifying homes that could be used as models, or where possible, demonstration centres will be set up.

Facilitation in form of availing inputs at affordable prices. This facilitation will further be in form of "Entandikwa" which can boost the rural production.

The programme will further guide and supervise the various activities engaged in by the Association members.

The programme through competitions and rewards will motivate the populace into activities which strengthen the well being of the community members.

Development of any sort has to be out of self effort and realization, and prime consideration has to be with the beneficiary, while other forces/actors just only facilitate this effort. This potential has to be maximized by mobilizing and directing the masses at grassroot level towards the viable exploitation of those resources at their disposal and the exploitation to their full potential.

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6.0 PROGRAMME ORGANIZATION:

The target group is the rural population.

The Unit of operation for NAV 2000 will be at the sub-county level where people will form themselves into Development Associations which will be the cores of development in the area. It will be these established units, that BUCADEF's activities will target for development.

Programme NAV 2000 will be operating under Directorate for Rural Development at BUCADEF Headquarters headed by a Programme Officer.

At each Sub-county there will be a Sub-county Development Association with various Functional committees. The District Co-ordinator has to be in regular touch with these Development Associations as well as the Programme Officer for NAV 2000. The Development Associations shall elect their leaders democratically. At the Sub-county, within these associations, there shall be a local monitoring and Evaluation committee comprising the beneficiaries and stake holders. The Development Association shall have the following functional committees:

1. Finance and Marketing Committee.
2. Overall Development Mobilization Committee.
3. Environment and Energy Project Committee.
4. Agriculture and Livestock Project Committee.
5. Small-scale Enterprise Project Committee.
6. Moral and Cultural Revival Project Committee.
7. Health and Domestic Hygiene Project Committee.
8. Sports and entertainment Project Committee.
9. Water and Infrastructure Project Committee.
10. Vocational Literacy and Formal Education Project Committee.

The Development Associations will have a Patron and they will be self accounting and NAV 2000 will only play a regulatory as well as a supervisory role. (Details found in Appendix - Model Constitution) The final Constitution will be developed by the people.

6.1 ORGANIZATIONAL CHART FOR NAV 2000

BUCADEF RURAL DEVELOPMENT CHIEF PROGRAMME OFFICER
NAV 2000
PROGRAMME OFFICER
COMMUNITY MOBILIZERS
NAV 2000
DISTRICT CO-ORDINATOR
TECHNICAL COMMITTEE
SCDA
MANAGEMENT BOARD
SCDA
COMMITTEES
SCDA MEMBERSHIP
(COMMUNITY MEMBERS)

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7.0 PROGRAMME IMPLEMENTATION

7.1 Institutional Frame Work.

The Programme which is to be executed under BUCADEF fully enjoys the already existing BUCADEF structure. The Board of Directors is already appointed ( a policy making body), the Programme Officer for BUCADEF is already appointed, the Programme Officer in charge of NAV 2000 implementation is already in place. Other personnel will be recruited by the Board of Directors to execute the various activities. The Programme will be implemented in several phases; the first phase will constitute 18 Sub-counties for a period of 12 months then another batch of 50 Sub-counties will be taken on at every stage for the next four years.

The Programme will be implemented with a small staff of people with multi-skills. These few members will be of sound academic credentials as well as good communicating skills. People at the grassroot will be trained so that the Programme avoids recruiting people from urban areas to rural areas. Where possible the Programme will liase with students from higher institutions of learning who have formed Developmental Associations from these Geographical areas for easy and fast transfer of the Programme. These students may have to be contracted in holidays as far as the Programme's mobilization is concerned. Voluntarism will be highly encouraged.

7.2 Physical components:

The Programme has space for offices at Bulange - Mengo the headquarters of the Monarchy. Since it is a Programme under BUCADEF, it shares facilities with it. However, it will encourage the community to voluntarily offer space for offices of their associations as some have already pledged to do so. It will lobby for the donation of several Programme materials.

