Buganda Kingdom Development Strategy

INSTITUTIONAL FRAMEWORK FOR IMPLEMENTATION

 

Introduction

Legal Framework

Institutional Framework

Implementation Framework

Financing

Management

 

4.1 Introduction

This chapter spells out the legal and regulatory framework, and national policy within which the BKDS will be implemented. It further spells out the Buganda Kingdom implementation structures and capacities that will plan and execute the BKDS programme activities. The Buganda Kingdom’s economic and political programmes are guided by the Constitution of the republic of Uganda. Accordingly, the BKDS as Kingdom’s development effort has been formulated within the mandate and stipulation of the Uganda Constitution (1995), National Policies and Local Government Act. This is largely because the overriding goal of the BKDS is but to complement the government’s effort to cause and deliver economic and social development.

 

4.2 Legal Framework

4.2.1 The Constitution

The legal and regulatory framework within which the BKDS will be implemented is invoked and derived from the Social and Economic Objectives XIV-XXIX, the Duties of a Citizen, of the Constitution of the Republic of Uganda, that among others provides that:

(i)                 ‘In order to facilitate rapid and equitable development, the State shall encourage private initiative and self-reliance’.

(ii)               ‘The state shall take all necessary steps to involve the people in the formulation and implementation of development plans and programmes which affect them’.

(iii)             ‘The state shall take special measures in favour of the development of the least developed areas’.

(iv)              The duties of a citizen ‘to engage in gainful work for the good of the citizen, the family, the common good and to contribute to national development’.

(v)                ‘The institution of traditional leader or cultural leader shall be a corporation sole with the capacity to hold assets or properties in trust for itself and the people concerned’ 246(3)a.

 

4.2.2 Commercial Law and Non-government Regulations

The implementation of the BKDS will be through statutory entities. These will be established as relevant under the Companies Act, the Non-Governmental Organizations Status, and the Co-operative Societies Act.

 

4.3 Institutional Framework

4.3.1 The Public Sector

In respect to the public sector, the BKDS will be implemented within the framework and in tandem with the existing National Policies and Local Government Act, the urban authorities inclusive. In an innovative way, the BKDS is intended to supplement the existing policies, programmes, and projects. It therefore formulated in mind with:

(i)                 The Poverty Eradication Action Plan (PEAP), mainly its two-policy framework of Measures to increase incomes of the poor and, Measures to Improve the Quality of Life.

(ii)               Plan for Modernization of Agriculture

(iii)             Industrialization Policy and Micro-Enterprise Strategy

(iv)              Health Policy/ Health Sector Strategic Plan

(v)                National Adolescent Health Policy

(vi)              White Paper on Education /Education Strategic Investment Plan

(vii)            Gender Policy and Community Development Policy

(viii)          Children Statute

(ix)              Environmental Policy, and

(x)                The Local Government Act.

 

It is worth noting, whereas the Buganda Kingdom still yearns for federal status, it acknowledges the provision of the ‘Local Government Act’ that empowers the Local Administrations to take responsibility for effective delivery of services and empowerment of the local people in decision-making process. In all its intent, the Buganda Kingdom, within the proposed BKDS programmes, will supplement the government efforts using the principles and strategies outlined under Chapter Two respectively.

 

4.3.2 Private sector

Within the current era of liberalisation and privatization in Uganda, the private sector is becoming a powerful institution to work with. By large, since its restoration, the Buganda Kingdom has depended on private investments and charity from private individuals and enterprises. The Buganda Kingdom will not only contribute to the growth and capacity of the private sector through the proposed project investments but will also use the private sector in planning, implementation, delivery, financing and evaluating the BKDS project activities, where necessary and justified. This will still be in conformity with the Government’s policies, rule and regulations governing the private sector operation.

 

4.3.3 The civil society

The implementation of the Buganda kingdom activities so far has greatly depended on the partnership with the civil society, namely; NGOs, CBOs, Individuals, unions, professional institutions, and individuals. The implementation of the BKDS will continue harnessing such partnership as a process of mutual capacity building and as a basis for sustaining the programme activities.

 

In particular, the people within Buganda Kingdom region, with their culture, resources and commitment will be empowered through participatory approaches to contribute to the planning, implementation and evaluation of the BKDS programme and project activities.

 

4.3.4 Donor Community

The implementation of the BKDS will also seek technical and financial assistance from the donor community, within the existing mandate.

