Kamuli District DDP III 2020 - 2025 - 0

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KAMULI DISTRICT LOCAL

GOVERNMENT
DISTRICT DEVELOPMENT PLAN (DDPIII) 2020/21
-2024/25
VISION
“A district where people live a quality life through access of basic social
services with sustainable household income by 2040”
THEME OF THE PLAN

“Sustainable Industrialization for inclusive growth, employment and wealth creation”
KAMULI DISTRICT LOCAL GOVERNMENT DEVELOPMENT PLAN FOR FINANCIAL YEAR 2020/21 – 2024/25
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Map 1: Map of Uganda by
District - 2020
KAMULI DISTRICT
BALAWOLI
NAMASAGALI
NABWIGULU
KTC￫￫ NAMWENDWA
BUTANSI
KITAYUNJWA
MBULAMUTI
BULOPA
BUGULUMBYA
KISOZI
NAWA – WANKOLE
NYAGO
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District vision statement
“A district where people live a quality life through access of basic social services with sustainable household
income by 2040”District mission statement
“To promote sustainable socio-economic development of the people of Kamuli focusing on the local and
national priorities”
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FOREWORD
Under the decentralization policy, and pursuant to the Local Governments Act CAP 243 Local
Governments are gazetted as Planning Authorities and the provisions of Sections 36, 37 and 38
empower Local Governments to execute the planning functions and as such, this is the third DDP
following the DDP II (2015/16 – 2019/20), where the district registered a number of achievements.
It is within this mandate of the aforesaid provisions that this 5 year District Development Plan III
(2020/21 – 2024/25) has been prepared which is aligned to the 5 year National Development Plan III.
It is an official district document that defines the desired aspirations of the Local Government, sets out
the challenges faced and provides priorities for the next five years that the Local Government will
pursue towards achieving its desired sector goals and objectives. It also outlines allocation of resources
to each sector towards implementation of the sector priorities.
A number of investments have been made by this district and development partners in the various
sectors. These investments must continue to contribute to poverty reduction and improvement of the
livelihoods of the communities. In order that these contributions are sustained, I am committing the
district to ensuring operation and maintenance of the investments made by both the district and
development partners on an annual basis to ensure sustainability.
I wish to express my gratitude to all those who contributed in one way or another in the formulation
and production of this Development Plan. Special thanks goes to the Chief Administrative Officer, the
entire technical team and the members of the District Planning Unit for the co-ordination role played,
Ministry of Local Government & National Planning Authority for their mentoring role.
The district council will annually commit funds in its annual budget for operations and maintenance of
the existing and planned investments.
Lastly, I appeal to all stakeholders in development, the donor community and technical officers to use
this document for better planning geared towards improving the living standards and realizing the
overall goal of improved quality of life for the people of Kamuli District.
KATEGERE THOMAS
DISTRICT CHAIRPERSON
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Acknowledgement
The Local Government Act CAP 243 under sections 77(1) and 77(5) stipulates that Local governments shall
have the right and obligation to formulate, approve and execute their budgets and plans provided the budgets
shall be balanced and always take into account the approved development plan of that Local Government.
Following the expiry of Kamuli District Development Plan II (2015/16 – 2019/20) in June, the District has
prepared the successor five – year Development Plan III running from FY 2020/21 – 2024/25 which will guide
the development path of the district for the next five years. This Development Plan is aligned to the National
Development Plan (NDP) III and it will contribute to the achievement of the goal and objectives of NDP III.
On behalf of Kamuli District Local Government, I would like to express our gratitude and indebtedness to all
stakeholders and development partners for the continued financial and technical support extended to the district
during the last five years DDP II (2015/16 – 2019/20). I also wish to extend special thanks to National Planning
Authority for the invaluable technical support given in preparing the Plan and development partners including
United National Development Programme (UNDP) and VNG who have funded some of the activities of
preparing the Plan.
In a special way I thank the Central Government, District Council, Lower Local Governments, District
Technical Planning Committee and indeed the District Planning Unit for their valuable input and contributions
towards the completion of this plan.
I take this opportunity to thank the District Planning Unit for the commitment and technical support to all
departments and consolidating the views from the various contributors into this Plan.
It is my sincere hope that the District Council and Technical staff will adopt and implement this Five
Year Development Plan III (FY 2020/21-2024/25) in order to achieve the overall goal of increased
household incomes and improved quality of life.
MAWEJJE ANDREW
CHIEF ADMINISTRATIVE OFFICER.
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Table of Contents
FOREWORD ...................................................................................................................................................................... 4
ACKNOWLEDGEMENT .................................................................................................................................................. 5
LIST OF TABLES .............................................................................................................................................................. 8
LIST OF FIGURES .......................................................................................................................................................... 10
EXECUTIVE SUMMARY............................................................................................................................................... 13
1.0 INTRODUCTION ............................................................................................................................................... 16
1.1 Background........................................................................................................................................... 16
Key achievements of the previous Plan ........................................................................................................... 17
Major challenges .............................................................................................................................................. 18
Lessons learnt ................................................................................................................................................... 19
1.2 District Profile ...................................................................................................................................... 21
1.2.1.1 Topography ................................................................................................................................................... 22

1.2.1.2 Climate .......................................................................................................................................................... 22
1.2.1.3 Vegetation ..................................................................................................................................................... 22
1.2.1.4 Natural Endowments ..................................................................................................................................... 22
1.2.2 Administrative structure ............................................................................................................................... 23
1.2.3 Demographic characteristics ....................................................................................................................... 26
2.0 SITUATION ANALYSIS .................................................................................................................................... 30
2.1 Introduction .......................................................................................................................................... 30
2.3.1 Agriculture ................................................................................................................................................... 32

2.2.2 Tourism ......................................................................................................................................................... 41
2.2.4 Trade, Industry and Cooperatives ..................................................................................................................... 43
2.2.5 Financial Services ............................................................................................................................................. 46
2.3 Economic/Productive Infrastructure ..................................................................................................... 47
2.3.1 Water for Production (WfP). ............................................................................................................................. 48

2.3.2 Transport (Road DUCAR)................................................................................................................................. 50
2.3.3 Energy ............................................................................................................................................................... 54
2.3.4 ICT .................................................................................................................................................................... 55
2.4 Human and Social Development .......................................................................................................... 56
2.4.1 Health ................................................................................................................................................................ 56

Accessibility to health Services ........................................................................................................................ 57
Health Services Accessibility indicators .................................................................................................................... 58

Disease Burden and Causes of death .............................................................................................................. 62
2.4.2 Water and Sanitation ......................................................................................................................................... 67

2.4.3 Education .......................................................................................................................................................... 70
2.4.4 Community Development and Social Protection ............................................................................................... 76
2.5 Environment and Natural Resources .................................................................................................... 80
2.5.3: Waste Management-Solid and Liquid .............................................................................................................. 89

2.5.5: Air: ................................................................................................................................................................... 92
2.5.6: Lands................................................................................................................................................................ 93
2.5.7: Summary of Issues ........................................................................................................................................... 93
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2.6 Urban Development and Physical Planning ......................................................................................... 94
2.6.1 Urbanization ................................................................................................................................................. 94

2.6.2 Housing ......................................................................................................................................................... 95
2.6.3 Physical Planning ......................................................................................................................................... 96
2.7 LG Management and Service Delivery ................................................................................................ 97
2.7.1 Administrative structure and infrastructure at both HLG and LLG levels; .................................................. 97
2.7.2 Staffing structure and staffing level by functions; ....................................................................................... 104
2.7.3 Status of equipment and tools for service delivery; ..................................................................................... 105
3 LGDP STRATEGIC DIRECTION AND PLAN ................................................................................................. 107
3.1 LG Vision and Mission Goals, Strategic Objectives .......................................................................... 107
3.2 Summary of adopted NDP III Strategic Direction.............................................................................. 107
3.5 Adopted NDPIII Programmes and LGDP Programme Objectives .................................................... 114
3.6 LGDP Programme, Objectives, interventions, Results (Outcomes and Outputs ............................... 116
3.6.1 (a) NDPIII Objective/LGDP Strategic Objective (s): ..................................................................................... 116

4.0 LGDP IMPLEMENTATION, COORDINATION AND PARTNERSHIP FRAMEWORK ..................... 149
4.1 LGDP Implementation and Coordination Strategy ............................................................................ 149
4.1.1 Introduction .................................................................................................................................... 149
4.2 LGDP Institutional Arrangements ...................................................................................................... 151
4.3 LGDP Integration and Partnership Arrangements .............................................................................. 152
4.4 Pre-Requisites for Successful LGDP Implementation........................................................................ 153
5.0 LGDP FINANCING FRAMEWORKS AND STRATEGY ........................................................................... 155

5.1.1 Central Government Transfers .............................................................................................................. 155
5.2.2 Local Revenue........................................................................................................................................ 156
5.2.3 Donor support................................................................................................................................ 156
5.3 Costing of priorities and results (Sector Outcomes, outputs and Targets, annualized costs, sources- GOU,
LR, DP, Private Sector)............................................................................................................................................ 158
5.4.1 Objectives for resource mobilization .......................................................................................................... 160
5.4.2 Strategies for resource mobilization ............................................................................................................... 160
6.0 LGDP MONITORING AND EVALUATION FRAMEWORK .................................................................... 161
6.1 LGDP Monitoring and Evaluation Arrangements .............................................................................. 161
6.2 LGDP Communication and Feedback Strategy/Arrangements .......................................................... 163
KAMULI PARISHES BY COUNTY AND SUBCOUNTY ......................................................................................... 231
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List of Tables
TABLE 1. 1: SHOWING KAMULI DISTRICT POPULATION & AREA (KM2) ................................................. 21
TABLE 1. 2 ADMINISTRATIVE UNITS SUMMARY 2020 ............................................................................. 23
TABLE 1. 3 TOTAL POPULATION BY SEX, AND SEX RATIO BY SUB-COUNTY; KAMULI DISTRICT, 2014 ... 26
TABLE 1. 4 TOTAL POPULATION BY AGE GROUP AND SEX, KAMULI DISTRICT, 2014 .............................. 27
TABLE 1. 5 POPULATION BY SPECIAL AGE GROUPS ................................................................................ 27
TABLE 2. 1 KEY DEVELOPMENT INDICATORS .......................................................................................... 31

TABLE 2. 2 ANALYSIS OF DEVELOPMENT SITUATIONS ............................................................................ 32
TABLE 2. 3 POCC ANALYSIS PER LG ISSUE AFFECTING AGRO-INDUSTRIALIZATION PROGRAM ............... 32
TABLE 2. 4 ESTIMATED NUMBER OF HOUSEHOLDS ENGAGED IN SELECTED CROP ENTERPRISES .............. 34
TABLE 2. 5 COMMON DISEASES AND PESTS FOR SELECTED CROPS .......................................................... 35
TABLE 2. 6 LIVESTOCK ENTERPRISES BY CATEGORY .............................................................................. 36
TABLE 2. 7 OTHER ANIMALS BY CATEGORY ........................................................................................... 36
TABLE 2. 8 ESTIMATED PRODUCTIVITY FOR THE MAJOR CROP ENTERPRISES – 2020 BASELINE .............. 36
TABLE 2. 9 ESTIMATED PRODUCTIVITY FOR THE MAJOR LIVESTOCK ENTERPRISES – 2020 BASELINE..... 37
TABLE 2. 10 FISH FARMING .................................................................................................................... 37
TABLE 2. 11 NUMBER OF LANDING SITES BY ANNUAL FISH CATCH AND VALUE BY SUB-COUNTY FOR 2019
......................................................................................................................................................... 38
TABLE 2. 12 NUMBER OF BEE FARMERS IN THE DISTRICT BY TYPE, NUMBER OF BEEHIVES AND
PRODUCTION ..................................................................................................................................... 38
TABLE 2. 13 PRODUCTION AND PRODUCTIVITY IN ENTOMOLOGY .......................................................... 39
TABLE 2. 14 LOCATION OF WILD GAME AND VERMIN ............................................................................ 41
TABLE 2. 15 POCC ANALYSIS OF TOURISM SECTOR.............................................................................. 42
TABLE 2. 16 ROAD CATEGORY & MANAGEMENT RESPONSIBILITY......................................................... 50
TABLE 2. 17 KAMULI DISTRICT FEEDER ROADS NETWORK ...................................................................... 51
TABLE 2. 18 STATE OF THE DISTRICT FEEDER ROADS ............................................................................ 52
TABLE 2. 19 NUMBER OF HOUSEHOLDS AND MAIN SOURCE OF ENERGY FOR LIGHTING BY SUB-
COUNTY; KAMULI DISTRICT, 2014 .................................................................................................. 54
TABLE 2. 20 USE OF ICT ....................................................................................................................... 55
TABLE 2. 21 HEALTH INFRASTRUCTURE (CATEGORIES) .......................................................................... 56
TABLE 2. 22 HEALTH TRANSPORT EQUIPMENT ...................................................................................... 58
TABLE 2. 23 STAFFING IN DISTRICT HEALTH OFFICE ............................................................................. 58
TABLE 2. 24 STAFFING IN HOSPITAL ...................................................................................................... 59
TABLE 2. 25 STAFFING IN GOVERNMENT HEALTH UNITS HC IV ............................................................ 60
TABLE 2. 26 STAFFING HEALTH CENTRE IIIS .......................................................................................... 61
TABLE 2. 27 STAFFING HEALTH CENTRE II ............................................................................................ 61
TABLE 2. 28 TOP TEN CAUSES OF MORBIDITY FOR ALL AGE GROUPS DURING PREVIOUS FY 2019/20 ..... 62
TABLE 2. 29 TOP TEN CAUSES OF MORBIDITY FOR UNDER FIVE DURING PREVIOUS FY 2019/20 ........... 62
TABLE 2. 30 TOP TEN CAUSES OF MORBIDITY FOR FIVE YEARS AND ABOVE DURING PREVIOUS FY
2019/20 ............................................................................................................................................ 62
TABLE 2. 31 TOP TEN CAUSES OF MORTALITY FOR UNDER FIVE YEARS DURING PREVIOUS FY 2019/20 63
TABLE 2. 32 TOP TEN CAUSES OF MORTALITY FOR FIVE YEARS AND ABOVE DURING PREVIOUS FY
2019/20 ............................................................................................................................................ 63
TABLE 2. 33 SAFE WATER COVERAGE PER SUB-COUNTY. ....................................................................... 68
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TABLE 2. 34 LATRINE AND HAND WASHING COVERAGE IN KAMULI DISTRICT........................................ 69
TABLE 2. 35 NUMBER OF ECD CENTRES IN KAMULI BY SUBCOUNTY, TYPE FOUNDING
BODY AND LOCATION ............................................................................................................... 71
TABLE 2. 36 PRIMARY SCHOOLS INFRASTRUCTURE 2020 ......................................................... 73
TABLE 2. 37 PLE PERFORMANCE TREND 5 YEARS....................................................................... 74
TABLE 2. 38 SCHOOL FACILITIES – SECONDARY SCHOOL DATA. ............................................ 75
TABLE 2. 39 FAL MANAGEMENT INFORMATION SYSTEM 2020 ................................................ 77
TABLE 2. 40 SAGE MANAGEMENT INFORMATION SYSTEM 2020 .......................................... 78
TABLE 2. 41 UWEP MANAGEMENT INFORMATION SYSTEM 2020 ........................................... 78
TABLE 2. 42 BASIC DATA ON FORESTRY IN KAMULI DISTRICT ............................................................. 82
TABLE 2. 43 TYPE OF FORESTS BY ACREAGE ........................................................................................ 82
TABLE 2. 44 LOCAL FOREST RESERVES ................................................................................................. 83
TABLE 2. 45 FOREST RESERVES ............................................................................................................. 84
TABLE 2. 46 DISTRIBUTION OF FOREST RESERVES BY CATEGORY........................................................... 84
TABLE 2. 47 CENTRAL FORESTS BY LOCATION BY SIZE .......................................................................... 84
TABLE 2. 48 CENTRAL FOREST RESERVES AND STATUS OF DEGRADATION ............................................ 85
TABLE 2. 49 WASTE MANAGEMENT (PARTICULARLY FOR URBAN) AS OF 2020 ....................................... 90
TABLE 2. 50 PHYSICAL PLANNING STATUS OF URBAN COUNCILS ........................................................... 94
TABLE 2. 51 STAFFING LEVELS IN KAMULI DISTRICT 2020 ............................................................ 104
TABLE 2. 52 KEY STANDARD DEVELOPMENT INDICATORS AND STATUS........... ERROR! BOOKMARK NOT
DEFINED.
TABLE 4. 1 STAKEHOLDERS IN IMPLEMENTATION AND COORDINATION ................................................ 149

Table 5. 1 Showing LGDP Financing Framework (Figures are presented in million shilling) 155
TABLE 5. 2 BREAKDOWN OF THE CENTRAL GOVERNMENT TRANSFERS (IN 000’S) ............................... 155
TABLE 5. 3 BREAKDOWN OF THE LOCAL REVENUE ............................................................................... 156
TABLE 5. 4 BREAKDOWN OF THE DONOR SUPPORT (IN 000’S) .............................................................. 156
TABLE 5. 5 BREAKDOWN OF OTHER SOURCES OF FUNDING (OFF BUDGET SUPPORT) ............................. 156
TABLE 5. 6 PROGRAMME COSTS, INDICATING FUNDING SOURCES (FIGURES ARE PRESENTED IN MILLION
SHILLING) ....................................................................................................................................... 158
TABLE 5. 7 SUMMARY OF PROJECT COSTS AND SOURCE OF FINANCINGS (COST THE PROJECTS IS PART OF
THE PROGRAMME COST) .............................................................. ERROR! BOOKMARK NOT DEFINED.
TABLE 5. 8 PROGRAMME FUNDING GAPS ............................................................................................... 159
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List of Figures
FIGURE 1 MAP OF KAMULI DISTRICT POPULATION DISTRIBUTION BY SUB COUNTY, 2014 ..................... 25
FIGURE 2 MAP OF HEALTH FACILITIES IN KAMULI DISTRICT .................................................................. 57
FIGURE 3 KAMULI DISTRICT LOCAL GOVERNMENT ORGANIZATIONAL CHART .................................... 102
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List of Acronyms
ANC - Anti-Natal Care
ART - Anti-Retroviral Treatment
BCC - Behaviour Change and Communication
CAO - Chief Administrative Officer
CBO - Community Based Organization
CFO - Chief Finance Officer
CNDPF - Comprehensive National Development Planning Framework
CSO - Civil Society Organization
DDP - District Development Plan
DEC - District Executive Committee
DHMT - District Health Management Team
DHO - District Health Officer
DTPC - District Technical Planning Committee
POCC - Potential Opportunities Challenges and Constraints
LGDP - Local Government Development Plan
EIA - Environmental Impact Assessment
GoU - Government of Uganda
HC - Health Centre
HLG - Higher Local Government
HIV - Human Immunodeficiency Virus
ICT - Information Communication Technology
IEC - Information Education and Communication
LC - Local Council
LED - Local Economic Development
LLG - Lower Local Governments
MAAIF - Ministry of Agriculture, Animal Industry and Fisheries
MDG - Millennium Development Goals
MoLG - Ministry of Local Government
NDP - National Development Plan
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NEMA - National Environment Management Authority
NGO - Non – Governmental Organization
OPD - Out Patient Department
OPM - Office of the Prime Minister
PDCs - Parish Development Committees
PHC - Primary Health Care
POCC - Potential Opportunities Challenges and Constrains
PWD - Persons With Disabilities
RGC - Rural Gross Centre
SDG - Sustainable Development Goals
STI - Sexual Transmitted Infection
TB - Tuberculosis
UDHS - Uganda Demographic Health Survey
UNDP - United National Development Programme
UNFPA - United Nations Population Fund
USMID - Uganda Support to Municipal Infrastructure Development
UNHCR - United Nations High Commission for Refugees
UPE - Universal Primary Education
VEDCO - Volunteer Efforts for Development Concerns
VHTs - Village Health Teams
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EXECUTIVE SUMMARY
This District Development Plan (DDP III) for Kamuli District Local Government covers the fiscal
period 2020/21 to 2024/2025. It gives the district’s medium term strategic direction, priorities and
implementation strategies. It also highlights the district’s current development status, challenges and
opportunities. It also takes into consideration the strategic direction of the NDP III and is anchored on
the overall goal of NDP III which aims at achieving “Increased household incomes and improved
Quality of life”.
The Plan is in line with the District vision “A district where people live a quality life through access of
basic social services with sustainable household income by 2040” and Mission “To promote
sustainable socio-economic development of the people of Kamuli focusing on the local and national
priorities”.
The Plan focuses on achieving the five NDP strategic objectives namely: -
1. Enhance value addition in Key Growth Opportunities

2. Strengthen private sector capacity to drive growth and create jobs
3. Consolidate & increase stock and quality of Productive Infrastructure
4. Increase productivity, inclusiveness and wellbeing of Population
5. Strengthen the role of the State in development
The Planning framework in NDP III changed from Sector based planning to Programme based
planning comprising of eighteen programmes. In line with NDP III the DDP III has also adopted the
Programme based planning by adopting programmes which have the greatest impact on our population
and are within the mandate of the district to which it has a significant influence on their outcomes.
The adopted programmes are summarized below:-
1. Agro-Industrialization
2. Tourism Development
3. Natural resources, Environment, Climate Change, Land and Water Management
4. Private Sector Development
5. Digital Transformation
6. Transport Interconnectivity
7. Sustainable Energy Development
8. Sustainable Urban Development
9. Human Capital Development
10. Community Mobilization and Mindset Change
11. Regional Development
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12. Governance and Security Strengthening
13. Public Sector Transformation
14.Development Plan Implementation
Broad objectives
 Improve household incomes through increased production and productivity

 Promote and ensure the rational and sustainable utilization, development and effective
management of environment and natural resources for socio-economic development.
 Develop adequate, reliable and efficient multi modal transport network in the district
 Increase access to quality social services focusing on Health, Education and safe water
 To contribute to the production of a healthy human capital through provision of equitable, safe
and sustainable health services.
 Enhance effective participation of communities in the development process through mindset
change
 To improve service delivery across all programmes through improved coordination and
monitoring and reporting.
The Plan will focus on the following priorities:-

Improve post-harvest handling and storage of agricultural products.
Increase market access and competitive of agricultural products in domestic and international markets.
Increase the stock and quality of tourism infrastructure within the district.
Develop and diversify tourism products and services.
Ensure availability of adequate and reliable quality fresh water resources for all uses.
Increase forest, tree and wetland coverage and restore rangelands.
Strengthen land use and management.
Maintain and/or restore a clean, healthy and productive environment.
Strengthen the organizational and institutional capacity of the private Sector to drive growth.
Enhance usage of ICT in local development and service delivery.
Optimize transport infrastructure and service investment in the road sector.
Increase access and utilization of electricity
Increase adoption and use of clean energy.
Promote utilization of energy efficient practices and technologies.
Enhance economic opportunities and promote housing standards in urban areas.
Improve the foundation for Human Capital development.
To improve population health, safety and management.
Reduce negative cultural practices and attitudes.
Stimulate the growth potential for the Sub-counties through area based agri-business LED initiatives.
Strengthen the performance measurement and management framework for local leadership and Public
Sector management.
Strengthen transparency and accountability.
Strengthen citizen participation and engagement in democratic processes.
Strengthen accountability for results across government.
Strengthen government structures and institutions for efficient and effective service delivery.
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Deepen decentralization and citizen participation in local development and increase transparency and
eliminate corruption in the delivery of services.
Strengthen strategic human resource management function of government for improved service
delivery.
Strengthen capacity for development planning.
Strengthen the capacity for implementation to ensure a focus on results.
Strengthen coordination monitoring and reporting systems.
Strengthen Internal Audit and evaluation function to better inform planning and plan implementation.
The Plan is estimated to cost UGX. 329.004 billion and of this amount which will be financed through
central Government transfers including other Government transfers of UGX 272.663 billion (..%),
Local Revenue UGX 2.941 billion (..%), External financing by donors UGX 6.759 billion (..%) , and
off budget support UGX 8.,327 billion
Unfunded priorities:-
Given the projected revenue over the next five years against the planned outcome targets, the district
has is not able to fund a number of its priorities which include:- staff houses for primary teachers,
classrooms, desks, pit latrines for Primary schools, development of the district tourism sites, support of
private sector in providing energy saving technologies, electrification, tarmacking of urban roads.
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1.0 INTRODUCTION
1.1 Background
This chapter provides the background of the Development Plan, Development Planning Process,
Actors and Timeframe, and the District Profile including key geographical information,
administrative structure and demographic characteristics of the District, natural endowment, and
information about the socio-economic infrastructure.
1.1.1 Context of the Local Government Development Plan
Historical Information
Kamuli District, originally known as Bugabula was formed in 1974 and it was part of old Busoga
district. This was later named North Busoga district in 1975, and then the present day Kamuli district.
Kamuli district has been reduced through the creation of two new districts of Kaliro and Buyende.
The major tribe living in the district is the Basoga which came about as a result of the inter-marriages
between the Baganda and Banyoro tribes. The Basoga therefore inherited the Chiefdom leadership
with the Kyabazinga being the head of the Busoga Kingdom.
Legal and policy frameworks
Article 190 of the 1995 Constitution of the Republic of Uganda, requires districts to prepare
comprehensive and integrated development plans incorporating the plans of lower local governments
for submission to the National Planning Authority.
This Five Year Development Plan was prepared in line with the requirements of section 36(3 &4) of
The Local Governments Act 1997 CAP 243. The Plan was formulated within the context of the
Comprehensive National Development Planning Framework, 2007. The Framework presents a
paradigm shift from needs – based to a proactive vision- based planning. The Plan is buttressed by the
Uganda Vision 2040 and the 3rd National Development Plan for the period 2020/21 to 2024/2025.
The Local Governments Act 1997, CAP 243 devolves planning powers to Local Councils in their areas
of jurisdiction. Section 35 of the Local Government Act 1997 Cap 243 requires district councils to
prepare comprehensive and integrated development plans incorporating plans of lower local
governments. The same section also obliges lower local governments to prepare development plans
incorporating plans of lower local councils in their respective areas of jurisdiction. Development plans
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therefore form a basic tool for implementation of decentralized development programs and service by
government and non-government actors in local governments. In addition, local government plans are
key instruments that support the national development management processes in Uganda. The
Public Finance Management Act, 2015 (Sections 13(6)) requires that the Annual Budget shall be
consistent with the NDP, the Charter of Fiscal Responsibility and the Budget Framework Paper.
The decentralization framework provided for under the Constitution of Uganda and articulated
in the Local Government Act CAP 243 provides the regulatory framework for producing plans and
statistics at the Local Government level specified under the Local Government Act 1997 give
mandate to Local Governments to provide data for monitoring and evaluating programs for service
delivery in their areas of operation
Kamuli District Local Government has developed LGDP III being the third strategic plan following
LGDP I & II i m p l e m e n t e d under the Comprehensive National Development Plan Framework
(CNDPF)
Kamuli district had the following objectives to be achieved
 Improve household incomes through increased production
 improvement of quality, equity, retention, relevance and efficiency in basic education
 promote and ensure the rational and sustainable utilization, development and effective
management of environment and natural resources for socio-economic development.
 Develop adequate, reliable and efficient multi modal transport network in the district
 increasing access to safe water in rural and urban areas
 increasing sanitation and hygiene levels in rural and urban areas
 To contribute to the production of a healthy human capital through provision of equitable, safe
and sustainable health services.
 To improve service delivery across all sectors and lower level administrative units.
Key achievements of the previous Plan
 Proportion of villages with functional VHTs increased from 70% in 2015 to 72% in 2020
 Proportion of district roads in good to fair condition increased from 49% to 53%
 Average Population served by each health unit decreased from 9,092 to 8,664
 Practicing Doctor: population ratio reduced from 1:55,835 to 1:43,643
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 Nurse: Population ratio reduced from 1:5,985 to 1:2,262
 Clinical Officer: Population ratio reduced from 1:18,646 to 1:14,959
 Midwives: pregnant women (15-49) ratio reduced from 1:332 to 1:285
 Number of Sub counties with a Govt HC III increased from 86% to 92%
 Primary School enrolment increased from 106,076 to 115,631 pupils
 Forest cover increased from 2.5% to 4%
 Percentage of degraded wetlands restored from 0.2% to 0.5%
 Percentage of LLGs mainstreaming CC issues in their workplans increased from14% to 28%
 Percentage of government land titled increased from 0% to 11%
 Awareness creation on Physical Planning Act 2010 increased from 5% to 20%
 Average safe water coverage increased from 72.9% in 2015 to 77.2% in 2020.
 Functionality of safe water increased from 85.7% in 2015 to 92.3% in 2020.
 Access to safe sanitation increased from 78% in 2015 to 80.8% in 2020
Major challenges
Poor road network:
A significant percentage of the district road network was not in a good condition which was as a
result of heavy rains and inadequate funding budget allocation to the roads thus affecting access to
markets and other social amenities.
 Inadequate staffing:
The district was unable to effectively deliver to the desired level due to inadequate staff which was
attributed partly to insufficient wage bill provision and failure to attract staff in some key positions.
 Inadequate socio - economic service facilities (Education, Health, Roads, Tourism and
water):
Inadequate facilities including staff houses, classrooms, school desks, latrines affected the quality
of service delivery due to the unfavourable environment including congestion.
 Low agricultural production, productivity:
Low agricultural production and productivity is mainly due to low levels of adoption of the
recommended production technologies, high incidences of pests and diseases and effects of
climate change..
 Rapid population growth rate:
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Kamuli district has a population growth rate of 2.5% per annum which affected the
improvement in population related service indicators.
 High levels of degradation of natural resources:
There is high degradation of natural resources especially forests on private land owing to
relatively high population growth rate in the district,
 Lack of baseline data:
There was lack of baseline data for a number of indicators thus making it difficult to measure the
level of change in terms of performance.
Lessons learnt
In order to improve on the performance of the Plan there is need to base on funded and a realistic unfunded
budget instead of a wish list where a significant amount of needed resources were not realized and resulting in
low performances.
There is need to have baseline data for all indicators to be monitored to be able to measure the level of
achievement.
There was no regular tracking of progress in terms of the Plan and instead the focus was on the annual
workplans and budgets. So, there is need to have in place a mechanism for regularly monitoring the progress of
the outcome indicators in the Plan and be able to make remedial actions.
1.1.2 Description of the Local Government Development Planning Process
The Development Planning process for the preparation of DDP III for FY 2020/21 to FY 2024/25 involved top-
bottom as well as bottom – up approaches. The process began with the dissemination of the Planning call
circular from National Planning Authority together with the Local Government Planning guidelines. These were
disseminated to the TPC and members of the DEC and a team to spearhead the process was formed.
This was followed by dissemination of the same documents at the LLG level and this exercise was facilitated by
the district team and was attended by members of Sub county TPC, political leaders, opinion leaders and civil
society organizations. The scope of the dissemination included the National Planning call circular, the LG
planning guidelines and the data collection tools and developed a roadmap for the next steps.
This was followed by data collection using the tools provided starting from LC I at village meetings and
institutions and the Parish Chiefs, Community Development Officers were key in collection and compilation of
Page 19
data and then held Planning conferences that considered views from the Parishes, a process that in
determining their priorities for the sub county and forwarding their unfunded priorities for consideration
by the district.
A planning conference was held at the district headquarters which involved a wide range of stakeholders
to discuss on the priorities and get plans of other stakeholders and the proposals were synthesized and
went through review process up to approval by the district Council.
1.1.3 Structure of the Local Government Development Plan
The District Development plan has six chapters. Chapter one covers the introduction , district profile
including geographical information as well as the administrative structure, demographic
characteristics, natural resources endowments, and an overview of the socio- economic infrastructure.
It also describes the planning process
Chapter two presents the situational analyses and departmental performance reviews for all
departments including major development partners (NGOs/CBOs). It also presents analysis on the
district’s Potentials, Opportunities, Challenges and Constraints (POCC) and presents an analysis of
cross-cutting issues, Captures key development indicators sector by sector, analysis of urban
planning as guided by physical planning policy and summary of development issues informing the
LGDP formulation.
Chapter three sets out the strategic direction of the plan that is aligned to National Development Plan
III and Vision 2040. It discusses the vision, development goal, strategic objectives and strategies as
well as the priority investments in the plan and summary of program, program objectives, outcomes,
outputs and interventions.
Chapter four covers the implementation arrangements, coordination mechanisms, partnership
arrangements for the plan and Pre-requisite for LGDP implementation.
Chapter five, on the other hand, gives costing of priorities and results, highlights the financing
framework and strategies including the resource mobilization plan.
Chapter six presents the monitoring and evaluation mechanism for the plan including the
communication strategy for disseminating the DDP and providing feedback to the
stakeholders as well as LGDP progress reporting, joint monitoring, LGDP Mid-term and end of term
Page 20
evaluation, LGDP Results framework.
1.2 District Profile

This section provides a brief on key geographical information, administrative structure, demographic
characteristics, natural endowments and socio-economic characteristics of Kamuli district.
1.2.1 Key Geographic information
Kamuli district is located in south-eastern Uganda a distance of about 140km from Kampala. However
the distance to Kampala via the ferry through Kayunga is about 105km and access mayimprove further
when the Isimba bridge is completed around December 2020. It lies at an average altitude of 1,083 m
above sea level and extends from 00 - 56’ North / 330 - 05’ East up to 010 - 20’ North / 330 - 15’ East.
The district is bordered by River Nile and Kayunga District in the west, Jinja district in the South,
Luuka district in the Southeast, Buyende District in the North and Northeast. It has a total land area of
1,622.00 km2 and 62.64 km2 (3.9%) of water.
Table 1. 1: Showing Kamuli District Population & Area (KM2)

Population
County Sub county Land Area Total Area Population 2014 density per Sq
km
Balawoli 96.24 96.24 22,013 229
Kagumba 239.57 260.72 32,285 135
Bulopa 49.24 49.24 28,909 587
Butansi 105.86 109.46 29,570 279
Bugabula
Kitayunjwa 115.98 115.98 40,087 346
Nabwigulu 77.78 77.78 21,987 283
Namasagali 193.36 225.12 37,563 194
Namwendwa 156.71 156.71 57,606 368
Bugulumbya 82.44 82.44 36,281 440
Kisozi 68.19 72.17 25,623 376
Magogo 51.83 54.04 22,077 426
Buzaaya
Mbulamuti 97.67 97.67 29,507 302
Nawanyago 68.7 68.7 23,839 347
Wankole 53.54 53.54 19,988 373
Kamuli Northern Division 50.25 70.08 30,272 602
Municipality Southern Division 52.4 32.57 28,712 548
Total 1559.36 1622 486,319 312
Page 21
1.2.1.1 Topography
The district has a number of rocks across a number of sub counties.The other parts of the district are
low land areas covered with swamps and bordered by River Nile. The district’s topography is a result
of the Precambrian activity that yielded low to high fertility soils in the northern and southern ends
respectively. Most of the soils are however, sand loams that support food crops such as potatoes,
maize, cassava.
1.2.1.2 Climate
Kamuli district experiences a bi-model type of rainfall which is about 110 mm during the main season
that extends from March to May and least during the months of August through October.
The bi-modal rainfall which ranges between 70mm to 110mm per annum that is moderate to high
rainfall. Rainfall comes in two peaks, one form March to May and the second from August to October.
The March to May rainfall is the main season. June, July, November, December, January and February
are months of experiencing some dry spell. Never the less the district generally experiences moderate
temperatures that range between 19 and 36 C.
The bi-modal type of rainfall is very conducive for rain-fed agricultural production throughout the
year.
1.2.1.3 Vegetation
Kamuli district was predominantly covered by the forest/ savana type of vegetation in its early stages.
Currently, it is covered by secondary vegetation of simple woodlands, grass thickets, bushes, swamps,
which have replaced the original forests/ savannah cover due to severe human activity of farming,
charcoal and firewood harvesting and many others forms of land use.
There are four central and five local forest reserves in the district. The central forest reserves are
Ngereka, Namasagali, Buwaiswa, and Bulogo which total to 1036 hectares. The local forest reserves
are Mbulamuti, Mafudu, Kamuli, Kidiki, and Makoka which totals to 77hectares.
1.2.1.4 Natural Endowments

Kamuli district is endowed with a number of natural resources which include River Nile stretching
across 4 Sub counties and marking the boundary with Kayunga district. Others include local and
central forest reserves and a large expanse of seasonal and permanent wetlands.
Page 22
The district has four major swamps namely: Kiko, Musunu, Nalwekomba, and Nabigaaga. These
swamps form boundaries of some sub counties. There are also a number of small wetlands that form
boundaries of smaller administrative units like the villages. There are a number of human activities
that take place in these wetlands. The wetlands are a source of sand used in construction of housing
structures. The wetlands still are a source of clay and papyrus used for hand craft work. Some fishing
(Mud fish and “Nsonzi”) also takes place in these wetlands. Seasonal wetlands are used by people for
growing of crops like rice, potatoes, and vegetables.
Wetlands form a very important fragile ecosystem which however has been degraded due to severe
human activities resulting from the high population growth and declining soil fertility due to over
cultivation in the upland farm lands.
1.2.2 Administrative structure

Administratively, the district is divided into 2 Counties namely Bugabula and Buzaaya and 1
Municipal Council namely Kamuli Municipal Council comprising of 2 divisions of Northern and
Southern. The 2 Counties have a total 14 sub-counties and 6 newly created Town Councils which are
not yet fully operational. These are Namwendwa, Kasambira, Nawanyago, Kisozi, Mbulamuti and
Balawoli. There are also 5 Town Boards namely Bulopa, Nawansaso, Naminage, Naluwoli and
Nawanende. The total number of parishes are 91 with 774 villages. The district administration
headquarters is located in Kamuli Municipal Council, 63 kilometres north of JinjaTown and 143 km
from Kampala.
Table 1. 2 Administrative units Summary 2020

COUNTY NO. OF NO. OF
SUBCOUNTY/TOWN COUNCIL PARISHES/WARDS VILLAGES/CELLS
Bugabula Balawoli 2 16
Balawoli Town Council 2 23
Bulopa 5 39
Butansi 4 48
Kagumba 4 37
Kitayunjwa 8 90
Nabwigulu 4 24
Namasagali 4 43
Namwendwa 8 72
Page 23
Namwendwa Town Council 5 24
Buzaaya Bugulumbya 6 54
Kasambira Town Council 1 13
Kisozi 4 29
Kisozi Town Council 2 16
Magogo 6 38
Mbulamuti 3 30
Mbulamuti Town Council 2 13
Nawanyago 3 25
Nawanyago Town Council 4 14
Wankole 3 45
S/ Total 80 693
Kamuli Northern Division 5 42

Municipality
Southern Division 5 38
S/Total 10 80
G/Total 90 773
Page 24
Figure 1 Map of Kamuli District Population Distribution by Sub county, 2014
Page 25
1.2.3 Demographic characteristics
Kamuli district had a population of 486,319 of whom 236,389 were male while 249,930 were
females which constitutes 1.4% of the Country’s population according to the results of the
2014 National Population and Housing Census. With an annual population growth rate of 2.5%
per annum, the population is projected 563,981 people in 2020 and 638,093 people by 2025.
The sex ratio of Kamuli population was 94 males per 100 females. In regard to rural and urban
distribution, 25.4% of Kamuli district population is urban inclusive of six newly created Town
Councils and the rest is in rural areas.
The population growth rate is 2.5% per annum, 93,789 households, with an average household
size of 5.2 people & a population density of 199.6 persons per square km.
Table 1. 3 Total Population by sex, and Sex Ratio by Sub-County; Kamuli District,
2014
Sub-County Total Households Male Female Total Sex Ratio*
Bugabula Balawoli 10,115 26,768 27,530 54,298 97.2
Bulopa 4,568 14,399 14,510 28,909 99.2
Butansi 5,509 14,457 15,113 29,570 95.7
Kitayunjwa 8,047 19,461 20,626 40,087 94.4
Nabwigulu 4,291 10,700 11,287 21,987 94.8
Namasagali 6,935 18,653 18,910 37,563 98.6
Namwendwa 11,293 27,909 29,697 57,606 94
County Total 50,758 132,347 137,673 270,020 96.1
Buzaaya Bugulumbya 6,958 17,603 18,678 36,281 94.2
Kisozi 8,980 23,204 24,496 47,700 94.7
Mbulamuti 5,527 14,249 15,258 29,507 93.4
Nawanyago 4,666 11,252 12,587 23,839 89.4
Wankole 3,793 9,685 10,303 19,988 94
County Total 29,924 75,993 81,322 157,315 93.4
Kamuli Municipality Northern Division 6,906 14,319 15,953 30,272 89.8
Southern Division 6,246 13,730 14,982 28,712 91.6
KAMULI DISTRICT LOCAL GOVERNRMENT DEVELOPMENT PLAN FOR 2020/21 -2024/25

FINANCIAL YEAR Page 26
Municipality Total 13,152 28,049 30,935 58,984 90.7
TOTAL District 93,834 236,389 249,930 486,319 94.6
Source: National Population and Housing Census 2014
From the above table, Bugabula County has the highest population in the district constituting
55.5%, followed by Buzaaya County with 32.3% and Kamuli municipality with 12.2%.
Demographic structure
Table 1. 4 Total population by age group and sex, Kamuli District, 2014
Age Percentage of Percentage of Percentage of

Total
group Male total male Female total female total
population
(years) population population population
0-9 89,156 38% 84,415 34% 173,571 36%
10-19 68,377 29% 67,507 27% 135,884 28%
20-39 47,878 20% 59,826 24% 107,704 22%
40-59 22,129 9% 26,824 11% 48,953 10%
60+ 8,849 4% 11,358 5% 20,207 4%
Total 236,389 100% 249,930 100% 486,319 100%

Source: National Population and Housing Census 2014
Table 1. 5 Population by Special Age groups

Age group
Number Percent
Population aged Less than one Year 17,065 3.5

Population aged 0-4 Years 89,370 18.6

Population aged 15-49 Years (Female) 103,749 21.3
Population aged 2 Years and Over 447,754 93.0
Population aged 65 Years and over 13,799 2.9
Children below 18 years constitute 59.2% of the population, while Adolescents (10-24 years)
constituted 38% of the total district population. The age dependency ratio is 115 persons per
100 persons of the working population.
1.2.4 Natural Endowments
Kamuli district is endowed with fertile soils and most of it being arable for growing crops and
rearing livestock. It also has a lot of water bordering river Nile and several streams spread
across the district. The district also has a favourable climate and bimodal rainfall which
favours agriculture.
1.2.5 Social –economic infrastructure
In Kamuli 78.5% of all the households depend on subsistence farming as their main source of livelihood
according to UBOS Area Specific district profiles 2014.
Literacy is the ability to write and read with understanding in any language. For Kamuli district,
illiteracy rate is higher amongst the female as compared to the male population. According to the NPHC
2014, the illiteracy rate for persons aged 18 years and above for both sexes was 31.4%, whereas the
male illiteracy rate was 23.0% and the female rate literacy was 38.2%.
The monetary poverty headcount for Kamuli is 37.1%
Health Indicators 2018/19
ANC 4th visit - 42.5%
Latrine coverage 77.0%
Safe rural water coverage 77.0%

ACCESS TO COMMUNITY SERVICES
Households that are 5 km or more to the nearest public primary school 11.6%
Households that are 5 km or more to the nearest health facility, whether public or private 22.2%
Households that are 5 km or more to the nearest public health facility 31.4%
Source of Energy for lighting
Households that have access to electricity 3.7%
Households that use Tadooba for lighting
Development partner support to key sectors in the district.
Partners Activities
CSD BEAD CP
RMNCA Nutrition HIV WAS EC QE AD Systems J4C BR

H H D
WHO √ √ √
USAID projects √ √ √ √
Child Fund √ √ √ √
Plan International √ √ √ √ √
GPE √
ANCAN √

2.0 SITUATION ANALYSIS
2.1 Introduction
This chapter highlights the District Potentials, Opportunities, Constraints and Challenges in
terms of Economic/productive infrastructure, Human and Social Development, Environment
and Natural Resources, Urban Development and Physical Planning as well as Local
Government and Service Delivery.
Analysis of District potentials, Opportunities, Constraints and Challenges
Based on Programme based approach to Planning adopted by Government, the analysis of

District Potentials, Opportunities, Constraints and Challenges is based on the programmes of
the National Development Plan III.
Table 2.1: Economic Development (Key Growth Opportunities

Potentials Opportunities Constraints Challenges
 Availability of  Banks and Micro  Inadequate skills of  Increasing

fertile land finance labour force disasters
 Availability of institutions  Poor attitudes land
natural water  Development  Limited capital conflicts
systems partners  Low revenue base to  Dependency
 Available Labour  Private sector for fund activities on
force PPP  Low community fluctuating
 Existence of road  Wide coverage of participation in rain patterns
networks to markets telecommunicatio government  Emerging
and social services n networks programs pests,
 Availability of  Availability of  Low purchasing weeds and
physical Government power diseases,
development plans programs
to guide Poor
development quality of
 Political and inputs
administrative  High rate of
structures population
 Adequate rainfall for
growth
two seasons
 Electricity in all the  Price
sub counties volatility of
 Health facilities and prices of
Educational agricultural
institutions for products
service delivery
 COVID 19
related
challenges

2,2 LG Performance on Key development indicators
Table 2.21 Key Development Indicators

Category Indicators District Nation
Goal: Increase Average al
Household Life expectancy at birth 63 63.3
Incomes and Improve the Population growth rate 2.5 3.0
Quality of Proportion of population below poverty line 21.4
Life of the people in Kamuli
District
Objectives
1. Increase productivity, Proportion of Households dependent on subsistence 90 60
inclusiveness and agriculture as main source of livelihood
wellbeing of the
population Proportion of labour force transiting to gainful 11 55
employment
Wetland cover 12
Forest cover 18
Proportion of people having access to electricity to 25 30
national grid
Average year of school 4 11
Infant mortality Rate/1000 37.7 44
Maternal mortality ratio/100,000 186 320
Neonatal mortality rate/1000 27
Under 5 mortality rate/1000 47 59
Total fertility rate 6.7 4.4
Rural water coverage 71.2 85
Urban water coverage 74
Household sanitation coverage (Improved toilet) 19 19
Hygiene(Hand washing) % 34
Social assistance to vulnerable groups (OVC, poor) (%) 0 30
Social Assistance to elderly (SAGE) (2400 over 1280) 1800 5000
Stunted children under 5 (%) 19 25
2. Consolidate and increase Number of secondary schools with access to internet 2 4
stock broad band
and quality of Number of primary schools with access to internet broad 12 50
productive band
infrastructure Number of Sub Counties & Town Council with 1 4
access to internet broad band
Percentage of households with access to electricity 12.9 21

%ge of paved roads to total district road network 3.8 21.1
%ge of District roads in fair to good condition 55 61

3. Enhance value addition in Increase in number of value addition facilities 0 20
key
growth opportunities
Increase in volume of value addition products (tons) 0
4. Strengthen private sector Reduced youth unemployment 80 55
capacity Number of new enterprises developed and functional 38 50
to drive growth and create jobs
Number SACCOs registered and functional 16 25
Total Savings in the SACCOs as a percentage in the 3 8
District Budget
5. Strengthen the role of the Number of LED initiatives established by LG and 3
District Percentage
functional of local revenue to the district budget 1.9 5
Local Government in
development
Table 2. 2 Analysis of Development Situations

2.3.1 Agriculture
Agro-industrialization.
Agro-Industrialization (AGI) offers a great opportunity for Kamuli to use it as an avenue to
increase household incomes and improve the quality of life and promoting inclusive and
equitable growth. AGI provides an opportunity for value addition to agricultural raw materials,
import substitution and reducing on post-harvest losses. According to the NPHC 2014 results,
about 78.6% of the population in Kamuli district depends on subsistence agriculture as their
main source of livelihood.
The main LG problem/ issue affecting Agro- industrialization is having a high proportion of
the population in Kamuli dependent on subsistence agriculture constituting about 78.6% as per
2014 NPHC and is attributed to low agricultural production / productivity, use of rudimentary
production technologies, poor genetics of the livestock and crops grown, inadequate marketing
channels, as well as high post-harvest handling leading to increased post-harvest losses.
Table 2. 3 POCC analysis per LG issue affecting agro-industrialization program

LG issue; Low agricultural production and productivity
Availability of fertile Favourable land tenure Land grabbing, land
Land fragmentation
land systems ownership.
Poor attitude, young
Availability of machinery
Availability of labour Unskilled labour population, High
like tractors
mobility

Lack of advanced
Availability of natural Good terrain to facilitate Limited accessibility of
technologies to ensure
water systems irrigation water
accessibility
LG issue; Poor storage infrastructure
Dilapidated structures
Availability of Availability of Implementing Poor management Inadequate support from

community storage partners that support No longer serving the govt
facilities(CSF) communities to construct CSF purpose for which they
were constructed.
Expensive
Constant power
Availability of cold chain fluctuations
Availability of dairy SACCOs Low production
infrastructure for dairy
Expensive
LG issue; Poor market access and lack of competitiveness for products
Poor road network

Lack of market
information.
Lack of enabling law for
Availability of Market Large population Low purchasing power setting up sugar cane
value addition facilities.
Lack of collective
marketing associations.
Lack of ownership of Poor location of the

land marketing infrastructure.
Availability of market Availability of agricultural Dilapidated structures Conditional funds

infrastructure products Lack of modern
handling facilities like
refrigerators for
perishables
LG issue; Limited access to agricultural financial services and critical inputs
Low financial literacy
Availability of Financial Conditions for accessing
Availability of farmers Inadequate information
institutions agric loan products.
on loan products.
Lack of organised viable

Availability of Govt farmer groups.
Existence of community Poor attitude towards
programmes like OWC,
groups govt programmes
YLP etc. Lack of information on
govt programmes
LG issue; Inadequate knowledge and skills along the agro-industrial value chain

Inadequate extension
Availability agric staff to provide Inadequate specialised
Availability of skilled
Implementing Partners like extension services. vocational training
staff
send a cow, one acre fund etc. Poor attitude of agric institutions
staff.
Inadequate capacity of
High cost of agro-
Availability of govt farmers to meet the
Availability of farmers processing and value
programmes like NAADS demand for value
addition technologies
addition
LG issue; Poor coordination and inefficient institutions.
 Existence and support of  Low skills in  Weak linkages

 Availability of
umbrella farmer leadership and between the farmer
different farmer
organisations e.g. UNFE, financial organisations and
institutions
UFFAS management markets
 Favourable government  Inadequate  High political
 Political will
policies information turnover
Agriculture is the most common economic activity in the district. The majority of farmers are
small holder farmers growing both perennial and annual crops. 78.6% of the households are
engaged in subsistence agriculture (NPHC 2014); with a total of 86,629 HHs (92.5%) of the
total number of households were engaged in agriculture by 2014. The current ratio of
agricultural Extension worker to farming Households is 1:2,050 against the standard service
delivery level of 1 extension worker to 500 farming households.
The perennial crops grown include: Bananas, Robusta Coffee, Sugar Cane, Cashew Nuts,
Mangoes, Oranges, and Cocoa, while the annuals include: maize, sweet potatoes, beans,
tomatoes, cassava, Soy Beans and groundnuts, as detailed in table below.
Table 2. 4 Estimated number of households engaged in selected crop Enterprises
Crop Enterprise Number of households Percentage of total No. of households

Maize 73,379 78
Sorghum 1,300 1.4
Finger Millet 19,520 20
Sweet Potatoes 91,412 97
Water melon 423 0.5
Cassava 68,193 73
Bananas 72,155 77
Beans 61,172 65
G/nuts 22,968 25
Soybeans 7,949 8.5
Rice 10294 11
Tomatoes 6582 7
Cabbages 5040 5
Pineapples 87 0.1
P/Fruits 331 0.4
Onions 345 0.4
Coffee 92,038 98
Tea 0 0.0
Tobacco 143 0.2
Cotton 206 0.2
Vanilla 13 0.01
Simsim 957 1.02
Sugarcane 32,753 35
Citrus 9,758 10
Mangoes 5,761 6
Cocoa 219 0.2
Source: District Agricultural Office
Table 2. 5 Common Diseases and Pests for selected crops

Crop Disease Pest
Maize Maize streak, leaf spot Maize stalk borer/weevils, fall army worm
Cassava brown streak, leaf spot,
Cassava White fly, moles, Mealy bug
cassava mosaic disease
Beans Bean anthracnose, leaf spot Bean weevils, Bean aphids.
Passion Fruits Canker root, powdery mildews Squirrels, monkeys
Coffee leaf rust, red blister, coffee Coffee Twig Borer, Leaf minors, white stem borer,
Coffee
berry disease black coffee twig borer, termites
Banana bacterial wilt, black sigatoka,
Bananas Banana weevils, Nematodes
fusarium wilt
Anthracnose, powdery mildews, Fruit flies, mango seed weevil, thrips, leaf miner,
Mangoes
bacterial canker disease termites.
Scab, leaf and fruit spot, bacterial
Citrus Fruit flies, Psyllids
canker
Groundnuts Ground nut rosette disease Aphids
Early and late blight diseases,

Tomatoes Leaf minor, fruit borer
Bacterial blight
Livestock Enterprises
The major livestock enterprises include: cattle, sheep, goats, pigs, horses, poultry and rabbits.
Other animal kept include: donkeys, cats, dogs, camels as detailed in the table below.