7.3 Financial and Technical support:

The Programme will canvass for funding of the various community projects initiated. It will mobilize the donor agency as well the Local Authorities, other NGO's as well as individuals to have meaningful financial support to the various activities existing and those to come.

The Programme will guarantee technical support to the community which may come in form of training, as well as teaching the community. This will be in all forms, be it health, agricultural, social and anything else. This will go a long way in equipping the community with the necessary knowledge they need to uplift their living standards. It will be a duty of every Muganda living in Buganda area to have a role to play for the well being of the Buganda region.

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8.0 PROGRAMME MANAGEMENT SYSTEMS:

8.1 Projects Initiation Procedure:

Programme NAV 2000 will encourage people to come up with viable projects which NAV 2000's relevant functional committees will discuss and recommend. The Project proposal upon endorsement by the Secretary of the Functional Committee in which it falls, and the Chairman of the Sub-county Development Association, will then be passed over to the District Technical Committee comprising; Coordinator for BUCADEF, Programme Officer NAV 2000 and other relevant qualified personnel in which the Project falls. Upon endorsement will be forwarded to the relevant BUCADEF Sectoral offices for the final presentation to the Board of Directors for ratification. Every stage should not exceed a period of one week and the final outcome shall be communicated as fast as possible.

Where funding has been successfully secured, it should be the duty of the BUCADEF to ensure that these funds reach the relevant NAV 2000 offices, and that there is no mismanagement at all levels.

In all the above, a given Association coming up with a programme must be in position to raise at least 40% of the capital outlay. This will be one of the ways of ensuring sustainability of the programme. Where raising of funds may not be possible, at least physical materials and/or labour may be contributed. What is important is to ensure heavy community participation. Technical expertise and a certain level of facilitation where possible will be the duty of NAV 2000. It should be clearly spelt out that NAV 2000 will strive to stimulate the rural population towards realizing the wealth in their midst and how to exploit it.

8.2 Monitoring and Evaluation:

Monitoring of the various Programmes activities will be done by both the participating community as well as the programme staff and even the donor for that particular project. Monitoring will be on going i.e in a regular basis. The Sub-county Development Association executives will be responsible for the local monitoring. The relevant Technical Committees of BUCADEF will also have to link up with the grassroot as in order to have a thorough and effective monitoring mechanism.

Evaluation will be broken down into two major significant phases namely; mid-term evaluation and terminal evaluation. The mid-term evaluation will take place after the first six months which will act as project levels milestones review, this will assist in the review of the progress of the Programme and see whether there is need for any adjustments or changes. The terminal evaluation exercise will be done at the end of the twelve months. This will be done through the analysis of the Programmes' logical framework. Visits will be conducted in these areas, the local community will be given an opportunity to come up with reports so as to truly assess the impact of the programme on the ground.

All the above will be achieved through a thorough management information system. This information will be destined to have this category of people especially the rural community execute the appropriate decisions. Both the bottom-top approach method of information flow will be exercised while the top to bottom flow of information is guaranteed. People will be equipped with methods of collecting information and sieving it as well so that the desired decisions are made. Information received from the community will be channeled through the appropriate NAV 2000 structures until when they reach the relevant office to execute the desired action while from the top it will go through the same channels as well.

8.3 Accountability:

8.4 Procurement:

The Programme will ensure that any material to be purchased has got to be subjected to the local competitive bidding as long as it costs above 5,000,000/= suppliers will be informed of the various needed materials in the local daily news papers and a period of not more than two months will be given. For small items below 5,000,000/= off the shelve shopping will be practiced i.e getting three quotations and picking out the one with the suitable offer. For any material which may require international bidding, the international bidding regulations will be adhered to.