 

4.4 The BKDS Implementation Institutional Framework and Capacities.

In order to ensure an effective management of human, technical, and financial resources to the fullest utilization, the BKDS will be implemented within a comprehensive institutional framework that provides for checks and balances. The following section outlines these institutions, their procedural capacities for effective decision-making and management of the physical, financial, human and information resources. Being a regional integrated development programme that heavily relies on societal resources, participation at both managerial and operational levels. The following section outlines the responsible BKDS institutions, their procedural capacities for effective decision-making and management of physical, financial, human and information resources.

 

4.4.1 The BKDS Political Responsibility

The Kingdom’s development strategy will be implemented within the existing Kingdom administration set-up in order to benefit from the Kingdom’s traditional community mobilizational role and guidance capacities (See Annex1). Figure 4.1 show the proposed functional structures the BKDS indicating that the onus of policy formulation and the overall administration of the BKDS will be handled by the Buganda Monarchy and its Executive; with the Kabaka as the Patron and chief mobilizer, and the Katikkiro as the Trustee of BKDS. The Lukiiko, through its BKDS designated sub-committee will be charged with the advisory and guidance responsibility.


 

FIG 4.1 BKDS FUNCTIONAL STRUCTURE

(Best seen with Internet Explorer)

 

 
 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


                                QUASI-MACRO PROGRAMMES/                                                    MICRO PROGRAMMES/PROJECTS/

                                PROJECTS/SCHEMES                                                                      SCHEMES

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


4.4.2 BKDS Managerial and Operational Responsibility

To shield from the institution’s day to-day bureaucracies, the BKDS will directly be managed through the Kingdom’s quasi-autonomous body, the Buganda Development Agency (BDA) with a full time Secretariat.

 

The field management of the implementation of the BKDS programmes will be the responsibility of the Programme Implementation Units (PIUs) that will be established at the county, sub-county, parish, and village levels, and relevant NGO’s and specifically established companies/organizations for a given purpose.

 

1)        Buganda Development Agency (BDA)

The BDA will be a corporate body that will be charged with:

(i)                 Formulating policies and guidelines that will regulate the implementation of BKDS.

(ii)               Advocating and promote necessary measures for the implementation of the BKDS.

(iii)             Reviewing and recommending appropriate measures for effective and sustainable implementation of the BKDS, in light to the government policy and the prevailing political, social, economic, cultural and natural environmental circumstances.

(iv)              Mobilizing, advising and co-ordinating funding portfolios for effective investment of the resources.

(v)                Reporting to the Ministry responsible for Planning and Economic Development

 

Given its all-embracing character, BDA’s membership will include:

(i)                 Representatives from Buganda Kingdom Executive, Lukiiko, and the Monarchy

(ii)               Central and Local Government Representatives

(iii)             Representative from the Donor community

(iv)              Representative from Local NGO forum

(v)                Representatives from the Kingdom’s intervention bodies, (BUCADEF, BICUL, Kabaka’s Foundation, the Nabagereka Trust, etc.); and

(vi)              Special Technical advisors fund

 

The BDA shall meet at least five times a year.

 

2)        The BDA Secretariat

The BDA Secretariat, will be the technical arm of the Buganda Development Agency that will be charged with overall programming and the day to-day implementation of the BKDS. The principal features and functions of the BDA Secretariat will be the following:

i)          To function as the BKDS support office with full time, well qualified and experienced planning and management staff. To do so effectively, it will establish and maintain an adequate and relevant socio-economic database centre and also provide technical services to the entire Buganda Kingdom Administration,

ii)         To set the Kingdom’s priorities and policies;

iii)                Economic and development review, research and statistics, monitoring and evaluation of development plans and projects including those funded or executed by the Central Government, donors and NGO’s and the promotion of national policies and plans in the context of the BKDS;

iv)                Formulation of relevant BKDS projects, development of the needed project documentation and rendering of the requisite assistance in securing project financing, in line with the Kingdom’s responsible ministries;

v)                  The formulation and incorporation of policies and plans for the sustenance and promotion of the integrity of the Kabaka and the Kabakaship in all development plans.

vi)                Preparation of project implementation and monitoring procedures and guidelines;

vii)              Development and management of the annual and multi-annual Buganda Kingdom Development Programmes;

viii)            Budget preparation, estimation and computation of revenue, donor and NGO funding;

ix)                In conjunction with the Buganda Kingdom Administration and BDA, rigorously undertake financial mobilisation for the BKDS programmes.

x)                  Put in place the communication infrastructure that allows downward, upward, and horizontal information flow.

xi)                Mobilisation and co-ordination of human, financial, physical, technical and information resources for effective programme implementation.

xii)              Supervise, monitor and evaluate the programme activities at the macro and micro level.

xiii)            Financial management and control accounting for income and expenditure

xiv)             Preparation of monthly and quarterly programme performance reports for the BDA and the Executive for follow-up action;

xv)               Sensitise the general public about BKDS goals, objectives,

xvi)             Liaising with the central government, the Donor, private sector, and civil society for effective programme implementation.

xvii)           Whenever required and possible, seeking technical advice and support from relevant experts, to supplement the existing human resources.