Table 2. 6 Livestock Enterprises by category
No. Name / Category Estimated No. No. of HHs
1 Local Cattle 60,421 3,392
2 Improved Cattle (Crosses) 27,546 699
3 Local Goats 79,653 29,874
4 Improved Goats 11,445 53
5 Pigs 25,236 2,476
6 Local Poultry 287,847 3,512
7 Layers 72,645 47
8 Broilers 43,076 31
9 Kuroilers 78,094 683
10 Rabbits 3,233 62
11 Sheep 2,036 189
Table 2. 7 Other Animals by category

No. Name Estimated No. No. of HHs
1 Dogs 7,542 3,792
2 Cats 6,510 4,735
3 Donkeys 27 14
Source: District Veterinary Office
Table 2. 8 Estimated productivity for the major Crop Enterprises – 2020 Baseline
Crop Enteprise Ideal Yield per acre (by Research) Actual Yield (Kg)
- Average (Kilogram)
Maize 2,000 600
Sweet Potatoes 20,000 15,000
Cassava 25,000 17,000
Bananas (per year) – (40 kg *1,320) 52,800 28,000
Beans 600 300
Ground Nuts – Shelled 800 400
Soybeans 700 300
Rice – un threshed – (80 Kg Bags) 18 10
Sugarcane (tone) 40 38
Tomatoes 20,000 12,000
Cabbages 20,000 12,000

Citrus – (4 bags per tree x 120) 480 Bags 240 Bags
Mangoes – (4 bags per tree x 60 trees) 240 Bags 90 Bags
Coffee - 1,350 450
Cocoa – ( average 15 kg per tree per year) 6,750 3,370
Source: District Agriculture Office
Table 2. 9 Estimated productivity for the major Livestock Enterprises – 2020 Baseline
Livestock Enterprise Ideal Production Actual Production
Local Cattle (Average No. of Litres of Milk per Day) - 2.5
Improved Cattle (Crosses) – Zero Graving - Litres 15 9
Improved Cattle (Crosses) – Free Range – Litres 10 6
Local Goats (Carcass weight) – Kg 25 13
Improved Goats (Carcass weight) – Kg 40 22
Pigs – (8 month old porker) – kg 60 35
Local Poultry – (12 months) - 1.5
Layers – (No. of eggs per bird per Year) 300 200
Broilers - (Carcass weight) – Kg per Bird at 8 weeks 2.0 1.2
Kuroilers - (Carcass weight) – Kg per Bird at 12 weeks 3.0 2.0
Source: District Veterinary Office
Fisheries Resources
Table 2. 10 Fish Farming

No.
Average pond / Cage
Type of farmer of Fish Species Remarks
size (sq meters)
HH
there is still a serious
1-2 ponds (400-800 sq. Oreochromis niloticus
98 300 sq m shortage of stocking
metres) and Clarias gariepinus
material for fish farmers
3-5 ponds (1,000-2000 Oreochromis niloticus
sq. metres) and Clarias gariepinus
Above 5 ponds (Over Oreochromis niloticus
2,000 sq. metres) and Clarias gariepinus
No.
Type of fish farming No. not stocked Total Remarks
stocked

Inadequate stocking materials; and
Fish ponds 45 57 102 sometime poor quality of stocking
materials on market
Fish cages 08 32 40
Source: District Fisheries Office
Table 2. 11 Number of landing sites by annual fish catch and value by sub-county for
2019
No of No.
Annual Fish
S/County No Landing sites licensed boat Value (UGX)
catch (Kg)
boats engines
Kagumba 4 4 24, 543 245,430,000
Namasagali 6 - 2 37,132 371,320,000
Butansi 1 - 9,043 90,430,000
Total 11 - 6 70,718 707,180,000
Source: Fisheries Office
Productive Entomology
Table 2. 12 Number of bee farmers in the district by type, number of beehives and
production
No of Bee No of
S/County Type and no. of bee hives Production (Kg) p.a.
keepers Groups
KTB Local Frame honey wax
Kitayunjwa 30 3 55 8 12 1,125 50
Nabwigulu 15 0 60 2 21 1,215 201
Balawoli 21 3 90 20 14 1,860 200
Butansi 10 1 55 10 9 1,110 50
Namasagali 11 1 62 20 12 1,230 50
Kisozi 18 0 91 0 15 1,590 20
Nawanyago 20 2 100 9 50 1,590 250
Bugulumbya 10 0 20 0 7 50 0
Bulopa 7 0 20 10 5 450 0
Namwendwa 15 1 70 2 20 1,380 20
Wankole 10 0 50 0 0 750 100
Northern division 2 0 40 0 13 800 8
Southern division 2 0 50 0 17 1,000 12
Mbulamuti 25 4 0 7 20 2,205 80
Kagumba 27 5 87 17 11 1,754 130
Magogo 15 1 83 0 13 1,350 19
Total 238 21 933 105 239 19,459 1,190
Source: Entomology Department

Table 2. 13 Production and Productivity in Entomology
Average
Type of Expected Factors affecting optimal Proposed intervention for
yield of
Bee Hive yield yield Improvement
honey
-Promoting the use of traditional

insecticides and sensitizing farmers on
-Pests especially termites and the appropriate time of application so
black ants that bees are not killed
-Easily destroyed by rain -Encourage the growing of crops like
- Indiscriminative pesticide sunflowers which produce substantial
Local hives 2KG 5Kg
use by farmers especially amounts of nectar and pollen which are
citrus, Horticulture and Mango the raw materials in honey and bees
farmers wax making.
-Beekeepers should be trained on ways

of making local hives so as to improve
production
-Poor workmanship by -Need to train selected carpenters in

carpenters beehive making
- Natural habitats have been -Need to massively sensitize the

destroyed by sugarcane populace on the importance of bees to
growing biodiversity as well promoting
consumption of honey by our people
-KTB hives are expensive to
be afforded by ordinary bee - Promoting the use of locally made
keepers pesticides by farmers
Kenya Top
-Pests especially black ants
Bar (KTB) 8Kg 15Kg
and termites, vermin (mice,
hive On top of providing Bee keeping
lizards and snakes).
equipment, farmers should be
- Bees abscondment is a major supported with fencing facilities so as
challenge in this type of to keep both the apiary and other
Beehives livestock safe.
- Livestock and human -Promotion of stingless bees as a way

invaders of diversifying from the aggressive
honey bees can be a good alternative.
have been reported to destroy
apiaries
SERICULTURE
Weather patterns affect the Encourage farmers to take up silk

01 Box of
30Kg 50Kg quality of mulberry leaves farming as a viable venture
eggs
Unreliable supply of silkworm -Ensure constant supply of silkworm

eggs from Kawanda eggs to farmers so that rearing takes
place throughout the year.
-Silk farmers should be supported with

Rearing houses and other rearing houses
facilities are expensive for our
farmers to start.
TSETSE CHALLENGE
Increase on the number of tsetse traps

Heavily impacts the procured to at least 300 per sub county
productivity of livestock in -Embrace pour on as an alternative to
both milk and carcass weight controlling number of tsetse flies in the
district
Source: Entomology Office
Issues / factors responsible for the low productivity / production in the key priority Crop and
Livestock enterprises:
The production and productivity of various enterprises is affected by a number of factors as

detailed below:-
 Declining soil fertility of most of the available arable land
 Increased incidence of crop and livestock pests and diseases
 Increased incidence of drought / prolonged dry spells; related to changes in climate
change
 Inadequate / and in many incidences lack of water for agricultural production to support
all year production of the prioritised crop / livestock enterprises
 Poor agronomical practices and use of rudimentary tools that can only be sufficient for
subsistence farming
 Adulterated / fake agro-inputs on the market affects has contributed to a great extent to
the observed low levels of production / productivity both in the crops and livestock
enterprises
 Poor post-harvest handling and storage leading to high losses and reduced household
incomes of the small holders farmers

 Lack of organised marketing channels and marketing cooperatives, leading to low
prices offered for produce / agro products
 Keeping of inferior / poor crop varieties and livestock breeds – low genetic potential
 Low Livestock production / productivity resulting from: - harsh environmental factors
like high temperature – poor housing, poor feeding (in terms of quality & quantity of
feeds), poor water quality, poor general animal management (disease control, hygiene /
waste disposal)
2.2.2 Tourism
Overview of tourism in the district;
Tourism in the district is not well developed. The recognised potential sites are not gazetted,
promoted and yet have the potential to attract tourists. The completion of the Kamuli-Kayunga
Bridge has opened up the barriers to accessing the district through many routes and hence
contribute to the tourist sector. The sector is supported by the improved road network in the
Municipal council and the mushrooming accommodation facilities like: Century hotels,
Kyemba Sande Hotel, Were recreational centre.
Potential Tourist Sites in the district include; -The Kyabazinga Palace, Bukwenge Church,
Namaira Rock, Balawoli rock, Nabwigulu Mujini village, beaches along River Nile, Nabigaga
satellite Lake and the vast wetlands that are habitats for birds and fish.
The district also boasts of sanctuaries of birds that crowd in wetlands during the dry seasons.
Wild animals and vermin of potential interest to tourists include the following as in the table
below.
Table 2. 14 Location of Wild game and Vermin
NO Location /Sub county Category of vermin/Game

1 Namasagali Uganda Kob, Water buck, Statunga, Hyenas, Crocodiles,
Hippopotamus, Leopard, Duiker
2 Balawoli and Kagumba Uganda Kob, Water back, Statunga, Hyenas, Leopard,
3 Wankole Statunga, Duiker, Bush Back, Leopard
4 Nawanyago Statunga, Duiker, Bush Back, Leopard
5 Mbulamuti Statunga, Duiker, Bush Back, Leopard
6 All Sub counties VERMIN found in all Sub counties include:
Vervet Monkeys, Bush Pigs, Porcupines, Red Tailed Monkeys,

Kavirondo Bush Baby, Common Swamps rats, HaishFirred rats
(Omusenso) Olive baboons(Kisozi)
Squirrels, Striped ground Squirrels, Striped Grass mouse,
Also, Viverine Mongooses are available in all sub counties
Pangolin, KLIP –Springer(Endaza) Epauleted Fruit Bats,

Rousette Fruit Bats, Giant Ground rats(enfuko), Kavirondo
Bush Baby(Kyabalemaikotwe), Foxes, Serval (Emondo)
Source: Vermin office 2020

Servile
Table 2. 15 POCC Analysis of Tourism Sector
Issue: Low Tourists attraction
Government support to Rich cultural history Inadequate funds Covid 19 Pandemic

promote tourism sites
Availability of potential Security Inadequate awareness Un gazetted tourist sites

tourist sites
River Nile Natural vegetation Limited staff in sector Increasing water levels
in the river
A satellite lake – Vast birds sanctuaries Rural roads seasonal Uncredited

Nabigaga accommodation facilities
Availability of technical Wild animals, Fish Lack of historical

staff records
Hospitable community Lack of tourists resource Poor internet

centres connectivity
Bridge linking Kamuli to Limited tourist products

Kayunga and services
Ferries and Boats Limited publicity
Who is involved in the tourism value?

Government, Residents, Foreigners, local companies, tourism developers, tourism guides,
media, activists and supportive development partners.
The increasing degradation of the natural resource base in the district has greatly affected the
tourism sector as habitats are cleared for farming, fuel wood and charcoal production. This
directly or indirectly is contributing to increasing climate change impacts like disasters.
Summary of Issues:
Low tourist attraction is due to ungazzetted, un developed sites, inadequate awareness and
absence of star accredited accommodation facilities in the district.
Poor infrastructure (roads, electricity water and ICT),
Lack of innovation and creativity in terms of tourist products
2.2.4 Trade, Industry and Cooperatives

The Private Sector Development in the district is at moderate state characterized with micro,
small and medium enterprises. This sector is not fully developed as most of the business
enterprises are not registered and thus operate under the informal sector. This is due to the high
levels of business illiteracy, inadequate capital and high levels of poverty which greatly limits
their levels of investment and competitiveness.
In regard to Industrialization, the district lacks a gazetted industrial park. This is affecting
business incubation and impacts on attraction of investors to the district. However, the district
has secured 100 acres of land in Kasolwe to be developed into an industrial park.
The key stakeholders involved in the sector include; -

 Government which enacts favourable trade policies / that supports the sector and
ensures security for doing business in the district.
 Manufacturers like: Kamuli Sugar limited, Seven Star sugar limited,
 Cottage industries include –Greater Sugarcane growers, Maize mills, Rice and coffee
haulers, Uganda small scale industries-Kamuli Branch and Bandera 2000.
 These industries are involved in the value addition processing to increase market value
for the locally produced materials like Sugarcane, Citrus, Maize, rice and coffee.
 Wholesalers- these directly deal with manufacturers/Cottages
 Retailers – These are the majority enterprises in the district.
 Customers –These are the consumers within the district.
 Financial institutions – these offer credit to the business community. They include
Stanbic Bank, centenary Bank, Uganda Finance trust bank, and other MDIs like Finca
Uganda, Premier Credit, Pride, and SACCOS etc.
Table 2. 16 POCC Analysis for Private Sector

Issue: Low levels of private sector competiveness in the district
Government support to Security for doing Inadequate capital, Covid 19 Pandemic,

promote trade, industry and business is guaranteed
cooperatives in the district
Availability of business Linked road network Inadequate awareness High and multiple tax rates
enterprises /entrepreneurs
Communication Limited staff in sector Lack of value addition

networks (MTN, Airtel) facilities
Availability of land Rural roads seasonal
Availability of local High levels of poverty Fluctuating prices

produce serving as raw
materials
Availability of financial High productive Poor saving culture Unemployment

institutions population
Lack of collateral
security

High interest rates
High levels of business

Illiteracy
Supportive NGOs like Poor market linkages

Plan, Katalemwa ,
VEDCO promoting
VSLAs ,
Limited publicity Low
Favourable weather conditions promote high productivity of the raw materials but given the
increasing degradation of the environment and frequent disaster events in the district
businesses
are affected. The rainy season impairs movement of goods and affects the market prices for
produce. Peak business seasons like Christmas and harvesting seasons contribute to
increasedgeneration of waste which is a challenge to the entire district. The unconventional
methods of
disposing this waste like open burning and rampant littering of waste have become a nuisance
and are contributing to climate change impacts especially global warming.
The sector has grossly been affected by the HIV/AIDS pandemic and recently by COVID
19.
- Summary of issues
 Price fluctuations due to poor post-harvest handling and marketing structures
 Poor road infrastructure and connectivity to agricultural productive areas and markets
 Low financial and technical capacity of the private sector
 Limited access to affordable and sustainable financing
 Undeveloped tourism sites
 Lack of awareness and absence of star accredited accommodation facilities in the district

2.2.5 Financial Services
Financial services is one of the economic services provided by the finance industry which
encompasses a broad range of business that manage money. In Kamuli district, financial
services are provided by a number of institutions which include;
 STANBIC Bank(U) limited ,
 Centenary Bank
 Finance Trust Bank
 Pride Microfinance Bank,
 Premier Microfinance Bank,
 Finca (U) limited,
 Duckhill Microfinances,
 Microfin
 Microprovident
 Bayport
 Development microfinance
 SACCOs.
Source: Commercial service reports, 2020
Integrate the issues affecting access to financial services and major causes into the
analysis,
1. Limited access to credit facilities due to lack of collateral/security;
Majority of the population in Kamuli depends on farming and therefore trade in unprocessed
agricultural products which attract low market prices to enable acquisition of tangible assets
that can be mortgaged as collateral for bigger loans. As a result, many offer land or are forced
to sell land to repay loans.
Given the fact that over 80% of the financial institutions are located within Kamuli municipal
council; this hinders access to the services offered. This is compounded by the fact that
majority of the populace are farmers who entirely depend on seasons which have become
unpredictable due to climate change hence affecting their financial base.
Due to cultural beliefs that land belongs to men, women, youths are limited to access loan
facilities from any financial institutions yet they are the main players in the agricultural
production sector.
2. High interest rates charged by financial institutions.

Majority of the financial institutions in the district have their interest rates ranging from 12.5%
to
24% per annum. This is extremely high for the local population and it discourages community
members from saving and obtaining credit from them in order to boost /start businesses.
3. Unfavourable loan terms.

The terms for financing loans are often unfavourable due to the fact that most of the business
loans are serviced on a monthly basis regardless of the type of business one undertakes.
4. Poor Saving culture. There is poor saving culture among the populace. This is due to the
fear of uncertainties and negative attitude towards saving which limits them in regards to
future investments and accessibility to credit. .
Impacts of other issues of financial institutions.

Covid 19 lockdown. This affected business execution in the district as most of the loans
acquired before covid 19 lockdown were not serviced adequately during the lockdown period
and after. The un-serviced loans continued attracting interest on interest which is a serious
burden to the borrowers who may end up selling their properties to clear the accumulated loan.
HIV/AIDS, Covid 19 affects the human resources in the business community and at times this
Lead to collapse of business enterprises in the district.
Climate change impacts like prolonged drought, Hail storms and Strong winds these destroy
the
economic base for the clients who are majorly farmers.
2.3 Economic/Productive Infrastructure

Kamuli district has a considerable stock of productive infrastructure which needs to be
harnessed to create wealth for the population. Kamuli district borders with River Nile with six
Sub counties bordering the river and also 3 big streams of Kiko, Nalwekomba and Nabigaga
which can boost production through irrigation. The district also has a big road network linking
to communities, Sub counties and neighbouring districts. With the new bridge at Isimba the
distance to Kampala is about 110km which creates easy access for trade and is also linked to
Jinja City by a tarmac road. Under the rural electrification all sub counties have access to
electricity which provides a good opportunity for value addition through agro –processing. The
telecommunication is widely spread across the district with MTN and Airtel covering most

corners of the district. This facilitates easy communication and the use of the financial
platforms to facilitate trade and information sharing.
.
2.3.1 Water for Production (WfP).

i. Valley Dams / Valley Tanks in Kamuli
Kamuli district has a bi – modal type of climate with two seasons a year, with a more
pronounced rainy first rainy season from March to June and a shorter second rain season from
September to December.
Due to Climate change effects, there has been prolonged dry spells even during the
previouslyknown Rainy seasons; thus necessitating supplementing on the rain-fed
agricultural systems with micro and
Micro irrigation systems / facilities.
Kamuli district has got 03 valley dams and 08 valley tanks, the majority of which are silted and
need major rehabilitation as detailed in the table below.
Date of
No Name Parish Sub County Status
Construction
Functional – Currently provides water

for Kasolwe Livestock Farm and the
neighboring Kasolwe community.
Ministry of Water has plans of
More than 30
1 Kasolwe dam Kasolwe Kagumba expanding this dam to also provide water
year ago
for irrigation on top of water for
livestock. No Watering troughs for the
Community animals. Lack facility
management Committee
Functional – Provision of water for

More than 30
2 Kagumba tank Kagumba Kagumba Livestock and Fish Farming. Lack
year ago
facility management Committee
Kamuli More than 30 Functional - (Source of water for Kamuli

3 Namalemba tank Buwanume
Municipal year ago Town – Domestic water)
In poor condition; heavily Silted – Needs

to be de-silted (With Animal watering
More than 30
4 Nawansaso dam Nawansaso Kitayunjwa Trough but Dilapidated); provides water
year ago
for livestock. Lack facility management
Committee
More than 30 In poor condition; heavily Silted – Needs

5 Kawaaga tank Kawaaga Balawoli to be de-silted and general rehabilitation;
year ago
provides water for livestock. Lack

More than 30 Functional – Provision of water for

6 Bulopa tank Nagwenyi Bulopa
year ago Livestock and Fish Farming
Namwendwa Functional - (Irrigation) – Solar Powered

FY
7 Tank Bugondha Namwendwa Irrigation demo set up by Ministry Water
2017/2018
(100x50x4.5)m & Environment
Functional - provision of water for

Nansololo Tank FY livestock but lacks animal watering
8 Kisaikye Namasagali
(54x62x4.5)m 2017/2018 troughs and Other Accessories; Lack
Not accessible at the moment (April

Busongola Dam FY 2021) – flooded due to backflow of
9 Kiige Kagumba
(53x62x4.5)m 2017/2018 River Nile; Lack facility management
Committee
Not accessible at the moment (April

Bukabeto Tank FY
10 Kiige Kagumba 2021) – flooded due to backflow of
(64x56x4)m 2017/2018
River Nile
Not functional; Heavily Silted and

More than 30
11 Nabulezi Tank Nabulezi Balawoli Bushy. Needs desilting and reshaping,
year ago
provides water for livestock
ii. Irrigation Systems:
Area
No Name Parish Sub County Status
Irrigated
Namwendwa Small
1 Scale Irrigation Namwendwa Namwendwa 10 Acres Drip Irrigation – Solar powered
System
Cross Agriculture 50 Dragline Sprinkler; Diesel

2 Bugondha Mbulamuti
Irrigation System Hectares powered. Private and functional
Summary of issues
Inadequate water for production infrastructure thus relying on rain fed agriculture which is unreliable
Limited use of water for production technologies
Poor maintenance of existing water for production infrastructure

2.3.2 Transport (Road DUCAR)
Transport plays a key role in contributing to higher economic growth leading to improved
standard of living. The productivity in every sector virtually is affected by the quality and
performance of the district’s transportation. Road transport is the most dominant mode in
Kamuli that accounts for over 98 percent of cargo and passenger traffic with a small percentage
water across the water bodies .
Roads that are the responsibility of Local Government are classified as District, Urban, or
Community Access Roads (together referred to as DUCAR). District roads link communities to
trading centres and national roads. Urban roads are in the boundaries of Municipalities and
Town Councils and are the responsibility of Municipal and Town Councils. Community
Access Roads are smaller link roads that are the responsibility of Sub-County Governments.
National roads are managed by the Uganda National Road Authority (UNRA).
Kamuli district has a total of approximately 200 Km of trunk roads ( National roads), 523 km
of feeder roads (District roads) and 1605 km of community access roads.
Table 2. 17 Road Category & Management Responsibility

S# Road category Management Responsibility Length (Km)
1 National Roads Central Government through UNRA 200
2 District Feeder Roads District 473
3 Urban Roads Municipal Council 26
4 Community Access Roads Sub counties/Communities 1,605
Total 2,304
Condition of District, Urban and Community Access Roads (DUCAR)

The condition of the district, urban and community access roads is as indicated below.
District (Feeder roads)

The 523km feeder road network in Kamuli district is generally in fairly motorable condition
although the degree of motorability, which is assessed in terms of the speed limits within which

a motor vehicle can be driven on the road, varies according to the road surface conditions.
Three conditions are defined:
Table 2. 18 Kamuli district feeder roads network

Link No. Road Name Length (km) Condition
1609 Ndalike-Namwendwa-Bulopa 17.0 Poor

1611 Bugondha-Namaganda 10.0 Good
1612 Kisozi-Nawanyago-Buwala 17.0 Good
1621 Bulange-Naminage 10.0 Fair
1622 Namasagali Link 11.0 Poor
1623 Kitayunjwa-Butabala-Buwuda 14.0 Fair
1625 Bulopa-Nawangoma 10.0 Poor
1626 Nabirumba-Balawoli 10.0 Poor
1628 Bulunda-Butansi-Kakindu 13.0 Fair
1629 Naminage-Bugulumbya-Nawangoma-Buwala 17.0 Poor
1630 Itukulu-Nankandulo 12.0 Good
1631 Wankole-Luzinga 5.0 Good
1632 Balawoli-Kisaikye-Namasagali 22.0 Fair
1636 Nabwigulu-Nabirumba 9. 0 Fair
1641 Kasambira-Bugulumbya-Busandha-Kyanvuma 17.0 Poor
1642 Nakibungulya-Bulopa 7.0 Poor
1643 Kiyunga-Nakakabala-Mbulamuti 11.0 Poor
1645 Kananage-Kasozi – Namasagali 22.0 Poor
1649 Namwendwa-Kyeeya-Buyamba 9.2 Fair
1652 Namaira-Naminage 8.0 Fair
1655 Buwagi-Nalinaibi-Nawantale 8.7 Poor
1656 Kiyunga-Budhutu-Butale 7. 2 Poor
1657 Nawantale-Kagumba-Kibuye 22.0 Fair
1658 Bulopa - Bulogo - Bugondha – Nabirumba 21. 0 Fair
1659 Iganga-Kiige 9.0 Poor
1660 Nawandyo-Wankole 8.0 Poor
1661 Isimba-Magogo-Kakira 9.2 Fair
1662 Kadaaga Road 7.0 Fair
1663 Balawoli-Nabulezi-kyamatende 22.0 Poor
1664 Kisozi T/C – Nababirye landing site 4.0 Good
1666 Kisozi T/C – Isimba Landing site 3.2 Good
1667 Namwendwa R/C – Bulange 6.0 Good
1668 Busimba – Mutukula – Nanvunano 10.0 Poor
1669 Mugweri Asokolito road 16.5 Fair
1671 Namisambya-Bugulusi-Mbulamuti 14.5 Good
1673 Bulogo-Galinandha-Kinu 16.0 Fair
1674 Bulungu-Nambale 11.0 Fair
1675 Bugolo-Budhuli-kiyunga 6.8 Poor
1676 Nankandulo-Nabukidi Landing site 3.8 Good
1677 Busige-Nakiwulo-Namaganda 10.0 Good
1678 Busige – Bugwala - Kisadhaki 8.8 Poor

1679 Kirangira – Kiduna – Lwanyama 9.6 Poor
1680 Matuumu – Nakaato Landing 4.5 Good
1681 Kyeeya – Bugondha – Butaaga 4.0 Fair
1682 Nawanyago – Kisozi 10.0 Good
1683 Nawanyago – Wankole 7.0 Good
Total 473
Source: Department of Works and Technical Services, Kamuli.
Table 2. 19 State of the District Feeder Roads

Category Condition/degree of motorability Vehicle speed limits Percentage (%)
1 Good motorable condition 50 Km/hr and above 16%
2 Fair motorable condition 30 – 50 Km/hr 39%
3 Poor motorable condition Below 30 Km/hr 45%
Source: Department of Works and Technical Services, Kamuli.
As can be seen from the above table, the percentage of feeder roads in good motorable
condition is only 16% and that in poor condition is 45%. The poor condition of roads was as a
result of the heavy rains which washed away fill materials at most swamp sections in the
district for the last two years. As you are aware, the road transport network of any district plays
a vital role in its economy and the therefore the physical condition of the infrastructure is
critical. Consequently, without adequate and timely maintenance, the roads deteriorate leading
to high vehicle operating costs, increased number of accidents and hence reduced reliability of
transport services. The sugar factory has generated additional traffic with heavy loads beyond
the capacity of the roads due to increased economic activity thus contributing to high failure
rate of the road network.
Urban Roads
These roads are under the management of the Kamuli Municipal council. Funding for the road
sector in the Municipal council has improved as a result of being enrolled on the USMID
program funded by World Bank which is scheduled to run up to FY 2024/25. However there
are six newly created Town Councils of Namwendwa, Balawoli, Mbulamuti, Kisozi,

Nawanyago and Kasambira. As they become fully operational there is need to plan and open
up their roads networks to facilitate organized development.
Community Access Roads

Most community access roads were opened in the late 1960s and 70s when bulungi bwansi
(self-help) was active but since then, they have returned into footpaths and bicycle paths. A
considerable number are inaccessible to vehicles especially at swampy sections due to lack of
drainage structures at the swamps. Only about 10% of the 1605 Km is being maintained under
the Uganda road fund. The main challenge is funding for opening of community access roads,
including installation of drainage structures. At the moment, Uganda Road Fund (URF) only
provides funds for maintenance and not for opening or rehabilitation. Less than 10% of
community access road network is in a maintainable state. The rest (1350km) is basically a
footpath or bicycle path. Generally, the community access roads (Bulungi bwansi roads) are
not gazetted and are maintained by Sub-county authorities using the community on a self-help
basis and Ministry of works and transport under inter-connectivity program.
National Trunk Roads
All national roads are under the Management of the Uganda National Roads Authority
(UNRA). The information/reports on the roads under UNRA can be obtained from the
Regional manager/Station Engineer based in Jinja UNRA office.
The following roads in Kamuli district fall under the management of UNRA:
 Nabirumba-Buyende-Kidera,
 Kamuli-Iyingo
 Busota-Namaganda-Matumu
 Kamuli-Jinja - Tarmac road
 Kamuli-Bukungu,
 Kamuli-Kaliro,
 Kamuli-Iganga,
 Mbulamuti-Namaganda,

 Kamuli-Namasagali).
Summary of issues (list or bold the issues)

 Only 55% of district roads in good motorable condition is low
 Only 10 % of the community access roads are being maintained
 The single road unit is not adequate to handle District roads , Community Access Roads
in the 14 Subcounties and Municipality roads.
 The sugarcane industry has increased the loads being transported on CARS thus
increased failure rate
2.3.3 Energy
Kamuli district uses three main sources of energy namely hydroelectric power, solar and firewood
Table 2. 20 Number of Households and Main Source of Energy for Lighting by Sub-
County; Kamuli District, 2014
Total
Paraffin-
Sub-County Household Electricity Lantern Paraffin-Tadooba
s Other
Kamuli Municipality 2,12
Northern Division 6,906 8 655 3,128 995
Southern Division 6,246 1,40 684 3,551 604
7
Balawoli 10,115 57 671 7,041 1,825
Bulopa 4,568 8
42 146 3,682 315
Butansi 5,509 5
34 155 4,422 583
Kitayunjwa 8,047 9
73 551 5,581 1,185
Nabwigulu 4,291 0
30 258 3,359 373
Namasagali 6,935 1
46 210 5,388 875
Namwendwa 11,293 2
94 559 8,351 1,438
Bugulumbya 6,958 5
60 365 5,620 367
Kisozi 8,980 6
69 443 6,969 872
Mbulamuti 5,527 6
40 301 4,143 682
Nawanyago 4,666 1
73 410 3,157 364
Wankole 3,793 5
25 246 2,915 376
6
District 93,834 10,01 5,654 67,307 10,854
Source: national Population and Housing9Census 2014
Summary of issues.

Most of the households use candle and lanterns for lighting with a very small percentage
using electricity. The low levels of electricity are majorly due to limited network of the power
and to small extent affordability for areas where there is power.
No mension of other sources of energy for cooking like firewood and charcoal ,
Table 2. 21: Distribution of Households by source of Energy for Cooking, Kamuli
Paraffin-
District Electricity Gas Charcoal Firewood Others Total
Stove
Kamuli 1,138 329 376 12,914 77,791 445 93,998
Percentage 1.2 0.4 0.4 13.7 82.8 0.5 100.0
Source: National Populationand Housing Census, 2014
The table above shows at 96.5% of the households use either firewood or charcoal for as the
source of energy for cooking. This means that a lot of trees are being cut to provide the
firewood and charcoal. This in turn leads to environmental degradation and contributes to
climate change. Also this means that women are affected more in terms of efforts and time to
look for firewood which constitutes 82.8% of the energy sources used for cooking.
There are also health hazards especially respiratory illness associated with smoke from the
firewood while cooking. The low use of electricity is attributed mainly to low levels of
electrification. However, even where there is electricity the power tarrifs tend to be
prohibitive thus most households resorting to wood fuel which is relatively cheaper.
(crosscutting issues of over dependence on firewood, charcoal like environmental
degradation
Summary of issues.
Only 1.2 % of the households use electricity for cooking
96.5% of the households use firewood and charcoal for cooking resulting environment
degradation.
2.3.4 ICT
Table 2. 22 USE OF ICT
9.1: Mobile phone ownership (10 and above years) Number Perce
nt
Males aged 10 years and above that own at least one mobile phone 57,090 39.
Persons aged 10 years that own at least one mobile phone 98,166
3
KAMULI DISTRICT LOCAL GOVERNRMENT DEVELOPMENT PLAN FOR 2020/21 -2024/25 31.
Females aged 10 years and above that own at least one mobile phone 41,076 25.
2
9.2: Mobile phone ownership (18-30 years) Number Perce
Males aged 18-30 years and above that own at least one mobile phone 24,488 nt 57.
Persons aged
Females aged 18-30
18-30years
yearsand
andabove
abovethat
thatown
ownatatleast
leastone
onemobile
mobilephone
phone 42,279
17,791 34.
1
644.
9.3: Internet Usage (10 and above years) Number 8
Perce
Males aged 10 years and above that use internet 8,543 nt 5.

Persons aged
Females aged 10
10 years
yearsand
and above
abovethat
thatuse
useinternet
internet 13,573
5,030 3.
9
4.
1
9.4: Internet Usage (18-30 years) Number 4

Perce
Males aged 18-30 years that use internet 4,550 nt 10.

Persons aged
Females aged 18-30
18-30 years
years that
that use
useinternet
internet 7,266
2,716 65.
Source: NPHC 2014 Report 7.
3
7
Summary of issues
Low usage of mobile phones especially in the rural areas.
Low internet usage and is lower among the less educated and also the poorer sections of the
community since the smart phones are more expensive.
2.4 Human and Social Development

The section looks at the status of the human capital by reviewing the situation of the factors
that influence the achievement of individuals’ full potential by looking at the various stages if
the lifecycle.
2.4.1 Health
Provide data and statistics on health infrastructure/facilities,
Table 2. 23 Health infrastructure (categories)
Category Ownership Total
Government PNFP
Hospital 01 01 02
H/C IV 02 0 02
H/C III 12 08 20
HC II 24 05 29
Total 39 14 53

Number of staff houses 57 08 64
Source: DHO’s Office
Figure 2 Map of Health Facilities in Kamuli District
Accessibility to health Services

This section looks at the distance to access health facilities within a community by the
household
Distance to the nearest Health Unit & Health Infrastructure
The population living within 5 km of a health facility is currently at 63 percent from 40 percent
in 2016. In addition, significant challenges remain with an old stock and inadequate

infrastructure mainly General hospital staff houses and lower level health facilities. The
functionality of some health facilities particularly Health Centre IIIs & IIs remains sub-optimal
largely due to inadequate staff housing and equipment .
Health Services Accessibility indicators

 Average Population served by each health unit: 8,881
 Percentage of population within 5km radius of health unit: 63%
 Number of licensed private clinics : 35
 Practicing Doctor: population ratio: 1:55,835
 Nurse: Population ratio: 1:5,985
 Clinical Officer: Population ratio: 1:18,646
 OPD Utilization: 87%
 Deliveries in health facility: 85.3%
 Midwives: pregnant women (15-49) ratio: 1:332
Table 2. 24 Health Transport Equipment

Facility Level Type of Transport Condition
(Good or
General Purpose Ambulance Motorcycle Bicycle Poor)
Vehicle
District 4 0 3 0 2 vehicles in poor
mechanical condition
Hospital 1 2 2 0 One functional
ambulance
HC IVs 0 2 3 Both ambulances
grounded
HC IIIs 11 Functional
HC IIs 5 Functional
Total 5 4 23
Source: DHO’s Office, Dec 2020
Human Resource for Health,

Table 2. 25 Staffing In District Health Office
Cadre Approved Filled Not Filled
District Health Officer 1 0 1
Assistant District Health Officer (Environment) 1 1 0
Assistant District Health Officer (Maternal Child Health) 1 1 0

Senior Environmental Health Officer 1 1 0
Senior Health Educator 1 0 1
Bio-Statistician/Health Information Scientist 1 0 1
Cold Chain Technician 1 1 0
Stenographer Secretary 1 1 0
Stores Assistant 1 1 0
Office Attendant 1 1 0
Driver 1 1 0
Total 11 08 03
Table 2. 26 Staffing In Hospital

Principal Medical Officer 1 1 0
Mo Special Grade (Community) 1 0 1
Mo Special Grade (Obs & Gyn) 1 0 1
Mo Special Grade (Internal Medicine) 1 0 1
Mo Special Grade Surgery 1 0 1
Mo Special Grade Pediatric 1 0 1
Senior Medical Officer 1 2 -1
Medical Officer 4 5 -1
Dental Surgeon 1 0 1
Public Health Dental Officer 2 3 -1
Dental Attendant 1 1 0
Pharmacist 1 1 0
Dispenser 2 1 1
Principal Nursing Officer 1 1 0
Senior Nursing Officer 5 5 0
Assistant Nursing Officer (Nursing) 17 13 4
Assistant Nursing Officer (Midwifery) 3 9 -6
Assistant Nursing Officer (Psychiatry) 1 1 0
Public Health Nurse 1 0 1
Psychiatric Clinical Officer 1 1 0
Enrolled Psychiatric Nurse 2 2 0
Enrolled Nurse 46 33 13
Enrolled Midwife 25 24 1
Senior Clinical Officer 1 6 -5
Clinical Officer 6 2 4
Health Educator 1 0 1
Ophthalmic Clinical Officer 1 1 0
Health Inspector 1 1 0
Entomological Officer 0 1 -1
Entomological Assistant 1 1 0
Radiographer 2 1 1
Physiotherapist 1 1 0
Occupation Therapist 1 1 0
Orthopedic Officer 2 1 1
Asst. Health Educator 1 2 -1
Anesthetic Officer 3 3 0

Anesthetic Attendant 2 0 2
Theatre Assistant 0 2 -2
Sen.Lab. Technologist 1 0 1
Lab Technologist 1 1 0
Lab. Technician 2 4 -2
Lab. Assistant 1 4 -3
Senior Hosp. Administrator 1 1 0
Hospital Administrator 1 1 0
Senior Human Resource Officer 1 1 0
Medical Social Worker 1 1 0
Nutritionist 1 1 0
Inventory Management Officer (Supplies Officer) 1 1 0
Assistant Inventory Management Officer (Stores 2 1 1
Assist)
Stenographer Secretary 1 1 0
Office Typist 1 1 0
Assistant Records Officer 0 2 -2
Medical Records Assistant 2 1 1
Senior Accounts Assistant 1 1 0
Accounts Assistant 2 0 2
Dark Room Attendant 1 1 0
Cold Chain Assistant 0 1 -1
Mortuary Attendant 1 1 0
Driver 2 3 -1
Cook 3 2 1
Askari 2 7 -5
Porter 0 2 -2
Artisans Mate {Plumber} 1 1 0
Artisans Mate (Mechanic) 1 0 1
Artisans Mate {Electrician} 1 1 0
Nursing Assistants 15 10 0
Total 190 177 4
% Of Filled Posts 93%
Table 2. 27 Staffing In Government Health Units HC IV

Senior Medical Officer 2 2 0
Medical Officers 2 2 0
Senior Clinical Officers 0 3 -3
Clinical Officers 4 2 -2
Ophthalmic Clinical Officers 2 1 1
Dispenser 2 1 1
Ass Nursing Officers (Nursing) 2 3 -1
Ass Nursing Officers (Midwifery) 2 1 1
Ass Nursing Officers (Psychiatry) 2 1 1
Assistant Health Educator 2 2 0
Anaesthetic Officer 2 2 0
Theatre Assistant 4 2 2

Anaesthetic Assistant 4 2 2
Enrolled Psychiatric Nurse 2 3 -1
Office Typist 2 0 2
Health Inspectors 4 2 2
Enrolled Nurses 6 -4
Enrolled Midwives 6 5 1
Laboratory Technician 2 2 0
Cold Chain Ass 2 2 0
Assistant Entomology Officer 2 0 2
Nursing Officer (Nursing) 2 1 1
Public Dental Officer 2 1 1
Accts Assistants 2 2 0
Health Assistants 2 2 0
Health Information Assistants 2 1 1
Store Assistants 2 2 0
Askari 6 6 0
Porter 6 5 1
Driver 2 1 1
Total 82 59 9
Table 2. 28 Staffing Health Centre IIIs

Senior Clinical Officer 12 12 0
Clinical Officers 12 11 1
Ass. Nursing Officers (Nursing) 12 12 0
Enrolled Nurses 36 38 -2
Enrolled Midwives 24 37 -13
Laboratory Assistant 12 19 -7
Laboratory Technician 12 6 6
Health Information Assistants 12 11 1
Askari 24 24 0
Porter 24 20 4
Nursing Assistants 36 0 0
Total 228 202 -10
Table 2. 29 Staffing Health Centre II