The suppliers quotations will be subjected to the tender committee of BUCADEF comprising the Chief Accountant, Executive Director, a member of the Board of Directors and the relevant Programme Officer under which the material being purchased falls. A company winning the tender will have to deliver the materials in a period not exceeding one month, failure to do so will lead to cancellation of the tender, a runner up bidder may be taken or fresh applications invited. All supplied products must be in conformity with national as well as International Standards in quality.

Funds will only be released if the above procedures and processes are strictly adhered to.

8.5 Financial Accountability:

The Programme's accountability has to be in line with the already laid down terms and policies of BUCADEF. All the expenditures will have to be scrutinized by the Accounts Department headed by a qualified Accountant. Book keeping rules will have to be adhered to.

The Board of Directors will have to approve the budget after which they entrust the various relevant officers to execute. The Bank Account is controlled by authorized members of the Board of Directors. Spending per budget will be encouraged and strongly adhered to. No expenditures shall be entertained without authority from the relevant financial officers. No funds will be realized before the previously taken are not accounted for with valid receipts. The final authority on the Programmes' fund lies with the approved members of the Board of Directors of BUCADEF. (Refer to BUCADEF's Accounting procedure document). An audited report will be given to the funders annually.

A strong audit system and people's decisions will guarantee accountability. There will exist a strong system of both internal and external audit to ensure efficient day to day financial transactions in the Development Associations as well as in the various Programmes existing at this level and this should be consistent with BUCADEF's audit policy.

At the Sub-county level, all expenditures will have to be approved by the Chairman as well as the head of the Finance and Marketing committees. The Patron of the Sub-county Development Association will play a vital role in guaranteeing accountability. At the end of each calendar year, the Accounts will be audited and a report read to members who will authenticate it. A final copy will be sent to BUCADEF offices for final approval.

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9.0 SUSTAINABILITY

The Programme will ensure sustainability through involving the masses to fully participate in its activities. The 40% contribution on capital out lay, physical materials and the provision of labour are done to make the community understand and accept this portion of responsibility. Under the executed projects it will be a duty of the community to effectively handle them, NAV 2000 and BUCADEF will only play a regulatory role.

The sustainability of the various activities to be executed in this programme will depend on the inbuilt sustainability as much of the cost will be domestic. The budget drawn will be optimised according to resources available.

People will be equipped with the knowledge of how to sustain their projects so that at end of the Programme, the executed projects do not collapse.

All people living in urban areas will be mobilized to harness and collect resources and funds to strive to uplift their places of origin. The various Local Governments existing at all levels will be stimulated to assist people so as in order not to slide back into abject poverty.

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10.0 FINANCING:

The Programmes' activities will be funded by Buganda Kingdom, Buganda Investments and Commercial Undertakings Limited (BICUL), cooperation with NGO's, affiliated NGO's, grants from financing institutions, the benefiting community as well as any other well wishers.

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ANNEX I

NAV 2000 - PHASE I BUDGET

SUMMARY OF PROGRAMME COST (USh.)
FOR 18 PILOT SUB-COUNTIES IN 9 DISTRICTS OF BUGANDA
FOR 12 MONTHS
Training 3,000,000/=
Salaries 79,608,000/=
Per diem 12,900,000/=
Transport (1 New 4WD Pickup) 33,000,000/=
9 Motor Cycles 14,400,000/=
Operating costs 15,840,000/=
Maintanance 4,800,000/=
Office accomodation @ Sub-county 10,800,000/=
Seminars 9,000,000/=
Stationery (Filing cabinets, files, papers,charts,etc) 5,000,000/=
Audio Visual materials (mobile education unit) 15,000,000/=
2 Video TV 4,000,000/=
2 Video Decks 1,400,000/=
Public address system 3,000,000/=
Equipment (computer, photocopier, office chairs, et.) 12,000,000/=
2 Generators 8,400,000/=
Initial Capital Funding for start up Projects 100,000,000/=
SUB - TOTAL 372,288,000/=
15% Contingency 49,093,200/=
TOTAL 421,381,200/=
USD ($1 @ 1040/=) $ 405,174

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ANNEX II

FUNCTIONS OF THE VARIOUS OFFICERS
AND COMMITTEES IN THE PROGRAMME

BUCADEF RURAL DEVELOPMENT CHIEF PROGRAMME OFFICER

DUTIES:
- Draw up comprehensive, coordinate and integrated rural development programmes.
- To identify sources of funds to finance the various rural development programmes.