 

 3)       Lower Level Project Implementation Units

This will involve the operationalisation of the programmes into real action in terms of projects. The macro-based projects will be situated at the sub-county and/or parish and/or village, and the County level will be in charge of co-ordination and supervision of field activities. Accordingly, PIUs will be established at each county, sub-county, parish and village level in order to provide day to-day mobilization guidance and supervision right at the community level. The PIUs will be composed of committed civic and opinion leaders in their respective localities who themselves will be the BKDS role models. The personnel to manage these activities will be drawn from local community, and will be trained in varied project implementation skills.

 

Stand-alone NGO’s and CBOs will be responsible for the drawing and implementation of appropriate programmes and projects in consistence with the BKDS at the micro-level.

 

4)        Investments and Commercial Ventures.

The development and implementation of these initiatives will be the direct responsibility of the Buganda Investment and Commercial Undertakings Ltd (BICUL), the Kingdom’s holding company.

 

5)        External Guidance and Technical Support

Right from the BDA level down to the village level the BKDS’s success will hinge on the guidance, financial and technical support it will derive from its external environment, especially from its key stakeholders, such as: the Central Government, the Local Administration, Donors, NGO’s participating in the Kingdom, Local Members of Parliament, Religious Leaders, Opinion Leaders, Traditional Leaders, Local Private Companies and Individuals, Buganda Kingdom groups like Ssuubi lya Buganda, Bulungi Bwansi, Bazzukulu ba Buganda, etc…

 

4.5 Financing

A 5-year detailed rolling programme together with the associated budget will be developed after the launch of this strategy by the BDA Secretariat. The Buganda Kingdom does not, however, collect taxes for its operations. Essentially it survives on voluntary services and donations. Given the prominence of the impact this development strategy will have on the development of the community within the Kingdom and without, there is great need to establish formal and informal channels of soliciting and directing financial and technical support to the specified programmes and projects for their successful implementation. Such channels to be exploited will include:

(i)                 Direct Central Government grants/subventions and technical assistance for specific development activities;

(ii)               Direct participation of the Local Authorities in programme implementation;

(iii)             Collaboration with the numerous NGO’s and CBOs operating in the Kingdom;

(iv)              The establishment of and contribution to the much desired Community Development Royal Endowment Fund;

(v)                Direct support from Donor Agencies for specific activities;

(vi)              Contributions from public and private organization/companies and individuals, taking interest in community development in whatever form;

(vii)            Active voluntary and self-help participation of each and everybody within the Kingdom irrespective of status, ethnicity, etc…

 

4.6 BKDS Management System

To ensure a systematic and transparent method of executing the Kingdom mandate, a flexible mechanism appropriate for getting things done under variable conditions will be put in place through appropriate policies, guidelines and standard operating procedures. This requires the establishment of appropriate management systems, procedures, and guidelines necessary to efficiently and effectively execute the Kingdom’s Development Strategy. These management systems shall include the following components:

(i)                 Guidance systems which setup collective forum for determining strategic decisions especially on policies, and work plan; for setting performance standards, incentives and communication channels; for performance assessment and evaluation; and for provision of a framework to operationally guidance in getting the right things done in the right way;

(ii)               Reporting Systems, which deal with information flow within and without the Kingdom structure to help efficiently monitor the implementation of the BKDS activities;

(iii)             Financial Systems to enable proper and effective use of funds through sound financial accounting, financial control and financial management, as a means to achieve the desired impacts; and

(iv)              Human Resources Systems to optimize the utilization of the vast human resource potential available to the Kingdom especially on voluntary terms and to maximize the benefits derived from the collective actions of the resource connected in various ways with the operations of the BKDS. The systems will lay out the ideal policies and practices for engagement of voluntary human resources, employment, remuneration, leadership, and capacity building/human resource development.

 

For enhanced effectiveness and efficiency of the developed programmes and projects under the BKDS the above management systems will be blended with the traditional/cultural norms and traits with specific focus on the enlisting of the community’s loyalty and commitment to the programmes, mass mobilization and developmental guidance.

 

Return to: Top of this page | BKDS Main Page | Window on Mmengo | Buganda Home |