Nursing Officers 0 6 -6
Enrolled Nurses 20 25 -5
Enrolled Midwives 20 15 5

Askari 40 24 16
Porter 40 0 40
Total 140 79 61
Disease Burden and Causes of death

The Disease burden and causes of death in Kamuli District basing on financial year 2019/20 as
evidence-based planning and resource allocation is as presented below;
Table 2. 30 Top Ten Causes of morbidity for all age groups during previous FY 2019/20
Data / Category option combo Male Female Total Rank
Malaria 67,032 108,604 175,657 50.01%
No Pneumonia 26,998 45,093 72,194 20.56%
Intestinal Worms 7,100 10,309 17,409 4.96%
Urinary Tract Infections (UTI) 3,307 7,478 10,785 3.07%
Diarrheal – Acute 4,411 5,405 9,826 2.80%
Pneumonia 3,982 4,801 8,821 2.51%
Gastro-Intestinal Disorders (non-Infective) 2,119 4,592 6,713 1.91%
Skin Diseases 2,196 2,963 5,176 1.47%
Other Sexually Transmitted Infections 1,419 3,193 4,612 1.31%
Pelvic Inflammatory Disease (PID) 0 3,868 3,868 1.10%
Data source: DHIS2 version 2, Period 1st January to 30th June, 2020.
Table 2. 31 Top Ten Causes of Morbidity for Under Five during previous FY 2019/20
Malaria 20,095 23,686 43,781 53.69%
No Pneumonia 7,203 8,603 15,806 19.38%
Pneumonia 2,945 3,443 6,388 7.83%
Diarrhea – Acute 2,320 2,646 4,966 6.09%
Skin Diseases 676 846 1,522 1.87%
Other types of Anaemia 376 317 693 0.85%
Other Emerging infectious Diseases (SARS) 184 231 415 0.51%
Diarrhea – Persistent 203 192 395 0.48%
Urinary Tract Infections (UTI) 152 203 355 0.44%
st th
Data source: DHIS2 version 2, Period 1 January to 30 June, 2020.
Table 2. 32 Top Ten Causes of Morbidity for five years and above during previous FY
2019/20
Malaria 46,946 84,930 131,876 48.97%

No Pneumonia 19,833 36,555 56,388 20.94%
Urinary Tract Infections (UTI) 3,155 7,275 10,430 3.87%
Gastro-Intestinal Disorders (non-Infective) 2,054 4,507 6,561 2.44%
Diarrhea – Acute 2,092 2,768 4,860 1.80%
Other Sexually Transmitted Infections 1,409 3,167 4,576 1.70%
Pelvic Inflammatory Disease (PID) 0 3,865 3,865 1.44%
Skin Diseases 1,523 2,131 3,654 1.36%
Hypertension 1,095 2,448 3,543 1.32%
st th
Data source: DHIS2 version 2, Period 1 January to 30 June, 2020.
Table 2. 33 Top Ten Causes of Mortality for under five years during previous FY
2019/20
Anemia (Deaths) 25 27 52 25.12%

Malaria Total (Deaths) 14 7 35 16.91%
No Pneumonia - Cough and cold (Deaths) 11 12 23 11.11%
Other Neonatal Conditions (Deaths) 9 12 21 10.14%
Pneumonia (Deaths) 4 9 13 6.28%
Premature baby (as condition that requires mgt) (Deaths) 8 5 13 6.28%
All others (Deaths) 7 1 8 3.86%
Urinary Tract Infections (UTI) (Deaths) 2 6 8 3.86%
Typhoid Fever (Deaths) 6 0 6 2.90%
Motor Cycle (Deaths) 5 0 5 2.42%
Neonatal Sepsis 0-7days (Deaths) 4 1 5 2.42%
Table 2. 34 Top Ten Causes of Mortality for five years and above during previous FY
2019/20
Malaria Total (Deaths) 7 7 35 38.04%
All others (Deaths) 13 5 18 19.57%
Anaemia (Deaths) 4 5 9 9.78%
Pneumonia (Deaths) 2 4 6 6.52%
Peptic Ulcer Disease (Deaths) 2 3 5 5.43%
Hypertension (newly diagnosed cases) (Deaths) 3 0 3 3.26%
Motor Cycle (Deaths) 2 0 2 2.17%

Hypertension (old cases) (Deaths) 1 1 2 2.17%
Stroke/Cardiovascular Accident(CVA) (Deaths) 1 1 2 2.17%
No Pneumonia - Cough and cold (Deaths) 1 0 1 1.09%
Diabetes mellitus (re-attendances) (Deaths) 0 1 1 1.09%
KAMULI DISTRICT LOCAL GOVERNMENT SCORE CARDS

Indicators In RED %age Indicators In %age
YELLOW
Percentage of pregnant 110% IPT2 Coverage 53% (14,620/27,761)
mothers attending 1st ANC (30,459/27,761)
visit
Proportion of mothers who 32% Percentage institutional 55%
attend ANC timely (8,826/27,761) deliveries (14,694/26,928)
4th ANC visit coverage 42% DPT3 coverage 85.3% (20,473/23,874)
(11,528/27,761)
Fully Immunized at 1 year 78.8% HIV positive clients 81.8% (1,047/1,280)
(18,803/23,874) Linked to care
PNC 6 days coverage 15% (4,231/27,761)
Percentage Perinatal deaths 18% (20/111)
audited
Service delivery and reasons behind gaps into the analysis

Percentage of pregnant mothers attending 1st ANC visit and timeliness:
Overall, Kamuli District Local Government achieved 110% (30,459/27,761) of the national
target for the total number of women who received their 1st ANC and only 32% (8,826/27,761)
were timely. Despite the excellent performance, there were some sub counties that had a
sublime performance namely; Mbulamuti, Namasagali, Kitayunjwa, Nabwigulu and
Namwendwa Sub-counties due to the outlined reasons below;
1. Poor road network access and long travel distances especially in Namasagali due to the
nearness to a river bank and swampy areas causing water logging hence inaccessible.
2. Most of the health facilities are faced with frequent stock outs of key major supplies
like Human Chorionic Gonadotropin(in full) strips, gloves. These impose additional
costs to the already strained population.
3. Antenatal care is selectively conducted on specific days in most of the health facilities
largely due to health workers’ organized absenteeism thus increased waiting time.
4. At most of the health centers, there is no service integration like laboratory checks
5. Sonographic services would lure more mothers to attend early but these are lacking in
most of the health facilities.
IPT2 Coverage:
During ANC mothers are meant to receive Intermittent Preventive Treatment (IPT) twice and
Kamuli District faired at 53% (14,620/27,761) due to limited stock of Fansidar and non-
adherence to the Direct Observation Therapy strategy simply because of no onsite safe
drinking water. The sub-counties most affected are; Balawoli, Bugulumbya, Bulopa,
Kitayunjwa, Magogo, Nabwigulu, Namasagali and Namwendwa Subcounty.
ANC 4th visit coverage

During FY2019/20, Kamuli District achieved an overall 4th ANC performance of only 42%
(11,528/27,761) with majority of the sub-counties performing below the 80% national target.
These included; Balawoli, Bugulumbya, Bulopa, Butansi, Kagumba, Kisozi, Kitayunjwa,
Magogo, Mbulamuti, Nabwigulu, Namasagali Namwendwa and Northern Division. The ages
mostly affected are those greater than 25 years. The low performance is attributed to the lack of
enough community sensitization and health workers’ customer care services.
Percentage institutional deliveries

Cognizant of Kamuli District ANC coverage, only 55% (26,928/14,694) of them get hospital
deliveries due to; 1) Lack of customer care and attitude at HFs, 2) Lack of enough supplies like
gloves, uterotonics, and fluids 3)Extortion of money from patients by HWs, 4) Presence of
Traditional Birth Attendants (TBAs), 5) Non-functional referral system at community to
facility and facility- facility referral, 6) Lack of referral ambulances at community and HFs and
7)Long distances and poor rood network traversed to HF and referral HFs.
DPT3 coverage and Fully Immunized at 1 year

In FY2019/20, DPT3 immunization coverage stood at only 53% (14,620/27,761) and Measles
coverage as a proxy indicator for full immunization at 78.8% (18,803/23,874). Sub-counties
mostly affected with DPT3 poor performance included; Bulopa at 40.3%, Magogo (50.9%),
Mbulamuti (50.8%), Nabwigulu (55%) Namasagali (62.4%) and Northern Division at 76.3%.
In terms of full immunization; Bugulumbya is at 77.7%, Bulopa 26%, Kagumba 79.3%,
Magogo 42.6%, Mbulamuti 36.5%, Nabwigulu 48.5%, Namasagali 65.8% and Namwendwa
72.6%. The low performance is due to;
1. Some health facilities have poor road network due to the swampy areas and riverbed
which causes water logging hence poor access like in Namasagali and Butansi sub
counties
PNC at 6 days coverage:

Acquainted with both the high risk to both the mother and baby during the first days of life,
mothers are encouraged to attend postnatal care early within the first week of delivery at 6 days
to avert any emerging fatality. Despite this, PNC at 6 days is faced with big challenges at most
of health facilities not withstanding those in Kamuli District. In the FY2019/20, Kamuli
District had a performance of only 15% (4,231/27,761) with most sub-counties scoring below
target of 67% with exception of Southern Division (Kamuli MC) at 49% and Wankole Sub-
county at 76%. This low performance was due to lack of enough information given to mothers
about the importance of PNC services and high cost associated with returning to the facility
within 6 days.
Percentage Perinatal deaths audited

Kamuli District registered a low performance of perinatal death reviews at only 18% (20/111)
largely due to lack of knowledge by health workers on how to conduct the audits. This affected
more than 80% of the sub-counties with a few conducted in Northern Division (Kamuli MC)
and Southern Division (Kamuli MC) were insufficient.
Summary of issues (list or bold the issues).
Poor Health indicators

 Average Population served by each health unit: 8,881
 Percentage of population within 5km radius of health unit: 63%
 Practicing Doctor: population ratio: 1:55,835
 Nurse: Population ratio: 1:5,985
 Clinical Officer: Population ratio: 1:18,646
 OPD Utilization: 87%
 Deliveries in health facility: 85.3%
 Midwives: pregnant women (15-49) ratio: 1:332
Inadequate staffing especially HC IIs and HC IVs

Inadequate staff houses
Some health facilities have poor road network due to the swampy areas and riverbed which
causes water logging hence poor access like in Namasagali and Butansi sub counties
Frequent stock outs of key major supplies like HCG strips, gloves.
Sub counties not having a HC III
Lack of referral ambulances at community and Health Facilities
Lack of enough community sensitization and health workers’ customer care services.
2.4.2 Water and Sanitation

Kamuli district is generally flat with low potential for springs. Its population depends on
boreholes as the main source of safe drinking water. Kamuli district has eight piped water
supply systems namely: - Namwendwa, Kasambira managed by Eastern Umbrella of Water
and sanitation, Kasolwe, Nankandulo water supply schemes managed by Water & Sanitation
Committees, and Kisozi, Mbulamuti and Kamuli water supply under the management of
National Water & Sewage Corporation (NWSC).
There are 1,171 serving rural point water sources which give the safe water coverage for the
projected rural population (474,262 people) of the District as 77.2% assuming that all the water
sources are functional at any given time. However, the results of monitoring visits to most of

the sources indicated an average functionality of 92.3%, which would mean that only 71.2% of
the rural population had access to safe water. Table 2.2 shows the safe drinking water coverage
in each of the 14 rural sub counties in the district.
Table 2. 35 Safe water coverage per sub-county.

Sub County Projected Number of sources % served at % served
Population
served
Population 100% at 92.3%
DRWT
pumps
Spring
Public
Hand-
2020 functionality functionali
Yard
taps
tap
ty
Nabwigulu 25,558 53 0 0 15,900 62.2 57.4
Balawoli 25,588 51 0 0 0 15,300 59.8 55.2
Kagumba 37,528 54 0 1 16,350 43.6 40.2
Namasagali 43,664 85 0 0 0 25,500 58.4 53.9
Butansi 34,373 95 0 0 4 29,100 84.7 78.1
Kitayunjwa 46,598 138 0 0 2 41,700 89.5 82.6
Namwendwa 66,962 136 0 400 9 44,550 66.5 61.4
Bulopa 33,604 67 0 285 3 22,260 66.2 61.1
Bugulumbya 42,173 141 0 541 6 46,446 110.1 101.7
Wankole 23,234 86 0 0 0 25,800 111.0 102.5
Nawanyago 27,711 78 0 5 2 23,730 85.6 79.0
Kisozi 20,181 52 0 0 7 16,650 82.5 76.2
Magogo 25,663 60 0 6 10 19,536 76.1 70.3
Mbulamuti 21,426 75 0 0 4 23,100 107.8 99.5
Total 474,262 1171 0 0 1237 48 365,922 77.2 71.2
Source: Water department, Kamuli district 2020
The district rural safe water coverage for Kamuli is 71.2% which is below the NDP III
baseline of 73% for FY 2017/18 and the NDP III target of 85%. While the district safe water
coverage is 71.2%, the sub counties of Nabwigulu, Balawoli, Kagumba, Namasagali, Bulopa
and Magogo are below the district average and therefore need more attention to catch up with
the rest of the district as it focuses on attaining the NDP III target.
There is a high failure rate of boreholes in Kagumba and Namasagali thus the need to explore
the possibility of piped water which is much more expensive.
Kamuli has a population growth rate of 2.5% p.a according to the 2014 census. This means that
over the next five years 208 safe water sources will be required to maintain the current levels of
safe water coverage.

The average functionality of safe water sources (92.3%) affects the population served which
majorly depend on the functionality of the water user committees making adequate provisions
for borehole rehabilitation for the case of major repairs. The water coverage has also been
affected by lowering of the water table due to environment degradation arising from tree
cutting.
The low safe water coverage results implies people travelling longer distances and spending
more time to collect water and this affects mostly the women and children since they are the
ones that mostly fetch water for their families. The persons with disability are more affected as
it is more difficult for them to travel long distances to access water.
SDG 6: Ensure availability and sustainable management of water and sanitation for all
 By 2030, achieve universal and equitable access to safe and affordable drinking water for all
 By 2030, achieve access to adequate and equitable sanitation and hygiene for all and end open
defecation, paying special attention to the needs of women and girls and those in vulnerable
situations
Access to improved sanitation facilities.

The latrine coverage in all the 16 Sub-counties i.e. rural and urban is 80%. Table 2.3 shows the
latrine and hand washing coverage in the district.
Table 2. 36 Latrine and Hand washing coverage in Kamuli district
# HH with Latrine HWF
HSD Sub County No. HH Latrines (%)age # HWF (%)age
Kisozi 6,624 5,564 84%) 2,120 32%
Magogo 3654 2,448 67%) 548 15%
Nawanyago 4068 3,051 75% 1,342 33%
BUZAAYA
Wankole 5,316 4,223 79% 1595 30%
Mbulamuti 7297 6,348 87% 2554 35%
Bugulumbya 7,906 6,934 88% 4,032 51%
Sub Total 34,865 28,568 82% 12,191 43%
Namwendwa 9953 7546 76% 2,787 28%
Kitayunjwa 7668 6780 88% 4000 52%
BUGABULA SOUTH
Butansi 6187 4850 78% 1299 21%
Bulopa 4,742 3,225 68% 1898 40%

Sub Total 28,550 22,411 78% 9,984 45%
Nabwigulu 5174 4,006 77% 1,099 21%
Namasagali 7531 6,552 87% 3,540 47%
BUGABULA NORTH
Balawoli 5877 5513 94% 3,467 59%
Kagumba 6,613 4,575 69% 1,983 30%
Sub Total 25,195 20,646 82% 10,089 49%
Northern Div. 10,124 8,212 81% 4,374 53%
KAMULI MC
Southern Div. 10,698 7,817 74% 1,698 22%
Sub Total 20,822 16029 77% 6,072 38%
GRAND TOTAL 88,610 71,625 80.8% 32,264 36.4%
Source: Kamuli district – WASH data
The latrine coverage in Kamuli is 80.8% comprising mostly of pit latrines. However the sub counties of
Magogo, Nawanyago, Namwendwa, Bulopa and Kagumba are far below the district average.
The hand washing coverage is at 36.4% with four sub counties at less than 25%. This is partly due low
safe water coverage and also inadequate sensitization of the communities.
Summary of issues (list or bold the issues

 Access to safe water coverage is 71.2% which is below the national target of 85%
 The average functionality of water sources is 92.3% which is below and attributed to
functionality of water user committees and inadequate funding for rehabilitation of water
sources.
 The sub counties of Nabwigulu, Balawoli, Kagumba, Namasagali, Bulopa and Magogo are
below the district average
 There is a high failure rate of boreholes in Kagumba and Namasagali thus the need to explore
the possibility of piped water
 Low percentage levels of latrine coverage
 Low percentage levels of hand washing facilities.
2.4.3 Education
The Education department is charged with overseeing the implementation of the district
and National Education policies and plans. It also monitors and evaluates the performance of
the education system and school operations to keep required standards.

The district has 164 Government aided primary schools; 158 private primary schools; 231
Early Childhood Development Center’s (ECDs); 11 Government aided Secondary Schools and
50 Private secondary schools; 1 Private Nursing Training school, 1 Government Vocational
Training colleges and 2 private Training college.
The education standards are to a great extent influenced by several factors which include: -
funding, school infrastructure, teachers, parents and the learners.
The performance of the department over the past periods and present have been determined by
the interplay of the above factors and need to be analyzed further to inform the programing for
next plan.
Table 2. 37 NUMBER OF ECD CENTRES IN KAMULI BY SUBCOUNTY, TYPE

FOUNDING BODY AND LOCATION
LOCATION
SUBCOUNTY TYPE OF ECD FOUNDING BODY
ENTREPRENUE
HOME BASED
COMMUNITY
COMMUNITY
PERI URBAN
CATHOLIC
DAY CARE
NURSERY
ISLAMIC
RURAL
URBAN
TOTAL
COU
SDA
MAGOGO 2 0 16 0 18 0 1 1 1 11 4 3 15 0
WANKOLE 2 0 18 0 20 0 0 0 1 7 12 1 19 0
KISOZI 3 0 15 0 18 3 2 1 1 11 6 12 0
BUGULUMBYA 4 1 25 3 33 0 2 1 3 9 18 4 29 0
NAMASAGALI 6 1 8 0 15
NORTHERN DIV. 1 0 18 0 19 0 0 1 0 3 15 12 2 5
SOUTHERN DIV. 1 1 19 0 21 3 0 0 0 7 11 8 3 10
NABWIGULU 1 1 14 1 17 1 1 1 0 4 10 0 16 1
NAMWENDWA 0 0 25 4 29 1 3 1 3 7 14 3 23 3
KITAYUNJWA 1 0 15 0 16 2 2 0 0 4 8 0 16 0
MBULAMUTI 6 0 25 0 31 0 2 0 0 9 20 30 1
BUTANSI 8 0 2 0 10 1 1 1 1 5 1 0 10 0
BULOPA 1 0 12 0 13 0 1 1 0 4 7 0 9 4
NAWANYAGO 0 0 8 1 9 0 1 1 0 2 5 6 3
KAGUMBA 5 0 5 0 10 1 3 0 0 5 2 0 10 0

BALAWOLI 2 0 5 0 7 1 1 1 1 3 0 7 0
TOTAL 43 4 230 9 286 10 21 11 10 79 141 37 207 27
Source: District Education Office, Kamuli
From the table above it can be observed that:-
Some sub counties have a much smaller number of ECD centres e.g. Balawoli and Nawanyago
thus affecting access to these services.
The biggest percentage of the ECD centres belong to business people who are likely to charge
higher fees thus affecting the number of children who can afford those rates
The majority of the above ECD centers are not registered and therefore may not be meeting the
required standards.
SCHOOL FACILITIES – PRIMARY EDUCATION
The school facilities are meant to provide a conducive learning environment to facilitate
effective teaching and learning. These include: classrooms, desks, water and sanitation
facilities and teachers’ houses.

Table 2. 38 PRIMARY SCHOOLS INFRASTRUCTURE 2020
Sub County/ Enrollment Teachers Classrooms Latrine Desks Pupil- Pupil– PupilLatrine Pupil–Desk
Location Boys Girls Total Stances Teacher Classroom Ratio(PLR) Ratio(PDR)
Ratio(PTR) Ratio
(PCR)
Bugabula
Balawoli 3537 3651 7188 106 198 36 962 68:1 36:1 200:1 7:1
Kagumba 3661 3787 7448 84 86 54 659 89:1 87:1 138:1 11:1
Namasagali 4327 4422 8749 111 98 27 1080 79:1 89:1 324:1 8:1
Nabwigulu 2797 3131 5928 98 49 31 880 60:1 121:1 191:1 7:1
Namwendwa 6162 6225 12387 218 173 109 1840 57:1 72:1 114:1 7:1
Butansi 4126 4398 8524 149 114 131 1963 57:1 75:1 65:1 4:1
Bulopa 2501 2380 4881 82 63 27 733 60:1 77:1 181:1 7:1
Kitayunjwa 5276 5298 10574 209 145 149 3882 51:1 73:1 71:1 3:1
Subtotal 32387 33292 65679 1057 926 564 11999
Buzaaya
Bugulumbya 5573 5828 11401 175 155 92 2118 65:1 74:1 124:1 5:1
Kisozi 3283 3276 6559 82 77 33 733 80:1 85:1 199:1 9:1
Magogo 3869 3981 7850 104 112 58 1179 75:1 70:1 135:1 7:1
Mbulamuti 3809 3915 7724 129 124 65 1615 60:1 62:1 119:1 5:1
Nawanyago 4015 3586 7601 184 220 188 2241 41:1 35:1 64:1 3:1
Wankole 3055 3085 6140 98 78 27 867 63:1 79:1 227:1 7:1
Subtotal 23604 23671 47275 772 766 463 8753
District total 55991 56963 112954 1829 10 20752
KAMULI DISTRICT LOCAL GOVERNRMENT DEVELOPMENT PLAN FOR 2020/21 -2024/25 FINANCIAL YEAR Page 73
 The District has only 1692 classrooms instead of 2131 required.
 1027 latrines instead of 2500 required.
 As a result, permanent house – teacher ratio, classroom – pupil ratio and pupil – desk ratio
especially for lower primary levels, and latrine stance- pupil ratio remain high.
 Many primary schools still conduct some classes under temporary shades and many children
still sit on the floor. The most affected are lower primary classes (P.1-P.4).
 Most teachers are forced to commute from their villages to school every day. The result has
been; teachers arrive late to school, rampant absenteeism, and poor performance in the Primary
School Leaving Examinations.
Table 2. 39 PLE PERFORMANCE TREND 5 YEARS

YEAR COUNTY DIV1 DIV2 DIV3 DIV4 U X N.P TC %P %F
2018 Bugabula 274 2059 1414 1048 661 86 4754 5542 86.5 13
Buzaaya 215 1595 1087 758 575 65 3675 4295 85.0 15
Total 489 3654 2501 1806 1236 151 8429 9837
Percentage 4.97 37.14 25.42 18.35 12.56 1.53 85.68 100
2017 Bugabula 187 1846 1409 986 947 112 4428 5487 80.6 19
Buzaaya 126 1571 1223 820 883 94 3740 4717 79.2 21
Total 313 3417 2632 1830 1830 206 8168 10204 80.0 20
Percentage 3.06 33.48 25.79 17.93 19.93 2.01 80.04 100 80.0 20
2016 Bugabula 142 1224 1193 1021 1260 145 3580 4985 71.8 28
Buzaaya 153 1238 1034 726 883 85 3151 4119 76.4 23
Total 295 2462 2227 1747 2143 230 6731 9104 73.9 26
Percentage 3.2 27.0 24.4 19.1 23.5 2.5 73.9 100 73.9 26
2015 Bugabula 577 2375 1736 1018 1032 154 5706 6892 82.7 15
Buzaaya 293 1365 1196 667 638 88 3521 4247 82.9 14
870 3740 2932 1685 1670 242 9227 11139 82.8 14

Percentage 7.8 33.5 26.3 15.1 14.9 2.1 82.8 100 82.8 14
From the analysis of PLE performance for the last five year, Pupils pass mainly in Division 2 & 3. Very
few pass in Division 1, and in schools located mainly in the urban, private primary schools and peri-
urban areas.
Table 2. 40 SCHOOL FACILITIES – SECONDARY SCHOOLS DATA.
Sub School
Student/Desk ratio
County
Teacher/Student
Student/Latrine
Student/Class
Enrollment
Classroom
Latrine
Teachers
Stances
Desks
ratio
ratio
ratio
Bugulumbya Bugulumbya s.s 580 13 6 280 16 1:37 1:45 1:37 1:3
Kisozi Buzaaya S.S 1007 25 32 280 22 1:46 1:45 1:32 1:4
Magogo Matuumu S.S 1215 23 9 800 30 1:41 1:53 1:135 1:2
Mbulamuti St Paul Mbulamuti 1201 14 5 650 14 1:86 1:86 1:240 1:2
Nawanyago Kamuli Girls 350 13 20 216 18 1:19 1:30 1:18 1:2

College.
Wankole Luzinga S.S 814 18 20 348 24 1:34 1:46 1:41 1:3
Namwendwa St Peter 887 17 6 235 18 1:50 1:53 1:148 1:4

Namwendwa
Butansi Bugeywa s.s 578 6 7 240 21 1:28 1:97 1:83 1:3
Bulopa Bulopa s.s 811 8 14 159 20 1:41 1:102 1:63 1:6
Balawoli Balawoli s.s 767 16 12 320 18 1:43 1:48 1:64 1:3
Namasagali Namasagali College 700 16 15 312 14 1:54 1:44 1:47 1:3
Summary of issues
 Inadequate school facilities including classrooms, latrines, desks and teachers’ houses
especially in primary section.

 Shortage of Teachers due to delayed recruitment to replace the dead, the retired and
those who absconded.
 The two sub-counties of Kagumba and Nabwigulu are lacking government secondary
schools however planned and budgeted for in 2021/2022.
 Poor pass rates especially in the hard to reach sub counties of Kagumba, Namasagali,
Magogo, Wankole and Mbulamuti.
 Average walking distance to the nearby schools for learners in primary is 1km to 5 kms.
And secondary is 1km to 10kms walking distance.
 There are a total of 135 registered learners with serious disabilities.
 Covid19 Pandemic has greatly impacted the education sector negatively: increased
school dropout, early pregnancies, abscondment by Teachers, absenteeism of both
learners and Teachers and loss of interest in formal Education
2.4.4 Community Development and Social Protection

The Community mobilization for mindset change towards development provides community
level activities to reduce poverty and sets up a platform to empower families, communities and
citizens to embrace national values and actively participate in sustainable development. The
sector has emphases on the promotion of social protection, equality, equity, human rights,
culture, suitable working conditions, employment, and the vulnerable groups such as the
women, children, the unemployed youth, Internally Displaced Persons, the Elderly, Older
Persons, Persons With Disability, which are often marginalized and excluded from the benefits
of economic growth.
The decentralised activities are implemented through collaboration with the Local
Governments (LGs), Civil Society Organisations (CSOs) and the communities themselves.
(i) Functional Adult Literacy (FAL)/ECOLEW; (ii) Operations of the Community Based
Services Department; (iii) Provision of Special Grant for Persons With Disabilities to enhance
their income and reduce unemployment; (iv) Provision of Community Based Rehabilitation
initiatives; (v) Provision of Public Libraries related services; (vi) Services for Youth Council;
(vii) Services for Women’s Council; (viii) Services for Disability Council; (ix) Services for
Older Persons Council; (x) Provision of grants for Youth Livelihood improvement and

employment creation through the Youth Programmes like Youth Livelihood Programme
(YLP); Provision of funding for Parish Community Associations (PCA) and (xi) Provision of
unrestricted credit for women through the Uganda Women Entrepreneurship Programme
(UWEP)
The ratio of ACDO/CDOs to the community:

1 Community Development staff per 1:26,892 persons.
Number of Community Development Groups: 1400
Number of women Groups: 435
Men Groups: 19
Mixed (Men, women, PWDs) groups: 582
Community Development Centres: 26
Number of FAL Instructors by sex: 292 Females, 171 Males
Number of NGOs in the district: 15
Ratio of CDAs/CDOs to the community: 1 staff per 6,889 Households
Youth Groups: 241
PWD Groups: 183
Table 2. 41 DETAILS OF FAL CLASSES BY SUBCOUNTY
SUB- PARISHES CLASSES INSTRUCTORS INSTRUCTORS

COUNTY TRAINED UNTRAINED
M F M F M F M F
LEVEL 1
Nabwigulu 8 8 5 3 0 1 29 129 32 14
0
Butansi 8 12 4 5 1 2 163 315 144 285
Balawoli 17 10 4 1 2 187 324 177 312
Namwendwa 11 10 2 4 2 2 119 215 119 215
Namasagali 4 6 2 2 0 2 21 197 161 172
Bulopa 4 10 2 3 3 2 145 240 140 235
Kitayunjwa 10 09 3 1 3 2 140 214 140 214
Kamuli TC 4 4 0 2 0 2 11 187 94 101
Mbulamuti 4 18 9 2 5 2 140 239 132 231
Kisozi 14 2 6 3 3 145 255 125 222

Nawanyago 3 8 1 3 0 3 58 142 44 130
Wankole 3 15 2 5 3 5 138 299 39 180
Bugulumbya 8 14 4 5 3 2 47 187 39 180
Source: District Level summary sheet –District Community Development Office.

Table 2. 42 SAGE BENEFICIARIES BY SUBCOUNTY AND GENDER 2020
No Sub-County Male Female Total
1 Magogo 62 69 131
2 Kisozi 57 74 131
3 Bulopa 68 56 124
4 Nawanyago 78 72 150
5 Namwendwa 159 158 317
6 Butansi 80 82 162
7 Mbulamuti 67 99 166
8 Namasagali 81 82 163
9 Kagumba 59 50 109
10 Kitayunjwa 127 134 261
11 Wankole 113 87 200
12 Bugulumbya 80 72 152
13 Nabwigulu 32 58 90
14 Balawoli 59 56 115
15 Kamuli Municipality 176 167 343
Total 1,298 1,316 2,614
Source: District Community Development Office, Kamuli
Table 2. 43 UWEP BENEFICIARIES BY SUBCOUNTY . 2020
S.No Sub County No. of Groups No. of Beneficiaries
1 Balawoli 7 75
2 Bulopa 2 25
3 Butansi 8 87
4 Kagumba 5 56

5 Kitayunjwa 8 89
6 Nabwigulu 6 66
7 Namasagali 6 65
8 Namwendwa 10 107
9 Kisozi 3 43
10 Magogo 5 55
11 Mbulamuti 8 91
12 Nawanyago 5 56
13 Wankole 8 87
14 Bugulumbya 6 71
15 Kamuli Town Council 2 25
Total 89 998
Source: District Community Development Office, Kamuli
The orphans and other vulnerable children (OVC) in the District stand at 123,696 which is
27.6% of the children in the District, the orphans constitute 46% of all the OVC, while children
under child labour totals to 4,687 children while 2,476 are children living with Disability and
54 are child headed households. The orphans in the District are increasing due to different
factors . currently 34% of the orphans have lost mothers, 58% lost Fathers while 8% lost both
parents meaning that the biggest percentage of the orphans have lost their fathers who are the
bread winners living them in poverty.
The youth in the District constitute a bigger portion compared to the other age group with the
90% unemployed while the few employed are under the informal sector such as boda boda,
brick making, saloon, catering, carpentry, performing art, charcoal burning among others. Yet
they lack skills in most of what they do in addition to managing business and marketing.
Provide statistics on gender based violenceSummary of issues
Youth unemployment of about 90% due inadequate skills for self
 orphans and other vulnerable children (OVC) in the District stand at 123,696 which is
27.6% of the children
 High levels of gender based violence (statistics)
 Inadequate provision of support to the elderly

2.5 Environment and Natural Resources
Over 90% of the population in the Kamuli district live in the rural areas and depend on the
natural resources for their livelihood and almost depend entirely on the environment and
natural resources for their livelihood. This means that the state of the environment has a huge
implication for poverty eradication.
The major causes of the deterioration in the quality and the quantity of the natural resource
base is associated with human activity. There has been massive deforestation and wetland
degradation as a result of cultivation of crops especially rice, sugarcane etc. Other concerns are
soil erosion whose magnitude and impact has never been quantified which affects the
productivity. Poverty has remained a major cause and consequence of environmental
degradation and natural resource depletion.
The district has the responsibility of ensuring sustainable and productive utilization of natural
resources for poverty reduction, enhanced economic growth and improved livelihoods.
Table 2. 44 POCC Analysis Forests;

Potential Opportunities Constraints Challenges
Issue 1: High deforestation
Available technical staff Enforcing agencies like Underfunding. Illiteracy of natural

police NEMA, UWA. resource laws by
community and the
judiciary.
Intact Natural resources Other funding agencies, Votes vs Environmental Lack of sustainable
like Nabigaga and Kiko UNDP, FAO. issues. livelihood alternatives.
Funding from the Community members Absence of incentives for Extensive monoculture
government. interested good environmental practice of agriculture.
practitioners
Availability of farmers  Lack of transport High dependency on

means to carryout Natural resources.
field activities.
High demand for timber Hostile communities Political intervention.

and fuel wood neighbouring the forest
reserves
Issue 2: Absence of appropriate incentives for good environmental management practices
Availability of technical Supportive partners, Under funding No clear criteria for

staff Agencies, CBOs assessing good
management practices
Availability of farmers Limited capacity to value Relative choice of

natural resources incentives
Good practices available Carbon credit markets Poor Valuation of Natural

resources
Intact resources like Tools and equipment’s Expensive tools and Land fragmentation
wetlands inputs
Seedlings Poverty hinders adoption

of good practices
Government programs Expensive alternative

like OWC, sources of energy
Practical learning centers.
Issue 3: Poor coordination and institutional capacity gaps in planning and implementation;
Departmental structures Supportive NGOs, Limited prioritization of Guidelines do not support

in place Agencies, and partners environmental issues by each department
departments
Legal frameworks in Government support

place
Technical staff available
Issue 4: Sugarcane growing ;
Available technical staff Funding Inadequate funds Expensive practices.
Arable Land Government support High demand for high prices for sugarcane
sugarcane

There are four central and five local forest reserves in the district. The central forest reserves
are Ngereka, Namasagali, Buwaiswa, and Bulogo which total to 898 hectares. The local forest
reserves are Mbulamuti, Mafudu, Kamuli, Kidiki, and Makoka which totals to 77 hectares.
Table 2. 45 Basic Data on Forestry in Kamuli District

Category Quantity
Central Forest Reserves 898 ha
Local Forest Reserves 77 ha
Private plantations 4600 ha
Private tree nurseries 32
NGO/CBO nurseries 2
Common tree species Measopsis eminii, Melicia excels, Albizia sp., Ficus
sp. Pine, Eucalyptus, Cenna sectabilis
Source: District forestry Services, 2020
Tree planting
 Number of nursery beds established and maintained: 25
 Number of trees planted ( in calendar year 2016): 506375
 Number of commercial tree growers: 60
Charcoal burning
 Number of licensed charcoal dealers: 00
 Number of licensed timber dealers: 47
Table 2. 46 Type of forests by Acreage

Type of Forest Size
Natural Forests/Woodlands 2800 Hectares
Plantations 5666 Hectares

Central Forest Reserves 898 Hectares
District/Local Forest reserves 77 Hectares
Private forest reserves NIL
Source: District Natural Resources Office
Table 2. 47 Local Forest Reserves
Name of Forest Location Area(Ha) Condition Date when gazetted
Kamuli Bugabula 5 Eucalyptus plantation 1960
Kidiki Bugabula 10 Eucalyptus plantation 1961
Mafudu Bugabula 10 Eucalyptus plantation 1960
Makoka Bugabula 18 Eucalyptus plantation 1957
Mbulamuti Buzaaya 34 Eucalyptus and other 1961

indigenous species
TOTAL 77
Source: District Forestry Services, 2020

Table 2. 48 Forest Reserves
Name Of Forest Reserves Area(Ha) Gazettement
Buwaiswa Forest Reserve 31 1961
Bulogo Forest Reserve 10 1960
Namasagali Forest Reserve 34 1961
Ngereka Forest Reserve 828 1975
Kamuli Forest Reserve 5 1960
Mafudu Forest Reserve 10 1960
Kidiki Forest Reserve 10 1961
Makoka Forest Reserve 18 1960
Mbulamuti Forest Reserve 34 1961
980
Source: District State of Environment Report 2017/18
Table 2. 49 Distribution of Forest Reserves by category

Category of forest reserve Area (ha)
Central Forest Reserves 903
Local Forest Reserves 77
7.4.3 Central Forest Reserves

Table 2. 50 Central Forests by location by size
Name Of Forest Name Of Sub-County Size Of Natural Forest Status
(Acreage)
Buwaiswa Forest Kitayunjwa 31 Planted with Pines/Eucalyptus
Eucalyptus
Reserve
Bulogo Forest Reserve Namwendwa 10 Deforested

Namasagali Forest Namasagali 34 Deforested
Reserve
Ngereka Forest Reserve Nawanyago 828 Planted With

Pine/Eucalyptus
TOTAL 903
Table 2. 51 Central Forest Reserves and Status of Degradation

Name Of Forest Area(Ha) Degraded
Ha Percentage
Buwaiswa Forest Reserve 31 7.75 25
Bulogo Forest Reserve 10 10 100
Namasagali Forest Reserve 34 34 100
Ngereka Forest Reserve 828 41.4 5
Total 903 93.15 10.37

7.4.4 Private Forests in the District

There are no private forests in the district. However, individual plantations are available in the
district.
Issues in forestry:
 High deforestation leading to loss of forestry cover thus climate change

 Absence of appropriate incentives for good environmental management practices. The farmer
depending on need is at the mercy to sale and determine how many trees remain. Therefore, with the
increasing demand for fuel wood, timber
 Poor coordination and institutional capacity gaps in planning and implementation
Drivers for the high deforestation in Kamuli
 High population growth ma

 Sugarcane growing /Agriculture
 Construction boom
Table 2. 52: POCC Analysis Wetlands

Issue 1: Encroachment on wetlands
Available technical staff Political will. Negligence and poor Expensive venture.
in land office. attitudes to conservation
Institutional frameworks Ministry of water and Lack of means of Wetlands not gazetted
like District land board, |Environment, NEMA, transport and
district physical planning
committee, Area land
committee,
Supportive government Inadequate funds Conflict of interest.

programs like systematic
land demarcation.
Availability of wetlands Government funding- Inadequate awareness Political

pronouncements .
Issue 2: Limited capacity for climate change adaptation and mitigation;
Available technical staff Funding Inadequate funds Expensive practices.
3 digital weather stations. Supportive NGOs like Inadequate capacity to Limited awareness on
Plan International, IOWA utilize the generated data. c.c mitigation and
state University, VEDCO, adaptation.
Kanengo.
Supportive authorities and Inadequate Staff to handle Land fragmentation.

agencies like UNMA, Climate Change duties.
UWA, National Forestry
Authority, NEMA,
UNDP.
Government programs The natural resource Poor waste

like operation wealth structure limit staff to the management.
creation. district.
Issue 3: Rampant degradation of the environment and natural resources
Available technical staff Enforcing agencies like Underfunding. Illiteracy of natural

police NEMA, UWA. resource laws by
community and the

judiciary.
Intact Natural resources Other funding agencies, Votes vs Environmental Lack of sustainable
like Nabigaga and Kiko UNDP, FAO. issues. livelihood alternatives.
Funding from the Absence of incentives for Extensive monoculture

government. good environmental practice of agriculture.
practitioners
High dependency on
Natural resources.
Political intervention.
Issue 4: Absence of appropriate incentives for good environmental management practices
Availability of technical Supportive partners, Under funding No clear criteria for

staff Agencies, CBOs assessing good
management practices
Availability of farmers Limited capacity to value Relative choice of

natural resources incentives
Good practices available Carbon credit markets Poor Valuation of

Natural resources
Intact resources like Tools and equipment’s Land fragmentation

wetlands
Seedlings Poverty hinders

adoption of good
practices
Government programs Expensive alternative

like OWC, sources of energy
Practical learning centers.
Issue 5: Poor coordination and institutional capacity gaps in planning and implementation;
Departmental structures Supportive NGOs, Limited prioritization of Guidelines do not

in place Agencies, and partners environmental issues by support each department
departments

place
Wetlands in Kamuli district are categorized into two type namely:-
 Lacustrine wetlands commonly known as swamps

 Riverine wetlands – wetlands along the banks of River Nile and streams
Kamuli district has four major wetlands systems namely: Kiko, Nalwekomba, Nabigaga
wetland system that drain into the Victoria Nile downstream and later into the Kyoga basin
further below. Kamirantumbu wetland is part of the Naigombwa wetland system, part of the
Mpologoma basin. Wetlands form boundaries of sub counties, parishes and villages. A number
of human activities take place in these wetlands since they are sources of sand used in
construction of housing structures, source of clay, source of materials for art and craft, source
of water for domestic and production as well as source of fish including (Mud fish and
“Nsonzi”), Tilapia, and act as breeding grounds for fish and other aquatic organisms. Seasonal
wetlands are used by people for growing of crops like rice, potatoes, and vegetables.
Wetlands form a very important fragile ecosystem which however has been degraded due to
severe human activities resulting from the high population growth and declining soil fertility
due to over cultivation in the upland farm lands.
According to the state of wetland report for Uganda 2019, Kamuli wetlands are part of the
heavily degraded Lake kyoga Drainage basin. Of the total wetland area of 424.5km 2 in the
district, only 106.5km2 (25%) were intact and 318km2 (75%)heavily degraded. This registered
degradation was partial reclamation due to wetland cultivation but not permanent conversion
into human settlements.
 Percentage of wetlands used for papyrus harvesting: (grass) 10 %
 Reclamation for human settlement and activities: (agriculture + livestock) 40 %
Issues in Wetland:
 Wetland destruction/encroachment
 Increasing population, high demand for fuel wood and construction materials at
commercial and household levels
Drivers /Reasons for wetland degradation In Kamuli
 Population explosion: The growing population is major factor driving encroachment
into wetlands in the district for settlement, agriculture, and for other resources. The high

population creates high demand for land and enormous pressure on the natural
resources for food, fuel wood, clay mining, and other raw materials.
 Socio-economic pressures: wetland encroachment in Kamuli district is directly related
to proximity to roads and built up areas, population density, market accessibility and
market influence(demand).
2.5.3: Waste Management-Solid and Liquid

Solid waste management is a serious problem in the district because most of the growth centres
are practicing open dumping and even where there are garbage bunkers they are not well
managed with garbage scattered around coupled with delays to empty them to the dumping
site. This leaves a lot of garbage scattered all over the place especially those ones easily blown
by wind. Most of the generated waste is domestically generated by Households and recently by
industries/Factories/ mobile sugarcane mills, coffee and maize mills, dried sugarcanes dumped
by faulty trucks along roads.
Waste from artisanal mills such as maize bran is as animal feed, from coffee/Rice mills, wastes
are sold to farmers and used as mulch but also used as cover for poultry. Recently
factories/industries like BIDCO, Uganda clays buy these wastes to provide fuel energy.
Agrotech industries Uganda located in Nawantumbi Village, Nawanyago Subcounty, Kamuli

district, converts the coffee husks and wood husks into briquettes for industrial use. On a small
scale, briquettes production is being promoted by households and local associations within the
district.
At household level, waste is dumped in dustbin at the back of households, sorted and organic
waste converted to organic manure, others use it as mulch or burnt.
Plastics and iron waste is sold to scrap dealer who sell to it recycling plants outside the district.
Generally, urban and rural growth centers generate more waste than the rural area. This is
attributed to the high population densities that transcends into the consumption and waste

disposal respectively. The district lacks gazetted waste dumping sites and often, waste is
dumped in unused borrow pits.
Table 2. 53 Waste management (particularly for urban) as of 2020
Waste management type Number

Bunkers 2
Garbage trucks 00
Refuse skips 00
Land fills 00
Dumping sites 01( At Kiwolera)
Placenta pits 34 (Whole District)
Incinerators 5 ( one operational at Mission Hospitals, Kamuli

General Hospital, Nankandulo Health centre IV,
Butansi Health centre III, Namasagali Health centre
III
Rubbish pits Many un-gazetted
Source ; District Environment office 2020
Issues in waste management
 Lack of adequate garbage bunkers, dumping sites and transport facilities

 Disposal of liquid waste in water sources causing pollution
Table 2. 54 : POCC Analysis Water Resources (Lakes, Rivers and Underground Water)
Issue 1: Limited access and uptake of meteorological information (inaccuracy in information)
Regular seasonal Supportive agencies like Limited awareness Inadequate use of

weather updates from UNMA localized weather data
UNMA
Three Weather stations Supportive partners like Language used and technical Lack of feedback

in place. UNDP terms mechanism
Media in the district. Delayed release of

weather updates
Technical staff to Unreliable weather

disseminate weather forecasts
seasonal updates
Public notice boards
Issue2: Poor coordination and institutional capacity gaps in planning and implementation;
Departmental structures Supportive NGOs, Limited prioritization of Guidelines do not

in place Agencies, and partners environmental issues by support each
departments department

place
Issue 3: Encroachment on catchments
Technical staff to Government support Lack of transport to respond Political

disseminate weather pronouncements
seasonal updates
New
technologies(herbicides,
Earth moving equipment)
Issue 4: Water Pollution
Technical staff to Government support Lack of transport to respond Industrialization of the

disseminate weather in time economy
seasonal updates
Failure to enforce water laws

and condition s
2.5.4.1 Rivers: Victoria Nile part of River Nile is the main river in the district. There are a
series of streams in the district and these include: Kiko stream, Nalwekomba Stream, Tabu
stream part of Kiko wetland system, Nabigaga Stream, Kamirantumbu stream part of the
Kamirantumbu wetland.
2.5.4.2 Lakes: Lake Nabigaga (Satellite Lake) part of the Victoria Nile is the only lake in the
district.
2.5.4.3 Underground water: The district is endowed with a rich underground water resource.
This is the foundation for the deep water sources drilled especially in the water stressed areas
composed of the cattle corridor sub counties. Other areas where the water table is high,
abundant water wells, springs, and hand dug wells and shallow wells exist.
Pollution from industrial effluents threatens the water resources
Issues in water management:
 Encroachment on water catchments which is leading to degradation of fragile systems

and may lead to increased costs treating water for consumption and eutrophication of
water bodies due to siltation
 Increasing abstraction which may lead to decreasing water tables and exposure of
underground gases, contamination of water sources and contributing to climate change
impacts.
 Water Pollution: Destruction of vegetation cover, release of untreated effluents into
water bodies by mobile sugarcane machines, farming where misuse of chemical
application all are eroded into water bodies hence water pollution. However, the rate of
pollution is not yet established though impact is still low.
2.5.5: Air: The air quality in Kamuli District is still clean and unpolluted. however, with the
increasing urbanization and population growth, poor waste disposal may infringe on the current
air quality.