PROGRAMME OFFICER FOR NAV 2000:

DUTIES:
Is the overall officer in charge of NAV 2000 programme.
To coordinate all NAV 2000 activities.
To assist the Buganda communities to come up with viable, fundable and sustainable projects.
To implement, and monitor NAV 2000 activities.
Appraise the performance of projects falling within NAV 2000 and programmes and recommend appropriate action.

COMMUNITY MOBILIZERS:

DUTIES:
Guide the community in matters pertaining to development.
Offer technical know how to the populace.
Teach people about rural based community projects, simple accounting and record keeping.

DISTRICT CO-ORDINATORS:

Supervise the performance of Development Associations.
Liase between the various Development and the NAV 2000 offices.
Offer guidance and technical know-how.
Working with communities to assess their needs, arrange for their training and communicating areas needs through the Programme Officer of NAV 2000.

TECHNICAL COMMITTEE:

Responsible for technical activities.
Responsible for monitoring of the various projects.
Act as the first stage towards the project procedure.
Assesses the viability of community projects.

SUB-COUNTY MANAGEMENT BOARD:

- For their duties, see Model Constitution in Annex III

    References:
  1. Statistics Department, Ministry of Finance and Economic Planning, 1995. 1991 Population and Housing Census
  2. World Bank 1993. Uganda: Growing Out of Poverty World Bank Country Study Washington DC USA

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ANNEX III

MODEL CONSTITUTION FOR SUB-COUNTY DEVELOPMENT ASSOCIATIONS (GUIDELINES)

CONSTITUTION FOR ............................................................................. SUB-COUNTY DEVELOPMENT ASSOCIATION

1. NAME: The name of the Association is ..................................... SUB-COUNTY DEVELOPMENT ASSOCIATION and the registered office will be at ......................................... in Uganda.

2. OBJECTIVES:
The objectives for which the Association is established are:-
(a) To co-ordinate development activities in the sub-county.
(b) To organise the community for meaningful development through initiation of projects.
(c) To act as a link to the Buganda Cultural and Development Foundation (BUCADEF) and the community for development.
(d) To run and fund joint projects in their areas.
(e) To exploit and explore avenues for joint co-operation within and without the Sub-County.
(f) To act as a block and bargain for various activities related to development.
(g) To act as a forum for dialogue and exchange of ideas among the members.
(h) To initiate coherent policies which will guarantee equitable development for their communities.
(I) To search for markets for their members and to avail information to their members in the various aspects of development.
(j) To devise ways for uplifting the living standards of their communities.
(k) To ensure quality control of their member's products.
(l) To ensure the success of BUCADEF's programmes in the area.
(m) To sensitize the community on environmental and health hazards in the Sub- County and to find appropriate remedies thereto.
(n) To have an inventory of the various activities in the Sub-County.
(o) To do anything which enhances these objectives.
(p) To link up with various relevant qualified personnel.

3. MEMBERSHIP
Membership shall be open to all those people residing in that particular Sub-County and who subscribe to the objectives of the Association and BUCADEF in general.

4. DUTIES AND PRIVILEGES OF A MEMBER:
(a) Every member shall be free to participate in the activities of the Association.
(b) Every member shall be free to vote and be voted for.
(c) Every member shall be free to enjoy all the benefits that accrue from the Association.
(d) No member shall be discriminated on the basis of sex, religion, ethnic origin or political thinking.

5. ASSOCIATION COUNCIL:
There shall be an Association Council which shall be the supreme governing body of the Association. It shall be composed of every four members elected from each parish.