2.5.6: Lands
Kamuli district has a total land area of 1639.02km2 of which 62.64km2 is water and permanent
wetlands. This leaves a total of 1576.38km2 for farming, settlement, urbanization and
infrastructure development.
In Uganda, there four tenure systems: - Mailo, Free hold, Leasehold, and customary. In Kamuli
district, the mailo land is only for former chiefs, and religious institutions and covers less than
2% of total land ownership in Kamuli. Over 90% of the land is under customary ownership.
Here land is individually owned. People acquire land through inheritance, as a gift/donation
and of recent through purchasing.
Because land acquisition was mainly by inheritance and donation, land is predominantly
owned by men in Kamuli. This trend is changing with purchasing which is now the dormant
way of owning land in Kamuli.
Despite land being dominatingly owned by men, its mainly utilized by women and children as
the main source of family labour in the family.
The main economic activities on land in Kamuli is farming including both cultivation and
animal rearing. This uses over 80% of the land Kamuli being a rural district. The remaining
percentage is under urbanization and social infrastructure development.
POCC Analysis
Issue 1: Poor land use and insecurity of tenure
Available technical staff Political will. Senior Land Expensive venture.

in land office. Management Officer
missing in the land office.
Institutional frameworks Ministerial Zonal Offices Bureaucracy in land tittle Poor attitude towards
like District land board, (MZO). processing. titling.
district physical planning
committee, Area land
committee,
Supportive government Inadequate funds Conflict of interest.

programs like systematic
land demarcation.
Government funding- Land fragmentation.

DDEG
2.5.7: Summary of Issues

 Over 90% of the land is under customary ownership
 Poor land use and insecurity of tenure and its impacts
 Land is dominatly owned by men but it is mainly utilized by women and children as the
main source of family labour in the family
2.6 Urban Development and Physical Planning
2.6.1 Urbanization
Urbanization offers considerable opportunities for accelerating socio-economic
transformation. Depending on the form that urbanization takes, the concentration of
economic actors in space enables substantial productive advantages that can contribute to
growth and development. Planned and efficient urbanization will enhance rather than
restrict inclusive structural transformation.
Kamuli district comprises of one Municipal Council , 6 newly created Town Councils namely
Namwendwa, Balawoli, Mbulamuti, Kisozi, Kasambira and Nawanyago but not fully
operational and 6 Town Boards of Bulopa, Naminage, Nawansaso, Naluwoli and Nawanende.
Though these Town Councils are not yet fully operational it is envisaged that they will become
operational in the near future. When they become operational the percentage of urban
population in the district will increase from 12.1% to about 23% of the district population.
These urban centres have a number of development issues.
Table 2. 55 Physical planning status of Urban Councils
County Urban Centre Population 2014 Status of physical planning
Bugabula(Originally) Kamuli M/C 58,984 Has a Physical plan
Bugabula Namwendwa T/C 13,768 Has a Physical plan
Bugabula Balawoli T/C 12,982 No physical plan prepared
Buzaaya Mbulamuti T/C 11,075 No physical plan prepared
Buzaaya Kisozi T/C 8,262 Has a Physical plan
Buzaaya Nawanyago T/C 9,440 No Physical plan prepared
Buzaaya Kasambira T/C 9,515 No Physical plan prepared
TOTAL 124,026
There is limited provision of services like access roads, sanitation facilities, water, health
facilities etc. in most of the urban centers in the district hence the services are not enough to
meet the demands of the people. There is need for the district to provide more services to cater
for everybody.

Solid waste management is a serious problem in the district because most of the growth centres
are practicing open dumping and even where there are garbage bunkers they are not well
managed with garbage scattered around coupled with delays to empty them to the dumping
site. .This leaves a lot of garbage scattered all over the place especially those ones easily blown
by wind.
There is a rapid increase of population into these urban centres especially the youth but with
very few job opportunities of petty trade, bodaboda etc.
This has tended to increase the crime rate and other vices like prostitution increasing the spread
of HIV/AIDS, gambling, drug abuse etc. There is therefore need to create opportunities to
engage them to enable them earn a living.
2.6.2 Housing
Kamuli district does not have adequate housing both in terms of quantity and quality of houses
as summarized in the table … below
Table 2. 56: Number of Households by Status of construction materials for the dwelling unit
by Sub-County; Kamuli District, 2014
Sub- Total Wall % of Perma Roof % of Perma Tempo % of Floor

County Househ Tempo HH nent Tempo HH nent rary HH Perma
olds rary with rary with with nent
tempo tempo tempo
rary rary rary
wall roof floor
Norther 6,906 858 12.4 6,048 119 1.7 6,787 2,511 36.4 4,395
n
Division
Souther 6,246 814 13.0 5,432 145 2.3 6,101 2,680 42.9 3,566
n
Division
Balawol 10,115 4,007 39.6 6,108 3,267 32.3 6,848 8,206 81.1 1,909
i
Bulopa 4,568 746 16.3 3,822 196 4.3 4,372 3,297 72.2 1,271
Butansi 5,509 1,022 18.6 4,487 391 7.1 5,118 4,023 73.0 1,486
Kitayunj 8,047 1,324 16.5 6,723 247 3.1 7,800 5,546 68.9 2,501
wa
Nabwig 4,291 929 21.6 3,362 401 9.3 3,890 3,227 75.2 1,064
ulu
Namasa 6,935 2,737 39.5 4,198 1,729 24.9 5,206 5,539 79.9 1,396
gali

Namwe 11,293 1,905 16.9 9,388 530 4.7 10,763 7,792 69.0 3,501
ndwa
Bugulu 6,958 802 11.5 6,156 171 2.5 6,787 4,795 68.9 2,163
mbya
Kisozi 8,980 2,123 23.6 6,857 217 2.4 8,763 6,611 73.6 2,369
Mbulam 5,527 1,592 28.8 3,935 674 12.2 4,853 4,080 73.8 1,447
uti
Nawany 4,666 696 14.9 3,970 181 3.9 4,485 2,649 56.8 2,017
ago
Wankol 3,793 761 20.1 3,032 182 4.8 3,611 2,714 71.6 1,079
e
District 93,834 20,316 21.7 73,518 8,450 9.0 85,384 63,670 67.9 30,164
Source: NPHC 2014
From the above table it is observed that based on 2014 NPHC data 21.7% of the households
live in houses with temporary walls, 9% with temporary roofs while 67.9% have temporary
floors.. However the subcounties of Balawoli(now split into Balawoli and Kagumba),
Namasagali and Kisozi Subcounties are worse off being below the district average in all the
indicators. This is consistent with the last available poverty figures published by UBOS which
shows these very subcounties as having the highest poverty levels in the district. There is also
an issue of mindset change where some of the households do not take housing as a priority
although they may be able to afford better housing.
2.6.3 Physical Planning

Only Kamuli Municipal Council and two Town Councils of Namwendwa and Kisozi have Physical
development Plans leading to unplanned settlements and unregulated developments. Because of
inadequate land use planning, control of development is almost impossible and as a result people are
encroaching on the few public open spaces and reserves. There is also misuse of the road reserves
because the masses do not understand their importance. Therefore this calls for immediate physical
planning in the Town Boards to effectively controlled development.
There is need to address these urbanization issues to contribute to MDG 11 (i.e. Make cities
and human settlements inclusive, safe, resilient and sustainable) and targets by 2030:-
 Ensure access for all to adequate, safe and affordable housing and basic services and
upgrade slums
 Provide access to safe, affordable, accessible and sustainable transport systems for all,
improving road safety, notably by expanding public transport, with special attention to
the needs of those in vulnerable situations, women, children, persons with disabilities
and older persons
Summary of issues (list or bold the issues).

 Lack of adequate awareness about the Physical Planning Act 2010
• Land tenure system, this is due to the different land tenure systems that exist in the
different areas.
• Lack of existing physical development plans e.g. in the rural growth centers.
• Inadequate policies on urbanization and housing.
• Expensive Building materials.
• Political interference.
• High price for the land has led to and hence development of slums and wet lands.
• Increased population has led to inadequacy in housing units.
• Cultural aspects of women not owning land has made many women to own housing
units.
2.7 LG Management and Service Delivery

LG Management and Service Delivery is a key function for efficient and effective management
of public service delivery. It entails the establishment of institutions, structures and systems,
and the formulation and enforcement of policies, laws, ordnances, regulations, standards and
procedures for effective coordination and management of public delivery systems.
Management ensures that public services are accessible by users in a timely and reliable
manner, and they are affordable and of good quality.
2.7.1 Administrative structure and infrastructure at both HLG and LLG levels;
This sub programme is entrusted to provide support services, managerial and policy guidance
to all sectors of Kamuli District Council with the objective of achieving effective and
efficient service delivery to the populace in the District.
Kamuli District comprises of 2 Counties of Bugabula and Buzaaya, with 14 rural Sub-
counties, 6 new Town Councils and 1 Municipal Council (i.e. Kamuli Municipal Council
with 2 Divisions , 10 Wards and 80 cells). In total 22 LC IIIs, 91 LC IIs and 773 LC Is. The
Municipality is autonomous in most of its operations with the leadership of the Mayor and
Town while some functions are coordinated by the district.
Local Government Management and Service delivery is at the centre of coordinating the
delivery of services. It comprises of Management and Support services, Finance, Planning,
District Council and Statutory Bodies.
Management services are defined to include operations of the LG for administration, planning,
budgeting, supervision, monitoring, reporting, accounting and auditing. Proper implementation
of these mandates will strengthen the delivery of services
The Finance department plays a very central role in mobilization, assessing, collection,
spending, reporting, recording and accounting for the funds of the district. The Planning Unit
plays the functions of guiding the DTPC, Council Committees, DEC and District Council on
development planning, appraisal of priority interventions, implementation, monitoring and
evaluation of sector work plans
The District Council is the supreme political organ and is headed by a District Chairperson
who is supported by 4 members of the District Executive Committee (DEC). There are 5
Standing Committees that deliberate policy matters and make recommendations to the full
Council. Furthermore, among the other mandatory obligations of the District Council, is the
preparation of comprehensive and integrated development plans incorporating the plans of
lower level local governments for submission to the National Planning Authority.
Kamuli district Council is composed of 44 councilors.– 28 males and 16 females. The

District Speaker chairs the District Council.
The District Executive Committee (DEC) is composed of 5 members. Each of the five DEC
members coordinates with corresponding Standing Committee as follows:
District Chairperson / Secretary for Works and Technical Services
 Vice Chairperson / Production and Marketing
 Secretary for Finance and Administration

 Secretary for Health and Environment
 Secretary for Gender
The District Chairperson chairs the DEC. the DEC oversees the day-to-day operations of the
District on behalf of the District Council.
The overall objective of the Internal Audit is to ensure that the Higher Local Government
and Lower Local Governments adhere to Local Government Financial and Accounting
Regulations (2007) during dispensation of their roles and responsibilities.
Office Accommodation - District

The district headquarters does not have adequate office space for staff. As a result, offices are
scattered .The Production department is operating from town which is about 2km from the
district headquarters and is housed at three different locations. This makes coordination
difficult both within the department and with the rest of the departments.
In addition the buildings are in a poor state and do not provide a conducive working
environment. At the district headquarters a number of staff do not have adequate space and
are sharing offices. In particular, the Natural Resources department has seven officers sharing
one room and end up working in turns.
However, the district has aon ongoing construction of a new district administration block
which will be able to house all offices. It is therefore a priority that over the next 5 years the
finishing stages of this block be funded to solve the problem of office accommodation.
Office Accommodation - LLG

Kamuli has 14 sub counties and 6 new Town councils which are mandated to deliver
decentralised services.
Table 2. 57: Status of LLG Office Accomodation
LLG Name Distance from Office block Access to Titled
HQtrs (km) power

Balawoli 11 No N/A No
Balawoli Town Council 11 Yes Yes No
Bugulumbya 21 Yes Yes Processing
Kasambira Town Council 24 No No Yes
Bulopa 21 Yes No Yes
Butansi 9 Yes Yes Yes
Kagumba 29 No N/A No
Kisozi 26 No N/A No
Kisozi Town Council 26 Yes Yes Processing
Kitayunjwa 9 Yes Yes Yes
Magogo 29 No N/A No
Mbulamuti 16 No N/A No
Mbulamuti Town Council 16 Yes Yes Yes
Nabwigulu 2 Yes Yes Processing
Namasagali 24 Yes No Processing
Namwendwa 16 No N/A Processing
Namwendwa Town Council 16 Yes Yes Yes
Nawanyago 24 No N/A No
Nawanyago Town Council 24 Yes Yes Yes
Wankole 29 Yes No No
Source: Administrative rRecords 2020

The following issues are noted from the table above;-
 The Sub counties of Kagumba and Magogo were created in FY 2016/17 and have not
yet constructed Administration blocks at their respective headquarters.
 Six Town councils were newly created and are becoming operational. All but one of
these Town councils are to be premised in the current Sub county offices meaning that
5 rural sub counties (namely Balawoli, Namwendwa, Mbulamuti, Kisozi and
Nawanyago) do not have administration blocks at their respective new Sub county
headquarters.
 Kasambira town council was created in Kasambira which is far from the Bugulumbya
Sub county headquarters and therefore is not taking over the sub county Administration
block. Therefore only Kasambira town council does not have an administration block.
 There will also need to secure land titles for the new premises where the respective new
sub county headquarters are to be relocated.
 A number of sub county Administration offices are not connected to the national grid

Figure 3Kamuli District Local Government Organizational Chart
District Council
Production Gender &

Finance & Health &
Admin. Committee Community District Executive Works
Education
Services Committee Committee
Committee Committee
Committee
Chief
Administrative
Officer
and Planning
Internal Communi Works and Council and Management Natural Health &
Education Production and
Audit ty Based Technical Statutory Support Finance Planning Resources and
and Sports Marketing Sanitation
Services Services Bodies Services Environment
Town Council Sub-counties
Wards Parishes
Cells Villages
2.7.2 Staffing structure and staffing level by functions;
Table 2. 58 Staffing levels in Kamuli district 2020
(%)
Department/ Sector Approved Filled Vacant
Age
Management and support services 56 45 14 80
Finance 34 25 9 74
Statutory Bodies 6 6 0 100
Production 81 46 35 57
Health ( DHO's Office) 8 7 1 88
District Hospital & H/Cs II to IV 677 545 132 81

Education 9 8 1 89
Works & Tech. Services 27 14 13 52
Natural Resources 10 8 2 80
Community Based Services 38 20 18 53
Planning Unit 5 4 1 80
Internal Audit 14 3 1 75
Trade, Industry & Local Economics 6 2 4 33
Sub Total 971 733 231 75
Sub- County Staffing Levels

Sub -County Chief/ SAS 14 14 0 100
Parish Chief 71 69 2 97
Office Typist 14 0 14 0
Office Attendant 14 0 14 0
Sub-Total 113 83 30 73
Towns Boards Staffing Levels

Senior Assistant Secretary 10 0 10 0
Office Typist 10 0 10 0
Assistant Law Enforcement Officer 10 0 10 0
Office Attendant 10 0 10 0
Sub-Total 40 0 40 0
Total 1,114 816 262 73
Primary, Secondary & Tertiary Staffing Levels

Primary Schools 2,472 1,936 536 78

Secondary Schools 486 216 270 44
Tertiary Institution 47 27 20 57
Sub-Total 3,005 2,179 826 73

Source: Human resource Management Records, Kamuli.
 It is evident from above that whereas the overall staffing position is fair a number of
departments have low staffing levels which affect service delivery as analysed
below;-
 Production department with a staffing level of 57% is low given that government has
put emphasis on the Agro- industrialization as means for wealth creation where the
majority of the people depend on Agriculture for their livelihood.
 Also, works and community based services are also low which impacts on direct
service delivery including mindset change.
 Trade industry and local Economies development was created recently and is very key
in complementing other programmes in wealth creation but is at 33% only
 There are no staff at all for the town Boards and the new Town Councils
 The staffing levels are low for secondary schools at 44% and tertiary at 57% and
need to be boosted for better service delivery.
2.7.3 Status of equipment and tools for service delivery;
Transport
The departments of Administration, Finance, water, Natural Resources, Community,
Planning, Internal Audit and Trade do not have any vehicle. The District Chairperson has a
double cabin which is grounded. So they all depend on the few vehicles in the departments of
Production (2), Health (3), Education (1) and Roads (1) which makes it difficult as the
programs tend to overlap.
- Summary of issues (list or bold the issues).
Inadequate staffing, office accommodation, transport
Inadequate furniture and office equipment including computers, printers, communication
equipment.
Political leaders not oriented on their roles and responsibilities
Poor local revenue collections thus affecting council activities funded from local revenue
Inadequate skills among staff

Synthesis of the emerging issues
1. High levels of poverty in the district
2. Low local revenue tax base
3. Inadequate staffing and skills in government and private sector
4. High unemployment rate especially among the youth
5. Poor state of roads affecting access to social and economic facilities
6. Inadequate facilities for service delivery e.g schools, staff houses, health facilities,
equipment , transport, storage facilities etc.
7. Degradation of natural resources thus contributing to climate change
8. Low involvement of community in government programs and poor mindset
9. High rate of population growth causing pressure on the limited resources
10. Poor coordination and capacity of institutions such as SMCs, HUMCs, WUCs etc
11. High incidences of disease in humans, crops and livestock
12. Lack of security of land tenure
13. Low capacity to access of funds for investment in productive activities
14. Inadequate levels of access to services including electricity, water, ICT
15. Lower performance of socio- economic indicators compared to national standard

3 LGDP STRATEGIC DIRECTION AND PLAN
3.1 LG Vision and Mission Goals, Strategic Objectives

Vision
“
A district where people live a quality life through access of basic
social services with sustainable household income by 2040”
”
Mission
“To promote sustainable socio-economic development of the people of Kamuli focusing on the local
and national priorities”
3.2 Summary of adopted NDP III Strategic Direction (Goal, Strategic Objectives
and Programmes) and Strategies.
Kamuli district adopted the goal of the National Development Plan and the five strategic objectives
with their respective programmes and strategies.
Goal: Increased household incomes and improved Quality of life

Theme: Sustainable Industrialization for inclusive growth, employment and wealth creation
Table 3. 1: Linkage between strategic objectives and LGDP programmes
Strategic Objectives Strategies Programs
1. Enhance value addition in 1. Promote agro-industrialization 1. Agro-Industrialization
Key Growth Opportunities 2. Increase local manufacturing 2. Tourism Development
activity 3. ENR, Climate Change, Land
3. Promote mineral-based and Water, Mgt
industrialization
4. Harness the tourism potential
5. Promote export-oriented growth
2. Strengthen private sector 6. Provide a suitable regulatory 4. Private Sector Development
capacity to drive growth environment for the private 5. Manufacturing
and create jobs sector to invest. 6. Digital Transformation
7. Increase local content
participation
3. Consolidate & increase 8. Institutionalise infrastructure 7. Transport Interconnectivity

stock and quality of maintenance 8. Sustainable Energy
Productive Infrastructure 9. Develop intermodal transport Development
infrastructure 9. Sustainable Urban
10. Increase access to reliable & Development
affordable energy
11. Leverage urbanization for socio-
economic transformation
4. Increase productivity, 12. Improve access and quality of 10. Human Capital Development
inclusiveness and social services 11. Community Mobilization and
wellbeing of Popn. 13. Institutionalise HR planning Mindset Change
14. Enhance skills and vocational 12. Innovation, Technology
Development Devt. & Transfer
15. Increase access to social 13. Regional Development
protection
16. Promote Science Technology

Strategic Objectives Strategies Programs
Engineering and Innovation
17. Promote devt. oriented mind-set
5. Strengthen the role of the 18. Maintain peace and security 14. Governance and Security
State in development 19. Increase Local govt. Strengthening
participation in strategic sectors 15. Public Sector Transformation
20. Enhance partnerships with non- 16. Development Plan
state actors for effective service Implementation
delivery
21. Increase Resource Mobilization
However more focus will be put on 14 programmes as listed below:-
1. Agro-Industrialization
2. Tourism Development
3. ENR, Climate Change, Land and Water, Management
4. Private Sector Development
5. Digital Transformation
6. Transport Interconnectivity
7. Sustainable Energy Development
8. Sustainable Urban Development
9. Human Capital Development
10. Community Mobilization and Mindset Change
11. Regional Development
12. Governance and Security Strengthening
13. Public Sector Transformation
14. Development Plan Implementation
The prioritized programmes are those which have the greatest impact on our population and are within
the mandate of the district to which it has a significant influence on their outcomes.
3. 31 Key LG Development Plan Results and Targets (Adopted/Adapted NDPIII

Targets)
Table 3. 2: Alignment of SDGs to the NDPIII and DDP

Sustainable Development Goals National Development Plan District Development Plan
(Quotes relevant SDGs and (NDPIII) (DDPIII)(Quote DDPIII
targets strategic objectives and results)
Goal 1: No poverty: "End poverty The overall goal is “Increased Improve household Income and
in all its forms everywhere household incomes and improved provide basic necessities of life
quality of life”. Reduced Poverty
rates; from 21.4 percent to 14.2
percent;
Goal 2: Zero hunger: End hunger, Increasing productivity, Improve agricultural productivity
achieve food security and inclusiveness and wellbeing of the and value addition to agricultural
improved nutrition, and promote population. Rate of growth of the products sustainable food

sustainable agriculture." agricultural sector from 3.8 percent production systems
to 5.1 percent. Reduction in the
percentage of h/holds dependent on
subsistence agriculture as a main
source of livelihood from 68.9
percent to 55 percent;
Goal 3: Good health and well- Improve access and quality of Achieve universal health coverage
being for people: "Ensure healthy social services for all through reduced morbidity
lives and promote well-being for and mortality of the local
all at all ages." population.
Goal 4: Quality education: "Ensure Improve access and quality of Continue and expand
inclusive and equitable quality social services. Institutionalize implementation UPE, USE and
education and promote lifelong training of ECD caregivers at vocational training for both boys
learning opportunities for all." Public PTCs and enforce the and girls in all sub counties
regulatory and quality assurance Implement IECD services in all
system of ECD standards public and private schools
Goal 5: Gender equality: "Achieve Improve access and quality of Promote empowerment and access
gender equality and empower all social services. to socio-economic services for all
women and girls. women and girls to social services
Reduce vulnerability and gender
and livelihood programmes like
inequality along the lifecycle.
UWEP, YLP, EMYOOGA etc.
Goal 6: Clean water and sanitation: Improve access and quality of To improve access to quality
"Ensure availability and social services social services through the
sustainable management of water provision of safe water and
and sanitation for all." sanitation services.
Goal 7: Affordable and clean Energy development Programme: Improve access to renewable
energy: "Ensure access to aims to increase access and energy technologies at
affordable, reliable, sustainable and consumption of clean energy. institutional and community level
modern energy for all." Increased electricity consumption through construction of energy
per capita from 100kwh to saving stoves, electrification, use
578kwh; Reduction in the cost of of solar systems and use of biogas
electricity to USD 5 cents for all technology.
processing and manufacturing
enterprises. Increased population
with access to electricity; from 21
percent to 60 percent and increase
in transmission capacity; and
enhanced grid reliability. Then,
reduction in the share of biomass
energy used for cooking.
Goal 8: Decent work and Human Capital Development higher productivity through
economic growth: "Promote Programme: aims to increase diversification and upgraded
sustained, inclusive and sustainable productivity of the population for technology along with innovation,
economic growth, full and increased competitiveness and entrepreneurship, and the growth

productive employment and decent better quality of life for all. of small- and medium-sized
work for all." enterprises (SMEs).
Increase in the stock of jobs by an
annual average of 520,000
Tourism Development Programme:

aims to increase Uganda’s
attractiveness as a preferred tourist
destination.
Goal 9: Industry, Innovation, and Agro-industrialization programme: Promote value addition to local
Infrastructure: "Build resilient aims to increase commercialization products through creation of
infrastructure, promote inclusive and competitiveness of agricultural several factories to boost incomes.
and sustainable industrialization, production and agro processing.
and foster innovation." Mineral Development Programme: Use if ICT has been emphasized
aims to increase mineral and expansion of broadband
exploitation and value addition in infrastructure with support from
selected resources for quality and NITA-U
gainful jobs in industrialization.
Innovation, technology
development and transfer
Programme: aims to increase
development, adoption, transfer
and commercialization of
Technologies & Innovations
through the development of a well-
coordinated STI eco-system.
Increased coverage of the national

broadband infrastructure to 45% of
total number households and 70%
of the total number of schools.
Digital Transformation
Programme: aims to increase ICT
penetration and use of ICT services
for social and economic
development.
Goal 10: Reducing inequalities: Reduced Income Inequality (Gini .

"Reduce income inequality within coefficient); from 0.41 to 0.38.
and among countries."
Goal 11: Sustainable cities and Sustainable Urbanisation and Improve physical development of.
communities: "Make cities and Housing Programme: aims to attain Prepare the District Physical
human settlements inclusive, safe, inclusive, productive and liveable Development Plan.
resilient, and sustainable." urban areas for socioeconomic
transformation.
Goal 12: Responsible consumption Manufacturing Programme: aims to Target to improve on the quality
and production: "Ensure increase the product range and of what we produce and increase
sustainable consumption and scale for import replacement and its consumption locally like diary
production patterns." improved terms of trade. products

Goal 13: Climate action: "Take Climate Change, Natural Promote afforestation and use of
urgent action to combat climate Resources, Environment, and renewable energy technologies by
change and its impacts by Water Management: aims to stop nationals and refugees. Climate
regulating emissions and and reverse the degradation of change intervention is one of the
promoting developments in Water Resources, Environment, District priorities.
renewable energy." Natural Resources as well as the
effects of Climate Change on
economic growth and livelihood
security.
Goal 14: Life below water: Further Stop and reverse the degradation of Promote fish farming and
information: "Conserve and Water Resources. Improve sustainable exploitation of mud
sustainably use the oceans, seas coordination, planning, regulation fish in the District.
and marine resources for and monitoring of water resources
sustainable development." at catchment level.
Goal 15: Life on land: "Protect, Increased forest cover; from District will prioritize preserving
restore and promote sustainable use 9.5percent to 18percent. biodiversity of forest and wetland
of terrestrial ecosystems, Sustainable Development of eco-systems as a percentage of
sustainably manage forests, combat Petroleum resources: aims to attain total land mass. Achieving a "land
desertification, and halt and reverse equitable value from the petroleum degradation-neutral district" can
land degradation and halt resources and spur economic be reached by restoring degraded
biodiversity loss." development in a timely and forests and land lost to poor
sustainable manner. Expected agricultural practices
Goal 16: Peace, justice and strong Governance and Security The district will prioritize
institutions: "Promote peaceful and Programme: aims to improve reducing violence against women
inclusive societies for sustainable adherence to the rule of law and and children with stronger local
development, provide access to capacity to contain prevailing and council judicial systems that will
justice for all and build effective, emerging security threats. enforce laws and work toward a
accountable and inclusive more peaceful and just society.
institutions at all levels."
Goal 17: Partnerships for the Re-engineer the Public service to The District will work with all
goals: "Strengthen the means of promote investment; and, Enhance MDAS, OPM, UN Agencies in
implementation and revitalize the partnerships with non-state actors particular UNHCR and UNICEF,
global partnership for sustainable for effective service delivery. development partners and CSOs to
development." Private Sector Development deliver services to the refugees
Programme: aims to increase and local community
competitiveness of the private
sector to drive sustainable inclusive
growth.
Table 3. 3: Key Development Results and targets
Results Key Result Areas Indicators Baseline Target

(KRA)
2024/25
Goal: Increased Household incomes Population below the poverty 37.1 24.5
household incomes and line (per cent)
improved Quality of life Quality of life Population growth rate (per 2.5 2.2
cent)

(KRA)
2024/25
Objective 1: Enhance Agro and Mineral Average monthly nominal 416,000 632,044
value addition in Key based industrialization household Income (Ugx)
Growth Opportunities
Land Percentage of titled land 3% 5%
Objective 2: Strengthen Private sector growth Youth unemployment rate (per 13.3 9.7
private sector capacity to cent)
drive growth and create
jobs
Objective 3: Energy Households with access to ?? ??
Consolidate & increase electricity, %
stock and quality of Road % of paved roads to total 12% 19%
Productive Infrastructure District road network
%age of District roads in Fair 52% 60%
to good condition
ICT Internet penetration rate
(internet users per 100 people)
Objective 4: Enhance Labour productivity & Employment Population Ratio
productivity and Employment
wellbeing of Population Health Life expectancy at birth 63 65
(years)
Infant Mortality Rate/1000
Maternal Mortality 336 236

Ratio/100,000
Neonatal Mortality Rate (per 27 20
1,000)
Total Fertility Rate 5.4 4.6
U5 Mortality Ratio/1000 64 33
Stunted children U5 (%) 30% 5%
Education Completion rates (%)
Literacy rate
Proportion of the population

participating in sports and
physical exercises
Water and Forest cover (% of total land 4% 5%
Environment area)
Wetland cover (%)
Safe water coverage (%) Rural 77.2 85
Safe water coverage (%) 85% 100%

urban
Sanitation coverage 19% 35%
(Improved toilet)
Social Protection % population receiving direct
Coverage (%) income support
Proportion of eligible
population with access to
social care services, %

(KRA)
2024/25
Objective 5: Budgeting and Local revenue as a percentage 1% 2.5%

Strengthen the role of resource allocation of the total district budget
the State in guiding
and facilitating
development

3.5 Adopted NDPIII Programmes and LGDP Programme Objectives
Table 3. 4: NDPIII Programmes and LGDP Programmes
butes to NDPIII Programmes, The adapted NDPIII Programme Objectives
examples
Agro-industrialization 1.1 Improve post harvest handling and storage of agricultural

products
1.2 Increase agroprocessing of selected products
Tourism Development program 1.3 Promote local tourism in the district

1.4 Increase the stock and quality of tourism infrastructure withn
the district
1.5 Develop and diversify tourism products and services
Support private sector to train skilled personnel required for
tourism chain
Environment, Climate Change and 1.6 Restoration of forests and tree cover by natural regeneration or
Natural Resources Management by plantation or by agro forestry
1.7 Maintain and restore clean healthy and productive environment
1.8 Reduce human and economic loss from natural hazards and
disasters
1.9 Increase incomes and employment through sustainable use and
value addition to water, forest and other natural resources
Availability of adequate and reliable quality fresh water resources
for all uses
Private Sector Development 1.10 Sustainably lower the cost of doing business
1.11 Strengthen the organizational and institutional capacity of the
private sector to drive growth
1.12 Promote local content in public programmes
3.2 Strengthening the enabling environment and enforcement
of standards
Transport Interconnectivity 3.3
Sustainable Energy and ICT 1.13 Increase access and utilization of electricity
Development 1.14 Increase adoption and use of clean energy
3.4 Promote utilization of energy efficient practices and
technologies
Sustainable Housing and urban Housing 1.15 Enhance economic opportunities in urban areas
1.16 Promote urban housing market
1.17 Promote green and inclusive urban areas
3.5 Strengthen urban policies, governance, planning and
finance
Human Capital Development and Social 1.18 To improve the foundation for human capital development
protection 1.19 To improve population health, safety and management
3.6 Reduce vulnerability and gender in equality along the life
cycle
Community Mobilization and Mindset 1.20 Enhance effective mobilization of families, communities and
Change citizens for development
3.7 Strengthen institutional capacity of local government and
non state actors for effective mobilization of communities
Public Sector transformation 1.21 Stimulate the growth potential for the Sub counties through
area based agri-business LED initiatives
1.22 Close Sub County infrastructure gaps for exploitation of local
economic potentials
3.8 Strengthen the performance measurement and
management framework for local leadership and public

sector management
Governance and Security Strengthening 1.23 Strengthen transparency and accountability
3.9 Strengthen citizen participation and engagement in
democratic processes
Development Plan Implementation 1.24 Strengthen capacity for development planning
1.25 Strengthen budgeting and resource mobilization
1.26 Strengthen the capacity for implementation to ensure a focus
on results
3.10 Strengthen coordination, monitoring and reporting
frameworks and systems

3.6 LGDP Programme, Objectives, interventions, Results (Outcomes and
Outputs
3.6.1 (a) NDPIII Objective/LGDP Strategic Objective (s): Enhanced Value addition in
keygrowth opportunities
Table 3. 5: LGDP Programme, Objectives, interventions, Results

Adopted programme: Agro- Industrialization
Development Challenges/Issue: Low agricultural productivity and value addition, poor storage infrastructure,
poor market access and low competiveness for products in domestic and external, limited access to agricultural
financial services and weak coordination and institutional planning
Program outcomes and Key Outcome Indicators Status Target
results: 2019/20 2024/2025
Increased productivity of 1. Increased agricultural sector growth rate 3.8% 6%
small-scale farmers in the 2. Increased proportion of households that 75% to 90%
district are food secure
3. Reduced percentage of households 65% 55%
dependent on subsistence agriculture as
main source of livelihood
4. Increased labour productivity in the agro- USD USD 3,114
industrial value chain (value added, USD 1,500
per worker)
Adapted Program Objectives Adapted Interventions and Outputs
1. Increase agricultural 1. Provision of water for production
production and 2. Promote establishment of post harvesting handling, storage and
productivity processing infrastructure
2. Improve post-harvest 3. Improve the transportation and logistics infrastructure for priority
handling and storage of commodities
agricultural products 4. Promote utilization of modern agro processing technologies
3. Increase agro processing of 5. Promote an exchange programme for farmers engaged in agro
selected products processing industries and value chain
4. Strengthen the institutional 6. Construct and regularly maintain community access and feeder roads
coordination for improved for market access
service delivery. 7. Strengthening extension services
8. Increased access to and use of agriculture mechanization
9. Improved land tenure systems that promote agriculture investments
10. Strengthen farmer organizations and cooperatives
11. Promote sustainable land and environmental management practices
Programme Outputs and Targets Actions (Strategic Activities ) Departments/Actor

Outputs s
Output 1: At least 121 Agricultural Production

Extension service Extension Service Registration of both public and
providers profiled Providers profiled and private Agricultural Extension
& registered Registered (both at sub Service Providers and submission to
county & all the 81 MAAIF for accreditation
Parishes in Kamuli District
Establish structures for village agents Production

Output 2: and parish models;
135 village agents / village
Innovative
modal farmers identified Establish and operate farm field
extension models
and supported schools along the priority value
developed
chains

Outputs s
Establish and support at least one Production

81 Parish model farms
Parish Modal farm along the 4 acre
supported
modal concept
Identification and promotion of at Production

20 Sub County Nucleus least one Nucleus farmer per sub
farmers supported county along the prioritized district
enterprises
Establish an Agribusiness Incubation Production

01 Agribusiness Centre for youth engagement and
incubation center provision of employment;
established
Conduct artisan focused training
02 Commodity-based Production
platforms and
commercialization
Establish & operationalize 02
Output 3: approaches established at
commodity-based multi stakeholder
Research- district (Multi-Stakeholder
platforms
extension-farmer Platform meetings on
linkages selected value chains of
developed and Coffee and Dairy)
strengthened Learning visits / tours to Production
Research Institutions to 01 Learning visit / tour to Research
promote uptake of new Institution(s) per year
technologies made
Train and equip extension staff in Production

inspection, certification and
Output 4: regulation of inputs;
Agricultural
inputs markets Train farmers in quality seed
and distribution Inspection, certification production;
systems and regulation of inputs Training farmers & agro inputs
strengthened to strengthened dealers on safe use and handling of
adhere to quality agro-chemicals;
standards and
grades Register all agro inputs dealers and
cause them to be trained in safe
handling of agro- chemicals
Output 5: Micro Production

and small-scale 165 Micro / Small Scale
irrigation systems Irrigation schemes Installation of irrigation equipment at
Installed under installed at verified selected / agreed sites
UgIFT-AF-IRR farmers’ sites by 2025
program
Output 7: 16 Community based Establish O&M and institutional Production

Sustainable water user associations / management structures for managing
community committees formed and the Irrigation schemes and or water
management trained by 2025 for production structures Established
institutions for

Outputs s
effective
utilization of the
Irrigation schemes
/ water for
production
structures
Established
Output 7: Mobile The trained village lead Production

applications to aid farmers, Parish modal and Creating awareness and training
in disease sub county nucleus farmers on the use of available
reporting, access farmers using mobile mobile platforms for E-extension
to information, applications for accessing service delivery;
inputs, markets information on inputs,
and finance disease reporting, markets
disseminated and and finance;
promoted
District and Sub County Production
Training agricultural extension
Agricultural Extension
workers on data analysis,
staff trained in Data
dissemination and reporting
analysis and reporting
Output 8: Farmer Profiling and registration of farmers’ Production

Organizations and groups / farmers;
Cooperatives
Strengthened Supporting farmers / farmers
organizations with inputs and agro
machinery;
Training Agri-Business and financial

Farmer organizations &
literacy
producer cooperative
farmers supported with Training on different aspects of
inputs and trainings agronomy, aquaculture, Apiary and
general livestock production
technologies;
Training on Climate Smart

Agriculture practices; and
sustainable use of natural resources
like the capture fisheries resources
Holding public awareness meetings Production

and live radio talk shows on control
Farmers and general of major livestock / crop pests and
community made aware of diseases;
the major crop / livestock
pests and diseases; and Operating both the stationary and
their control measures mobile plant clinics;
Output 9:
Systems for Crop / livestock pest and Conducting entomological Production
management of disease surveillance and monitoring surveys;
pests, vectors and control
Conducting crop / livestock disease

Outputs s
diseases surveillance visits

strengthened
Operating the livestock disease
diagnostic laboratory
Tsetse control through deployment of

traps and live bait control;
Vaccination of livestock against the

key diseases of economic importance
(NCD, FMD, Rabbies, LSD);
Controlling crop destructive Vermin

& other dangerous animals
Agricultural extension Production

staff trained on Integrated Holding regular Staff refresher
Pest Management training on IPM
technologies
Disease Tolerant Banana Production

Tissues & Cassava Procurement of disease tolerant
cuttings procured for inputs for supporting the parish
supporting farmers under modal farmers
the 4-Acre Model
Output 10: Training farmers; including youths / Production

Sustainable Land Resilience of the youth groups on climate smart
and environment community to respond and agricultural practices
management manage climate
practices in line Procure selected tree seedlings to Production
with the agro- support agroforestry / tree planting
ecological needs change shocks build for mitigation of climate change
Promoted effects and climate resilience;
Likely risks
Mitigation
measures
Adopted Programme: Tourism Development Programme

Programme goal: Increase Uganda’s attractiveness as a preferred tourism destination
Development Challenges/Issue: Low tourist attraction is due to ungazzetted, un developed tourism
sites, inadequate awareness and absence of star accredited accommodation facilities in the district
Undeveloped Tourism Sector, Limited diversification ,
Poor infrastructure (roads, electricity water and ICT), Lack of innovation and creativity
Programme outcomes and results: Develop and sustain Key Outcome Status Target
tourism industry in the district Indicators 2019/20 2024/25
1. Increased 45% 60%
tourism
activities such
as awareness
and hotel
employment.
2. Increase 35% 50%
promotional
activities for
leisure to total
tourists.
Adapted Programme Objectives Adapted Interventions and Outputs
1. Promote local tourism in the 1. Production and circulating marketing materials on tourism
district potentials
2. Map and develop all tourism site both historical and nature
2. Increase the stock and including people involve in arts and craft, music dance and
quality of tourism drama
infrastructure within the 3. Develop more robust information management systems on tourism
district 4. Improve on roads linking to pote
5. ntial tourism sites
3. Develop and diversify 6. Advocate and lobby for rural electrification
tourism products and 7. Encourage private sector develop hotels that meet international
services standards
8. Promote use of e-tourism services
4. Support private sector to 9. Diversify tourism products
train skilled personnel 10. Promote community tourism
required for tourism chain 11. Provide incentives for the private sector to provide skills through
intensive and apprentices Programme
Programme Outputs and Targets Actions (Strategic Activities ) Departments/Actors
Outputs (Quantify)
Output1: 10 Tourism potentials  Monthly updates of tourism Trade

Mapping of mapped and updated to activities at the district
tourism potential district website  Press releases
 Distribution of brochures
 Installation of Clear sign
posts of tourism sites
 Running of spot tourism
messages on radio.
 Stakeholder engagement.
Output 2: 1 Community tourism  Sensitization of the Trade
Community Centre identified and Community about the
tourism constructed benefits of tourism.
 Identification of Local
habitats and wildlife that
accelerates traditional
culture
Likely risks Low up take of tourism services, weak private sector capacity, low community
awareness on tourism industry, poor tourism infrastructure like roads, hotels, electricity,
internet and water
Mitigation Intensify community awareness of importance of tourism industry, enhance capacity of

measures the private sector to invest in tourism industry
and improve tourism infrastructure
Adopted Programme: Climate Change, Natural Resources, Environment and Water Management
Programme goal: Reduce environmental degradation and the adverse effects of climate change as well as
improve utilization of natural resources for sustainable economic growth and livelihood security
Development Challenges/Issue: Low safe water coverage in the district, Low level of sanitation, Low levels of
hand washing facilities, High rates of deforestation leading to loss of forestry cover thus climate change,
Wetland destruction/encroachment, Poor land use and insecurity of tenure, Lack of physical

plans to guide physical development
Program outcomes and results: Key Outcome Indicators Status Target 2024/25
2019/20
Improved safe water coverage,
Improved hygiene Safe water coverage 71.2% 85%
Latrine coverage (Improved) 19% 40%
Hand washing 36.5% 55%
Percentage of Urban centres 20% 40%
with Physical development
plans
Percentage increase in wetland 1.5% 6%
cover
Number of district land titled 11% 30%
Adapted/Adopted Program Adapted/Adopted Interventions and Outputs includes interventions
Objectives (Includes objectives to address cross cutting issues and concerns
on cross cutting challenges
Assure Availability of Adequate Increase access to safe water, sanitation and hygiene
and Reliable Quality Fresh Water
Resources for All Uses
Increase Forest, Tree and Wetland Increase land area covered by forests from
Coverage Increase land area covered by wetlands from
Strengthen Land Use and Promote land consolidation, titling and banking
Management
Maintain And/Or Restore A Improve coordination, regulation and monitoring of environment

Clean, Healthy, And Productive management
Environment
Programme Outputs Outputs and Targets Actions (Strategic Activities ) Departments/Actors
(Quantify)
Increased access to Construction of 190 deep Construction of an improved Water
inclusive safe water boreholes in Sub counties/ water point per village
supply in rural areas parishes below district
average
Increased access to Construction of 7 Piped Rehabilitation, upgrade and Water, MWE

inclusive safe water Water Systems in 7 Sub expansion of existing Piped
supply in rural areas counties /parishes Water Systems
Increased access to Extension of piped water Rehabilitation, upgrade and Water

inclusive safe water with 10 PSPPs and 10 Yard expansion of existing Piped
supply in rural areas taps in 8 sub counties Water Systems
Increased access to 250 Borehole rehabilitated/ Rehabilitation of existing point Water

inclusive safe water repaired in all 14 sub water sources
supply in rural areas counties
Increased access to Construction of 8 latrines in Faecal Sludge Management Water

inclusive sanitation 8 Rural growth centres promotion in rural areas
and hygiene services
in rural areas
Water 609 Water sources Water samples tested Water

Quality surveillance
Increased access to 707 Promotion of Sanitation & Social behavior change Water
inclusive sanitation communication for construction
and hygiene services Hygiene Improvement and use of improved sanitation
in rural areas facilities, (number of Villages)
Increased access to Construction of 190 deep Construction of an improved Water

inclusive safe water boreholes in Sub counties/ water point per village
supply in rural areas parishes below district
average
Increased access to Construction of 7 Piped Rehabilitation, upgrade and Water, MWE

inclusive safe water Water Systems in 7 Sub expansion of existing Piped
supply in rural areas counties /parishes Water Systems
Likely risks Land tenure system, Free range grazing destroys tree planted, Protest from
communities encroaching wetland, low capacity of the private sector to support
investments, Flooding, prolonged drought, bush burning, political interference and
low/delayed funding
Mitigation measures Priorities land acquisition before project implementation, Development bye laws to
control animal grazing and bush burning, Community dialogue and wetland
demarcation, Private sector declares funding that supports investments, Provision and
installation of early warning system, Increase stakeholder’s coordination in
monitoring of activities and Timely release of funds
LGDP Strategic Objective: Strengthen private sector capacity to drive growth and create jobs
Adopted Programme: Private Sector Development
Programme Goal: Increase competitiveness of the private sector to drive sustainable inclusive growth.
Development Challenges/Issue:
1) Price fluctuations due to poor post-harvest handling and marketing structures
2) Poor road infrastructure and connectivity to agricultural productive areas and markets
3) Low financial and technical capacity of the private sector
4) Limited access to affordable and sustainable financing
Programme outcomes and results: Increase Key Outcome Indicators Status Target
the competitiveness of the Local Private 2019/20 2024/25
Sector to drive local district economic growth 1. Increased number of local 40% 60%
bidders for district contract
works.
2. Increased number of 35% 70%
informal businesses
registered.
3. Increased local revenue to 2% 4%
boost the revenue base for
the district annual budget.
Adapted Programme objective: Adapted Interventions and Outputs
1. Sustainably lower the cost of doing 1. Increase access to affordable credit targeting Micro Small and
business Medium Enterprises
2. Strengthen local Savings and Credit Schemes to offer long term
investment facilities
3. Enhanced Public Private Partnerships
4. Support formation of producer and consumer cooperatives
(bottom up formation of cooperatives)
5. Addressing non-financial factors affecting business

Strengthen the organizational and 1. Corporate governance best practices adopted by MSMES
institutional capacity of the Private 2. Local enterprise skills developed.
Sector to drive growth 3. Improve the management capacity of the local enterprises
through massive provision of Business Development services
geared towards improving firm capabilities.
Promote local content in public 1. Develop market information systems
Programmes 2. Support and link private sector to register in one stop center for
business registration and licensing
3. Build capacity of the local construction industry to benefit from
public investments in infrastructure.
Strengthening the enabling 1. Improve data availability on the private sector, and improving
environment and enforcement of dialogue between the private sector and government.
standards 2. Create appropriate incentives to attract the private sector to
finance green growth.