6. EXECUTIVE COMMITTEE
There shall be an executive committee of the Association Council which shall consist of the following:
(i) Patron
(ii) Chairman
(iii) General Secretary
(iv) Treasurer
(v) Head of Agriculture and Livestock project committee
(vi) Head of Environment and energy committee
(vii) Head of small scale enterprises
(ix) Head of vocational, Literacy and formal education
(x) Head of moral and cultural revival
(xi) Secretary of Finance and Marketing Committee
(xii) Secretary of Overall Development Mobilization Committee.
(xiii) Secretary of Sports and Entertainment Project Committee.
(xiv) Secretary of Water and Infrastructure Committee.

(b) The committee shall be the governing organ of the Association and shall direct its affairs of the Association and exercise powers conferred by the Association under this constitution.

(c) The Executive Committee shall be elected from among members of the Association Council save for the Patron who will be appointed from within or without the Association Council. The Patron shall be a person with an impeachable character.

7. DUTIES OF THE MEMBERS OF THE EXECUTIVE COMMITTEE:

(a) PATRON:
- Shall offer guidance and advisory services to the Development Associations.
- Shall be first principle signatory to the account.

(b) CHAIRMAN:
- Shall be the overall executive of the Sub-County Development Association (SCDA).
- Shall preside overall executive and council meetings.
- Shall over see the day to day activities of the SCDA's.
- Shall liase with BUCADEF in day to day activities.
- Shall cause for meetings to sit.
- Shall be an ex-officio in all sub-committees under SCDA.
- Plan and co-ordinate the SCDA's activities.
- Shall make contacts with other relevant organisations as well as individuals for purposes of fulfilling these objectives.
- Shall cause the presentation of audited accounts to the members of the SCDA.
- Shall be signatory to the account.

(c) GENERAL SECRETARY
- Shall provide all secretarial work to the Executive as well as to all committees.
- In liaison with the Chairman shall call Executive as well as Council meetings.
- Shall read minutes to the Executive as well as Council.
- Shall keep records of the Executive Committee and of the Council.

(d) TREASURER
- Shall ensure safety of the SCDA's funds.
- Shall keep petty cash as well as maintain a petty cash book.
- Develop internal control measures in the disbursement of funds.
- Shall collect all funds for SCDA's.
- Shall prepare and read a balance sheet at every end of financial year.
- Shall facilitate all meetings.
- Shall purchase all materials needed by the SCDA.
- Shall be a signatory to the SCDA's account.

(e) HEAD OF AGRICULTURE AND LIVESTOCK PROJECT COMMITTEE
- Shall be the chairman of the committee.
- Shall be responsible for planning and coordinating of Agriculture and Veterinary development in the SCDA.
- Shall be responsible for the creation and supervision of clubs falling under him/her.
- Shall ensure that farmers undertake viable activities.
- Shall ensure that the SCDA's farms measure up the standards.
- Shall ensure that each house hold has adequate food crops, nutritional as well as cash crops.
- Develop a food security system with in their localities.
- In liaison with the executive organise and look for market of their products.
- Organise for cheaper drugs and other farm implements/equipment's for their members.
- Shall arrange farm visits for their members.
- Explore all other avenues for the development of Agricultural and veterinary services.

(f) HEAD OF ENVIRONMENT AND ENERGY PROJECT COMMITTEE
- Shall be the overall head of environment activities.
- Shall encourage the formation of environmental clubs.
- Work on the development of a nursery bed which will guarantee easy access of seedlings to their members.
- Shall ensure that there is protection, conservation and development of the environment.

(g) HEAD OF HEALTH AND DOMESTIC HYGIENE PROJECT COMMITTEE
- Shall head the Health Committee.
- Shall be the overall head of the health affairs.
- Shall ensure the general health and hygienic conditions in the area.
- Shall design health/hygienic programmes in the area.