(Quantify)
Output 1:  Data on 25 Micro, Small  Linking SMEs to financial Trade
Affordable credit to and Medium Enterprises institution to access credit facilities
Micro, Small and collected and analyzed  Data Analysis on SMEs
Medium quarterly.  Linking SMEs to internet service
Enterprises  10 SMEs transacting providers.
increased business using internet  sensitizing on basic business
 20 SMEs trained management skills
annually  Promote business registration
 Support measures  Promote formation, registration,
undertaken to foster supervision, monitoring and
formation and auditing of cooperatives.
sustainability of  Popularize cooperative information
cooperatives  Linking manufacturing firms in
. need of raw materials with farmer
producers
 Local firms mobilized to undertake
public Programmes
.
Output 2:  1 Mechanism for  Tracking of savings and loans. Trade
Organizational and tracking 0f savings and  Provide business development
institutional loan portfolios services.
capacity of the developed and  Build capacity of SMEs.
Private Sector to implemented.  Training of cooperatives to build
drive growth  80% of SMEs linked to skills on enterprises.
Strengthened. cooperatives  Coordinate private sector
 25% of district Market activities.
information developed  Increase membership to chambers
. of commerce through registration.
Dissemination of marketing
information.
 Encourage local community to
start businesses.
Output 3: Local  5% of Market  Set up market Information Trade
Content promoted information system on systems.
products developed and  Promoting Business registration
disseminated monthly.
 Promotion of 50%
business registration in
the district.
Output 4:  5% of micro, small and  Enforcement of standards. Trade

Enabling medium entrepreneurs/
environment and Potential local
enforcement of contractor’s linked to
standards financial services
quarterly.
Likely risks Attitude of the community towards business formation and registration, low
purchasing power, high interest rates, fluctuation market prices, illiteracy levels, poor
social and economic infrastructure, weather conditions and poor business
management and saving culture.
Mitigation Mobilization and sensitization of the local community, supporting Income Generating
measures activities, strengthening local SACCOs/mulit purpose cooperatives and improve
social infrastructure.
Adopted Programme: Digital Transformation

Programme Goal: To increase ICT penetration and use of ICT services for social and economic development.
Development Challenges/Issue:
Implementation of government policies and roles has become more digitalized like the use of PBS, IFMIS,
DHIS2, IPPS and yet there is poor ICT infrastructure coverage in the district. This affects timely
implementation of systems tasks, and thus affects the use of these especially in facilities that are outside the
District Headquarters hence Sub-county budgets have to be captured at the district headquarters, ICT usage has
not been enhanced in the development of the district, there is no research, innovation and development in ICT
hence a need to have individuals or companies supported with research, innovative ideas need to be nurtured
and development of indigenous products has to be encouraged.
Programme outcomes and results: Key Outcome Indicators Status Target
Increased access to ICTs 2019/20 2024/25
 Proportion of 20% 60%
government services
online increased
Adapted Programme objective: Adapted Interventions and Outputs
Increase the district ICT infrastructure  Extend ICT infrastructure coverage the district in partnership with
coverage the Private Sector and implement last mile connectivity in key
areas (sub-counties, schools, hospitals, health units, post offices,
tourism sites, police, etc.).
 Develop and enhance district common core infrastructure (data
centres, high power computing centres, specialized labs).
Enhance usage of ICT in district  Promote the rollout of e-Services (Establish a framework for
development standardization and interoperability of digital services, Develop
data sharing and integration platform and Develop Big data
framework)
 Develop and implement the district cyber security Programme.
 Strengthen the district Computer Emergency Response Team
Enhance ICT research, innovation and  Develop Innovation Centres (district ICT Park, Hubs, Incubation
development Programme) Promote local content production and citizen
participation
Increase the ICT human resource  Develop a well-grounded ICT professional workforce
capital  Provide digital literacy training
 Implement targeted capacity building for teachers to incorporate
ICT in Pedagogy
Programme Outputs Outputs and Targets (Quantify) Actions (Strategic Activities ) Departments/
Actors
Output 1: Access  All government facilities  Map facilities to be installed, DITO
to internet by and selected private procure necessary equipment,
government facilities connected to install the network, and sensitize
institutions the network the users of the Use of ICT.
 Core infrastructure  Procurement of infrastructure,

developed (1 Data centre installation of infrastructure,
developed and 1 lobby partners (NITA) to provide
specialized lab specialized hub)
developed).
Output 2: Rolling  Available E -services  Sensitize the public of the DITO
out of E-services rolled out to LLGs (Data importance of e-services, create
sharing and integrated data sharing platforms (servers).
platforms and data  Implement the district security
framework will be systems, install antivirus
developed. software in all computers at all
 1 District information government facilities,
security framework  Procurement of firewall devices
developed. for all systems
 1 District cyber security
Programme
implemented (All
facilities installed with
network
Output 3:  Professional workforce  Develop tailor made training DITO
Capacity building developed All civil manuals, Conduct ICT trainings,
in ICT servants and selected  Develop digital literacy manuals
private providers  Develop ICT training manual,
 Digital literacy manuals trainings conducted
provided (All civil
servants and selected
private providers
 Capacity building
trainings conducted
(Teachers in government
schools both primary and
secondary schools
Likely risks Poor bad internet coverage in the district, Attitude of the community towards
internet use, poor social and economic infrastructure, bad weather conditions
Mitigation Mobilization and sensitization of communities
measures
LGDP Strategic Objective: Consolidate & increase stock and quality of Productive
Infrastructure
Integrated Transport Infrastructure And Services

Development Challenges/Issue: Poor stock and quality of productive infrastructure :Low percentage of roads
in good to fair condition, Low percentage of tarmac roads both in rural and urban, Inadequate road equipment,
low capacity operators and road gangs
Program outcomes and results: Key Outcome Indicators Status Target 2024/25
Reduced average travel time
(min per Km 2019/20
Increased stock of transport
infrastructure Percentage of district roads 55% 70%
in fair to good condition

Adapted/Adopted Program Adapted/Adopted Interventions and Outputs includes
Objectives (Includes objectives interventions to address cross cutting issues and concerns
on cross cutting challenges
Optimize transport infrastructure 1. Construct and upgrade strategic road infrastructure in the district
and service investment in the 2. Provide non-motorized transport infrastructure within the urban areas
road sector 3. .Increase capacity of existing road transport infrastructure within the
district
(Quantify)
Transport 450 Kms of District feeder Periodic maintenance of Works department URF
infrastructure roads periodically maintained DUCAR network
rehabilitated and
maintained. 100 Kms of District feeder Selected roads Works department
roads rehabilitated through rehabilitated by UNRA MoW&T, URF
mechanization
District roads 523 km of District roads Periodic maintenance of Works department URF
routinely maintained routinely maintained DUCAR network
Urban road 10 Km of Urban road Sealing of urban roads Works department

tarmacked using low tarmacked using low cost MoW&T, URF
cost shieling of sealing of urban road
urban road
Likely risks Adverse weather, Land conflicts, Inadequate community support
Failure to mobilize adequate funds
Mitigation Community mobilization towards the projects, Involvement of community leaders,

measures
Adherence to laws relating to land
Programme: Sustainable Energy Development

Programme goal: Meet the energy needs of the country by providing adequate, affordable, clean and reliable
energy for sustainable socio-economic growth and development
Development challenges
1. Limited access to reliable and clean energy due to over reliance on biomass
2. Limited productive use of energy
3. Low levels of energy efficiency and un coordinated intra and inter sectoral planning
Programme outcomes Key Outcome Indicators Status Target
Increased access and consumption of clean 2019/20 2024/25
energy
1. Increase percentage of 16% 28%
households with access to
electricity
2. Increase percentage of 12% 25%
adoption of energy efficient
technologies across all
consumer categories
Adapted Programme objectives Adapted Interventions
1. Increase access Extend hydro power grid to more rural areas
and utilization of To promote use of electricity consumption through easing the
electricity connection process and lower the tarrifs
2. Increase adoption and use of clean Promote use of new renewable energy (solar, water heating, solar
energy drying, solar cookers, wind water pumping solutions and solar
water pumping solutions

Build local technical capacity in renewable energy solutions
3.Promote utilization of energy efficient Promote uptake of alternative and efficient cooking technologies
practices and technologies (electricity, Cooking, domestic and institutional bio-gas and
liquid petroleum gas (LPG)

(Quantify)
Output 1: Power Electricity extended in the  Lobby for further Extension Natural Resources
extension District of power
Output 2: Primary schools, Health  Procurement and Installation Natural Resources
Installation of solar facilities solarized and of solar in institutions of
in institutions electricity installed. learning.
Output 3: Train and equip 14 local  Training and equipping Natural Resources
Renewable energy artisans in renewable Local Artisans in renewable
energy solutions solutions.
Output 4: 11 Secondary Schools  Procurement and installation Natural Resources
Alternative and provided with of alternative and efficient
efficient cooking alternative and efficient cooking technologies
technologies cooking technologies
Likely risks Substandard products, high cost of affording, inhibitive tariffs for rural
electrifications, accidents caused by electrocutions, attitude of the community, risk of
transportation of LPG
Mitigation Community mobilization and sensitization, provision of subsidy, safe installations of
measures energy equipment
Programme: Sustainable Urbanization and housing

Programme Goal: To attain inclusive, productive and livable urban areas for socio-economic development.
Development challenges/issue:
The current urban development is unsustainable due to; inadequacies in physical planning and plan
implementation resulting into; unplanned settlement, a deficiency in quantity and or quality of social services,
public infrastructure and housing and jobless urban growth
Programme outcomes Key Outcome Status Target
To attain inclusive productive and Indicators 2019/20 2024/25
liveable urban areas for socio 1. Number of approved building plans 10 40
economic development 2. Number of Integrated RGCs Physical 3 5
Development Plans developed
3. Number of waste management points 4 10
constructed in established RGCs
Adapted Programme objectives Adapted Interventions and Outputs
1. Enhance economic 2. Promote land consolidation, titling and banking Promote urban safe
opportunities in urban areas water and waste management services
2.Promote urban housing 1. Promote and enforce building standards through approval of building
Standards plans
2. Conduct one community awareness to address infrastructure in slums
and undertake slum upgrading (zoning) per year
3.
3.Strengthen urban policies, 1. To enforce urban development policies, laws regulations, standards
governance, planning and finance and guidelines in 6 TCs
2. To enforce the implementation of land use regulatory and
compliance framework Development of Integrated RGCs Physical
Development Plans
(Quantify)

Output 1 1.Promote land consolidation, Process land titles to TC land Natural Resources
titling and banking in 6TCs
Output 2 Promote urban safe water 1. Sensitize communities on safe Natural Resources
and waste management waste disposal methods
services in 4 RGCs
Output 3 Promote and enforce 1. Sensitize developers Natural Resources
building standards 2. Enforce building plan
approval policy
Output 4 Conduct one community 1. Awareness community Natural Resources
awareness to address meeting on blocking survey
infrastructure in slums and production of detailed
plan.
Output 5 To enforce the implementation ofSensitize the communities Natural Resources
land use regulatory and compliance
framework
Likely risks Resistance from the community, lack of awareness
Mitigation Put in place mechanisms for awareness creation
measures
LGDP Strategic Objective: Increase productivity, inclusiveness and wellbeing of Population

Programme: Human Capital Development
Human capital is characterized by low labour productivity, this is mainly attributed to; weak foundation for humn
capital, lack of appropriate knowledge, skills and attitude, poor population health and safety, food and nutrition
insecurity, poor population management, limited information on Sexual and Reproductive Health (SRH), limited
social protection and lack of institutionalize and integrated human resource planning and development
Key Outcome Indicators Status Target
Programme outcomes 2019/20 2024/2025
(i) Increased youth 24.5 51
employment (i) Increased proportion of labour force
(ii) Increased employer transitioning into decent employment
satisfaction with the 3.1 6.2
TVET training (ii) Increased ratio of Science and
(iii) Increased proportion of Technology graduates to Arts
training institutions graduates.
meeting the basic 0 20
requirements and (iii) Increased percentage of employers
minimum standards satisfied with the training provided
(iv) Increased life expectancy by the TVET institutions
(v) Reduced neonatal, 6 11
infant, under 5 and (iv) Increased average years of
maternal mortality rates schooling.
(vi) Reduced fertility rate 4.5 7
(vii) Increased primary and (v) Increased learning adjusted years of
schooling.
secondary school
survival and transition 35 10
(vi) Reduced prevalence of under 5
rates
stunting from 28.9percent to
(viii) Increased quality
19percent;
adjusted years of
9/1,000 4/1,000
schooling (vii) Reduce neonatal mortality rate.
(ix) Increased literacy rate
27/1000 17/1000
(viii) Reduced under 5 mortality.
336/100,00 280/100,000
(ix) Reduced Maternal Mortality Rate. 0
30 52
(x) Reduced unmet need of family
planning and increase CPR from 42

to 55 percent;
38 20
(xi) Reduced mortality due to NCDs
43 31
(xii) Reduced Mortality due to high risk
Communicable Diseases (Malaria,
TB & HIV/AIDS) (percent) in 2019
20 10
(xiii) Reduce teenage pregnancy rate
in 2018
4 12
(xiv) Reduce gender gap index in
2019
I)
To improve the foundation for 1. Implement a need based approach to establish a preschool class in
human capital development public schools
2. Improve child and maternal nutrition
3. Improve immunization coverage in the district
4. Strengthen the family to reduce child deprivation, abuse and child
labour
5. Equip and support all lagging schools to meet basic requirement and
minimum standards in preprimary, primary and secondary schools
6.
Roll out early grade reading and early grade Math in all primary
schools to enhance proficiency in literacy and numeracy
To improve population health, 1. Prevent and control non-communicable diseases and communicable
safety and management diseases with focus on high burden diseases (Malaria, HIV/AIDS,
TB)
2. Increases access to safe water, sanitation and hygiene (WASH)
3. Expand community level health services for disease preventions
4. Increase access to family planning services
5. Improve the functionality (staffing and equipment of health facilities
at all levels)
6. Strengthen the emergency and referral systems
7. Expand geographical access to health care services to sub counties
without health centre threes’
8. Increase access to affordable medicine and health supplies
9. Establish and operationalized mechanisms for effective
collaborations and partnership for health at all levels
10. Improve nutrition and food safety
11. Improve occupational health and safety to reduce accidents and
injuries
Reduce vulnerability and gender in Expand scope and coverage of care, support and social protection
equality along the life cycle services of the most vulnerable groups
Expand livelihood support, public works and labour market programmes
Programme Outputs and Targets Actions (Strategic Activities ) Departments/Act
Outputs (Quantify) ors
Basic ECD centres established Mobilize private sector and Education
Requirements and community to establish ECD centres dept
Minimum
standards met by 43 classrooms constructed in Construct classrooms in selected Education dept
schools and 16 primary schools primary schools
training institutions
20 teachers houses Construct teachers’ houses in selected Education dept
constructed in 5 primary primary schools
schools

50 latrine stances constructed Construct Gender & disability Education dept
sensitive and climate resilient
Emptiable VIP Latrines
1025 three seater desks Procure classroom furniture Education dept

procured for 16 primary
schools
Inspection all primary inspecting each primary school at Education dept

schools atleast once a term least once a term
conducted
Develop and implement Implement school improvement plans Education dept

school improvement plans in in primary schools
primary schools arising from
inspection reports.
Designate senior- teachers as Conduct support supervision by Education dept

mentors to provide school senior teachers
support supervision
in 60% of the primary

schools by 2025
2 seed secondary schools Construct seed secondary schools Education dept

constructed in sub counties
without
Improve population Construction of staff houses Construct staff houses Health dept
health, safety and
management Construction of Maternity Construct Maternity wards Health dept
wards
Construction of General Construct General wards Health dept

wards
Construction of Placenta pits Construct Placenta pits Health dept
Fencing of Health Facilities Fence of Health Facilities Health dept
Construction of Toilets Construct Toilets Health dept
Renovation OPD blocks Renovate OPD blocks Health dept
Renovation Maternity wards Renovate Maternity wards Health dept
Construction of drug stores Construct drug stores Health dept
Expansion of Laboratory Expand of Laboratory Health dept
Construction of Laboratory Construct Laboratory Health dept
Construction of Boreholes Construct Boreholes Health dept
Installation of digital check- Instal digital check-in equipment Health dept

in equipment
HC IIs upgraded in Upgrade HC IIs to IIIs and equip Health dept
subcounties without them
Hospitals and HCs Rehabilitation and expansion of Health dept
rehabilitated/expanded hospitals and HCs in the LG

Increased coverage of health Construction of public health sector Health dept
workers accommodations staff houses
Capacity built for Capacity building for intersectoral Health dept
intersectoral health health promotion and prevention for
promotion and prevention for LGs and community level structures
LGs and community level
structures
Governance and Put in place and train Health Health dept
management structures Management Commitees
formed and functional
Functional multi-sectoral Put in place coordination structures Health dept
framework, compact and and ensure functionality
accountability framework for
joint planning, coordination,
common deliverables and
performance indicators for
UHC/Quarterly EDMHT /
Partnership Coordination
Meetings/Planning meetings
Increased access to safe Construct safe water sources, latrines Health dept
water, sanitation & hygiene and hand washing facilities
Health workers trained Conduct mentorships for different Health dept
through On job mentorships cadres of staff
and conducting regular
CMEs In 67 health facilities
in the District
67 Public Health facilities at Procure and equip health facilities Health Dept,
all equipped with appropriate with the appropirate medical and MoH
and modern medical diagnostic equipment to provide the
equipment. range of services at that level
One Uganda National Implement the Uganda National Health dept
Minimum Health Care Minimum Health Care Package
Package (UMNHCP) (UMNHCP) with focus on high
implemented in all health impact intervention packages for each
facilities based on the Level life stage
of care Hospitals, HCIVs,
HCIII & HCII
Health workers recruited and Recruitment of health workers to fill Health Dept,
facilitated to fulfill their the gaps and salary paid MoH
mandates
Likely risks Inadequate funding which could lead to understaffing, non compliance with set
guidelines/standards
Mitigation Lobby for funds from government and other Partners, enhanced coordination and
measures supervision
Programme: Community Mobilization and Mindset Change

Programme goal: Empower citizens, families and communities for increased responsibility and effective
participation in sustainable national development
Development challenges: Lack of national value system has led to; a weak sense of responsibility and
ownership of development Programmes among the citizens. This is attributed to; the dependence syndrome, a
high selfish tendency, shortsightedness, a weak sense of nationalism/patriotism and a weak community
development function

Programme outcomes Key Outcome Status Target
To empower families, communities and citizens to embrace Indicators 2019/20 2024/25
national values and actively participate in sustainable 1. Increased 40% 80%
development proportion of
families,
citizens and
communities
informed
about
community
Programmes
2. Increased 20% 75%
media
coverage of
district
Programmes
3. Reduction in 45% 70%
prevalence of
negative
social norms
and cultural
practices that
perpetuate
gender
inequality
Enhance effective mobilization of 1. Conduct awareness campaigns and enforce laws enacted against
families, communities and citizens negative and or harmful religious, traditional/cultural practices and
for development believes
2. Design and implement a Programme aimed at promoting household
engagement in culture and creative industries for income generations
3. Implement a national civic education Programme aimed at improving
the level of awareness of roles and responsibilities of families,
communities and
4. individual citizens
Strengthen institutional capacity 1. Equip and operationalized community mobilization and
of local government and non-state empowerment institutions and structures for effective citizen
actors for effective mobilization mobilization and dissemination of information to guide and shape the
of communities mindsets/attitudes of the population
2. Establish and operationalized community development management
information system at parish and Sub-county levels
Reduce negative cultural practices 1. Conduct awareness campaigns and enforce laws enacted against
and attitudes and/or harmful religious, traditional/cultural practices and beliefs
2. Promote advocacy, social mobilization and behavioral change
communication for community development
Programme Outputs Outputs and Targets Actions (Strategic Departments/Actors

(Quantify) Activities )
Output 1: Community Community mobilization Establish structures
mobilization empowerment coordination for community
empowerment Mechanism put in place at mobilization
coordination all levels Support their
Mechanism put in place operations in terms
of capacity building
and facilitation
Output 2: Awareness Awareness campaigns Sensitization of cultural,
campaigns against negative against negative and or religious and community
and or harmful harmful leaders on mindset
religious/cultural/traditional
practices religious/cultural/traditional change.
designed and implemented Hold Advocacy
meetings with key
stakeholders on resource
mobilization and
empowerment.
Capacity building of key
stakeholders on
reporting tools and
channels on harmful
cultural practices.
Output 3: Effective Cultural institutions skilled Cultural leaders
citizen mobilization to and equipped for effective mobilized trained and
shape community citizen mobilization to facilitated to influence
mindset shape community mindset their followers.
Output 4: Management Establish and Develop an MIS tool
Information Systems at operationalize community and training on the use
Community level development of the tool.
management information Data collection and
systems at parish and processing and
Sub-county. dissemination
Decision making based
on the report
Likely risks
Mitigation measures
Programme: Special Programme/Regional Development Programme

Programme Goal: To accelerate equitable, regional economic growth and development .
Development challenges:
There is imbalance in development of the district potential; this is due to; Sub-county income poverty, limited and
undeveloped value chain, inadequate economic and social infrastructure and poor local leadership and weak
public sector
To accelerate equitable, balanced 2019/20 2024/25
economic growth and development in 1. Budgets done according to the sub- 50% 80%
the district county population.
2. Community involvement in poverty 60% 75%
alleviation Programmes
1. Stimulate the growth potential for  Organize farmers into cooperatives at district level
the Sub-counties through area-  Strengthen agriculture extension services through increased
based agri-business LED initiatives supervision and implementation of the Parish Model
 Develop and implement targeted agri-LED intervention for refugees
and host communities
 Construct small irrigation schemes and value dams to ensure
production all year round
2. Close Sub-county infrastructure  Develop Community Access and motorable feeder roads for market
gaps for exploitation of local access.
economic potentials  Budgeting resources for Rural Roads maintenance.
3. Strengthen the performance  Introduce community scorecards for local government performance
measurement and management  Increased Supervision by both the technical and political wing.
framework for local leadership
and public sector management
Programme Outputs and Targets Actions (Strategic Activities ) Departments/Act
Outputs (Quantify) ors
Output 1: 5 farmer  Registration of farmers at Village
Encourage growth cooperatives level.
of Agri- business mobilized  Set up credit for farmers.
LED initiative at and registered  Training on basic business skills
sub-county  Facilitating exchange visits by
farmers.
 Popularize farming innovations.
 Conducting intensive trainings of
cooperative members.
Output 2: Close 6 Agri-LED  Training of the host communities

Sub-county interventions  for
Increasing market access and value
infrastructure gaps communities addition
for exploitation of designed and
local implemented  Increasing production capacity of
economic Agri-LED business.
potentials  Sensitization of the host
communities on the mind-set
change.
Output 3: 3 small scale Resource allocation and budgeting
Improved irrigation schemes Improved leadership capacity for
performance designed and transformative rural development.
measurement and implemented Stake holder involvement.
management
framework for
local and public
sector
management.
Likely risks High community demand, climate change, issues of land ownership and land tenure
system, community attitude towards Development
Mitigation Community mobilization and sensitization on change of land tenure to facilitate
measures commercial farming.
LGDP Strategic Objective: Strengthen the role of the State in development

Programme: Governance and Security
Programme Goal: To improve adherence to the rule of law and capacity to contain prevailing and emerging
security threats.
Weak adherence to the rule of law and existence of internal and external security threats threatening
governance and Security. This is due to; high crime rate, weak societal security structure, limited access to and
affordability of justice, weak policy legal and regulatory framework for effective governance and corruption
Programme outcomes: To improve Key Outcome Indicators Status Target
adherence to the rule of law and capacity to 2019/20 2024/25
contain prevailing and emerging security 1. Corruption free, accountable 30% 24%
threats and transparent system
2. Free and fair democratic 6% 7.2%
process
3. Increase the percentage of 80% 88%
citizens’ participation in
electoral processes from 80
percent to 90 percent
4. Increase access to justice 65% 85%
Strengthen transparency and 1. Strengthen the oversight role of Local Government Public Accounts
accountability Committee
2. Enhance the public demand for accountability
3. Strengthen the prevention, detection and elimination of corruption

4. Strengthen and enforce compliance to accountability rules and
regulations
5. Mainstream anti-corruption initiatives in all district plans, projects
and Programmes
Strengthen citizen participation 1. Increase participation of the population including the vulnerable
and engagement in democratic persons civic activities
processes 2. Strengthen the representative role of local government councilors
and the public
(Quantify)
Output 1: 400 community barazas  Conduct of barazas and Administration
Community organized at parish level to mobilization
mobilization sensitize communities
Output 2: 60 radio talk shows  Holding of radio talk shows Administration
Information conducted on local FMs to to disseminate budgets.
dissemination disseminate budgets,  Feedback sessions on
development plan and resource utilization in the
feedback on district.
implementation
Output 3: Display 20 Public notice boards  Procurement and fixing of Administration
of information established to display notice boards to display
information on budget, information and notices
work plans, contracts and
implementation status
Output 4: 44 District Councilors  Training of Councilors on Administration
Oversight trained on oversight
oversight and
representation role
Output 5: Special 160 special group leaders  Training of Special Interest Administration
Interest groups trained on roles and Groups on roles and
responsibilities responsibilities
Likely risks Poor response from the community, Inadequate funding
Mitigation Community mobilization and sensitization, advocacy for funding
measures
Programme: Public Sector Transformation

1. Failure of the public sector to respond to the needs of the citizens and the private sector.
2. Failure to reduce corruption and attract investment.
To improve public sector response to the needs of 2019/2 2024/25
the citizens and the Private Sector 1. Government 46% 70%
Effectiveness Index from
2. Corruption perception
index 30% 21%
3. National
Competitiveness Index 32.9% 45%
1. Strengthen accountability for 1. Improved responsiveness of public services to the needs of citizens
results across government 2. Improved Performance at individual level
3. Improved Performance at organizational level
4. Improved Quality of services delivered
5. Improved compliance to rules, procedures and regulations
6. Improved compliance to recruitment guidelines by district service
commission

2. Strengthen government 1. Improved Efficiency of Service delivery structures of the district
structures and institutions for 2. Improved alignment of employees’ competences and qualifications
efficient and effective service with job roles
delivery
3. Improved Timeliness in implementing approved structures
3. Deepen decentralization and 1.

Improved commitment of government in financing the delivery of
citizen participation in local decentralized services
development and increase 2. Improved fiscal sustainability of local governments
transparency and eliminate 3. Improved communication and sharing of information on the parish
corruption in the delivery of model
services 4. Improved sustainability of enterprises established under the parish
model
5. Parish model operationalized
4. Strengthen strategic human 1. Improved integrity and work ethics
resource management 2. Improved effectiveness in management of rewards, sanctions and
function of Government for disputes in the Public Service
improved service delivery 3. Improved efficiency, effectiveness and in Payroll management and in
the Public Service
4. Improved talent and knowledge retention in the public service
5. Improved Corporate Image and culture
6. Improved staff competence level and skills
7. A comprehensive staff Training, Capacity development and
knowledge management Programme developed and implemented
8. Improved efficiency & effectiveness in the management of the
Teachers in the Public Service
9. Reduced cases of corruption in the Public Service
10. Improved efficiency and effectiveness of the decentralised recrutiment
function
(Quantify)
Output 1: Client District Client charters Provide technical support to LGs Planning Unit
charters’ coverage developed and implemented to develop client charters,
in district Monitor and evaluate
implementation
Output 2: Sub- Baraza Programme Conduct barazas in different Administration

counties adopting implementation in the 14 Sub-counties
barazas lower local governments
Output 3: Service 5 Stakeholder Prepare and sign MoUs and Administration
Delivery Standard collaboration on SDS operationalize them
developed and promotion established
enforced
Output 4: Political Capacity of Government Develop and implement a Administration
leaders and Institutions in undertaking training Programme
technical staff compliance inspection
trained strengthened
Output 5: Compliance to the rules Train institution managers in Administration

Leadership and regulations enforced leadership and management
competency development along the
developed Leadership Competency Model
Output 6: Staff Capacity of 2 staff Build capacity of RIM staff to Administration

Trained in Records members built in records enforce compliance to RIM
Information and information standards
Management (RIM) management

Output 7: Evaluation of Government Conduct evaluation on Administration
Evaluation Programmes, projects and Government Programmes,
conducted policies conducted projects and policies
Output 8: Programme Conduct quarterly follow ups on Administration

Implementation of Implementation progress implementation of
recommendation reports produced recommendation
conducted
Output 9: Programme plans aligned to Provide technical support to Administration
Departments budget priorities and district to align their budget
supported in National planning priorities and National planning
Programme framework framework
alignment
Output 10: Capacity of the district Conduct 2 refresher trainings in Administration
Officers trained in staff built in performance performance management
performance management
management
Output 11 Attendance to duty 1.Conduct monitoring in Administration
Departments monitored departments on attendance
monitored on
attendance 2. Procure and install biometrics
to monitor attendance
Output 12: Parish model 50% of households in the pilot Administration

Improved operationalized in the 81 parishes with income generating
sustainability of Parishes enterprises
enterprises
established under
the parish model
Output 13:
Likely risks Demographic evolutions, extended policy environment, environmental changes and
technological advancement
Mitigation There is need for the Public Sector to adapt its Programmes, policies,and services and re-
measures engineer its systems to create a Public Service that is high performing, effective, outcome
driven, strategic, unified, clients centered, predictive, collaborative and values based
Programme: Development Plan Implementation

NDP III Strategic Objective: To strengthen the role of the state in development
Programme Goal: Increase efficiency and effectiveness in the implementation of the DDP III
Development challenges: Slow implementation of the plans remains a major development challenge. This is
caused by; weak implementation of Planning and Budgeting, weak M&E Systems, limited financing, weak
coordination and weak Systems for Statistical Development.
Programme outcomes and Key Outcome Indicators Status Target
results 2019/20 2024/25
Effective and efficient allocation Percentage of allocation of public resources 0 100%
and utilization of public resources Percentage of utilization of the public 0 100%
resources
Effective Public Investment Proportion of public investment managed 0 1
Management effectively
Improved development results Percentage Improvement in development 0 100%
areas
Improved compliance with Proportion of accountability rules and 0 1
accountability rules and regulations complied with

regulations
Improved service Delivery Proportion of the population using public 0 1

services
Enhanced use of data for Proportion of policies and decisions made 0 1
evidence-based policy and using statistics
decision making
Adapted Programme objectives Adapted Interventions
Strengthen capacity for 1. Strengthen the capacity for development planning particularly at lower
development planning local government and none state actors
2. Strengthen the capacity of the Parish Development Committees and
support project management committees in the implementation process
3. Implement Parish/Sub-county Planning model
Strengthen budgeting and 1. Revenue mobilization beyond the traditional revenue sources.
resource mobilization 2. Implement a comprehensive asset management policy.
3. Alignment of the departmental plans, lower local government plans
and none state actors into the district development plan.
4. Alignment of budgets to development plans at lower local government
and District.
5. Adopt to the system for tracking off budget financing.
Strengthen the capacity for 1. Stick to the investment plans made.
implementation to ensure a 2. Empower the Parish Chiefs and Sub-county Chiefs to oversee and
focus on results supervise all technical works in jurisdictions.
3. Orientation of Community Development Workers to focus on Mindset
Change and poverty reduction.
4. Strengthen Public Investment Management across the entire
government to be able to develop bankable projects on time.
Strengthen 1. Enhance staff capacity to conduct high quality and impact driven
coordination performance audits.
, monitoring and reporting 2. Develop and operationalize an effective communication strategy for
frameworks and systems DDP III.
3. Develop and operationalize integrated M&E framework and system for
DDP III.
4. Strengthen expenditure tracking, inspection and accountability.
5. Monitoring and Evaluation of projects
6. Communication of feedback on results through dissemination.
7. Strengthening Project appraisal
Strengthen the capacity of the 1. Support national surveys and census Programmes to DDP III, NDPIII,
statistics system to generate data , SDGs and other development framework data requirements
for Development 2. Implement necessary statistical infrastructure in the Local Government
Strategic Plan for Statistics (LGSPS)
3. Review and update the District Standard Indicator Framework in line
with the NDP III, Agenda 2063 and SDGs
4. Operationalize use of standard statistical infrastructure including the
rules, regulations and instruments for conducting Censuses and
Surveys among data producers.
5. Build the capacity of the LLGs, Civil Society and Private Sector
organizations in the production and use of statistics.
6. Adopt and support use of improved methodologies for key statistics
and indicators
7. Collection, Compilation, Management and use of Administrative data.
Strengthen Internal Audit and 1. Implementation of internal audit recommendations.
evaluation function to better 2. Conduct /Value for Money Audits, Specialized Audit Investigations
inform planning and plan undertakings.
implementation 3. Follow up mechanism to streamline the roles of the relevant oversight
committees to avoid duplication of roles.
4. Promote the use of data analysis techniques in Audit and
Investigations

5. Support relevant laws and regulations to strengthen institutional
evaluation, policy evaluation, and plan/Programme and project
evaluation.
6. Monitoring and Evaluation capacity to inform planning and
implementation
Programme Outputs Outputs and Targets (Quantify) Actions (Strategic Activities ) Departme
nts/Actor
s
1. Reviewed  Five (5) review meetings  Conducting review meetings  Planning
Development conducted  Conducting Mid-term review of the Unit
Planning  One (1) Mid-term review DDP III and production of the
guidelines with of the DDP III conducted report
Cross cutting
issues in DDP
III for DDP IV
2. Functional  One (1) monitoring system  Designing and operationalizing  Planning
Monitoring and designed and  the monitoring system Unit
Evaluation operationalized  Conducting monitoring exercises
system in place  Sixty (60) monitoring  Preparing reports from the
exercises conducted monitoring exercises
 Sixty (60) monitoring  Sharing of monitoring findings
reports prepared  Taking corrective actions
 Sixty (60) corrective actions  Dissemination of findings to other
taken stakeholders
 Sixty (60) monitoring
findings shared and
disseminated.
3. Monitoring  Five (5) monitoring  Conducting monitoring of the  Planning
Report on Local exercises on the implementation of the DDP III Unit
Government implementation of the DDP  Preparing monitoring reports
implementation III conducted.
of DDPIII  5 monitoring reports on the
prepared implementation of the DDP
III prepared.
4. Internal and o Fifteen (15) Local o Conducting Higher and Lower o Planning
external Local Government Performance Local Government Performance Unit
Government Assessments conducted Assessment
Performance
Assessment
conducted
5. Government 5 Government Annual  Implementing Government Annual  Planning
Annual Performance reports Performance Report. Unit
Performance implemented.
Report prepared
6. Half year o Five (5) Half - year o Preparing Half - year Financial o Finance
Financial Financial Statements Statements
Statements prepared
prepared
7. Annual o Five (5) Annual Financial o Preparing Annual Financial o Finance
Financial Statements prepared Statements
Statements
prepared
8. Revenue o Amount of the revenue o Mobilizing revenue o Finance
mobilization and mobilized o Conducting market survey
market survey o Ten (10) market surveys
conducted conducted

9. Internal and o Five (5) external audit o Implementing external audit o Finance
external audit of exercises conducted exercise.
responses o All the queries identified by o Responding to the external audit
managed the external audit responded queries identified.
to and managed. o Conducting internal audit exercise
o Twenty (20) internal audit
exercises conducted and
twenty (20) reports
produced.
10. Reconciliation o monthly reconciliation o Preparing reconciliation statements o Finance
Statements statements prepared
prepared
11. Policy and o Five (5) evaluations on o Conducting policy and Programme o Planning
Programme policy and Programmes evaluations Unit
evaluations conducted.
conducted
12. Oversight o Twenty (20) Facilitations o Facilitating the RDC and DEC to o Planning
Monitoring offered to the RDC for the carryout oversight monitoring of Unit
Reports of DDP oversight monitoring of the the DDP III Programmes
III Programmes DDP III Programme
produced. implementation.
13. Oversight M&E o One (1) oversight M&E o Designing and operationalizing an o Planning
framework framework designed and oversight M&E framework Unit
produced. operationalized. o Conducting reviews of the M&E
o Five (5) Review meetings on framework
the oversight M&E
framework conducted.
14. Statistics on o All data on cross cutting o Collecting data on cross cutting o Planning
cross cutting issues collected issues Unit
issues compiled o All data collected analyzed o Analyzing the data collected
and o All findings disseminated o Disseminating the findings
disseminated.
15. District o Five (5) District Statistical o o Planning
Statistics Abstracts prepared o Preparing the District Statistical Unit
Committee Abstract
(DSC)
functionalized.
16. Improved o All stakeholders trained on o Training on the new methodologies o Planning
methodologies the new methodologies for for data production Unit
for data data production.
production
adopted.
Likely risks o None realization of all the budgeted financial resources.
o Human Resources constraints.
o Budget cuts.
o Natural disasters.
o Changes in technology.
o Changing government guidelines, policies, rules and regulations.
Mitigation  Expanding the local resource base and lobbying from central government and
measures development partners.
 Adopting to the changing technology.
 Seeking for clearance to recruit essential staff provided in the Local Government
structure
 Adopting to the changing government guidelines, policies, rules and regulations
3.6. 1 (b) Spatial representation of the Programme

Table 3. 6: LOCATION OF 5 YEAR INVESTMENTS BY GPS COORDINATES
Location name Type Investment Sub county Parish Latitude Longitude
Bulimira Primary School Classroom block construction Kagumba Kasolwe 1.0833440 33.1089413
Kinawampere Primary School Classroom block construction Namwendwa Makoka 0.8716279 33.2325905
Izanyiro Primary School Classroom block construction Kisozi Kiyunga 0.7786012 33.0532868
Nakulabye Primary School Classroom block construction Wankole Wankole 0.7698861 33.1795317
Nankandulo Muslim Primary School Classroom block construction Magogo Nankandulo 0.6766174 33.0795337
Kadungu Primary School Classroom block construction Namasagali Kisaikye 1.0582830 32.9592180
Kituba Muslim Primary School Classroom block construction Kisozi Kiyunga 0.7930855 33.0910229
Balawoli Primary School Classroom block construction Balawoli Balawoli 1.0483218 33.1037510
Naminage Primary School Classroom block construction Kitayunjwa Kitayunjwa 0.8743372 33.1917974
Kikubi Primary School Classroom block construction Kagumba Kasolwe 1.1273777 33.1200242
Nabitalo Primary School Classroom block construction Kagumba Kibuye 1.1457740 32.9802060
Bwiiza Primary School Classroom block construction Kagumba Bwiiza 0.9800958 32.9749327
Busambu Primary School Classroom block construction Namasagali Bwiiza 0.9174650 32.9852240
St. Peters Bukamira Primary School Classroom block construction Kitayunjwa Butende 0.9461934 33.1645623
Bulopa Primary School Classroom block construction Bulopa Bulopa 0.8466889 33.2501328
Nababirye Primary School Classroom block construction Bulopa Bulopa 0.8577835 33.2686776
Kasaka Primary School Teachers' house construction Bulopa Kasaka 0.8391286 33.2669918
Kisadhaki Primary School Teachers' house construction Magogo Buteme 0.6965619 33.1236533
Budhamuli Primary School Teachers' house construction Mbulamuti Mbulamuti 0.8383800 33.0441500
Nabwigulu Primary School Teachers' house construction Nabwigulu Nabwigulu 0.9815983 33.1207652
St. Mulumba Kiseege Primary School Teachers' house construction Nabwigulu Namunyingi 0.9688300 33.0675600
Nakibungulya Primary School Pit latrine (5- stance) construction Bugulumbya Nakibungulya 0.8438742 33.1925498
Nabirama Primary School Pit latrine (5- stance) construction Butansi Naluwoli 0.9722360 33.0551591
Buwala Primary School Pit latrine (5- stance) construction Wankole Lulyambuzi 0.7380883 33.2030750
Kidiki Primary School Pit latrine (5- stance) construction Namwendwa Kidiki 0.9253261 33.2564173
Naibowa C/U Primary School Pit latrine (5- stance) construction Butansi Naibowa 0.8836683 33.0923317
Namaira SDA Primary School Pit latrine (5- stance) construction Balawoli Namaira 1.0174600 33.0830250
Kikubi Primary School Pit latrine (5- stance) construction Kagumba Kasolwe 1.1275172 33.1199062
Nababirye Madrasat Primary School Pit latrine (5- stance) construction Mbulamuti Buluya 0.8446051 33.0902281
Bukakande Primary School Pit latrine (5- stance) construction Mbulamuti Kiyunga 0.8264549 33.1397508
Nile Primary School Pit latrine (5- stance) construction Kisozi Namaganda 0.7511800 33.0607000
Isimba Primary School Pit latrine (5- stance) construction Kisozi Kisozi 0.7705031 33.0404109
Nababirye Primary School Pit latrine (5- stance) construction Bulopa Bulopa 0.8577835 33.2686776
Bulimira Primary School Furniture (3 seater desks) Kagumba Kasolwe 1.0833440 33.1089413
Kinawampere Primary School Furniture (3 seater desks) Namwendwa Makoka 0.8716279 33.2325905
Izanyiro Primary School Furniture (3 seater desks) Kisozi Kiyunga 0.7786012 33.0532868
Nakulabye Primary School Furniture (3 seater desks) Wankole Wankole 0.7698861 33.1795317
Nankandulo Muslim Primary School Furniture (3 seater desks) Magogo Nankandulo 0.6766174 33.0795337
Kadungu Primary School Furniture (3 seater desks) Namasagali Kisaikye 1.0582830 32.9592180
Kituba Muslim Primary School Furniture (3 seater desks) Kisozi Kiyunga 0.7930855 33.0910229
Balawoli Primary School Furniture (3 seater desks) Balawoli Balawoli 1.0483218 33.1037510
Naminage Primary School Furniture (3 seater desks) Kitayunjwa Kitayunjwa 0.8743372 33.1917974
Kikubi Primary School Furniture (3 seater desks) Kagumba Kasolwe 1.1273777 33.1200242
Nabitalo Primary School Furniture (3 seater desks) Kagumba Kibuye 1.1457740 32.9802060
Bwiiza Primary School Furniture (3 seater desks) Namasagali Bwiiza 0.9800958 32.9749327
Busambu Primary School Furniture (3 seater desks) Namasagali Bwiiza 0.9174650 32.9852240
St. Peter’s Bukamira Primary School Furniture (3 seater desks) Kitayunjwa Butende 0.9461934 33.1645623
Bulopa Primary School Furniture (3 seater desks) Bulopa Bulopa 0.8466889 33.2501328
Nababirye Primary School Furniture (3 seater desks) Bulopa Bulopa 0.8577835 33.2686776
Nabwigulu Seed Secondary School Seed Sec. School construction Nabwigulu Nabirumba II 1.0261645 33.1861601
Kagumba Seed Secondary School Seed Sec. School construction Kagumba Kagumba 1.1170839 33.0212041
Kagumba Health Centre III Health workers staff house construction Kagumba Kagumba 1.1170839 33.0212041
Health Centre III
Bugulumbya Health workers staff house construction Bugulumbya Bugulumbya 0.8012360 33.2191609
Health Centre III
Lulyambuzi Health workers staff house construction Wankole Lulyambuzi 0.7442146 33.2090751
Namwendwa Health Centre IV Health workers staff house construction Namwendwa Namwendwa 0.9207064 33.2486281
Kamuli General
Hospital General Hospital Health workers staff house construction Southern Division Mandwa 0.9474645 33.1211056
Kawaaga Health Centre II Health workers staff house construction Balawoli Kawaaga 1.0649994 33.1228620
Nankandulo Health Centre IV Health workers staff house construction Magogo Nankandulo 0.6793877 33.0769815
Buwoya Health Centre II Health workers staff house construction Bugulumbya Buwoya 0.8119253 33.2387571
Health Centre IV
Namwendwa General ward construction Namwendwa Namwendwa 0.9207064 33.2486281
Health Centre IV
Namwendwa Ambulance procured Namwendwa Namwendwa 0.9207064 33.2486281
Health Centre IV
Nankandulo Ambulance procured Magogo Nankandulo 0.6793877 33.0769815
Kamuli General
Hospital General Hospital Ambulance procured Southern Division Mandwa 0.9474645 33.1211056
Health Centre IV
Namwendwa Theatre walkways construction Namwendwa Namwendwa 0.9207064 33.2486281
Health Centre IV
Nankandulo Theatre walkways construction Magogo Nankandulo 0.6793877 33.0769815
Health Centre II
Kasambira Maternity ward construction Bugulumbya Kasambira 0.7935255 33.1457232
Health Centre II
Nawankofu Renovation of OPD block Namasagali Kasozi 1.0062395 33.0313077
Health Centre II
Kasolwe Renovation of OPD block Kagumba Kasolwe 0.7815575 33.2328429
Namwendwa Health Centre IV Construction of drug store Namwendwa Namwendwa 0.9207064 33.2486281
Health Centre II
Nawankofu Renovation of maternity block Namasagali Kasozi 1.0062395 33.0313077
Health Centre II
Kyeeya Construction of maternity and other wards Namwendwa Kyeeya 0.9690683 33.2281170
Health Centre II
Nawandyo Construction of maternity and other wards Wankole Nawandyo 0.7709607 33.1785758
Health Centre II
Namaira HC II Construction of placenta pits Balawoli Namaira 0.8264360 33.1396146
Health Centre II
Kasambira HC II Construction of placenta pits Bugulumbya Kasambira 0.7935255 33.1457232
Namwendwa HC IV Health Centre IV Expansion of laboratory Namwendwa Namwendwa 0.9207064 33.2486281
Kamuli General
Hospital General Hospital Procure/Installation of X-ray machine Southern Division Mandwa 0.9474645 33.1211056
Kamuli General
Hospital General Hospital Facility fencing Southern Division Mandwa 0.9474645 33.1211056
Kasambira HC II Health Centre II Facility fencing Bugulumbya Kasambira 0.7935255 33.1457232
Balawoli HC III Health Centre III Facility fencing Balawoli Balawoli 1.0482145 33.1030429
Kinawampere HC II Health Centre II Facility fencing Namwendwa Makoka 0.8716279 33.2325905
Kamuli General
Hospital General Hospital Toilet construction Southern Division Mandwa 0.9474645 33.1211056
Health Centre II
Kibuye HC II Latrine construction Kagumba Kibuye 1.1865781 32.9788113
Health Centre II
Nabirama HC II Latrine construction Butansi Nabirama 0.9734024 33.0554772
Kamuli General
Hospital General Hospital Installation of biometric equipment Southern Division Mandwa 0.9474645 33.1211056
Kamuli General
Hospital General Hospital Installation of biometric equipment Southern Division Mandwa 0.9474645 33.1211056
Health Centre IV
Namwendwa HC IV Installation of biometric equipment Namwendwa Namwendwa 0.9207064 33.2486281
Health Centre IV
Nankandulo HC IV Installation of biometric equipment Magogo Nankandulo 0.6793877 33.0769815
Health Centre III
Bupadhengo HC III Installation of biometric equipment Nawanyago Bupadhengo 0.7056331 33.1602185
Health Centre III
Lulyambuzi HC III Installation of biometric equipment Wankole Lulyambuzi 0.7441073 33.2094613
Health Centre III
Bugulumbya HC III Installation of biometric equipment Bugulumbya Bugulumbya 0.8012360 33.2191609
Health Centre III
Mbulamuti HC III Installation of biometric equipment Mbulamuti Mbulamuti 0.8460316 33.0417887
Health Centre III
Butansi HC III Installation of biometric equipment Butansi Butansi 0.9256180 33.0757001
Health Centre III
Namasagali HC III Installation of biometric equipment Namasagali Namasagali 1.0124656 32.9495579
Health Centre III
Bulopa HC III Installation of biometric equipment Bulopa Bulopa 0.8463352 33.2529877
Health Centre III
Kitayunjwa HC III Installation of biometric equipment Kitayunjwa Kitayunjwa 0.8987824 33.1535789
Health Centre III
Nabirumba HC III Installation of biometric equipment Nabwigulu Nabirumba 1.0056115 33.1706210
Health Centre III
Kagumba HC III Installation of biometric equipment Kagumba Kagumba 0.9189252 33.1242589
Health Centre III
Bubago HC III Installation of biometric equipment Magogo Kakira 0.6842200 33.1083300
Health Centre III
Balawoli HC III Installation of biometric equipment Balawoli Balawoli 1.0482145 33.1030429
Health Centre IV
Namwendwa HC IV Solar powered motorised water system Namwendwa Namwendwa 0.9207064 33.2486281
Health Centre IV
Nankandulo HC IV Procurement of Ultrasound/doppler equipment Magogo Nankandulo 0.6793877 33.0769815
Kamuli General
Hospital General Hospital Construction of patient shades Southern Division Mandwa 0.9474645 33.1211056
Kamuli General
Hospital General Hospital Construction of patient shades Southern Division Mandwa 0.9474645 33.1211056
Health Centre III
Namasagali HC III Construction of patient shades Namasagali Namasagali 1.0124656 32.9495579
Health Centre III
Bubago HC III Construction of patient shades Magogo Kakira 0.6842200 33.1083300
Health Centre III
Kagumba HC III Construction of patient shades Kagumba Kagumba 0.9189252 33.1242589
Nankandulo HC IV Health Centre IV Construction of patient shades Magogo Nankandulo 0.6793877 33.0769815
Buwoya HC II Health Centre II Installation of borehole Bugulumbya Buwoya 0.8117965 33.2387571
Bubago HC III Health Centre III Installation of borehole Magogo Kakira 0.6842200 33.1083300
Namasagali Subcounty Piped Water System constructed Namasagali Kasozi 0.9814890 33.0342010
Subcounty
Nabwigulu Piped Water System constructed Nabwigulu Nabirumba II 1.0215384 33.1812001
Subcounty
Balawoli Piped Water System constructed Balawoli Balawoli 1.0339819 33.0967104
Subcounty
Kitayunjwa Piped Water System constructed Kitayunjwa Kitayunjwa 0.8958582 33.1591239
Subcounty
Wankole Piped Water System constructed Wankole Wankole 0.7471323 33.1837874
Subcounty
Kagumba Piped Water System constructed Kagumba Kagumba 0.9189252 33.1242589
Balawoli Subcounty Balawoli Balawoli
Borehole drilling and installation 1.032237 33.100956
Bugulumbya Subcounty Borehole drilling and installation Bugulumbya Bugulumbya
0.794669 33.210674
Bulopa Subcounty Borehole drilling and installation Bulopa Bulopa
0.851405 33.250899
Butansi Subcounty Borehole drilling and installation Butansi Butansi
0.932957 33.072633
Kagumba Subcounty Borehole drilling and installation Kagumba Kagumba
1.114579 33.025662
Kisozi Subcounty Borehole drilling and installation Kisozi Kisozi
0.739969 33.093930
Kitayunjwa Subcounty Borehole drilling and installation Kitayunjwa Kitayunjwa
0.895041 33.160733
Magogo Subcounty Borehole drilling and installation Magogo Magogo
0.710453 33.105402
Mbulamuti Subcounty Borehole drilling and installation Mbulamuti Mbulamuti
0.850068 33.054756
Nabwigulu Subcounty Borehole drilling and installation Nabwigulu Nabwigulu
0.976188 33.248628
Namasagali Subcounty Borehole drilling and installation Namasagali Namasagali
1.017425 33.123675
Namwendwa Subcounty Borehole drilling and installation Namwendwa Namwendwa
0.922851 33.257315
Nawanyago Subcounty Borehole drilling and installation Nawanyago Nawanyago
0.746666 33.147120
Wankole Subcounty Borehole drilling and installation Wankole Wankole
0.743749 33.192085
Balawoli Subcounty Micro scale irrigation systems constructed Balawoli Balawoli
1.032237 33.100956
Bugulumbya Subcounty Micro scale irrigation systems constructed Bugulumbya Bugulumbya
0.794669 33.210674
Bulopa Subcounty Micro scale irrigation systems constructed Bulopa Bulopa
0.851405 33.250899
Butansi Subcounty Micro scale irrigation systems constructed Butansi Butansi
0.932957 33.072633
Kagumba Subcounty Micro scale irrigation systems constructed Kagumba Kagumba
1.114579 33.025662
Kisozi Subcounty Micro scale irrigation systems constructed Kisozi Kisozi
0.739969 33.093930
Kitayunjwa Subcounty Micro scale irrigation systems constructed Kitayunjwa Kitayunjwa
0.895041 33.160733
Magogo Subcounty Micro scale irrigation systems constructed Magogo Magogo
0.710453 33.105402
Mbulamuti Subcounty Micro scale irrigation systems constructed Mbulamuti Mbulamuti
0.850068 33.054756
Nabwigulu Subcounty Micro scale irrigation systems constructed Nabwigulu Nabwigulu
0.976188 33.248628
Namasagali Subcounty Micro scale irrigation systems constructed Namasagali Namasagali
1.017425 33.123675
Namwendwa Subcounty Micro scale irrigation systems constructed Namwendwa Namwendwa
0.922851 33.257315
Nawanyago Subcounty Micro scale irrigation systems constructed Nawanyago Nawanyago
0.746666 33.147120
Wankole Subcounty Micro scale irrigation systems constructed Wankole Wankole
0.743749 33.192085
Kamuli District District Headquarters Completion of the new Admin block Northern Kamuli
Sabawali 0.959522 33.118325
Kamuli District District Headquarters Renovation of Offices Northern Kamuli
Sabawali 0.959522 33.118325
Kamuli District District Headquarters Procurement of Office Furniture Northern Kamuli
Sabawali 0.959522 33.118325
Kamuli District District Headquarters Agro - processing value addition Business Northern Kamuli
incubation centres established Sabawali 0.959522 33.118325
3.6.1 (c) Human Resource Requirements to fully implement the Agro- Industrialization
Programme
Qualifications and skills

Program Focus required Status Gap
Agri-business specialists 0 4
Agricultural Economist 0 1
Agricultural Engineer 1 1
Agricultural Entomology
1 1
specialist
Farm and Ranch Management 0 1
Agri-business specialist
Agro- Industrialization
Agricultural Production Specialist 1 0
Agronomy and Crop science
14 0
specialists
Animal Husbandry specialists 14 0
Soil Science specialist 0 1
Tourism and Hospitality 0
1
Specialist
Tourism Journalist 0 1
Tourism Public Relations 0
Tourism Development Promotion of tourism 1
Specialist
Tourism Information 0
1
Centre Manager
Tours and Travel Guides 0 4
Senior Environment Officer 1 0
Natural Resource Officer 1 0
District Water Officer 1 0
Wetlands Officer 1 0
Restoration of
Climate Change, Forest Ranger 2 0
environment,
Natural Resource, Senior Lands Officer 0 1
management of fresh
Environment and Water
water and climate Physical planner 1 0
Management
change adaptation
Surveyor 1 0
Valuer 0 1
Registrar of titles 0 1
Cartographer 0 1
Promotion of Private District Commercial Officer 0 1
sector to reduce cost of Senior Commercial Officer 1 0
Private Sector doing business and Commercial Officer 1 0
increasing access to
affordable financing
Civil Engineers 2 1
Inte\grated Transport Rural and Urban Road Mechanical Engineer 1 1
Infrastructure and development and Electrical Engineer 0 1
services maintenance Plant Operators 4 2
Transport Planning Specialist 0 1
Sustainable Urban Development Environmental Engineers 0 2

Urbanization and Physical Planning Building Architects 0 1
Housing
Environmental and occupational
2 2
Health and Hygiene Professionals
Environmental Specialist 1 1
General Surgeons 5 15
Haematologist 0 1
Bio-Medical Engineer 1 2
Physician 2 2
Human Resource Managers 2 1
Obestetricians and Gynaecologists 2 2
Enhancing quality of Occupational health and safety
0 1
Human Capital human resource specialist
Development through Health, Nutrionist 1 0
Education. Paediatrician 2 2
Primary School Teachers 1920 40
Radiologist 1 2
Onchologist 1 1
Secondary Education Teachers 250 20
Vocational Education Teachers 25 12
Counselors Specialists 0 2
Community Enhancing Community
Community Development
Mobilization and Mobilization and 16 5
Workers
Mindset Change Mindset Change
Finance officers 20 6
Plan implementation Development planners 2 2
Development plan
Implementation Administrators 60 10

4.0 LGDP IMPLEMENTATION, COORDINATION AND
PARTNERSHIP FRAMEWORK
4.1 LGDP Implementation and Coordination Strategy
4.1.1 Introduction
This Chapter provides details of the implementation arrangements, coordination and
partnership mechanisms or framework for executing the Plan. It also provides details of the
key institutions and their roles, strategies for integrated planning and budgeting with
development partners and factors for the successful implementation of the plan.
The purpose of this implementation plan is to enhance operationalization of the LGDP III. It provides
an overview on how the LGDP III objectives and overall vision will be achieved by outlining what
will be done, by whom, and how. It gives a checklist that will be regularly updated, monitored and
progress shared among the stakeholders. The implementation plan will also help to coordinate and
guide the implementation actions, support coordinated and collaborated. Use of the existing Local
Government institutions, structures, systems, procedures and regulations, instruments (Budgets, BFPs
work plans etc), synergies among stakeholders (including non-state actors) will improve efficiency
and effectiveness in the implementation and coordination of the Plan. The approaches will include
Government led ,Public Private Partnerships (PPP), private sector led execution, and implementation
approaches
Routine stakeholders’ meetings will be held where key issues and gaps affecting implementation of
the plan will be identified and come up with agreed courses of action in order to foster sustained
pursuance of the strategic direction towards achievement of the agreed Plan objectives and overall
vision.
Table 4. 1 Stakeholders in implementation and coordination

S/N Stakeholders Roles and responsibilities
1 District (HLG) council  The overall District Planning Authority
 Discussion and approval of the Five Year District Development Plan
 Approve annual plans and budgets derived from the District
Development Plan
 Review progress reports, including challenges and make
recommendations
 Monitor work plan implementation in the district
 Enacting ordinances and byelaws
2 District (HLG) Executive  Approval of the HLG strategic development objectives that will
Committee guide the LGDP formulation Review of draft development plans
before presentation to council
 Political oversight in areas of implementation and evaluation of the
District Development Plan
 Monitor and supervise work plan implementation
 Discuss monthly, quarterly and annual progress reports
 Review the budget performance
3 District (HLG) Council  Review and recommend draft sector goals, outcomes, outputs,
sector Committees strategies and Interventions (draft LGDP) for council approval.
 Approval of work schedule and quarterly work plans for
implementation
 Reporting to the council on status of implementation
 Discussing work plan reports and making recommendations to
District Council

4 District (HLG)  Endorse HLG development plan approved by the council before its
Chairperson submission and dissemination
5 District (HLG) Technical  Taking lead in the formulation of LGDP (with support from planning
Planning Committee task team)
 Coordinating collaboration and linkages with other LGs.
 Discussing and agreeing on the modalities for the planning process;
 Reviewing and customizing the broad National Development Stra-
tegic direction; sector–specific strategies, priorities and standards;
and relevant crosscutting issues;
 Appraising individual projects for LGDP;
 Coordinating and integrating Sector and LLG plans into HLG de-
velopment plan; Discuss and agree the draft LGDP to be presented to
DEC
 Reviewing District performance.
 Undertaking any other activities for implementing the LGDP plan-
ning cycle.
6 District (HLG) De-  Analyzing key development issues/ constraints, potentials, oppor-
partments tunities and challenges for the HLGs Generate baseline data and
situation analysis for their respective sectors/departments
 Identifying sector specific development outcomes, goals, strategic
objectives, outputs , strategies and interventions to inform the LGD
Cost the sector identified interventions/priorities
 Undertaking any other activities for implementing the LGDP plan-
ning cycle as may be determined by the CEO
7 District (HLG) Planning  Collecting and analyzing data for the LGDP formulation;
Task team  Support sectors in identifying sector specific development outcomes,
goals, strategic objectives, outputs , strategies and interventions to
inform the LGDP
 Support the DTPC in the following;
 Customizing the broad national development strategic direction;
sector–specific strategies, priorities and standards; and relevant
crosscutting issues;
 Synthesizing all development issues/ constraints, potentials, oppor-
tunities analyzed as well as those received from LLG planning forum
 Consolidating sector development outcomes, goals, strategic objec-
tives, outputs , strategies and interventions;
 Final drafting of LGDP including elaboration of project profiles,
project costing, implementation plan, M&E plan and communication
and feedback strategy
 Analyzing and compiling the development resource envelope that
will be the basis for selecting the investments for the LGDP and
determining the plan funding gap
 Facilitating planning forum/meetings
 Undertaking any other activities in the LGDP formulation process as
may be determined by the CEO
8 (HLG) Planning Unit • Providing secretariat for TPC and the Planning task team in the LGDP
formulation process
• Drafting Planning call circulars for CEOs signature based on national

planning call circulars
• Handle all documentation of the draft comprehensive Five year District

Development Plan

• Providing technical guidance to the overall LGDP planning cycle
• Management of District Information Systems
• Giving feedback to the LLGs and parishes/wards about the results of the
planning process
• Coordinating other stakeholders on behalf of CEO to achieve effective

implementation, monitoring and evaluation of the LGDP in the district
Local Government
• Liaising with the National Planning Authority on all technical matters

regarding management and coordination of the Local Government
development planning cycle
• Taking lead in the organization and coordination of the planning forum

and overall consultative process for the LGDP formulation
9 CEO • Taking charge of the entire local government planning process
• Issuing the Planning Call Circular to LLG
• Endorsing all correspondences to various actors regarding imple-

mentation of the Local Government development planning cycle
• Endorsing Five Year LGDP after approval by the Council
• Submitting approved LGDP to NPA and other stakeholders
• Endorsing the different instruments operationalising the approved local

government development plans
• Coordinating and facilitating the TPC and the planning task team to
execute the local government planning processes.
• Undertaking any other activities in the Local Government development

planning cycle
10 Civil society and private • Participating in DTPC activities related to LGDP (upon being co-opted
sector organizations (e.g. to the committee )
NGOs, FBOs, CBOs etc)
• Providing information about their on-going and planned interventions to
the DTPC for integration in the development plan
• Contributing to formulation of local government development plan.
• Contributing to implementation of LGDP financing strategy
• Participating in the planning, implementation and M&E of LGDP

activities
4.2 LGDP Institutional Arrangements
The Institutional Framework for Local Government Development Planning in Uganda

The key institutions that are involved in the local government development planning function
in Uganda include the following:

Local Government institutions and stakeholders:
i. The District Council which is the District Planning Authority (DPA) that is responsible for
coordinating the production of Higher and Lower Local Government plans (LGA/ CNDPF).
ii. The District Technical Planning Committee (DTPC) that is responsible for co-
coordinating and integrating all district sector development priorities and those of Lower
Level Local Governments for presentation to the district council (LGA/ CNDPF).
iii. Lower Local Government Technical Planning Committees that are responsible for
coordinating the planning process in their areas of jurisdiction (LGA).
iv. Civil society organisations, faith based organisations, and community based organisations
that are required to participate in all stages of the planning cycle (LGA/ CNDPF).
v. Private sector organisations and enterprises that are required to participate in all stages of
the planning cycle (LGA/ CNDPF).
vi. Citizens /Communities that are required to participate in initial stages of the planning
cycle, plan implementation and oversight (LGA/ CNDPF)
vii. District, urban and sub-county physical planning committees that have physical planning
mandates under the Physical Planning Act, 2010
National level institutions:
i. The National Planning Authority that is responsible for overall guidance, technical support
and mentoring LGs throughout the Local government development planning cycle; offering
capacity building to LG players; as well as supporting LGs during plan implementation
ii. Ministry of Finance, Planning and Economic Development that is responsible for
providing financial resources, technical guidance and mentoring on budgeting required to
effectively execute LGDPs.
iii. Ministry of Local Government that is responsible for offering administrative support and
technical advice, guidance and mentoring required to effectively execute LGDP processes
iv. Uganda Bureau of Statistics that is responsible for providing reliable data for planning,
technical advice and capacity building in data collection and management.
v. Sector Ministries, Departments and Agencies that are responsible for receiving and
integrating district sector priorities in their sector plans; offer technical advice, guidance and
mentoring services required to effectively execute LGDPs; and support LGs in mobilizing
finances for implementation of LGDPs.
4.3 LGDP Integration and Partnership Arrangements

In order to foster collaboration and complementarities in the local government planning
process,
NGOs/CBOs, Faith Based Organisations (FBO) and the Private Sector will play key roles
including;

a. Participating in planning and budgeting meetings of Local Councils within their area of
operation;
b. Bringing in their expertise to facilitate Local Council planning processes;
c. Contributing funds/logistics towards the Local Council planning and budgeting process
where possible;
d. Making available their plans and budgets for integration into the Local Council plans and
budgets.
e. Providing information about their on-going and planned interventions for integration in the
LG development plans
f. Participating in the planning and implementation of LGDP activities
g. Contributing funding towards the implementation of LGDP
You have not included the state actors in the integration and partnership arrangement,
4.4 Pre-Requisites for Successful LGDP Implementation

Pre-requisites for LGDP implementation. This will involve diverse forms including policy,
managerial, technical, financial, and behavioral/attitude factors.
The basic conditions that will lead to successful implementation of LGDP include:
Adequate staffing and well skilled staff in district
 Increased funding from the centre to fund even some marginalized departments like ,
Community Based departments like Probation, Labour natural resources at large,
Land unit, Environment and Forestry in particular
 Increased Locally raised revenue mobilization and collections
 Financial discipline and equity in resource allocation to departments and sectors in
the district.
 There is need for consistency in plans and budget implementation
 Motivation of staff through training, promotions and placement.
 Proper planning and budgeting and execution of planned activities
 Provision of adequate facilitation to staff , transport, funding etc in the budget and
execution


 Effective M&E execution.
 Effective networking and collaboration with development partners
 Support supervision and technical back stopping from the centre
 Ability of the development partners to fulfill their responsibilities to the LGDP.
 Ownership of the LGDP by all stake holders at the different levels of planning and
implementation
 Presence of able and committed political leadership for social mobilization
 Presence of enabling legal frame work
 Presence of institutions a well decentralized structure of governance
 Security and political stability of the economy.
The strategies for bringing about these conditions
 Appropriate and adequate staff in place

 Timely promotions and proper staff placement as well as effective and right salary
payments
 Need for government to change its policies to increase funding to LGs and to reduce
on condtionalities to allow flexibility to address LG concerns.
 Reduction in political interferences in tax collection drives initialed collectively.
 Actualization of budget executions to implement planned activities including M&E.
 Involving all stake holders in the entire planning process to promote

5.0 LGDP FINANCING FRAMEWORKS AND STRATEGY
This chapter gives the resource mobilization and financing strategy of the Plan. It gives the
strategies through which the resources required to finance the identified development plan
activities will be mobilized and managed.
Table 5. 1 Showing LGDP Financing Framework (Figures are presented in million
shilling)
Financing
Sources
FY2020/21
Total Contributions
FY2021/22
Total Contributions
FY2022/23
Total Contributions
FY2023/24
Total Contributions
FY2024/25
Total Contributions
Contributions
Total
financing
by
(%) Share
Contribution
Off
source
Budget
of
of
Central
Government
44,432.47 53,317.61 55,985.52 57,988.74 60,939.60 272,663.93 93.80
Transfers
Local Revenue
507.55 532.92 586.22 644.84 709.32 2,980.84 1.00
Development
1,169.77 1,351.91 1,387.36 1,412.31 1,437.76 6,759.11 2.30
Partners
Other sources of 8,326.9
2,214.90 2,378.00 2,178.00 778 778 8,326.90
funding 2.9
Total 48,325 57,580 60,137 60,824 63,865 290,731 100
5.1.1 Central Government Transfers

Table 5. 2 Breakdown of the Central Government Transfers (in 000’s)
Discretional FY2020/2 FY FY 2022/2023 FY 2023/2024 FY 2024/2025
Government Transfers 021 2021/2022
Unconditional grant
wage 2,617,516 2,665,114 2,798,370 2,938,288 3,085,203
Unconditional grant
non-wage 1,083,369 1,096,029 1,150,830 1,208,372 1,268,791
DDEG
724,796 1,892,812 1,987,453 2,086,825 2,191,166
Sub Total 4,425,681 5,653,955 5,936,653 6,233,485 6,545,160
Conditional Government Transfers
E.g. Conditional Grant
(Wage) 24,517,707 25,792,693 27,082,328 28,436,444 29,858,266
Conditional Grant
(Non-Wage) 9,657,592 14,589,915 15,319,411 16,085,381 16,889,650
Development Grant
3,908,548 5,555,460 5,833,233 6,124,895 6,431,139
Sub Total 38,083,847 45,938,068 48,234,971 50,646,720 53,179,056
Other Government Transfers
Uganda Road Fund 1,000,944 883,084 971,392 1,068,532 1,175,385

UNEB 40,000 40,000 40,000 40,000 40,000
PCA 882,000 802,500 802,500
Sub Total 1,922,944 1,725,584 1,813,892 1,108,532 1,215,385

Total 44,432,472 53,317,607 55,985,516 57,988,737 60,939,601

5.2.2 Local Revenue
Table 5. 3 Breakdown of the Local Revenue

FY2020/20 FY FY FY FY
Local Revenue 21 2021/2022 2022/2023 2023/2024 2024/2025
Taxes
155,380,00
Local Service Tax 163,149,000 179,463,900 197,410,290 217,151,319
0
155,380,00
Sub Total 163,149,000 179,463,900 197,410,290 217,151,319
0
Non Tax
Registration of business /CBOs/
3,000,000 3,150,000 3,465,000 3,811,500 4,192,650
BDR
Park fees 6,000,000 6,300,000 6,930,000 7,623,000 8,385,300
Sale of non produced Gov’t
10,500,000 11,025,000 12,127,500 13,340,250 14,674,275
Properties
Other fees and charges 48,000,000 50,400,000 55,440,000 60,984,000 67,082,400
Miscellaneous 22,002,000 26,102,100 34,712,310 44,183,541 54,601,895
Market / Gate charges 54,210,000 56,920,500 62,612,550 68,873,805 75,761,186
Inspection /Approval of plans 5,000,000 5,250,000 5,775,000 6,352,500 6,987,750
Land fees 25,714,000 27,999,700 32,799,670 38,079,637 43,887,601
Occupational Permits 11,500,000 12,075,000 13,282,500 14,610,750 16,071,825
Business Licences 40,500,000 42,525,000 46,777,500 51,455,250 56,600,775
Animal and crop husbandry related
10,740,000 11,277,000 12,404,700 13,645,170 15,009,687
levies
Application fees 35,000,000 36,750,000 40,425,000 44,467,500 48,914,250
Royalties 80,000,000 80,000,000 80,000,000 80,000,000 80,000,000
Sub Total 352,166,0 369,774,30 406,751,73 447,426,90 492,169,59
00 0 0 3 4
Total 507,546,000 532,923,300 586,215,630 644,837,193 709,320,913
5.2.3 Donor support

Table 5. 4 Breakdown of the Donor Support (in 000’s)
Donor FY2020/2021 FY 2021/2022 FY 2022/2023 FY 2023/2024 FY 2024/2025
UNICEF 1,089,773 1,222,906 1,247,364 1,272,311 1,297,758
GAVI 80,000 129,000, 140,000 140,000 140,000
WHO
Total 1,169,773 1,351,906 1,387,364 1,412,311 1,437,758
5.2.4 Other Sources of funding (Off budget support) (in 000’s)

Table 5. 5 Breakdown of Other Sources of funding (Off budget support)
Partner FY 2020/2021 FY 2021/2022 FY 2022/2023 FY 2023/2024 FY 2024/2025
MoH-URMCHIP 1,121,944 1,400,000 1,400,000 - -
Baylor Uganda 200,000 328,000 328,000 328,000 328,000
RHITES EC 400,000 200,000 - - -
JHPIEGO - 200,000 200,000 200,000 200,000
IDI 38,000 - - - -
Good Neighbors Uganda 455,000 - - - -

LSDA - 250,000 250,000 250,000 250,000
Total 2,214,944 2,378,000 2,178,000 778,000 778,000

5.3 Costing of priorities and results (Sector Outcomes, outputs and Targets, annualized costs, sources- GOU, LR, DP, Private Sector)
Table 5. 6 Programme Costs, indicating funding sources (Figures are presented in million shilling)
External Financing (DP, CSO + PS) 2020/21 -
Total LGDP Cost 2020/21 - 2024/25 (Million) GOU + LR 2020/21 - 2024/25 (Million)
2024/25 (Million)
Total (000)
FY2020/21
FY2024/25
Total
FY2020/21
FY2024/25
Total
FY2020/21
FY2024/25
FY2021/22
FY2022/23
FY2023/24
FY2021/22
FY2022/23
FY2023/24
FY2021/22
FY2022/23
FY2023/24
Programme
Programme: 01 Agro- Industrialisation 5,208

26,724 2,540 5,891 5,993 6,097 6,203 22,802 1,756 5,106 5,313 5,419
Programme: 05 Tourism Development 2
1,721 342 343 343 346 349 18 1 2 5 8
Programme: 06 Natural Resource,
Environment, Climate Change, Land 1,659 1,645 329 329 329 329 329
11,458 2,079 2,285 2,324 2,364 2,405 8,131 1,414 1,620 1,699 1,739
and Water Resources Mgt
Programme: 07 Private Sector
263
Development 5,207 2,168 752 757 762 768 2,737 1,674 258 268 274
Programme: 08 Sustainable Energy
5
Development 5,025 1,005 1,005 1,005 1,005 1,005 25 5 5 5 5
Programme: 09 Integrated Transport
1,505
Infrastructure and Services 16,849 1,731 1,735 1,764 1,794 1,825 7,551 1,471 1,475 1,535 1,565
Programme: 10 Sustaianble
60
Urbanisation and housing 797 123 129 169 189 189 254 14 20 80 80
Programme: 11 Digital Transformation 30
376 65 70 75 80 85 150 20 25 35 40
Programme: 12 Human Capital
35,140 10,749 2,002 2,072 2,144 2,222 2,309
Development 200,785 39,016 41,386 42,081 42,790 43,513 174,054 32,217 34,518 35,771 36,407
Programme: 14 Public Sector
49,686 6,331 10,527 10,732 10,942 11,155 10,469
Transformation 48,368 6,067 10,263 10,678 10,891
Programme: 15 Community
7,656 1,733 1,441 1,467 1,494 1,521 3,231 770 519 584 648 710 3,728 824 783 744 706 671
Mobilisation and Minset Change
Programme: 16 Governance and
1,061
Security 6,216 1,199 1,223 1,243 1,265 1,286 5,303 1,016 1,040 1,082 1,104
Programme: 17 Regional Balanced
182
Development 1,574 282 297 313 331 351 916 150 165 200 220
Programme: 18 Development Plan
195
Implementation 2,183 525 409 412 416 420 1,095 307 191 199 203
Total
56,362 16,122 3,155 3,184 3,217 3,257
340,754 60,036 68,391 69,579 70,774 71,974 274,634 46,882 55,207 57,517 58,665
Present the LGDP Cost Implementation Matrix (CIM) in Appendix, make reference to it
here
The total cost of the LGDP based on Cost Implementation Matrix is estimated at
340,754,000,000 Uganda shillings. However, the projected available revenues to fund the Plan
both budget and off budget for the next five years total to 290,756,000,000 Uganda shillings
leaving a funding gap of 49,998,000,000 Uganda shillings. There is thus need to have strategies
for bridging this gap. Table 5.7 below summarizes the strategies to be used to mobilize the
additional resources from Government, CSOs/NGOs and the private sector.
Summary of funding gaps by programme and strategies for bridging the gaps
Table 5. 7 Programme funding gaps
Programmes Funding Strategies
gap Ushs.
(Million)
1. Agro-industrialization  Involvement of the Private Sector in the implementation of the
3,922 Programme.
 Public Private Partnerships.
NGOs implement activities hand in hand with the district .
2. Tourism Development Involvement of Private Sector in development of tourism and leisure
1,681 facilities
3. Natural Resources Environment, Lobbying development partners to support investments in
Climate Change, Land and Water environment, climate change and water catchment management
Management 2,470
4. Private Sector Development . Public Private Partnerships, Strengthening capacity of private
5,000 sector
5. Integrated Transport Community involvement in road maintenance
Infrastructure and Services 9,299 Lobby for additional funding from Central Government especially
for tarmacking urban roads
6. Digital Transformation Seek support from NITA-U to handle installations to the national
226 backbone and other internet related issues. Community mobilization
on health insurance scheme.
7. Sustainable Energy Development Train and support private sector to provide alternative energy
5,000 sources under private sector including solar, energy saving stoves
etc.
8. Sustainable Urbanization and Lobby for additional resources from Central Government
Housing 543 Mobilize and sensitize communities to construct decent housing,
encourage private sector to invest in low cost housing units
9. Human Capital Development Lobby for additional resources from donors and CSOs especially for
15,982 school/Health infrastructure and private sector
10. Community Mobilization and Resource mobilization through proposal writing
Mindset Change 1,318 Support from CSOs and NGOs
11. Regional Development Lobbying and advocating for additional funding central government
697 for under served areas
12. Governance and Security Lobbying and advocating to central government for additional
912 funding, initiating Local Economic Development interventions
13. Development Plan Support from Donors and NGOs in Development Plan
Implementation 658 Implementation
14. Public Sector Transformation Lobbying and advocating for additional funding central government
1,088

5.4 Resource mobilization strategy
Kamuli district needs to employ appropriate revenue strategy to mobilize enough resources to fund
the Plan.
5.4.1 Objectives for resource mobilization

1. To raise sufficient revenue to cover the district resource deficit required for
implementation of the district
2. To ensure that the projected local revenue is realized as per revenue enhancement
plan
3. To strengthen relationship between the district and development partners through
promoting good practices in resource management.
4. To promote investments by private sector through Public Private Partnerships
(PPP)
5.4.2 Strategies for resource mobilization
1. Design and implement a strong Local Revenue Enhancement Plan for the district
2. Strengthening local revenue inspection, supervision and monitoring at all levels
3. Strengthen supervision and monitoring of existing Development Partners supported
activities
4. Prepare and submit funding proposals for unfunded district priorities to
Development Partners
5. Strengthening coordination with development partners to ensure that their off-budget
interventions are aligned to priorities in the district development plan
6. Recruit, mentor and skill staff in critical departments for effective implementation of
Development Partner supported activities
7. Implement the district Local Economic Development Strategy
5.4.3 The role and responsibility of development partners in financing the LGDP
Development Partners are key allies of Local Councils in the service delivery. They have
skilled personnel, logistics, experience working with communities as well as their own
resources for service delivery. In order to foster collaboration and complementarily,
Development Partners will play the following roles among others:
a) Participate in planning and budgeting activities;
b) Bring in their expertise to facilitate Local Government planning processes;
c) Contribute funds / logistics towards the Local Government planning and budgeting
process ;
d) Make available their plans and budgets for integration into the Local Government
development plans and budgets.
e) Participation in implementation, monitoring and evaluation of the Plan
5.4.4 Strategies for ensuring efficiency in resource use

In order to achieve the objective of increasing expenditures on priority areas, the district will
implement both allocation and technical efficiency improvement measures. This will create
the necessary fiscal space to allow increased resource allocation especially in priority areas

through: strengthening the link between public spending and outputs / results; strengthening
compliance; ensuring human resource productivity and reducing introductive activities.
Value for money measures will include ensuring expenditures are based on credible work
plans; establishment of effective monitoring systems to track and evaluate expenditures
against intended results; improving coordination with other stakeholders like CSOs and
overall accountability.
Whereas these measures are expected to improve efficiency and effectiveness in resource
utilization, they are also expected to improve the absorptive capacity of the district.
6.0 LGDP MONITORING AND EVALUATION FRAMEWORK
6.1 LGDP Monitoring and Evaluation Arrangements

To facilitate alignment with the National Development Plan monitoring and evaluation framework,
the DDP will adopt the same monitoring and evaluation matrix as that of the NDP. Each department
has completed a monitoring and evaluation matrix for the activities under its jurisdiction. The matrix
will be the primary guide for implementing the LGDP M&E strategy. The detailed M&E matrix is as
per Appendix 1 of the Plan.
Table 6. 1: Showing LGDP Main M&E Events
Main M&E Event Purpose and Output Lead agency Other key Time
description actors frame
LGDP Annual Internal review of Local HLG/MC LG Annually,
Performance LGDP Government Stakeholders September
Review implementation Annual
(Programmes, Performance
interventions and Report
projects)
Alignment of Align BFP with the Accounting MFPED, NPA, Oct-
BFPs and budgets LGDP (Alignment) Budget Officer, TPC Members November
to the LGDP following Framework Planning and other LG
communication of Paper Dept/Unit stakeholders
the 1st BCC to
HODs and LLGs and
Budgeting and Circulate 2nd Budget Annual Budget , Planning and MFPED, NPA, Annual,
Financial Planning Call Circulars to Estimates Finance Depts TPC Members March-
commence the - Performance and other LG May
budget preparation Contracts stakeholders
process - Annual Work
Plan
Statistics Basis for a before, Statistical UBOS, OPM, NPA, Annually,

Production and use midterm and end line abstracts and MFPED MFPED, other Quarterly
in the NDP assessment of the Quarterly MDAs as well
implementation LGDP progress Progress Reports as LGs
LGDP Mid-Term Assess mid-term LGDP mid-term LG NPA, MDAs, January-

Review progress of LGDP review reports MFPED, June 2023
and projects and OPM, LGs,
programmes to private sector,
ensure consistency of CSOs
implementation with

overall focus and
objectives
LGDP end Assess end-term LGDP End LG MDAs, June 2025
Evaluation evaluation of LGDP evaluation MFPED,
including projects reports OPM, LGs,
and programmes private sector,
CSOs
6.1.1 LGDP Progress Reporting

Local Government reporting requirements will largely include progress reports- quarterly and annual
reports. Progress reporting about the Plan shall follow two processes namely; physical progress
reporting and budget performance reporting. For physical progress reporting, all implementing
agencies of the Plan will submit activity progress reports based on the Plan M&E Reporting Matrix
that will be developed. These will be supplemented by field spot visits to ascertain value for money.
On the other hand, Budget performance reports will cover quarterly and annual financial performance
(revenue and expenditure) from the government and non-government actors. The local government
budget performance will be generated from the computerized output/Performance budgeting tool.
The combined district quarterly performance reports will be submitted to the NPA, MoFPED, OPM,
and line ministries to facilitate national progress reporting by each of these institutions. The NPA will
produce a general format for district reporting.
6.1.2 Joint Annual Review of LGDP
To undertake regular appraisal of the progress across all Planned activities, the District Local
Government shall conduct annual joint reviews for all local level stakeholders. The review will be
based on the cumulative quarterly performance reports produced by the District Planning Unit as well
as on the first-hand experiences shared by implementing agencies of the Plan. The annual joint review
meetings will be organized in May/ June of each Financial Year and will be attended by all key
development actors in the district including representatives of Lower Local Governments, Civil
Society Organisations, Faith Based Organisations, Community Based Organisations, Private Sector
Organisations, and selected citizens interest groups (youth groups, women groups, People Living with
AIDS, Persons with Disabilities, etc). The Plan management and coordination budgets for the district
shall provide for this activity.
6.1.3 LGDP Mid-term Evaluation
A mid-term review of the Plan coordinated by the District Planning Unit will be conducted two-and-a-
half years into the Plan’s implementation and it will correspond with the National Development Plan
midterm review. The purpose of the mid-term review is to assess progress of Plan implementation
against the set objectives. The report of the midterm review will include an assessment of challenges
that could have inhibited the implementation of identified priority interventions, document lessons
learned to improve implementation of remaining period of the plan and to inform the production of
the next Plan. The report will be presented to the District leadership and administrative machinery
including the District Technical Planning Committee, District Executive Committee and Council. In
addition the report will also be discussed by the joint annual review meetings. A copy of the midterm
review report will be presented to the National Planning Authority, and sector ministries to inform the
production of the next National Development Plan and sector development plans.
6.1.4 LGDP End of Term Evaluation
The end-of-plan evaluation will be conducted after five years of the Plan’s implementation. The
purpose of the end-of-plan evaluation is to assess achievement of results and their sustainability. The

end-of plan evaluation will assess the overall effectiveness of the Plan against its objectives and
targets, and where possible, it will look at the short term impacts created by plan interventions. The
National Planning Authority shall provide technical guidance and backstop the District Planning Unit
in quality control of end-of plan evaluation reports.
6.2 LGDP Communication and Feedback Strategy/Arrangements

The communication and feedback strategies shall be through the following channels;
(i) Developing a Client charter which clear defines the deliverables
(ii) Letters; through the Chief administrative Officer to Senior Assistant Secretaries, who shall
write to LCs about IPFs, Projects implemented
(iii) Radio talk shows, radio announcements, jingles shall be used on the status of implementation,
challenges and constraints
(iv) Community engagement meetings including barazas also to community status of
implementation, challenges and constraints
(v) Bi-annual and annual newsletters to communicate implementation progress, achievements
and challenges
(vi) District websites and social media to share progress of implementation atleast on quarterly
basis
(vii) Functionalization of management information systems
(viii) Production of IEC materials to communicate progress
(ix) Press briefing and press conferences

APPENDIX 1: LGDP RESULTS FRAMEWORK
LGDP RESULTS FRAMEWORK

Category KRA Impact Indicators Baseline LGD Targets
(FY) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5
Goal: Increase Quality of life Increased life expectancy Life expectancy at birth 63 63 64 65 65 66
Average Reduced population growth Population growth rate 2.5 2.5 2.4 2.3 2.2 2.1
Household rate
Incomes and Household income Population below the Proportion of population 45 42 39 35 30
Improve the poverty line (%) below poverty line
Quality of Life of
the people in
Kamuli District
Objectives KRA Indicators Baseline
Outcomes
1. Enhance value Agro and Mineral Increase labour productivity Average Monthly nominal 100,000 150,000 200,000 250,000 300,000
addition in key based in the agro-industrial value Household income
growth industrialization Increase in volume of value 0 10 15 20 25 30
opportunities addition products (tonnes)
Increase in number of jobs Proportion of jobs created 0 5 10 15 20 25
created in agro-industry along Agro-industry value
along the value chain
Proportion of households Proportion of households 80 75 70 65 60 55
that are food secure depandant on subsistence
agriculture
Households having atleast 50 60 70 80 90 100
two meals per day
Tourism Increased tourism activities Revenue generated from 0 0 4,000,000 6,000,000 8,000,000 10,000,000
Tourism activities
Percentage of tourism 0 0 0.005 0.006 0.007 0. 008
returns to total Local
Government Budget
ICT Increased ICT Penetration Percentage of area covered 0 0 5 10 15 20
by Broad band internet
connectivity
Land Increase area covered by Increase in wetland cover 14 14.5 15 15.5 16 16.5
wetlands
Increase land area covered Increase in forest cover 4 5 6 8 10 12

by forest
Percentage of titled 10 11 13 14 16 17
Instutional land (Schools,
Health centres, markets ,
sub-county and District
headqurtes) surveyed and
titled
Increase the proportion of Proportion of rural growth 20 21 22 23 24 25
surveyed land centres with physical
planning
- Increased water Proportion of water samples 75 80 85 90 95 100
samples complying tested complying with
with national standards national standards
- Increased clean and safe Proportion of population 77 79 81 82 84 85
water supply within the accessing safe and clean
district
1. Strengthen Private sector growth - Increased volume of Total Savings in the 3 4 6 8 10 12
private sector loans from the Local Registered SACCOs as a
capacity to SACCOs to the local percentage in the District
drive growth private sector budget
and create - Reduced informal
jobs sector contribution to
local employment Reduced youth 80 70 60 50 40 30
unemployment
Number of new enterprises 0 2 4 6 8 10
developed and functional
Number SACCOs 1 2 3 4 5 6
registered and functional
2. Consolidate Energy Households with access to 15 16 17 18 19 20
and increase electricity, %
stock and Road - Reduce average travel %age of District roads in 55 58 61 64 67 70
quality of time within and without Fair to good condition
productive the district Upgrading Urban roads to 0 2 4 6 8 10
infrastructure - Reduce unit cost of paved standards
building transport Rehabilitation of District 0 30 56 81 106 131
infrastructure especially Feeders
roads Upgrading Community 0 15 30 45 60 75
- Increase average Access roads to District
infrastructure life span Roads
especially (Urban paved Improving road bottlenecks 0 8 17 27 38 50
roads, District Roads within the Community
and Community Access Access Roads
Roads
ICT - Increase ICT penetration Number of secondary 0 0 2 4 6 8
in the district schools with access to
- Increase the proportion of internet broad band
population accessing Number of primary schools 0 0 4 8 12 16
services online with access to internet
- Increase proportion of broad band
government services Number of Sub Counties & 0 0 1 3 4 6
online Town Council with access
to internet broad band
Percentage of population 4 8 12 16 20 24
that have access to internet
Number of health centres 1 2 3 4 5 7
with access to internet
broad band
4. Enhance Labour productivity - Decrease the urban Proportion of the urban 0 12 14 16 18 20
productivity, & Employment unemployment rate population employed in
inclusiveness and - Decrease the percentage gainful and sustainable jobs
wellbeing of the of urban dwellers living
population in slums and informal
settlement
Improve the efficiency of Solid and liquid waste 0 1 2 3 4 5

solid waste collection management sites identified
and developed
Health Life expectancy at birth 58 60 62 64 66 68
(years)
Infant Mortality Rate/1000 100 96 92 88 84 80
Extent of hunger in the
population (%)
Stunted children U5 (%) 30 25 20 15 10 5
Maternal Mortality 336 320 311 286 261 236
Ratio/100,000
Neonatal Mortality Rate 27 25 24 22 21 20
(per 1,000)
Total Fertility Rate 5.4 5.2 5.0 4.9 4.8 4.6
U5 Mortality Ratio/1000 64 45 42 39 35 33
Education Primary to secondary 78 82 85 88 90
school transition rate
Survival rates, % (primary
& secondary)
Average year of schooling 3 5 7 9 11 13
Proportion of primary 40 45 50 55 60
schools attaining the
BRMS1, %
Literacy rate 70 71 72 73 74 75
Proportion of the population
participating in sports and
physical exercises
Energy
Water and Safe water coverage (%) 77.2% 81.1% 82.8% 84.1% 84.8% 85%
Environment (rural & Urban
Sanitation coverage 19% 23% 25% 29% 32% 35%
(Improved toilet)
Hygiene (Hand washing) 44% 46% 47% 48% 49% 50%
Social Protection - Strengthen Community Proportion of population 0 1 2 3 4 5
Coverage (%) Based Management accessing social insurance,
Information System %
% population receiving 11 12 13 14 15
direct income support
Proportion of eligible 60 65 70 75 80 85
population with access to
social care services, %
1. - Strengthen agriculture Proportion of Households 80 77 74 71 68 65
extension systems dependent on subsistence
- Strengthen agricultural agriculture as main source
research and of livelihood
development Proportion of farmers 15 30 45 60 75
- Improve land tenure adopting and practicing
system that promote recommended agricultural
agriculture investments practices
- Strengthen the Proportion of household 0 1 2 3 4 5
agricultural inputs engaged in large scale
markets and distribution commercial
system to adhere to Proportion of farmers 0 10 20 30 40 50
quality standards and having access to quality and
grades affordable planting
- Increase access to and materials
use of agricultural Proportion of household 0 2 4 6 8 10
mechanization having access to ox traction
- Strengthen farmer and tractor for cultivation
1
Basic Requirements and Minimum Standards (BRMS)
organizations and Proportion of farmers 0 1 2 3 4 5
cooperatives utilizing water for
- Strengthen systems for production
management of pests,
vectors and diseases
- Improve skills and
competence of
agriculture labour force
both technical &
managerial
5. Strengthen the Local Revenue to 1.0 1,5 1.8 2.1 2.4 2.8
role of the District Total LG Revenue
Local Governent (%)
in development 1. Develop Strategic Local Number of LED initiatives 0 3 4 5 6 7
Economic Development established by LG and
Plan functional
2. Strenthen Local Revenue Percentage of local revenue 1.1 1.2 1.3 1.5 1.7 2.0
Mobilization and to the district budget
management Increase the percentage of 56 58 60 63 66 70
3. Scale up civic education the population participating
in electoral process
Increase percentage of 30 35 40 45 50 55
youth engaged in district
and national projects/
programmes and services
Base FY FY FY FY FY
Level of results Description of results Indicator
year 2020/21 2021/22 2022/23 2023/24 2024/25
Programme 1: Agro Industrialisation
Adapted intervention 1 Outputs/immediate outcomes (output 1)
Increase access and use of water for Micro and small-scale irrigation systems No. of Microscale irrigation systems
agricultural production Installed under UgIFT-AF-IRR program 75 85 30
constructed by 2025
Water harvesting technologies for agricultural No. of new valley tanks/farm ponds
production developed 7 1 1 1 1 1
constructed by 2025
No. of valley tanks / ponds rehabilitated 7 1 1 1 1 1
No. of new valley dams constructed by
2025 3 1
Community based management systems for No. of water user associations / committees
water for agriculture production developed formed by 2025 2 2 2 2 2
No. of water user associations / committees
trained by 2025 10 3 3 3 3
Strengthen the agricultural extension Innovative extension models developed No. of parishes with extension workers 15 25 35 45 55 71
system No. of Agricultural Ext. Service providers
profiled and registered 8 12 16
No. of Agricultural Ext. Service providers
accredited 8 12 16 55 71
No. of village agents supported 125 125 126 135 135 135
No. of farmer field schools established 71 74 85 85 85 85
No. of parish model farms supported 71 74 85 85 85 85
No. of nucleus farmers supported 4 8 12 16 20
Research-extension-farmer linkages developed No. of functional commodity-based
and strengthened platforms and commercialization
approaches established at district 2 2 2 2 2 2
No. of Learning visits / tours to Research
Institutions to promote uptake of new
technologies 2 1 1 1 1 1
Capacity of Agricultural Extension staff No. of Agric extension staff trained in
enhanced in inspection, certification and inspection, certification and regulation of
regulation enforcement inputs 3 38 42 42 42 42
Strengthen farmer organizations and Farmer Organizations and Cooperatives No. of farmer groups formed 110 56 62 68 75 82
cooperatives Strengthened No. of farmer groups supported with inputs
and machinery 101 135 149 163 180 198
No. of farmers / Farmer organizations
trained in Agri-Business and financial
literacy 56 56 56 56 56 56
No. of Farmers / Farmer organizations
Profiled 1816 1816 1816 1816 1816 1816
Base FY FY FY FY FY
year 2020/21 2021/22 2022/23 2023/24 2024/25
No. of Farm Visits made for technical
guidance and on-farm demonstrations to
modal farmers on recommended
technologies 336 336 336 336 336 336
No. trainings targeting fish farmers /farmer
organizations 120 216 216 216 216 216
No. of Fish fingerlings procured for
supporting selected fish farmers' groups 20000 40000 35000 20000 30000 25000
No. of Trainings targeting fisher folk on
sustainable fisheries Resources use 120 216 216 216 216 216
Strengthen systems for management of Systems for management of pests, vectors and No. of Mobile plant clinics Operated 3 3 3 3 3 3
pests, vectors and diseases diseases strengthened No. of Public Awareness Creation
meetings on Major crop & Livestock pests
& Diseases 424 424 424 424 424 424
No. of Entomological Monitoring Surveys
made 32 32 32 32 32 32
No. of Tsetse Control Traps procured,
deployed and maintained 275 350 400 400 400 400
No. of Animal Disease monitoring &
Surveillance visits made 96 96 96 96 96 96
No of Laboratory Samples for livestock
disease diagnosis collected and analysed 960 960 960 960 960 960
No. of Poultry Vaccinated against New
Castle Disease 252000 252000 252000 252000 252000 3E+05
No. of Dogs / cats vaccinated against
Rabies 2240 2240 2240 2240 2240 2240
No. of farmer trainings on General Animal
Health & Production made 448 448 448 448 448 448
No. of staff trained in crop pest and animal
disease surveillance, diagnostics and
control 38 41 42 42 45 45
No. of Vermin Control Operations
targeting Crop Destructive Vermin & other
dangerous animals 24 24 24 24 24 24
No. of Disease Tolerant Banana Tissues
Procured for supporting farmers under the
4-Acre Model 4420 8600 14000 12000 12000 12000
No. of Bags of Disease Tolerant Cassava
Cuttings Procured for supporting farmers
under the 4-Acre Model 300 250 200 200 200
No. of Technical Supervision visits made
on New Castle and Rabies Vaccination 120 120 120 120 120 120
Base FY FY FY FY FY
year 2020/21 2021/22 2022/23 2023/24 2024/25
Establish post-harvest handling, storage Modern post-harvest handling and storage No. of trainings / awareness creation
and processing infrastructure technologies promoted and adopted by farmers sessions on the modern post - harvest
handling and storage technologies
conducted 140 140 140 140 140 140
No. of Post-harvest handling Technologies

procured - heavy duty Tarpaulins) 30 22 20 20 20 20
No. of field days organized to demonstrate
Appropriate agro processing & value
addition technologies 14 14 14 14 14 14
No. of eco-friendly agro-industrial parks
supported to be established 1
No. of agro - processing value addition
Business incubation centres established 1
Strengthen enforcement and adherence to Improved quality and volumes of agricultural No. of trainings targeting farmers and
product quality requirements including; Produce / value added products available for produce buyers / traders on sanitary and
food safety, social and environmental marketing phytosanitary standards conducted 2 2 2 2
standards, grades, etc
No. of Standards measurement Tools
(Moisture meters) procured for testing
grain moisture levels 1 1
No. of rural supply chains and storage
points linked to the warehouse receipt
system 5 8 8 8
No. of Slaughter Slabs Constructed &
functional 1 1 1 1 1 1
Strengthen Institutional Coordination for Improved service delivery Food and Agricultural Statistics system for
Improved Service Delivery reliable accurate and timely agricultural
statistics maintained 1 1 1 1 1 1
No. of Trainings on statistical data
analysis, presentation and reporting
trgeting agricultural extension workers
conducted 1 1 1
No. of multi - stakeholder programme