(h) HEAD OF SMALL SCALE ENTERPRISES PROJECT COMMITTEE
- Shall be the overall head of Small Scale Enterprises Project Committee (SSEPC).
- Shall be responsible for the promotion and supervision of SSEPC.
- Shall design a strategy of marketing their products.
- Shall ensure quality control of the products of their members.
- Organise for cheaper raw materials for their members.
- Organise Forums through which they can exchange ideas.
- Shall explore all other avenues as far as small scale industrial development is concerned.

(i) HEAD OF VOCATIONAL, LITERACY AND FORMAL EDUCATION PROJECT COMMITTEE:
- Shall be the overall head of education programmes in the SCDA.
- Shall co-ordinate all education activities in the Association.
- Shall maintain an inventory of all schools and institutions in the area.
- Shall strive for the establishment of schools and other institutions in the area.
- Shall co-ordinate any assistance provided in the field of education under the SCDA.
- Shall be responsible for designing adult literacy programmes in the sub-county.
- Shall seek alternative employment for the various school drop outs.

(j) HEAD OF MORAL AND CULTURAL REVIVAL PROJECT COMMITTEE:
- Shall be the overall head of Cultural and Social affairs.
- Shall work for the promotion of culture.
- Shall organise cultural festivities in the sub-county.
- Shall organise competition in the various games and sporting activities.
(Ekigwo, Omweso, Football, Netball etc)
- Shall work for the establishment of various recreational centres in the sub- county.
- Shall unify members of the varying clans in the sub-county.
- Shall do any other activity which will enhance the promotion of the cultural and social aspect of the people in the sub-county.

(k) SECRETARY OF FINANCE AND MARKETING COMMITTEE:
- Shall be the overall head of Finance and Marketing.
- Shall organise for gainful marketing of Association members' products.
- Shall work to establish marketing facilities services i.e stores.
- Shall ensure that members get returns of their proceeds as soon as they are sold off.
- Shall ensure that there are laid out strategies for the financing of their members' activities.
- Shall guarantee transparency and accountability of the Association's funds by the Treasurer.
- Shall design a Marketing and Financing strategy of the members' activities/products.

(l) SECRETARY OF OVERALL DEVELOPMENT MOBILIZATION COMMITTEES:
- Shall be Head of this Committee.
- Shall work out strategies for mobilizing masses for the overall success of the Association activities.

(m) SECRETARY OF SPORTS AND ENTERTAINMENT PROJECT COMMITTEE:
- Shall be the overall Head of this Committee.
- Shall organise various sporting and entertainment activities in the Association.
- Shall work for the introduction of various games in the area.
- Shall work for the establishment of various recreational centres and community centres in the Sub-County.
- Shall work for the revival of cultural games.
- Any other duty which will promote sports and entertainment in the community.

(n) SECRETARY OF WATER AND INFRASTRUCTURE COMMITTEE:
- Shall be the overall Head of this Committee.
- Shall strive to achieve safe water programmes.
- Shall ensure that infrastructure is made, protected and developed (i.e roads, basically feeder roads)
- Shall ensure that other public amenities are not misused.

8. COMMITTEES UNDER DEVELOPMENT ASSOCIATIONS
(a) Agricultural and Livestock Project Committee Composition:
- Secretary for Agriculture and Livestock Project Committee as its Chairman.
- Shall not exceed five people.
- Shall have people from both the agriculture and veterinary.
- The chairman of the SCDA shall be an Ex-Officio member.

Duties:-
- To sanction and approve all agricultural and veterinary work with in the sub-county Development Association.
- Ensure transparency in the activities of the committee.
- Identify the agricultural as well as veterinary needs of their areas.
- Approve and endorse an activity plan.
- Ensure that obligations of this committee are met.