Monitoring and Evaluation exercises made 2 3 3 2 2 2
No. of Joint Programme Reviews
(Regional and National) level attended /
participated in 1 2 2 2 2 2
No. of Staff Review and Planning meetings
held at District Level 4 4 4 4 4 4
No. of Quarterly Reports & work plans
compiled Submitted to MAAIF 4 4 4 4 4 4
Base FY FY FY FY FY
year 2020/21 2021/22 2022/23 2023/24 2024/25
No. of Technical Supervision and
Backstopping visits by District Hqs staff 172 310 310 310 310 310
No. Sub County Level Joint Monitoring &
Supervision visits made 14 14 14 14 14 14
No. of Motor Cycles procured 2 2 2 2
No. of Livestock, Fisheries & Crop
Regulation enforcement visits 856 856 856 856 856 856
Programme : Natural Resource, Environment, Climate Change, Land and Water Resources Management
Increase forest, tree and wetland coverage ,
restore bare hills and protect mountainous
areas and rangelands Increase land area covered by forests District forest cover (%) 4% 6% 8% 10% 12%
Percentage of degraded Wetlands
Increase land area covered by wetlands restored 0.50% 1% 1.50% 2% 2.50% 3%
Strengthen conservation, restoration of Link tree planters to nursery operators with
forests, wetlands and water catchments quality seedlings No. of tree planters with quality seedlings 8 8 8 8 8
Procure and Distribute tree seedlings to tree No. of tree quality seedlings procured
planters and distributed 6000 6000 6000 6000 6000
Establish /develop Plantation forests on public No. of Hectares planted on institutional
and institutional lands, (Ha) lands 4 4 4 4 4
Increase the percentage of titled land from 21
Strengthen land use and management percent to 40 percent Titled land (%) 3% 3.50% 4% 4.50% 5% 5.50%
% of governent land titled 11% 13% 14% 16% 17% 19%
Reduce land related conflicts by 30 percent. 6 6 6 6 6
Promote land consolidation, titling and
banking Titled Land area No. of land titles issued 10 30 30 30 30 30
Environment and natural resources
Maintain and/or restore a clean, healthy, management mainstreamed in district % of workplans/budgets with
and productive environment programmes and budgets mainstreamed environment issues 40 55 70 85 100
Conduct field Surveys to Prepare and
develop Annual Environment Report 20 20 20 20 20
Programme : Private Sector Development
Sustainably lower the cost of doing
business More local MSMEs accessing credit No of local MSMEs accessing credit 10 15 20 25 28
Promote local content in public increased local contractors’ participation in % Increase in local contractors in public
Programmes public investment programmes across sectors investment in the district 3% 3% 3% 3% 3%
Strengthening the enabling environment Increased in business registration and % Increase in businesses registered and
and enforcement of standards licensing in the district licensed in the district 5% 5% 5% 5% 5%
Increase access to affordable credit largely Support to MSMEs & Farmers Cooperatives No of local MSMEs & Farmers
targeting MSMEs to access credit. Cooperatives accessing credit 20 20 20 20 20
Assisting Businesses (BSS) in registration No of Businesses assisted in registration
with URSB with URSB 20 20 20 20 20
Base FY FY FY FY FY
year 2020/21 2021/22 2022/23 2023/24 2024/25
Strengthen the organizational and
institutional capacity of the private sector
to drive growth
improve management capacities of local Clients’ Business continuity and sustainability Provision of support to peer to peer
enterprises through massive provision of Strengthened learning of new developments around
business development services geared manufacturing in the district.
25 25 25 25 25
towards improving firm capabilities
Profiling and interactive servicing of
Youth and SMEs captured in the Database
. 25 25 25 25 25
Producer proups / Cooperatives identified
for value addition 80 80 80 80 80
Market information reports disseminated to
the BSS committees. 4 4 4 4 4
Support business enterprises / private
sector by promoting Buy Uganda Build
Uganda ((BUBU) Policy 20 20 20 20 20
Linking businesses to URSB for
registration. 10 10 10 10 10
Linking businesses to Uganda National
Bureau of Standards (UNBS) for quality
standards.. 20 20 20 20 20
Producer groups/Cooperatives linked to
markets both Nationally and
Internationally. 10 10 10 10 10
Programme : Tourism
Increase the stock and quality of tourism Promotion of tourism in the district Number of tourism sites developed
infrastructure in the district 1 1 1 1 1
Number of tourism sites promoted 2 2 2 2 2
No. of accommodation and restaurant
facilities registered, inspected 12 14 16 18 20
Programme : Natural Resource, Environment, Climate Change, Land and Water Resources Management
Increase forest, tree and wetland coverage ,
restore bare hills and protect mountainous
areas and rangelands Increase land area covered by forests District forest cover (%) 4% 6% 8% 10% 12%
Increase land area covered by wetlands Percentage of degraded Wetlands restored 0.50% 1% 1.50% 2% 2.50% 3%
Strengthen conservation, restoration of Link tree planters to nursery operators with
forests, wetlands and water catchments quality seedlings No. of tree planters with quality seedlings 8 8 8 8 8
Procure and Distribute tree seedlings to tree No. of tree quality seedlings procured and
planters distributed 6000 6000 6000 6000 6000
Establish /develop Plantation forests on public No. of Hectares planted on institutional
and institutional lands, (Ha) lands 4 4 4 4 4
Base FY FY FY FY FY
year 2020/21 2021/22 2022/23 2023/24 2024/25
Increase the percentage of titled land from 21
Strengthen land use and management percent to 40 percent Titled land (%) 3% 3.50% 4% 4.50% 5% 5.50%
% of governent land titled 11% 13% 14% 16% 17% 19%
Reduce land related conflicts by 30 percent. % reduction in land related conflicts 6 6 6 6 6
Promote land consolidation, titling and
banking Titled Land area No. of land titles issued 10 30 30 30 30 30
Environment and natural resources management
Maintain and/or restore a clean, healthy, mainstreamed in district programmes and % of workplans/budgets with mainstreamed
and productive environment budgets environment issues 40 55 70 85 100
Conduct field Surveys to Prepare and
develop Annual Environment Report 20 20 20 20 20
Programme 8: Sustainable Urban and Housing Development

Increase economic opportunities in urban Integrated District, Urban and Local Physical
areas Development Plans developed 0 1 1 1 1 1
Improve the provision of quality social
services to address the peculiar issues of Number of Urban Councils with PDPs
urban settlements Physical Dev’t plans for Urban Areas in place guiding social services provision 2 3 4 5 6 7
District Physical Dev’t plan prepared District Physical Dev’t plan in place 1
Promote urban housing market and provide Increased compliance to building codes and Percentage compliance to building
decent housing for all decent housing codes/standards 5% 10% 15% 20% 25% 30%
Monitor and Enforce the Compliance of
Develop, promote and enforce building Building projects to Laws, Regulations and No. of monitoring visits to enforce
codes/ standards standards. compliance with standards 12 24 24 24 24 24
Programme : Integrated Transport Infrastructure and services
Optimize transport infrastructure and
services investment across all modes Improved road connectivity % of roads in good to fair condition 55% 58% 61% 64% 67% 70%
Rehabilitate and maintain transport Transport infrastructure rehabilitated and No. of Kms of District feeder roads
infrastructure maintained periodically maintained 85 90 90 90 90 90
No. of Kms of District feeder roads
rehabilitated through mechanization 20 20 20 20 20 20
No. of Km of District roads routinely
maintained 523 523 523 523 523 523
No. of km of Urban roads tarmacked 0 0 5 5 5 5
Implement cost-efficient technologies for
provision of transport infrastructure and Cost-efficient transport infrastructure/ services No of Km Urban road tarmacked using
services technologies adopted low cost sealing of urban road 0 0 0 5 5 0
Programme : Community Mobilization and Mindset Change
Improve the foundations for human capital Attitudinal change against harmful behaviour % reduction of attitude towards harmful
development and practices beliefs and practices 5% 5% 5% 5% 5%
Base FY FY FY FY FY
year 2020/21 2021/22 2022/23 2023/24 2024/25
Enhance effective mobilization of families,
communities and citizens for national Positive change towards participating % Increased uptake and involvement in
development development programs development programmes 5% 5% 5% 5% 5%
Improve the foundations for human capital Improvement in literacy, numeracy and
development livelihood skills % Increase in the number of adult learners 5% 5% 5% 5% 5%
Conduct awareness campaigns and enforce
laws enacted against negative and/or Awareness meetings conducted about
harmful religious, traditional/cultural negative and/or harmful religious,
practices and beliefs traditional/cultural practices and beliefs No of awareness meetings conducted 28 28 28 28 28
Promote advocacy, Social mobilization and
Behavioural Change Communication for Advocacy Meetings conducted about for
community development community development No of Advocacy meetings conducted 28 28 28 28 28
Design and implement activities aimed at Sensitization meetings conducted about

promoting awareness and participation in promoting awareness and participation in
existing government Programs existing government Programs No of sensitization meetings conducted 28 28 28 28 28
Implement integrated community learning
and wealth creation program targeting girls
and women (ICOLEW) CDOs and FAL coordinators trained No of CDOs and FAL Coordinators trained 50 50 50 50 50
Programme : Human Capital Development
Improved population health, safety and
management Safe water coverage (%) (rural & Urban 0.772 0.811 0.828 0.841 0.848 0.85
Sanitation coverage (Improved toilet) 19% 23% 25% 29% 32% 35%
Hygiene (Hand washing) 44% 46% 47% 48% 49% 50%
Increase access to inclusive safe water, Increased access to safe water supply No. of New Point Water Sources /deep
sanitation and hygiene (WASH) with boreholes constructed 40 40 35 40 35
emphasis on increasing coverage of No. of Piped Water Systems constructed 2 1 2 1 1
improved toilet facilities and handwashing
No. of Extension/ New connections (to)
practices
existing piped water supply systems 2 2 2 2 1
No. of Borehole rehabilitated/ repaired 50 50 50 50 50
No. of shallow wells Water Quality
surveillance conducted 152 119 119 119 119
Increased access to basic sanitation from Sanitation & Hygiene Improved for a
(improved toilet) and hand washing number of villages visited 180 113 116 119 121
Programme : Human capital Development
Improve the foundations for human capital Increased average years of schooling from 6.1 Increased average years of schooling from
development to 11 years; 6.1 to 11 years;
Increased learning adjusted years of schooling Increased learning adjusted years of
from 4.5 to 7 years; schooling from 4.5 to 7 years; 4.5 5 5.5 6 6.5 7
Reduced pil to Classroom ratio Pupil to Classroom ratio
75:1 72:1 65:1 62:1 58:1 55:1
Base FY FY FY FY FY
year 2020/21 2021/22 2022/23 2023/24 2024/25
Reduced Teacher to Pupil ratio Teacher to Pupil ratio
1:59 1:57 1:55 1:54 1:52 1:50
Reduced Pupil to latrine stance ratio Pupil to latrine stance ratio
116:1 1:104 1:92 1:80 1:68 1:56
pupils having where to sit % of pupils having where to sit
49.6% 55% 60% 65% 70% 75%
parishes with a govt. Pr. Sch. % of parishes with a govt. Pr. Sch.
100% 100% 100% 100% 100% 100%
Increased teachers housed at school % of teachers housed at school
16.5% 18% 20% 22% 25% 30%
Primary schools implementing EGRA % of Primary schools implementing EGRA
100% 100% 100% 100% 100% 100%
schools with ICT enabled teaching % of schools with ICT enabled teaching
6% 11% 16% 21% 26% 31%
Reduced Pupil to Textbook Ratio Pupil to Textbook Ratio
4:1 3:1 2:1 1:1 1:1 1:1
Primary schools inspected per term % of Primary schools inspected per term
40% 55% 70% 85% 100% 100%
sub-counties with Sec. Sch. % of sub-counties with Sec. Sch.
78.6% 85.7% 100% 100% 100% 100%
Reduced Student to Classroom ratio Student to Classroom ratio
66:1 63:1 60:1 57:1 53:1 50:1
Reduced Teacher to Student Ratio Teacher to Student Ratio
1:39 1:39 1:39 1:39 1:39 1:39
Reduced Student to latrine stance ratio Student to latrine stance ratio
69:1 65:1 62:1 58:1 55:1 50:1
Increased Sec. teachers. housed at school % of Sec. teachers. housed at school
6% 16.8% 27.6% 38.4% 49.2% 60%
Reduced Student to textbook ratio Student to textbook ratio
6:1 5:1 4:1 3:1 3:1 3:1
Improve population health, safety and Reduced Maternal Mortality Rate from
management 336/100,000 to 211/100,000; Maternal Mortality ratio (per 100,000) 336 311 286 261 236 211
Reduced unmet need of family planning from

28 to 10 percent Unmet need for Family Planning 28 26 22 18 14 10
Reduced mortality due to NCDs from 40 to
30 percent; Mortality rate due to NCDs 40 38 36 34 32 30
Reduced prevalence of under 5 stunting from
28.9percent to 19percent; Stunted children U5 (%) 30 25 20 15 10 5
Reduce neonatal mortality rate from 27/1,000
live births to 19/1,000; Neonatal Mortality Rate (per 1,000) 27 25 24 22 21 20
Base FY FY FY FY FY
year 2020/21 2021/22 2022/23 2023/24 2024/25
Reduced under 5 mortality from 64/1000 live
births to 42/1000; U5 Mortality Ratio/1000 64 45 42 39 35 33
Reduced teenage pregnancy rate from 25
percent in 2016 to 15 percent; Teenage pregnancy 25 22 20 18 16 15
Reduce the burden of communicable diseases with focus on high burden diseases (Malaria, HIV/AIDS, TB, NTDs
Reduce NCDs Rates Hypertension rate 3.2 3 2.8 2.6 2.4 2.5
Diabetic 2.5 2.4 2.3 2.2 2.1 2
Cancers 1.8 1.6 1.5 1.4 1.3 1.2
Injuries All 7.1 6.8 6.6 6.4 6.2 6
Reduce mortality due to Malaria, AIDS & TB Malaria 13 11 10 8 7 6
AIDS 5 4 3.5 3 2.5 2
TB 336 311 286 261 236 211
Programme : Governance and Security
Strengthen transparency, accountability Reduction in cases of public resources % reduction in corruption cases
and anti-corruption systems mismanagement 10 10 10 10 10
Strengthen and enforce Compliance to Enhanced Quality and Impact of Audits %-age of audit recommendation
accountability rules and regulations implemented 100% 100% 100% 100% 100%
% of corruption cases handled and
concluded 100% 100% 100% 100% 100%
Programme : Development Plan Implementation
Strengthen capacity for development Strengthen capacity for development planning, Proportion of LLG Plans aligned to
planning particularly at the local governments NDPIII Programmes 0 20% 40% 60% 80% 100%
Proportion of LLGs capacity built in
development planning. 10% 28% 46% 64% 82% 100%
Proportion of parishes with Functional
Service delivery structures 30 70% 100% 100% 100%
Level of alignment of budget to NDP 70% 80% 100% 100% 100%
Deepening the reduction of informality and
Strengthen budgeting and resource streamlining taxation at local government LG revenues as a Percentage of their
mobilization levels Budgets. 2% 2.2% 2.4% 2.6% 2.8%
Percentage of budget released against
originally approved budget 102% 100% 100% 100% 100% 100%
Percentage of funds absorbed against funds
released 97% 100% 100% 100% 100% 100%
Number of multi sector monitoring and 4 4 4 4 4 4
Increased monitoring and evaluation of joint monitoring activities conducted and
Programmes reports shared with stakeholders
Programme : Development Plan Implementation

Disciplinary cases with complete submissions % Disciplinary cases concluded 100 100 100 100 100 100
Enforce compliance to rules and regulation considered and concluded
Base FY FY FY FY FY
year 2020/21 2021/22 2022/23 2023/24 2024/25
Improved efficiency, effectiveness and in % of retirees accessing retirement benefits 100 100 100 100 100 100
Payroll management and in the Public Service on the due date
Strengthen human resource management Improved staff performance % of staff access on payroll in time 98 99 99 100 100 100
function of Government for improved
service delivery
Improved commitment of government in Quarterly timely transfer of funds to lower No. of Quarterly timely transfer of funds 4 4 4 4 4
financing the delivery of decentralized local governments to lower local governments
services
APPENDIX 2: PROJECT PROFILES
PROJECT PROFILE: HUMAN CAPITAL DEVELOPMENT
STRUCTURE OF THE NDPIII PIP

PROJECT SUMMARY
Project Title Construction of 2 Seed secondary schools in two subcounties
LGDP Programme Description (Adapted NDP Programme)

LGDP Programme Human Capital Development
Vote Kamuli
Vote Function Local Government
Vote Function Code 517
Implementing Agency Kamuli District Local Government
Project Code D-6-321433 -
Kamuli district, Nabwigulu Subcounty, Nabirumba II Parish
Location
Kagumba Sub county , Kagumba Parish
Estimated Project Cost Quote figures in UGX 4,600,000,000
Current stage of project
implementation at Not started
commencement of LGDP
Funding Secured Sector conditional grant - UGIFT
Funding gap Nil
Project Duration/Life span Start date: 1st July 2021
(Financial Years)
End date: 30th June 2023
Officer Responsible
PROJECT INTRODUCTION
There is a large number of children in need of secondary school
education in the subcounty and these numbers are bound to
continue increasing but do not have easy access.
Problem Statement
There is no government secondary school in the subcounty. This
causes the students to travel long distances and also the private
schools are expensive which may lead to high drop out rates at
different levels.
Situation Analysis Government has been using PPP arrangement with private
secondary schools. However government decided to end the
arrangement across the country by December 2020
This has left students with options of going to private schools
where they have to pay full tuition fees or travel long distances
to the available USE schools.
Challenges: Long distances travelled to USE schools and
unaffordable tuition fees in the nearby private schools
Crosscutting aspects: The long distances tend to affect the girl
childespecially the adolescent which could lead to a high
dropout rate.
Aligned to NDP objective - Increase productivity, inclusiveness
and wellbeing of Population, under the strategy Improve access
Relevance of the project idea
and quality of social services under program of Human Capital
Development

Stakeholders Direct beneficiaries: Students, teachers
Indirect beneficiaries : Parents, neighbouring community
Likely project affected persons: The surrounding communities
Objectives: To have at least a government secondary school in
Project
objectives/outcomes/outputs the subcounty.
Outcomes:
Reduced distance to the nearest secondary school in the
subcounty ,
Improved infrastructure ratios
Increased secondary enrolment rates
Reduced dropout rates
Outputs:
3 2- classroom blocks
1 Science Laboratory
1 Administration block
3 Teachers’ houses with kitchens and 2 -stance latrines
1 2- stance VIP latrine for Administration
1 5-stance VIP latrine for girls
1 5-stance VIP latrine for boys
1 ICT/Library block
1 Multipurpose hall
1 Rainwater harvesting tank
1 Sports field
Project
Inputs: Construction materials, Labour, Technical staff
inputs/activities/interventions
Activities: Preparation BOQs with environment and social
concerns integrated and costing of entire project, Procurement
process, site hand over, Environment and social screening,
Environment and social certification,monitoring, supervision,
certification of payment of contractors and commissioning
Interventions : Construction of school infrastructure
STRATEGIC OPTIONS
Alternative means of solving the problem stating the advantage
and disadvantages of each: PPP arrangement where the
construction is left for the private sector to construct and operate
Alternative means of financing stating the advantages and
disadvantages of each
The alternative is using own source funds with the advantage of
Strategic options (indicate the
not being limited in scope. However the district does not have
existing asset, non-asset, and
its own resources to fund a project to that magnitude.
new asset solutions)
Comparison of the alternatives, indicate methodologies used in
the assessment
Based on the feasibility of the different alternatives it is only the
GOU funding that is possible since PPP would not be affordable
by most parents and the LG does not have adequate own
resource.
Selected approach, highlight reasons for the superiority of the
proposed approach/project
Coordination with government Indicate the roles of other stakeholders respecting legal and
agencies policy mandates, embrace integrated planning, define the roles
of each agency in project implementation
The District Engineer and the Engineering Assistant from MoES
will supervise and certify works
District Education Officer, Auditor, CAO to establish progress
and compliance
Parents will be involved monitoring the construction and in the
maintenance of the school infrastructure
PROJECT ANNUALISED TARGETS (OUTPUTS)
Actual
Output (2019/20) 2020/21 2021/22 2022/23 2023/24 2024/25
Seed
secondar
Project y school 1 1 1
annualized Output2
targets Output3
Output4
Output5
Etc
ESTIMATED PROJECT COST AND FUNDING SOURCES
Output Source Cum. 2020/21 2021/22 2022/23 2023/24 2024/25 Recurre Capital
Exp. (000’s) (000’s) (000’s) (000’s) (000’s) nt (%) (%)
upto
2019/20
Seed GOU 2,300,0 2,300,0 5% 95%

second 00 00
Project ary
Donor
annualized school
cost OSR
NGO
PS
Total 2,300,0 2,300,0 5% 955
00 00
PLANNED CUMULATIVE IMPLEMENTATION PERCENTAGE PROGRESSION

Output 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Seed secondary 33% 66% 100%
school
Percentage progress

RESULTS MATRIX
Objective Indicators Means of Baseline Target Assumptions
Hierarchy Verification
and
Description
Goal Improved Funds will be

foundations received as
for learning budgeted
Results matrix
Outcomes Every Funds will be
subcounty received as
has at least budgeted
a Govt sec
school
Output A seed Funds will be

secondary received as
school budgeted
constructed
Activities

PROJECT SUMMARY
Project Title Upgrading of Bubago HC II to HCIII by construction, equipping
and staffing
LGDP Programme Description Human Capital Development
LGDP Programme 12
Vote Kamuli
Project Code

Location Bubago, Magogo Sub county
Estimated Project Cost 750,000,000

Funding Secured 750,000,000
Funding gap NIL
Project Duration/Life span Start date: July 2020
(Financial Years)
End date: June 2021
Officer Responsible
Problem to be addressed: In order to enhance Health service
delivery in the LLGs Government set up a standard that all
LLGs must have a have a Health Centre III. However Magogo
subcounty does not have a HC III.
Problem Statement
Causes of the problem: Magogo Subcounty has only a Health II
which provides limited health care services in terms of the
numbers , cadres of Health workers and equipment. This results
in patients travelling long distances to access better health care
services.
Situation Analysis Past achievements to address the problem : The health care
services have been provided through Magogo HC II but is
limited in funding receiving an annual PHC budget of 9.8
million compared to 19.6 million for a HC III and similar
amounts for drugs.
Ongoing interventions (include figures to support the
achievements of outputs and budget allocations)
Challenges: Limited staff in terms of numbers and seniority,
limited supplies for a HC II but serving a HC III population,
long distances travelled to access health services at a HC IV or
HC IIIs in neighboring sub counties.
Crosscutting aspects: Affects especially women who have
maternal complications that may not be handled by the
midwives.
Development
Stakeholders Direct beneficiaries: Population in the catchment area
Indirect beneficiaries: Neighbouring community
Likely project affected persons: Neighbouring community
Project Objectives: To have an operational Health Centre III within the
objectives/outcomes/outputs subcounty as per Ministry of Health policy guidelines
Outcomes: Sub county having an operational Health centre III
Outputs: General ward, staff houses, placenta pit, water source
Project
Activities: Work plan/Budget preparation, making BOQ with
environment and social concerns integrated, Procurement
process, , Environment and social screening, ,monitoring,
supervision, certification
Interventions : Improve the functionality of the health system to
deliver quality and affordable preventive, promotive, curative
and palliative health care services
STRATEGIC OPTIONS
Alternative means of solving the problem : Deploying additional
staff and equipment to the Health facility. But there is not
enough infrastructure to accommodate the activities
Alternative means of financing would be to use PPP . This
would save the funds needed by Government for construction.
However the charges would prohibitive as most of the clients
cannot afford to pay the charges.
The best alternative remains construction of the Health center III
, equip it and provide staff. This is the best alternative given that
Government is able to access funds under UGIFT and also
recruit staff
This would be in line with NDP objective under the human
capital development programme
The District Engineer will supervise and certify works
Coordination with government
DHO, Auditor, CAO to establish progress and compliance
agencies
Actual
Output (2019/20) 2020/21 2021/22 2022/23 2023/24 2024/25
General ward 1
Project Staff house 2
annualized Equipment 1
targets
Etc

(000’s)
Exp. nt (%) (%)
upto
2019/20
General GOU 450,000 450,000 5% 95%

ward
Project Staff house GOU 200,000 200,000
annualized cost
Equipment GOU 100,000
GOU
Total 650,000

Output 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
General ward 100%
Staff house 100%
Equipment 100%
Percentage
progress
RESULTS MATRIX
and
Description
Goal Annual Funds will be

performance received as
reports budgeted
Results matrix
Outcomes % of LLGs Annual 92% 100% Funds will be
having a HC III performance received as
reports budgeted
Output General ward PBS report Funds will be

received as
Staff house budgeted
Equipment
Activities

XSTRUCTURE OF THE NDPIII PIP
PROJECT SUMMARY
Project Title Construction of Primary schools infrastructure
Sub Programme Education and skills development
Vote Kamuli
Project Code
Bulimira PS Kagumba, Kasolwe Parish
Kinawampere PS, Namwendwa, Makoka
Izanyiro PS, Kisozi, Kiyunga Parish
Nakulabye PS, Wankole, Wankole Parish
Nankandulo Muslim PS, Magogo, Nankandulo Parish
Kadungu PS. Namasagali, Kisaikye Parish
Kituba Muslim PS, Kisozi. Kiyunga Parish
Balawoli PS, Balawoli, Balawoli Parish
Location
Naminage PS, Kitayunjwa, Kitayunjwa Parish
Kikubi PS, Kagumba, Kasolwe Parish
Nabitalo PS, Kagumba, Kibuye Parish
Bwiiza PS, Kagumba, Bwiiza Parish
Busambu PS, Namasagali, Bwiiza Parish
St. Peters Bukamira PS, Kitayunjwa, Butende Parish
Bulopa PS, Bulopa. Bulopa Parish
Nababirye PS, Bulopa, Bulopa Parish
Estimated Project Cost UGX 2,693,500,000
Funding Secured UGX 2,693,500,000
Funding gap NIL
(Financial Years)
Officer Responsible District Education Officer
Government is focusing on improved learning outcomes in
primary schools as a key contributor realization of the objective of
improving the foundations of human capital development.
Problem Statement However one of the main challenges is lack of adequate school
infrastructure. As of 2020 the district had the following Pupil to
Classroom 62:1, Pupil to desk ratio 5:1, and Pupil to latrine ratio
110:1 ratios This situation affects the learning environment and
performance.

Situation Analysis Past achievements to address the problem (include figures to
support the achievements in terms of outputs and budget
allocations)
The district has been constructing classrooms and in the DDP II
period constructed 36 classrooms and 1650 desks and 70 latrine
stances in schools at a total cost of shs. 1,750,000,000
However , given increasing enrolment the ratios have remained
well above the recommended national standard thus the need for
more infrastructure
Challenges
Crosscutting aspects: Lack of changing rooms for girls has
affected their attendance and increased dropouts. The lack of
lightening arrestors has created additional risk on lightening
strikes. Rapid population increase
Development
Stakeholders Direct beneficiaries : Pupils, Teachers
Indirect beneficiaries : Parents, neighboring community
Likely project affected persons
Project Objectives: Increase productivity and wellbeing of population
objectives/outcomes/outputs
Outcomes: All lagging schools to meet Basic Requirements and
Minimum Standards (BRMS) in Primary
Outputs: Classrooms, latrines, teachers’ houses constructed, desks
procured
Project
environment and social concerns integrated, Procurement process,
, Environment and social screening, ,monitoring, supervision,
certification
Interventions : Equip and support all lagging schools to meet
Basic Requirements and Minimum Standards (BRMS) in Primary
STRATEGIC OPTIONS
and disadvantages of each
The alternative means is using the e-learning technology where
the classrooms are not necessary since the students would be able
Strategic options (indicate the to study from their respective homes. However, this is not feasible
existing asset, non-asset, and since the costs are even higher than the classrooms. Also, the
new asset solutions) competences of the teachers are lacking the technical knowledge
and challenges such as poor/no internet and electricity among
others.
PPP arrangement. However given the level of poverty in the
community this may not be feasible as they already have
difficulty in providing scholastic materials.

the assessment
The best alternative is construction of classrooms using the
development funds provided by government. The other
alternatives mentioned above are not feasible for the reasons of
cost and other technical challenges and affordability
The best alternative is construction using the development funds
provided by government
Indicate the roles of other stakeholders respecting legal and policy
mandates, embrace integrated planning, define the roles of each
agency in project implementation
Coordination with government The District Engineer and the Engineering Assistant from MoES
agencies will supervise and certify works
DEO, Auditor, CAO to establish progress and compliance
Parents will be involved monitoring the construction and in the
maintenance of the classroom blocks
Actual
Output (2019/20) 2020/21 2021/22 2022/23 2023/24 2024/25
Classrooms 8 7 8 8 10 10
Project Desks 288 377 144 144 180 180
annualized Latrines 10 10 10 10 10 10
targets Teachers’ 2 4 4 4 4 4
houses
Output5
Etc

(000’s)
Exp. nt (%) (%)
upto
2019/20
Classrooms GOU 1,480,00 280,000 320,000 320,000 400,000 400,000 5% 95%

0
Desks GOU 135,000 52,780 20,160 20,160 25,200 25,200 100%
Project
Latrines GOU 245,000 46,000 46,000 46,000 46,000 46,000 5% 95%
annualized cost
Teachers GOU 540,000 120,000 120,000 120,000 120,000 120,000 5% 95%
houses
Total 2,400,00 498,780 506,160 506,160 591,200 591,200 5% 95%
0

Output 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

Classrooms 20% 40% 60% 80% 100%
Desks 20% 40% 60% 80% 100%
Latrines 20% 40% 60% 80% 100%
Percentage Teachers houses 20% 40% 60% 80% 100%

progress
RESULTS MATRIX
and
Description
Goal Percentage of Annual Funds will be

Primary performance received as
schools reports budgeted
Results matrix meeting the
BRMS by
2025.
Outcomes Classroom : Annual Funds will be

pupil ratio performance received as
reports budgeted
Desk: Pupil
ratio
Output Number of PBS report Funds will be

classrooms received as
constructed budgeted
Number of
desks procured
Activities

FRAMEWORK FOR PROJECT PROFILES FOR HLG AND LLG DEVELOPMENT
ACTIVITIES

PROJECT SUMMARY
Project Title Provision of safe water to the underserved communities of
Kamuli
Sub Programme Water and Sanitation
Vote Kamuli
Project Code
Location All 14 LLGs
Estimated Project Cost UGX 6,500,060,000

Funding Secured UGX ,000
Funding gap NIL
(Financial Years)
Officer Responsible District Education Officer
Government is focusing on providing safe water to the population
Problem Statement of Kamuli in order to reduce on incidences of water borne
diseases and sasave on the time spent collecting water from
distant places which mostly affects the women and children.
Situation Analysis Past achievements to address the problem (include figures to

support the achievements in terms of outputs and budget
allocations)
The district has been providing safe water through drilling and
rehabilitation of boreholes, construction and extension piped
water systems and the safe water coverage stands at 77.2% as of
FY 2019/20. This is below the target of 85% and also there are
sub counties which are well below the district average and these
need to be supported to catch up with the rest.
Challenges

Crosscutting aspects: The shortage of safe water leads to
households moving long distances to collect water. This affects
the women/girls and children more since they are the ones who
fetch the water and this deprives them of useful time which could
used for other important activities. It also leads to GBV as a result
of incidences that happen around the water sources.
Development
Stakeholders Direct beneficiaries : Members of households
Indirect beneficiaries : Neighboring community
Likely project affected persons
Project Objectives: Improve population health, safety and management
objectives/outcomes/outputs
Outcomes: Increased access to safe water supply
Outputs: Boreholes constructed/rehabilitated, Piped water systems
constructed/Extended, Increased functionality of water sources
Project
environment and social concerns integrated, Procurement process,
, Environment and social screening, ,monitoring, supervision,
certification
Interventions : Increase access to inclusive safe water, sanitation
and hygiene (WASH) with emphasis on increasing coverage of
improved toilet facilities and handwashing practices
STRATEGIC OPTIONS
and disadvantages of each
The alternative means is construction of boreholes and piped
water systems and expanding connections to all the homesteads
using government and partner funds. The alternative is to let the
households to contruct their own water sources. The contruction
of the water sources is very expensive and very few households
can afford..
PPP arrangement. However given the level of poverty in the
community this may not be feasible as they may not afford to buy
the water at a market rate and yet this is a basic right.
the assessment
The best alternative is construction of boreholes and piped water
systems and expanding connections to all the homesteads using
government and partner funds. The community would contribute
towards operations and maintenance of the water sources. The
other alternatives mentioned above are not feasible for the reasons
of cost and affordability
The best alternative is construction using the development funds
provided by government and development partners

Indicate the roles of other stakeholders respecting legal and policy
mandates, embrace integrated planning, define the roles of each
agency in project implementation
Coordination with government The District Engineer and the District Water Officer will
agencies supervise and certify works
DWO, Auditor, CAO to establish progress and compliance
The community will be involved monitoring the construction and
in the maintenance of the water sources
Actual
Output (2019/20) 2020/21 2021/22 2022/23 2023/24 2024/25
Boreholes 40 40 35 40 35
constructed
Boreholes 50 50 50 50
50
Project rehabilitated
annualized Piped water 2 1 2 1 1
targets systems
constructed
Output5
Etc
(000’s)
Output Sourc Cum. 2020/21 2021/22 2022/23 2023/24 2024/25 Recurre Capital
e Exp. upto nt (%) (%)
2019/20
Boreholes GOU 1,843 600,000 632,000 600,000 705,000 875,000 5% 95%

constructed
Boreholes GOU 342 121,000 84,000 86,000 103,000 120,000 5% 95%
Project rehabilitated
annualized cost Piped water GOU 0 245,000 450,000 400,000 400,000 500,000 5% 95%
systems
constructed
Total 1,166,00 1,086,00 1,208,00 1,495,00 5% 95%

2,185,000 966,000 0 0 0 0

Output 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25
Boreholes 20% 40% 60% 80% 100%
constructed
Boreholes 20% 40% 60% 80% 100%

rehabilitated
Piped water 20% 40% 60% 80% 100%

Percentage
systems constructed
progress

RESULTS MATRIX
and
Description
Goal Annual Funds will be

performance received as
reports budgeted
Results matrix
Outcomes Safe water Annual Funds will be
coverage performance received as
reports budgeted
Output Number of PBS report Funds will be

boreholes received as
constructed budgeted
Number of
boreholes
rehabilitated
Number of
piped water
systems
constructed
Activities

Appendix 5: FORMAT OF PROGRAMME IMPLEMENTATION ACTION PLAN (PIAP) WITH ILLUSTRATION FOR ADOPTION
NDP III Programme Name: AGRO INDUSTRALISATION
Sub Programme: Agricultural Production and Productivity
Sub Programme Objectives: Increase agricultural production and productivity
Performance Targets
Intermediate Outcome 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Base
Indicators Baseline Budget (x Budget Budget Budget Budget (x
year Target Target Target Target
Target 1,000) (x 1,000) (x 1,000) (x 1,000) 1,000)
No. of parishes with extension
2019 42,600
workers 15 25 15,000 35 21,000 45 27,000 55 33,000 71
No. of Agricultural Ext. Service
providers profiled and 2020
- 8 - 12 - 16 - - - -
registered -
No. of Agricultural Ext. Service
2019
providers accredited - 8 - 12 16 55 71
Sub Total 15,000 33,000 42,600

21,000 27,000
Intermediate Outcome: Innovative extension models developed

Performance Targets
Intermediate 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Outcome Indicators Base Baseline Budget (x Budget (x Budget (x Budget (x Budget (x
year Target Target Target Target Target
1,000) 1,000) 1,000) 1,000) 1,000)
No. of village agents
2019
supported 125 125 126 135 135 135
No. of farmer field
2019 71 74 7,400 85 8,500 85 8,500 85 8,500 85 8,500
schools established
No. of parish model
2019 71 74 - 85 - 85 - 85 - 85 -
farms supported
No. of nucleus farmers
2019 - 4 - 8 - 12 - 16 - 20 -
supported
Sub Total 7,400 8,500 8,500 8,500 8,500
Intermediate Outcome: Research-extension-farmer linkages developed and strengthened
Performance Targets
Indicators Base Baseline Budget (x Budget (x Budget (x Budget (x Budget (x
1,000) 1,000) 1,000) 1,000) 1,000)
No. of functional
commodity-based
platforms and
commercialization
approaches established at 2019 2 2 8,400 2 8,820 2 9,261 2 9,724 2 10,210
district (Multi-
Stakeholder Platform
meetings on selected
value chains)
No. of Learning visits /
tours to Research
Institutions to promote 2019 2 1 6,440 1 6,762 1 7,100 1 7,455 1 7,828
uptake of new
technologies
Sub Total 14,840 15,582 16,361 17,179 18,038
Intermediate Outcome: Capacity of Agricultural Extension staff enhanced in inspection, certification and regulation enforcement
Performance Targets
Indicators Base Baseline Budget (x Budget (x Budget (x Budget (x Budget (x
1,000) 1,000) 1,000) 1,000) 1,000)
No. of Agric extension
staff trained in inspection,
2018 3 38 3,200 42 4,200 42 4,620 42 5,082 42 5,590
certification and
regulation of inputs
Sub Total 3,200 4,200 4,620 5,082 5,590
Intermediate Outcome: Micro and small-scale irrigation systems Installed under UgIFT-AF-IRR program
Performance Targets
Indicators Base Baseline Budget Budget (x Budget (x Budget (x Budget (x
(x 1,000) 1,000) 1,000) 1,000) 1,000)
No. of Microscale irrigation
2020 - 75 85 1,674,454 30 590,984 - - - -
systems constructed by 2025 1,407,104
Intermediate Outcome
1,674,454 590,984 - -
Total 1,407,104
Intermediate Outcome: Water harvesting technologies for agricultural production developed