(b) SMALL SCALE ENTERPRISES PROJECT COMMITTEE
Composition:
- Secretary of SSEPC shall be the chairman.
- It should not exceed 5 members.
- The various small scale industrialists existing in the sub-county should elect 5 people.
- The Chairman of SCDA shall be an Ex-officio member.

Duties:-
- Sanction and approve small scale Industrial development activities of their members.
- Recruit new members in the association.
- Ensure quality control of the products of their members.
- Work out a strategy for marketing products of their members.
- Approve and endorse an activity plan of their members.

(c) MORAL AND CULTURAL REVIVAL PROJECT COMMITTEE
Composition:-
- Shall be headed by the head of moral and cultural revival committee.
- Various sports clubs such as for football, netball, Kigwo etc will elect two people to this committee.
- Lukiiko representative presently known as Cultural Representative in the area.
- Any other two elected members.
- Secretary of this committee shall be a youth.

Duties:
- Sanction and approve all activities related to culture and social affairs.
- Design cultural and social programmes.

(d) ENVIRONMENTAL COMMITTEE
Composition:
- Secretary for environment as Chairman.
- 4 members from the various environmental clubs.
- Chairman of SCDA shall be an ex-officio member.

Duties:
- To sanction and approve environmental activities among their members.
- To identify and jointly agree on which programmes to run in their areas.
- See how the environmental programmes can generate profit for their members.

(e) HEALTH AND DOMESTIC HYGIENE PROJECT COMMITTEE
Composition:
- It will be headed by the head of Health and Domestic Hygiene Project Committee.
- The various private health practitioners in the area.
- Herbalist's should have 2 representatives.
- Chairman shall be an ex-officio.
- Members of this committee should not exceed five people.

Duties:
- Sanction and approve health programmes.
- Come up with strategies of uplifting the health and hygienic conditions in the area.

(f) VOCATIONAL, LITERACY AND FORMAL EDUCATION COMMITTEE
Composition:
- Head of Vocational, literacy and formal education shall be chairman.
- Five other members.
- The L.C. III Secretary for Educational Affairs shall be a co-opted member.
- The YC III Student's Affairs Secretary shall be a co-opted member.

Duties:
- Sanction and approve education activities.
- Devise ways and strategies for the improvement of education affairs.

(g) FINANCE AND MARKETING COMMITTEE:
Composition:
- Secretary for Finance and Marketing Committee as its Chairman.
- 4 members elected by the Association Council.
- The Chairman of the SCDA and Treasurer will be ex-officials.

Duties:
- To sanction and approve Finance and Marketing activities.
- Identify and agree on the various activities falling under this Committee.
- Lay strategies for the financing of the various activities of their members and Association and also by marketing strategies.
- Any other duty falling in their jurisdiction.

(h) OVERALL DEPARTMENT MOBILIZATION COMMITTEE:
Composition:
- Secretary for Overall Development Mobilization shall be its Chairman.
- Any other four members.
- Chairman of SCDA is an ex-official.

Duties:
- Work out strategies for mobilizing masses for the overall success of the Association's activities.
- Any other with in the scope of mobilization.

(i) SPORTS AND ENTERTAINMENT PROJECT COMMITTEE:
Composition:
- Secretary for sports and entertainment shall be its Chairman. - YC3 Secretary for sports and culture shall be co-opted. - Any other 3 people. - Chairman of the SCDA and Secretary for Moral and Cultural Committee shall be ex-officials.

Duties:
- Sanction and approve the sports and entertainment programme.
- Lay sporting and entertainment strategies.
- Work for the introduction of various games in the area.
- Work for the establishment of various recreational centres and entertainment centres.
- Any other falling in this category.

(j) COMMITTEE FOR WATER AND INFRASTRUCTURE:
Composition:
- Secretary for water and infrastructure Committee as its Chairman.
- Any other 4 members with keen interest in the above areas.
- Chairman of the SCDA will be an ex-official.

Duties:
- Sanction and approve programmes of this Committee.
- Lay strategies for the attainment of safe water and well developed infrastructural facilities.
- Work for development and protection of the infrastructure.

9. POWERS OF THE COMMITTEE
(a) The Committee shall be responsible for running the day to day affairs of the Association.

(b) The Committee shall exercise all such powers and all such things as may be exercised or done by the Association, save as are by this constitution or any law for the time being in force, require to be done by the Association in General meetings. No rules made by the Association in General meetings shall invalidate any prior act of the committee which would have been valid if such rules had not been made.

(c) The committee shall have power to co-opt any member to the committee and to set up sub-committees to facilitate its work.

10. ANNUAL GENERAL MEETINGS
An annual General Meeting of the Association shall ordinarily be held not later than the last of ......................... for the purposes of receiving and passing the accounts for the proceeding year, or electing the committee and for transaction of such other business as may be specified in the notice of which due notice shall have been given.

11. EXTRA - ORDINARY MEETING
An extra-ordinary meeting of the Association may be called at any time by the committee or on the requisition to the secretary in writing of not fewer than twenty five full members of the Association, such requisition shall specify the nature of the business to be discussed.

12. NOTICES OF GENERAL MEETINGS AND OF RESOLUTIONS
(a) Notice of every Annual General meeting and of all General Meetings shall be given to the members not fewer than 14 clear days prior to the date of the meeting. Such notice shall specify the nature of the business to be discussed.

(b) Any member desiring to propose a resolution upon any subject other than those specified in the notice, shall give 7 clear days notice of the same in writing to the secretary which resolution shall exhibited at the Association offices.......... clear days prior to the date of the meeting.

13. QUORUM FOR GENERAL MEETINGS
(a) A quorum for all General Meetings shall be 2/3 of all the full members of the Association.

(b) A quorum for the Executive committee meeting shall be 1/2 of the elected members of the committee.

14. CHAIRMAN AT GENERAL MEETING
(a) At any General Meeting the Chairman and in his absence any member of the Executive Committee approved by the Chairman shall preside over the meeting.

15. SIGNING OF DOCUMENTS
(a) All documents other than those relative to immovable property of the Association required to be signed on behalf of the Association, shall be sufficiently so signed by two members of the committee approved by the committee for that purpose and such documents so signed shall be binding on the Association and all members thereof.

16. PROXIES
No member may vote by proxy at any General meeting of the Association or at any meeting of the committee.

17. AUDIT
(a) There shall be auditors both internal and external.

(b) The auditors shall be elected by the members in an Annual General Meeting, provided that the internal auditors shall be elected from amongst the full members of the Association.

(c) The yearly accounts shall be closed on the.................., of each year. The accounts shall be audited, printed and copies shall be exhibited at the offices of the Association at least a week before the Annual General meeting.

18. AMENDMENTS OF THE CONSTITUTION
(a) The constitution of the Association may be amended at the Annual General meeting or at a special meeting called specifically for that purpose by a majority of three quarters of the members present and voting at such meetings and these amendments have to be communicated to BUCADEF office as soon as possible.

(b) Notice of any proposed amendment of the constitution supported by not less than (1/3) full members shall be served on the secretary not less than thirty days from the date of the meeting.

19. RULES OF THE ASSOCIATION
Subject to the provision of this constitution the committee may make rules and regulations for the smooth running of the Association.

EXECUTIVE COMMITTEE MEMBERS SIGNATURE
1. CHAIRMAN ..........................
2. VICE CHAIRMAN ..........................
3. TREASURER ..........................
4. SECRETARY .........................
COMMITTEE MEMBERS SIGNATURE
1. ..................................... ..........................
2. ..................................... ..........................
3. .................................... ..........................
4. ..................................... ..........................
5. ..................................... ..........................

DATED at ................................. this .................day of .................... 199....


WITNESS TO THE ABOVE SIGNATURES

Signature: ............................................
Name in full: .......................................
Occupation: .........................................
Address: .............................................


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