Performance Targets
Intermediate 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
1,000) 1,000) 1,000) 1,000) 1,000)
No. of new valley
tanks/farm ponds 2019 7 1 250,000 1 262,500 1 275,625 1 289,406 1 303,877
constructed by 2025
No. of valley tanks / 2019 7 1 200,000 1 210,000 1 220,500 1 231,525 1 243,101
ponds rehabilitated
No. of new valley
dams constructed by 2019 3 - - 1 580,000 - - - - - -
2025
Intermediate
450,000 1,052,500 496,125 520,931 546,978
Outcome Total
‘
Intermediate Outcome: Community based management systems for water for agriculture production developed
Performance Targets
Intermediate 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
1,000) 1,000) 1,000) 1,000) 1,000)
No. of water user
associations /
- 2 250 2 263 2 276 2 289 2 304
committees formed by
2025
No. of water user
associations /
- 10 250 3 263 3 276 3 289 3 304
committees trained by
2025
Intermediate
Outcome Total 500 525 551 579
Intermediate Outcome: Mobile applications to aid in disease reporting, access to information, inputs, markets and finance disseminated and promoted
Performance Targets
Intermediat 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
e Outcome Base year Baseline Budget (x Budget (x Budget (x Budget (x Budget (x
Indicators Target Target Targe Targe
1,000) Target 1,000) 1,000) 1,000) 1,000)
t t
Proportion of
farmers
using mobile
applications
for accessing
information 2019 - 5% - 5% - 5% - 5% - 5% -
on inputs,
disease
reporting,
markets and
finance
Number of
Agricultural
Extension
2020 38 38 38 38 38
staff trained 38 1,500 1,575 1,654 1,736 1,823
in Data
analysis
Intermediat
e Outcome 1,500 1,575 1,654 1,736 1,823
Total
ntermediate Outcome: Farmer Organizations and Cooperatives Strengthened
Performance Targets
Intermediate 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Outcome Bas
Indicators Baseline Budget (x Budget (x Budget (x Budget Budget
e Target Target Target Target Target
year 1,000) 1,000) 1,000) (x 1,000) (x 1,000)
No. of farmer 202
- - - 75 - 82 -
groups formed 0 110 56 62 68
No. of farmer
groups
201
supported with 56,876 68,820 180 198
9 101 135 149 62,564 163 75,702 83,272
inputs and
machinery
No. of farmers
201
/ Farmer 56 56
9 56 56 3,256 56 3,581 56 3,939 4,333 4,767
organizations
trained in
Agri-Business
and financial
literacy
No. of
Farmers /
201
Farmer 1,816 1,816 35,056 1,816 1,816 42,418 1,816 1,816
9 38,562 46,660 51,325
organizations
Profiled
No. of Farm
Visits made
for technical
guidance and
on-farm 201
11,088 12,225 336 336
demonstration 9 336 336 336 11,642 336 12,836 13,478
s to modal
farmers on
recommended
technologies
No. trainings
targeting fish
201
farmers 216 216
9 120 216 7,032 216 7,384 216 7,753 8,140 8,547
/farmer
organizations
No. of Fish
fingerlings
procured for
201
supporting 20,000 40,000 16,000 35,000 20,000 30,000 25,000
8 14,000 8,000 12,000 10,000
selected fish
farmers'
groups
No. of
Trainings
targeting
201
fisher folk on 96 96
9 86 96 3,072 96 3,226 96 3,387 3,556 3,734
sustainable
fisheries
Resources use
Intermediate
Outcome 132,380 140,958 146,541
163,227 175,123
Total
Intermediate Outcome: Systems for management of pests, vectors and diseases strengthened
Performance Targets
Indicators Base
Baseline Budget Budget Budget Budget Budget
(x 1,000) (x 1,000) (x 1,000) (x 1,000) (x 1,000)
No. of Mobile plant clinics
2019
Operated 3 3 2,400 3 2,520 3 2,646 3 2,778 3 2,917
No. of Public Awareness
Creation meetings on
2019
Major crop & Livestock 424 424 15,840 424 17,424 424 19,166 424 21,083 424 466
pests & Diseases
No. of Entomological
2020
Monitoring Surveys made 32 32 1,056 32 1,162 32 1,278 32 1,406 32 1,546
No. of Tsetse Control
Traps procured, deployed 2020
275 350 15,750 400 16,538 400 18,000 400 18,900 400 19,845
and maintained
No. of Animal Disease
monitoring & Surveillance 2019
96 96 3,168 96 3,485 96 3,833 96 4,217 96 4,638
visits made
No of Laboratory Samples
for livestock disease
2019
diagnosis collected and 960 960 3,960 960 4,356 960 4,792 960 5,271 960 5,798
analysed
No. of Poultry Vaccinated
2019
against New Castle Disease 252,000 252,000 17,820 252,000 19,602 252,000 21,562 252,000 23,718 252,000 26,090
No. of Dogs / cats
2019
vaccinated against Rabies 2,240 2,240 17,820 2,240 19,602 2,240 21,562 2,240 23,718 2,240 26,090
No. of farmer trainings on
General Animal Health & 2019
448 448 17,820 448 19,602 448 21,562 448 23,718 448 26,090
Production made
No. of staff trained in crop
pest and animal disease
2019
surveillance, diagnostics 38 41 2,500 42 2,625 42 2,756 45 2,894 45 3,039
and control
No. of Vermin Control
2019
Operations targeting Crop 24 24 11,072 24 11,626 24 12,207 24 12,817 24 13,458
Destructive Vermin &
other dangerous animals
No. of Disease Tolerant
Banana Tissues Procured
2017
for supporting farmers 4,420 8,600 25,800 14,000 42,000 12,000 36,000 12,000 37,800 12,000 39,690
under the 4-Acre Model
No. of Bags of Disease
Tolerant Cassava Cuttings
Procured for supporting 2019
300 - - 250 12,500 200 10,000 200 10,000 200 10,000
farmers under the 4-Acre
Model
No. of Technical
Supervision visits made on
2019
New Castle and Rabies 120 120 3,960 120 4,158 120 4,366 120 4,584 120 4,813
Vaccination
Laboratory reagents and
2019 Assorted Assorted Assorted
glassware procured 800 800 Assorted 800 Assorted 800 Assorted 800
No. of procured doses of
vaccines distributed for 2020 Assorted Assorted
- 2,500 2,500 Assorted 2,500 Assorted 2,500 Assorted 2,500
state-controlled diseases
Total 142,266 180,499 183,031 196,205 187,782
Intermediate Outcome: Sustainable Land and environment management practices in line with the agro-ecological needs Promoted
No of farmers / Farmer
groups trained on Land
2019 280 280 9,240 280 9,702 280 10,187 280 10,696 280 11,231
and soil conservation
practices
No. of tree seedlings
purchased and
distributed to farmers 1,000 1,000 1,000 1,000
2019 - - - 800 880 968 1,065
for agroforestry; for seedling s seedling s seedling s seedling s
mitigation and climate
resilience;
No. of youths / youth 2019 14 14 5,600 14 5,880 14 6,174 18 7,200 22 8,800
groups trained and
adopting Climate Smart
Technologies
Total 14,840 16,382 17,241 18,864 21,096
Sub Program 1 -
Total 2,187,530 3,114,599 1,490,954 963,568 1,005,707
Sub Programme 2: Storage, Agro-Processing and Value Addition
Sub Programme Objectives: Improve Post - Harvest Handling and Storage of Agricultural Products
Intermediate Outcome: Modern post-harvest handling and storage technologies promoted and adopted by farmers
Performance Targets
Indicators Base
Baseline Budget (x Budget (x Budget (x Budget (x Budget (x
1,000) 1,000) 1,000) 1,000) 1,000)
No. of trainings / awareness
creation sessions on the modern
2020 5,348 140 5,616
post - harvest handling and storage 140 140 4,620 140 4,851 140 5,094 140
technologies conducted
No. of Post-harvest handling
Technologies procured - heavy 2019 15,076 13,700 14,385 15,104 15,859
30 22 20 20 20 20
duty Tarpaulins)
No. of field days organized to
demonstrate Appropriate agro
2020 4,238 4,450
processing & value addition 14 14 3,661 14 3,844 14 4,036 14 14
technologies
No. of eco-friendly agro-industrial
parks supported to be established - 1 2,500 - - - - - - - -
No. of agro - processing value
addition Business incubation 45,000
- 1 - - - - - - - -
centres established
Sub Programme 2 Total 70,857 22,395 23,515 24,691 25,925
Sub Programme 3: Agricultural Market Access and Competitiveness
Sub Programme Objectives: Increase the volume and quality of agro-products available for marketing
Intermediate Outcome: Improved quality and volumes of agricultural Produce / value added products available for marketing
Performance Targets
Base
Indicators Baseline Budget (x Budget (x Budget (x Budget (x Budget (x
1,000) 1,000) 1,000) 1,000) 1,000)
No. of trainings targeting farmers
and produce buyers / traders on
2020 3,528 3,704
sanitary and phytosanitary - - - 2 3,200 2 3,360 2 2
standards conducted
No. of Standards measurement
Tools (Moisture meters) procured 2020 4,500
- - - 1 4,000 - - 1 - -
for testing grain moisture levels
No. of rural supply chains and
storage points linked to the 2018 1,550 1,650
3 - - 5 1,000 8 1,500 8 8
warehouse receipt system
No. of Slaughter Slabs Constructed
2019 22,929 24,075 25,279 26,543 27,870
& functional 1 1 1 1 1 1
Sub Programme 3 Total 22,929 32,275 30,139 36,121 33,225
Sub Programme 4: Agricultural Financing
Sub Programme Objectives: Increase the Mobilization, Equitable Access and Utilization of Agricultural Finance
Intermediate Outcome: Farmers are aware of and enrolled for the available Agricultural Financing options
Performance Targets
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Intermediate Outcome Indicators Base
Baseline Budget (x Budget (x Budget Budget (x Budget (x
1,000) 1,000) (x 1,000) 1,000) 1,000)
No. of awareness creation meetings on
Agricultural Finance, and Agricultural 1,070 1,177
- - 28 924 28 970 28 1,019 28 28
weather index Insurance scheme held
Sub Program 4 Total 924 970 1,019 1,070 1,177
Sub Programme 5: Agro - Industrialization Programme Coordination and Management
Sub Programme Objective: Strengthen Institutional Coordination for Improved Service Delivery
Intermediate Outcome: Improved service delivery
Performance Targets
2020/2021 2021/2022 2022/2023 2023/2024 2024/2025
Bas
Indicators Baseline Budget (x Budget (x Budget (x Budget (x Budget (x
e Target Target Target Target Target
1,000) 1,000) 1,000) 1,000) 1,000)
year
Food and Agricultural
Statistics system for reliable 01 01
201 01 Statistical 01 Statistical 01 Statistical 01 Statistical
accurate and timely 1,848 1,940 Statistical 2,139 Statistical 2,246
9 data base data base data base data base 2,037
agricultural statistics data base data base
maintained
No. of Trainings on
statistical data analysis,
presentation and reporting - 3,200 3,528 3,704
- - - 1 1 3,360 1 1
trgeting agricultural
extension workers conducted
No. of multi - stakeholder
202
programme Monitoring and 12,232 12,232 8,562 8,991
0 2 3 3 2 8,155 2 2
Evaluation exercises made
No. of Joint Programme
Reviews (Regional and 202
1,400 1,470 1,621 1,702
National) level attended / 0 1 2 2 2 1,544 2 2
participated in
No. of Staff Review and
202
Planning meetings held at 3,360 3,528 3,890 4,084
0 4 4 4 4 3,704 4 4
District Level
No. of Quarterly Reports &
202
work plans compiled 1,620 1,701 1,875 1,969
0 4 4 4 4 1,786 4 4
Submitted to MAAIF
No. of Technical
Supervision and 201
14,172 14,881 16,406 310 17,226
Backstopping visits by 9 172 310 310 310 15,625 310
District Hqs staff
No. Sub County Level Joint 201 14,000 14,700 16,207 17,017
Monitoring & Supervision 9 14 14 14 14 15,435 14 14
visits made
No. of Laptop / Desktop
Computer sets; LaserJet
201 1 Laser jet 2 Laptop
Printer procured for 5,000 6,000
9 2 Printer computers - - - - - -
agricultural statistic system
administration
Production Management
Office Operated and
201
Maintained - (Stationery, Assorted Assorted 8,500 Assorted 8,925 Assorted Assorted 9,840 Assorted 10,332
9 9,371
Tonor, Umeme, Internet
data)
26 Motor 26 Motor 26 Motor 26 Motor 26 Motor 26 Motor
Office Vehicles &
201 cycles & 2 cycles & 2 cycles & 2 cycles & 2 cycles & 2 cycles & 2
motorcycles maintained & 21,180 22,239 24,518 25,744
9 motor motor motor motor 23,351 motor motor
serviced
vehicles vehicles vehicles vehicles vehicles vehicles
Assorted Assorted
Office Furniture Procured 8,400 - - 9,261 - - -
No. of Motor Cycles 201
procured 9 2 2 35,000 2 35,000 2 35,000 - - - -
No. of Livestock, Fisheries
201
& Crop Regulation 27,620 29,001 31,974 856 33,572
9 856 856 856 856 30,451 856
enforcement visits
Sub Program Total 154,332 154,817 159,080 120,560 126,588

Grand Total 2,436,572 3,325,057 1,704,707 1,146,009 1,192,622
Intervention Output Output Action FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 Implementing
(Adopted/Adapt (Adopted/ Indicators (Strategic activity) Entity/Agency/
ed) Adapted) (Adopted/ HLG
Adapted) Department/LL
Target Budget Target Budget Target Budget Target Budget Target Budget G
(Localized (Ushs. (Localiz (Ushs. (Lo (Ushs. (Localiz (Ushs. (Localiz (Ushs.
) Million) ed) Million) calized) Million) ed) Million) ed)
Million)
Objective 1: Improve population health, safety and management (Adopted/Adapted)
Increase access Increased 2. Construction of New 1,125.960 35 985.215 LGs, MWE

to inclusive safe access to % of people Point Water Sources 40 1,125.960 40 1,125.960 35 985.21 40
water, sanitation inclusive safe accessing safe and /deep boreholes 5
and hygiene water supply clean water sources
(WASH) with in rural areas
emphasis on in rural areas
2.Design of piped water 0 0 0 1 66.0 0
increasing system
coverage of
improved toilet 1. Construction of Piped
facilities and Water Systems 2 1,463.0 1 731.5 2 1,463.0 1 731.5 1 731.5
handwashing
practices 3.Extension/ New
% of functional connections (to) 2 220.0 2 220.0 2 220.0 2 220.0 1 110.0
rural water systems existing piped water
supply systems
4.Borehole
rehabilitation/ repairs 50 332.75 50 332.75 50 332.75 50 332.75 50 332.75
5.Construction of
public latrines in RGCs 2 58.3 2 58.3 2 58.3 2 58.3 2 58.3
6.Water Quality 152 119 15.95 119 15.95 119 15.95 119 15.95
surveillance for a number 20.35
of shallow wells
Increased % of population 10.Promotion of 180 113 170.0 116 118.7 178.0 121 182.0
access to with access to basic Sanitation & Hygiene 270.0 174.0
inclusive sanitation Improvement for a
sanitation and (Improved toilet not number of villages
shared with other
visited
hygiene households)
services in
rural areas
Total 3,157.61 2,654.46 3,249,215 2,728.46 2,415.715
PROGRAM: NATURAL RESOURCES, ENVIRONMENT , CLIMATE CHANGE , LAND AND WATER MANAGEMENT
FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 Implementor
INTERVENTION OUTPUT INDICATORS ACTIONS Target Budget Target Budget Target Budget Target Budge Target Budget
(000's) (000's) (000's) t (000's)
(000's
)
Objective 1. Assure availability of adequate and reliable quality fresh water resources for all uses
1.1 Strengthen 4 Air Quality Number of air Procure and install
enforcement Monitoring quality monitoring noise monitors in
capacity for Equipment procured equipment procured the district 1 500 1 500 500
1 500 1 500 1
improved and installed
compliance
levels Sensitization and Number of Conduct awareness
awareness campaigns campaigns made creation campaigns
on permitted pollution with LLG 4 3,000 4 3,000 3,000
4 3,000 4 3,000 4
thresholds and stakeholders
corresponding
penalties for non- Number of entities Conduct field
compliance inspected for inspection and
undertaken. compliance monitoring of rural
sustainable waste and urban centres,
management on waste and 10 839 10 839 10 10 10 839
839 839
/pollution controls pollution
management
Build Air and Noise Number of Conduct field visits
partnerships with Pollution Regulations communit informers to Identify and
stakeholders such enforced. identified select community
as Uganda informers,Train,
Police, Urban Equip informers 20 2,500 20 2,500 20 20 20 2,500
Authorities and with skills and 2,500 2,500
non-state actors identification cards
to enhance
compliance
Number of entities Conduct inspection

inspected for of premises/ entities
compliance to EIA for compliance to 8 538 8 538 8 8 8 538
Conditions of conditions of EIA 538 538
approval approval
Objective Total
Objective 2. Increase forest, tree and wetland coverage and restore and protect hilly and mountainous areas and rangelands
. Promote rural Forest Cover Percentage increase Conduct Field
and urban Increased from 4% to in Forest Coverage visits to Identify
plantation 12% from 4% to 12 % Potential tree
development and planters 4 1,000 4 1,000 4 4 4 1,000
tree planting 1,000 1,000
including the
local and
indigenous Link tree planters to 8 400 8 400 8 8 8 400
species nursery operators 400 400
with quality
seedlings
Procure and 10 6,000 10 6,000 10 10 10 6,000

Distribute tree 6,000 6,000
seedlings to tree
planters
Ha of Trees Community Conduct 1 1,920 1 1,920 1 1 1 1,920

established through awareness meetings Community 1,920 1,920
District Forestry on tree plantation awareness meetings
Services(DFS) management on tree plantation
practices conducted, management
practices,
Tree planting along 4 800 4 800 4 4 4 800

avenues (kms) 800 800
Train farmers on 60 2,400 60 2,400 60 60 60 2,400
designing and 2,400 2,400
establishment of
forest plantations
/tree nurseries
No of Hectares Establish /develop 4 9,000 4 9,000 4 4 4 9,000
established by Plantation forests 9,000 9,000
District Forestry on public and
Services(DFS) institutional lands,
(Ha)
Nursery 2 4,000 2 4,000 2 2 2 4,000

establishment with 4,000 4,000
indigeneuos tree
species at county
level.
b. Formulate Economic and social Number of Tree Conduct field visits 4 500 4 500 4 4 4 500
economic and incentives for planters Identified and tours to Identify 500 500
social incentives Plantation forests and registered in the and register tree
for plantation formulated district, planters with best
forests practices in the
district,
Number of procure and 40000 40,000 40000 40,000 40000 40000 40000 40,000
seedlings Distribute free 40,000 40,000
Distributed to Tree seedlings to Tree
planters including planters including
fruit trees, fruit trees,
No.of award Recognise best 1 2,000 1 2,000 1 1 1 2,000

functions held perfoming tree 2,000 2,000
farmers with awards
No of Tree Forming and 1 2,000 1 2,000 1 1 1 2,000
Growers' registering a Tree 2,000 2,000
Assocation in the Growers'
district formed and Assocation in the
registered . district.
b. Establish Hectares of woodlot Number of hectares Procure and Plant 4 6,000 4 6,000 4 4 4 6,000
dedicated fuel plantations established planted on Trees on 6,000 6,000
wood plantations institutional lands. institutional lands
necessary to
contribute to
achieving or
exceeding net
biomass surplus Survival rate of Number of Carry out 4 3,600 4 3,600 4 4 4 3,600
levels planted trees enhanced Silvicutural Silvicutural 3,600 3,600
through silvicultural practices carried practices on planted
practices out. trees
c. Develop Wetland Management Number of wetland Develop wetland 1 6,000 1 6,000 1 1 1 6,000
wetland Plans prepared mgt plans management plans 6,000 6,000
management developed for major wetlands
plans to support in district
gazetting and
demarcation of
existing wetlands Boundary 25 Km of wetlands Identify, sensitize, 5 25,000 5 25,000 5 5 5 25,000
demarcation of major demarcated survey and select 25,000 25,000
wetland systems in the degraded wetlands
district for demarcation
Demarcate wetland 5 18,000 5 18,000 5 5 5 18,000

boundaries with live 18,000 18,000
markers/ Pillars
d. Restore the Degraded wetlands 20 Ha of degraded Conduct field visits 4 1,520 4 1,520 4 4 4 1,520
natural integrity restored wetlands restored to Identify and 1,520 1,520
of degraded select degraded
wetlands to their wetlands for
ecological restoration
functionality
Planting indigenious 4 8,474 4 8,474 4 4 4 8,474
trees in degraded 8,474 8,474
wetlands
Awareness creation Number of Conduct 20 1,346 20 1,346 20 20 20 1,346
on wise use of environmental environmental 1,346 1,346
wetlands increased compliance compliance
inspection and inspection and
monitoring surveys monitoring surveys
of wetlands of wetlands
conducted
Improve the Management of Number of Forest Conduct Forest 4 3,000 4 3,000 4 4 4 3,000
management of district and Private patrols done. patrols. 3,000 3,000
districts and forests improved
private forests Number of KM of Survey and 5 4,500 5 4,500 4,500
Local Forest Boundary opening 5 4,500 5 4,500 5
Reserves of Local Forest
boundaries opened Reserves .
and surveyed.
No Management Hold Meeting with 5 1,000 5 1,000 5 5 5 1,000
plans made private forest 1,000 1,000
operators to Prepare
and develop
Management plans
Objective Total
Objective 4. Maintain and/or restore a clean, healthy, and productive environment

(a)Mainstream Coordination, Number of reports Prepare and submit 4 1,188 4 1,188 4 4 4 1,188
environment and Regulation and prepared and ENR reports to line 1,188 1,188
natural resources Monitoring of submitted to Ministries and lead
management in environment agencies and agencies
policies, management in the Minstries
programmes and district Improved
budgets with
clear budget lines
and performance Monitor, supervise 4 4,000 4 4,000 4 4 4 4,000
indicators. sectors implement 4,000 4,000
activities in LLG
No. of Annual Conduct field 20 1,346 20 1,346 20 20 20 1,346
District State of Surveys to Prepare 1,346 1,346
Environment and develop Annual
Reports Prepared Environment Report
No. of subcounty Train LLG in 4 3,000 4 3,000 4 4 4 3,000

workplans/Budgets mainstreaming 3,000 3,000
with ENR issues environmental
issues in their
development plans
Objective 5. Promote inclusive climate resilient and low emissions development at all levels
1.1 LLGs sensitized on Number of LLGs Undertake 4 2,625 4 2,625 4 4 4 2,625
a. Promote building climate and sensitized. community 2,625 2,625
continuous disaster risk sensitization
integration of responsive planning campaigns in LLg
climate change and budgeting on disasster risk
and disaster risk systems. management ,
reduction in CC,adaptation and
planning, mitigation practices
budgeting and
reporting
1.2 Mainstream Climate change issues Number of LLG Train STPC in 4 3,000 4 3,000 4 4 4 3,000
climate change mainstreamed in LLG workplan/Budgets Climate change 3,000 3,000
resilience in workplans and with climate change mainstreaming in
programmes and Budgets issues workplans/budgets
budgets with
clear budgets
lines and
performance
indicators
a. Improve Local capacity in Number of Sensitize LLGs in 4 2,625 4 2,625 4 4 4 2,625

education, climate change sensitization made climate risk 2,625 2,625
awareness raising response built screening of
and human and projects and
institutional programmes
capacity on
climate change Number of UNMA Conduct radio 4 1,600 4 1,600 4 4 4 1,600
mitigation, seasonal weather talkshow on DRR 1,600 1,600
adaptation, updates and CC
impact reduction disseminated to the
and early public Disseminate 4 2,000 4 2,000 4 4 4 2,000
warning seasonal 2,000 2,000
meteorological
weather updates on
public notice boards
Objective Total
Objective 6 Reduce human and economic loss from natural hazards and disasters
c. Promote re- Disaster proof Environmental and Conducti 20 6,000 20 6,000 20 20 20 6,000
enforcement and resilient Structures social impact environmental and 6,000 6,000
retrofitting of and Buildings assesment for health social impact
structures and constructed and safety assesemnt for
buildings for safegaurds for district projects
resilience to capital projects
disasters conducted in the
district
Number of gov't Risk assesement of 42 1,000 42 1,000 42 42 42 1,000
structures and govt and public 1,000 1,000
buildings fitted with structures for
disaster risk disaster proofing
mitigating features
Objective :Increase incomes and employment through sustainable use and value addition to water, forests and other natural resources
1.2.2. Undert Local governments Number of local Conduct field visits 10 1,500 10 1,500 10 10 10 1,500
ake targeted and communities governments to Identify,select 1,500 1,500
sensitization sensitized on communities and mentor
campaigns with sustainable natural sensitized on Environmental focal
information resource management. sustainable natural persons from LLG
packaged in resource and partner agencies
forms tailored to management. in environmental
the information mgt
needs of
recipients Conduct radio 4 1,600 4 1,600 4 4 4 1,600
talkshows on wise 1,600 1,600
use of Natural
resources in district
Objective : Strengthen land use and management

1.3 Undertake a A Comprehensive and Proportion of a) Survey and title 2 8,000 2 8,000 2 2 2 8,000
comprehensive up to date government government land government lands 8,000 8,000
inventory of land inventory captured in the
(b) Conduct field 14 3,000 14 3,000 14 14 14 3,000
Government land undertaken inventory, from
visits to update 3,000 3,000
11% to 17%
district land
inventory
1.5 Strengthen DLBs and ALCs No. of land a) Train District 17 3,000 17 3,000 17 17 17 3,000
the capacity of trained in land management Land Board 3,000 3,000
land management management institutions trained members and 14
institutions in in land management Area Land
executing their (DLBs) Committees in land
mandate geared management
towards securing Retooling of Land Procure survey tools 1 8,400 1 8,400 1 1 1 8,400
land rights Inspectorate section and equipment 8,400 8,400
No. of physical Train Physical 14 3,000 14 3,000 14 14 14 3,000
planning Planning 3,000 3,000
committees trained Committees, Sub -
County and Parish
Chiefs in Physical
Planning
1.6 Promote land Titled land area Percentage of land 500 1,875 500 1,875 500 500 500 1,875
consolidation, increased titled Checking job jacket 1,875 1,875
titling and files for compliance
banking
1.7 Promote Percentage of land Strengthen access to sensitize women 160 2,000 160 2,000 160 160 160 2,000
tenure security titles issued and land for women, and vulnerable 2,000 2,000
including owned by women persons with groups on tenure
women’s access disabilities and security.
to land other vulnerable
groups. Process Land titles 24 4,500 24 4,500 24 24 24 4,500
for women and 4,500 4,500
other vulnerable
groups
Land dispute Number of land Strengthen land 15 2,250 15 2,250 15 15 15 2,250

mechanisms reviewed disputes reviewed dispute 2,250 2,250
through regulations and disposed mechanisms,
institutions and
structures
1.10 Promote Integrated physical Number of district Prepare Physical 5 30,500 5 30,500 5 5 5 30,500
integrated land and economic and with integrated development plans 30,500 30,500
use planning development plans for physical and for district and 4
the District developed economic towncouncils
development plans
Number of Conduct inspections 8 1,200 8 1,200 8 8 8 1,200

Inspections for for development 1,200 1,200
development control in LLG
controls conducted
Number of physical Conduct Physical 4 2,000 4 2,000 4 4 4 2,000

planning activities planning activities 2,000 2,000
facilitated
Site inspection of Number of site Conduct site 8 1,200 8 1,200 8 8 8 1,200
private and public inspections of inspection of private 1,200 1,200
developments made private and public
andgovernment developments in
develpments made district
Kamuli district Number of district Prepare and develop 1 5,000 1 5,000 1 1 1 5,000
Physical planning physical a district ordinance 5,000 5,000
ordinance made development on Physical
ordinance planning for the
developed district
Lower Local Number of LLG Profiling physical 14 600 14 600 14 14 14 600
governments physical Physical planning planning priorities 600 600
planning priorities priorities profiled for 14 lower local
profiled governments
Objective Intervention Sub Output Actions FY 2020/21 FY 2021/22 FY 2022/23 FY 2023/24 FY 2024/25 ACTORS
Intervention
Target Budget Target Budget Target Budget Target Budget Target Budget
(000's) (000's) (000's) (000's) (000's)
Objective 1: Sustainably lower the costs of doing business

1.1: Increase 1.1.1 Government Support to Micro
access to Capitalize owned Small & Medium
affordable and financial Enterprises
credit largely strengthen institutions (MSMEs) &
20 1,900 20 1,900 20 1,900 20 1,900 20 1,900
targeting government capitalized Farmers
MSMEs owned Cooperatives to
commercial access credit.
banks
1.1.3 Security Assisting
Strengthen Interest in Businesses (BSS)
use of the Movable in registration with
Security Property Uganda Registration
Interest in Registry Service Bureau
20 959 20 959 20 959 20 959 20 959
Movable System fully (URSB)
Property functional
Registry and accepted
System by the
industry
Objective 2: Strengthen the organizational and institutional capacity of the private sector to drive growth
2.1: improve 2.1.1 Clients’ Strengthen Business 3 18,000 3 18,000 3 18,000 3 18,000 3 18,000
management Strengthen Business recue services,
capacities of Business continuity continuity and
local Development and sustainability
enterprises Services sustainability
through centres Strengthened Identification and 20 959 20 959 20 959 20 959 20 959
massive profiling of
provision of Business
business Entrepreneurs.
development
services geared Capacity building 20 2,726 20 2,726 20 2,726 20 2,726 20 2,726
towards
improving firm Provision of support 25 25 25 25 25
capabilities to peer to peer 500 500 500 500 500
learning of new
developments
around
manufacturing in
the district.
Profiling and 25 1,000 25 1,000 25 1,000 25 1,000 25 1,000

interactive servicing
of Youth and SMEs
captured in the
Database .
Producer proups / 80 1,438 80 1,438 80 1,438 80 1,438 80 1,438

Cooperatives
identified for value
addition
Market information 4 821 4 821 4 821 4 821 4 821

reports disseminated
to the BSS
committees.
Support business 20 2,726 20 2,726 20 2,726 20 2,726 20 2,726
enterprises / private
sector by promoting
Buy Uganda Build
Uganda ((BUBU)
Policy
Linking businesses 10 959 10 959 10 959 10 959 10 959

to URSB for
registration.
Linking businesses 20 959 20 959 20 959 20 959 20 959
to Uganda National
Bureau of
Standards (UNBS)
for quality
standards..
Producer 10 821 10 821 10 821 10 821 10 821
groups/Cooperatives
linked to markets
both Nationally and
Internationally.
2.1.6 De-risk Formation of Mobilisation of 40 1,199 40 1,199 40 1,199 40 1,199 40 1,199

Sub-county producer Producer groups for
skills-based cooperatives registration.
enterprise and pooling
associations of resources
(EMYOGA) for credit
facilitated Provision of support 54 1,620,000 54 1,620,000 54 1,620,000 54 1,620,000 54 1,620,000
to SACCOs under
EMYOGA
Program.
Promote business 20 6,785 20 6,785 20 6,785 20 6,785 20 6,785
linkages between
skills-based
enterprises/MSMEs
with established
business firms
2.1.7 Support Inspection of BSS 100 2,726 100 2,726 100 2,726 100 2,726 100 2,726
Support measures Units
organic undertaken Supervision and 20 1,199 20 1,199 20 1,199 20 1,199 20 1,199
bottom up to foster Auditing of
formation of organic Cooperatives
cooperatives bottom up
formation of Capacity Building 2 3,500 2 3,500 2 3,500 2 3,500 2 3,500
cooperatives
Conducting Radio 2 600 2 600 2 600 2 600 2 600
Talk Shows.
Training 10 3,500 10 3,500 10 3,500 10 3,500 10 3,500

Cooperators on
Tailor made skills.
2.2.2 Develop Product and Product and Support increased 4 821 4 821 4 821 4 821 4 821
product and market market products
market information information management
information systems systems information
systems developed developed dissemination in the
district.
objective 3: Promote local content in public programmes
3.1 Develop 3.1 Develop An Implement the

and implement and overarching existing local
a holistic local implement a local content content policy, and
1,500 1,500 1,500 1,500 1,500
content policy, holistic local policy other related legal
legal and content framework and institutional
institutional policy, legal developed framework
framework and operationalizing
institutional structures for
framework implementation of
the local content
1,990 1,990 1,990 1,990 1,990
framework, a Local
Content monitoring
Committee at entity
level.
Support local
producers to attain
Certification, testing
and calibration of 20 2,500 20 2,500 20 2,500 20 2,500 20 2,500
services to support
local content.
3.2: Build the 3.2 Build Measures Contractors in

capacity of the capacity undertaken investment
10 5,000 10 5,000 10 5,000 10 5,000 10 5,000
local firms to of local firms to increase partnership
benefit from to benefit the capacity management
public from public of the local Conduct an
investments investments construction inventory of locally
industry to produced goods
participate in services and works 1 3,500 1 3,500 1 3,500 1 3,500 1 3,500
public that can be
investment purchased by
programmes government
across Develop a database 1 1 1 1 1
sectors of SMEs and
Marginalised 1,500 1,500 1,500 1,500 1,500
groups.
HUMAN CAPITAL DEVELOPMENT
Planned Targets and Costs (millions)
FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 GOU
Improve the foundations for human capital development

Interventio Output
Output Action Targe Budget Target Budget Target Budget Target Budget Target Budget Budget
n indicator
t
Institutionali Register all
ze training ECD centres
No. of ECD
of ECD ECD centers in
caregivers registered
centers
accordance
10 5,000 20 5,000 30 5,000 40 5,000 50 5,000 25,000
registered
and enforce with the
the BRMS
regulatory Sensitize
and quality No of private
assurance ECD centers private players to
system of registered players spread to the
20 4,000 30 4,000 40 4,000 50 4,000 60 4,000 20,000
ECD mobilised under-served
standards areas
Monitor
delivery of
No. of integrated
ECD centers
registered
monitoring ECD 3 6,000 3 6,000 3 6,000 3 6,000 3 6,000 30,000
reports services in
Local
Governments
Strengthen
No of coordination
ECD centers coordinatio of ECD
registered n meetings service
6 2,000 6 2,000 6 2,000 6 2,000 6 2,000 10,000
held providers at
LG level
Inspect all
No. of ECD
ECD Inspection ECD centers
reports
inspection
at least once
4 5,000 4 5,000 4 5,000 4 5,000 4 5,000 25,000
reports
a term
Train Centre
Management
No of
ECD Inspection Committees
CMCs 15 0
reports (CMCs) to
trained
enhance
school level
inspections.
Equip and Basic Equip and Enforce the

support all Requirements support all BRMS in
lagging and Minimum lagging ECCEs
primary, standards met primary, through
secondary by schools and secondary regular - - - - -
schools and training schools and inspections
higher institutions
education
institutions
to meet the Enforce
basic construction
requirements of age and
and disability
minimum appropriate
standards WASH
facilities in
selected
ECCEs
through
regular
50 0
inspection
and
adherence to
the BRMS
before
licencing and
registration
of ECCE
centres
Construct 41
classrooms
to improve
the pupil-
7 280,000 8 320,000 8 320,000 8 320,000 10 400,000 1,640,000
classroom
ratio
Construct 50
additional
Gender &
disability
sensitive and
climate
resilient
Emptiable
VIP Latrines
to ensure that 10 46,000 10 46,000 10 46,000 10 46,000 10 46,000 230,000
each Public
primary
school
achieves a
pupil-to-
toilet stance
ratio not
exceeding
60:1
Recruit
teachers to
ensure that
each primary
school
13,429 13,789
achieves
1,920
13,309,000 1,940
,000
1,960 13,549,0 1,980 13,669,0 2,000
,000
67,745,000
pupil-to- 00 00
teacher ratio
not
exceeding
50:1
Construct
teachers’
houses (4
unit blocks)
to ensure that
each rural
primary
1 120,000 1 120,000 1 120,000 1 120,000 1 120,000 600,000
school has
atleast 4
teachers
accommodat
ed at school
Procure
classroom
furniture to
ensure that
100% of
primary 377 52,780 144 20,160 144 20,160 180 25,.200 180 25,.200 143,500
school pupils
have where
to sit and
write by
2025
Inspect all
primary
schools 165 125,000 165 125,000 165 125,000 165 125,000 165 125,0005 625,000
atleast once a
term
Develop and
implement
school
improvement
plans in
primary
schools
arising from
inspection
reports.
Training the 3 2,000 3 2,000 3 2,000 3 2,000 3 2,000 10,000
District
inspectors to
train the
headteachers
on the
process of
developing
school
improvement
plans
Designate
senior-
teachers as
mentors to
provide
school 100 5,000 100 5,000 100 5,000 100 5,000 100 5,000 25,000
support
supervision
in 60% of the
primary
schools by
2025
Under the
parish model,
train CDOs
to increase
parental 0
participation
in the
education of
their children
Construct
new
secondary 2,200,00
schools in
1 2,200,000 1
0 4,400,000
subcounties
without
Roll out Train
Early Grade primary
Reading school
(EGR) and teachers in
Early Grade EGRA and
Maths EGMA 30 0
(EGM) in all methodologi
primary es taking into
schools to consideration
enhance gender
proficiency parity.
in literacy Roll-out
and EGRA and
numeracy EGMA in all
schools.
Enforce the
implementati
on of EGR 0
and EGMA
in atleast
50% of
primary
schools
Integrate
children
from Child
labour into 0
school
system
Equip
Labour
Offices to be
able to
effectively 0
handle
labour
disputes
Create
internship &
apprenticeshi
p
opportunities
for the out- 0
of-school
youth (early
school
leavers)
Improve population health, safety and management
0
Reduce the Reduced Strengthen
burden of morbidity and community-
communicable mortality due to based
diseases with HIV/AIDS, TB behavioural
focus on high and malaria and change
burden diseases othejr actions to 0
(Malaria, communicable harness and
HIV/AIDS, TB, diseases sustain
Neglected positive
Tropical malaria
Diseases, practices
Hepatitis), Routine
epidemic prone LLIN
diseases and distribution
malnutrition undertaken 0
across all age using
groups different
emphasizing channels
Primary Health Develop and
Care Approach implement
District
HIV/AIDS 1 10,000 1 10,000 1 10,000 1 10,000 1 10,000 50,000
Strategic
Plans 2020 -
2025
Design and
implement
youth-led
HIV
prevention
programs
Carryout
Hepatitis B
vaccination
Undetrtake
Treatmen t of
Hepatitis B
patients
HPV
Vaccination
for girls at 10
years (Cost
Captured
under
immunizatio
n)
Training and
equipping of
lower level
health
facilities (HC
IVs and Iis)
in screening
and care
continuation
of chronic
NCDs and
home based
care
including
linkages of
patients to
community
resources
Ensure adequate Human resources Recruitment
human recruited to fill of health
resources for vacant posts workers to
health at all fill the gaps
levels, with
special focus on
specialized and
super
specialized
human
resources
Human resources
recruited to fill
vacant posts Salaries paid 6,950,000 7,298,000 7,662,000 8,045,000 8,448,000 38,403 ,000
Roll-out and
E-personnel operationaliz
performance e the E-
management, performance
monitoring and management
reporting system system at all
developed levels
Expand HC IIs upgraded Upgrade HC

geographical in subcounties IIs to IIIs and 1
access without equip them
Rehabilitatio
n and
Hospitals and HCs
expansion of
rehabilitated/expa 1
hospitals and
nded
HCs in the
LG
Construction
Increased of public
coverage of health health sector
workers staff houses
accommodations
Procure and
equip health
facilities
Health facilities at
with the
all levels equipped
appropirate
with appropriate
medical and
and modern
diagnostic
medical and
equipment to
diagnostic
provide the
equipment.
range of
services at
that level
Avail Basket of 41 Procure and
affordable essential distribute
medicine and medicines availed. essential
health supplies medicines
including and health
promoting local supplies
production of
medicines
(including
complementary
medicine)
Implement
the Uganda
National
Develop and
Uganda National Minimum
implement
Minimum Health Health Care
service and
Care Package Package
service delivery
(UMNHCP) (UMNHCP) 1
standards
implemented in all with focus on
targeting lower
health facilities high impact
middle- income
based on the level intervention
standards
packages for
each life
stage
Strengthen Compile and
governance, Data collection, submit
management quality and use at monthly
and facility and HMIS
effectiveness of community levels reports
the health sector strengthened
at all levels
Improve Equip and
Neonatal
maternal, functionalize
Intensive Care
adolescent and neonatology
Units established
child health units in the
in all hospitals
services at all hospitals
levels of care
Increase Train Health

investment in workers
child and Integrated
maternal health RMNCAH Management
services at all Sharpened Plan of Childhood
levels of care funded Illnesses
(IMCI) in all
HC IIIs and
IVs
Conduct
RMNCAH ICCM
Sharpened Plan supervision
funded by HC IIIs
and IIs
Social
behavior
change
communicati
Increased access
on for
to inclusive
construction
sanitation and
and use of
hygiene services
improved
in rural areas
sanitation
facilities,
(number of
Villages)
Faecal
Sludge
Increased access Management
to inclusive promotion in
sanitation and rural areas (
hygiene services Districts /
in rural areas No. of
villages in
districts)
Capacity
building for
intersectoral
health
promotion
Intersectoral
and
health promotion
prevention
and prevention
for LGs and
structures (Parish,
community
LC, Sub County
level
Chiefs, VHT, and
structures
Health Assistants,
(Parish, LC,
extension
Sub County
workers) and
Chiefs, VHT,
schools in place
and Health
Assistants,
extension
workers) and
schools
Develop a Support
framework for schools to
Grassroot Sports
talent participate in
and Performing
identification in zonal, district
Arts Competitions
Sports, and regional
Organised
Performing and MDD
creative Arts competitions
Maintain Sports and Enforce the
existing recreation requirement
facilities and infrastructure for all
construct established at schools to
appropriate and national, regional, have a sports
standardized local and school ground
recreation and
sports
infrastructure at
national,
regional, local
government and
schools in line
with the
country’s niche’
sports (ie
football, netball,
athletics, and
boxing)
KAMULI PARISHES BY COUNTY AND SUBCOUNTY
County Sub- County Name Parish
Bugabula Balawoli Nabulezi
Bugabula Balawoli Namaira
Bugabula Balawoli Town Council Balawoli Northern
Bugabula Balawoli Town Council Kawaga Southern
Bugabula Bulopa Bukutu
Bugabula Bulopa Bulopa
Bugabula Bulopa Mpakitoni
Bugabula Bulopa Nagamuli
Bugabula Bulopa Nagwenyi
Bugabula Butansi Bugeywa
Bugabula Butansi Butansi
Bugabula Butansi Naibowa
Bugabula Butansi Naluwoli
Bugabula Kagumba Kagumba
Bugabula Kagumba Kasolwe
Bugabula Kagumba Kibuye
Bugabula Kagumba Kiige
Bugabula Kitayunjwa Budhatemwa
Bugabula Kitayunjwa Buganza
Bugabula Kitayunjwa Butende
Bugabula Kitayunjwa Kitayunjwa
Bugabula Kitayunjwa Namaganda
Bugabula Kitayunjwa Namisambya I
Bugabula Kitayunjwa Nawango
Bugabula Kitayunjwa Nawansaso
Bugabula Nabwigulu Nabirumba I
Bugabula Nabwigulu Nabirumba Ii
Bugabula Nabwigulu Nabwigulu
Bugabula Nabwigulu Namunyingi
Bugabula Namasagali Bwiiza
Bugabula Namasagali Kasozi
Bugabula Namasagali Kisaikye
Bugabula Namasagali Namasagali
Bugabula Namwendwa Bugondha
Bugabula Namwendwa Bulange
Bugabula Namwendwa Bulogo
Bugabula Namwendwa Isingo
Bugabula Namwendwa Kinu
Bugabula Namwendwa Kyeeya
Bugabula Namwendwa Makoka
Bugabula Namwendwa Ndalike
KAMULI DISTRICT LOCAL GOVERNRMENT DEVELOPMENT PLAN FOR 2020/21 -2024/25 FINANCIAL YEAR Page
231
Bugabula Namwendwa Town Council Buluuya Ward
Bugabula Namwendwa Town Council Bulyango Ward
Bugabula Namwendwa Town Council Busejja Ward
Bugabula Namwendwa Town Council Busimba Ward
Bugabula Namwendwa Town Council Mission Ward
Buzaaya Bugulumbya Bugulumbya
Buzaaya Bugulumbya Busandha
Buzaaya Bugulumbya Buwoya
Buzaaya Bugulumbya Nakibungulya
Buzaaya Bugulumbya Nawanende Town Board
Buzaaya Bugulumbya Nawangoma
Buzaaya Kasambira Town Council Kasambira Ward
Buzaaya Kisozi Izaniro
Buzaaya Kisozi Kakunyu
Buzaaya Kisozi Kiyunga
Buzaaya Kisozi Namaganda
Buzaaya Kisozi Town Council East Ward
Buzaaya Kisozi Town Council West Ward
Buzaaya Magogo Buteme
Buzaaya Magogo Kakira
Buzaaya Magogo Lwanyama
Buzaaya Magogo Magogo
Buzaaya Magogo Matumu
Buzaaya Magogo Nankandulo
Buzaaya Mbulamuti Bugondha
Buzaaya Mbulamuti Buluya
Buzaaya Mbulamuti Kiyunga
Buzaaya Mbulamuti Town Council Lugoloire Ward
Buzaaya Mbulamuti Town Council Mbulamuti Ward
Buzaaya Nawanyago Bupadhengo
Buzaaya Nawanyago Nawantumbi
Buzaaya Nawanyago Nawanyago
Buzaaya Nawanyago Town Council Bupadhengo Urban Ward
Buzaaya Nawanyago Town Council Nawantumbi Urban Ward
Buzaaya Nawanyago Town Council Nawanyago East Ward
Buzaaya Nawanyago Town Council Nawanyago West Ward
Buzaaya Wankole Lulyambuzi
Buzaaya Wankole Luzinga
Buzaaya Wankole Wankole
Municipal Northern Division Buwanume Ward
Municipal Northern Division Kamuli-Sabawali Ward
Municipal Northern Division Kasoigo Ward
Municipal Northern Division Muwebwa Ward
Municipal Northern Division Namisambya Ii Ward
232
Municipal Southern Division Busota Ward
Municipal Southern Division Kamuli-Namwenda Ward
Municipal Southern Division Mandwa Ward
Municipal Southern Division Mulamba Ward
Municipal Southern Division Nakulyaku Ward
233

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KAMULI DISTRICT LOCAL

THEME OF THE PLAN

Key achievements of the previous Plan ........................................................................................................... 17

Major challenges .............................................................................................................................................. 18

Lessons learnt ................................................................................................................................................... 19

1.2 District Profile ...................................................................................................................................... 21

1.2.1.1 Topography ................................................................................................................................................... 22

2.3.1 Agriculture ................................................................................................................................................... 32

2.3.1 Water for Production (WfP). ............................................................................................................................. 48

2.4.1 Health ................................................................................................................................................................ 56

Health Services Accessibility indicators .................................................................................................................... 58

2.4.2 Water and Sanitation ......................................................................................................................................... 67

2.5.3: Waste Management-Solid and Liquid .............................................................................................................. 89

2.6.1 Urbanization ................................................................................................................................................. 94

3.2 Summary of adopted NDP III Strategic Direction.............................................................................. 107

3.6.1 (a) NDPIII Objective/LGDP Strategic Objective (s): ..................................................................................... 116

4.1.1 Introduction .................................................................................................................................... 149

4.2 LGDP Institutional Arrangements ...................................................................................................... 151

4.3 LGDP Integration and Partnership Arrangements .............................................................................. 152

4.4 Pre-Requisites for Successful LGDP Implementation........................................................................ 153

5.0 LGDP FINANCING FRAMEWORKS AND STRATEGY ........................................................................... 155

5.2.2 Local Revenue........................................................................................................................................ 156

5.2.3 Donor support................................................................................................................................ 156

6.2 LGDP Communication and Feedback Strategy/Arrangements .......................................................... 163

KAMULI PARISHES BY COUNTY AND SUBCOUNTY ......................................................................................... 231

TABLE 2. 1 KEY DEVELOPMENT INDICATORS .......................................................................................... 31

TABLE 4. 1 STAKEHOLDERS IN IMPLEMENTATION AND COORDINATION ................................................ 149

1. Enhance value addition in Key Growth Opportunities

The adopted programmes are summarized below:-

 Improve household incomes through increased production and productivity

The Plan will focus on the following priorities:-

1.1.1 Context of the Local Government Development Plan

Legal and policy frameworks

Key achievements of the previous Plan

1.1.2 Description of the Local Government Development Planning Process

1.1.3 Structure of the Local Government Development Plan

1.2 District Profile

1.2.1 Key Geographic information

Table 1. 1: Showing Kamuli District Population & Area (KM2)

1.2.1.4 Natural Endowments

1.2.2 Administrative structure

Table 1. 2 Administrative units Summary 2020

Balawoli Town Council 2 23

Kasambira Town Council 1 13

Kisozi Town Council 2 16

Mbulamuti Town Council 2 13

Nawanyago Town Council 4 14

Kamuli Northern Division 5 42

Bugabula Balawoli 10,115 26,768 27,530 54,298 97.2

Bulopa 4,568 14,399 14,510 28,909 99.2

Butansi 5,509 14,457 15,113 29,570 95.7

Kitayunjwa 8,047 19,461 20,626 40,087 94.4

Nabwigulu 4,291 10,700 11,287 21,987 94.8

Namasagali 6,935 18,653 18,910 37,563 98.6

Namwendwa 11,293 27,909 29,697 57,606 94

County Total 50,758 132,347 137,673 270,020 96.1

Buzaaya Bugulumbya 6,958 17,603 18,678 36,281 94.2

Kisozi 8,980 23,204 24,496 47,700 94.7