We look forward to: ‘A well governed and just society where all women, men and children live in dignity and harmony.' We exist to: "Contribute to the growth of a vibrant and self determined civil society that defends the rights of the poor and promotes peace, justice, democracy and social equity." Strategic Aims
1) Provision of high quality technical support services that meet identified needs of CSOs; 2) Influencing decisions in the environments in which CSOs operate;3) Ensuring that CDRN has the capacity to fulfill its mission. Core Values
1) Peace and security for all Ugandans (physical, social, political and 2) Social justice: equity in resource distribution and equality before the law;3) Gender equity and equality;4) Integrity: adherence to agreed principles;5) Sustainable development: using resources in a manner that will benefit present and future generations adequately. The year 2011 has been yet another milestone in the work and growth of CDRN. We successfully implemented various innovative projects in different parts of the country. Key among these included Action for Better Governance, implemented in Moroto, Nakapiripirit, Gulu and Pader districts. Under this project, CDRN facilitated community-based actors to carry out an assessment of the impact of NAADS in improving the standard of living of its beneficiaries. In partnership with Overseas Development Institute, we also embarked on a country-wide study about the ‘Situation analysis of children and poverty in Uganda: Voices of Children,' in the representative districts of Kitgum, Moroto, Mayuge, Kampala and Bundibugyo. The findings of this study were worth the effort and we are happy to share them with you in this report. CDRN continued with the implementation of activities on Building Local Democracy in Iganga district and strengthening capacities of CSOs (NGOs and CBOs) in various districts in western Uganda. The 2011 season was ripe for Ugandans to exercise their democratic right and elect leaders in the general national elections at presidential, parliamentary and local council levels. The period prior to these elections provided CDRN an excellent opportunity to engage in civic education across the country, as a way of ensuring that the masses understood and exercised their right to choose leaders. This presented some challenges for CDRN given the breadth of the exercise in face of limited resources, but we managed to do our very best. Later in the year, some of the political parties in the country mobilized the masses to demonstrate against what they described as escalating rights abuse and the increasing inflation on household commodities/services. Staff members at CDRN were not spared this inflation either, especially when the cost of fuel rose to a high it has never reached before, coupled with the general rise in the cost of living. Nevertheless, this did not make us lose focus on what we had set out to achieve this year, in helping communities realize their potential.
On that note, I take this opportunity to thank CDRN staff for their tireless efforts and commitment in implementing our agenda, and the Board members for their strategic guidance and foresightedness. I would like to extend a special appreciation to our development partners and friends, whose financial support and counsel has seen CDRN continue implementing its mandate. I look forward to a greater 2012. Max Alfred Anyuru, Chairperson Board of Directors FOREWORD
1.2 Board of Directors 1.4 Testimonies: Perspectives of CDRN Volunteers 1.5 Facilities at CDRN PROGRAMMES IMPLEMENTED
3.1 Support to Community Based Organizations (CBOs) in Kibaale district 3.2 Development of a Strategic Plan for West Ankole CSOs Forum (WACSOF) 3.3 Research on the Situation of Children in Uganda 3.4 Evaluation of Sexual and Reproductive Health Service Project 3.5 A study on Varroa Mites in Uganda 3.6 Financial Management Programme for NGOs NETWORKING AND PARTNERSHIPS
4.2 Partnerships FINANCIAL REPORT
CDRN STAFF 2011 24

Max Alfred Anyuru, Chairperson Centre for Innovative Programmes Limited Arthur Larok, Member Jane Sanyu Mpagi, Member Paul Bateeze, Treasurer Uganda National NGO Forum Ministry of Gender, Labour and Jinja Diocesan Development Social Development Lydia Kiriire, Member Dr. Martin Mwondha, Secretary Barbara Among, Member Private Legal Practice Chief Executive, CDRN Monitor Publications Ltd, LIST OF ABBREVIATIONS
Action for Better Governance African Commission on Human and People's Rights Association for World Education Building Local Democracy Catholic Agency for Overseas Development Community Based Organizations Citizens Coalition on Electoral Democracy in Uganda Community Development Officer Citizen Development Proposals Community Development Resource Network Civil Society Organizations Department for International Development Ethnic Minority Groups HIV/AIDS Programme Initiative Human Rights Network-Uganda Independent Development Fund Iganga District NGO Forum Justice and Peace Commission Kahaimira Collaborative Forest Management Association Koboko District Civil Society Network Local Government Makuutu Community Development Committee Minority Rights Group Minority Rights Group International National Agricultural Advisory Services National Livestock Resources Research Institute Non Government Organizations Overseas Development Institute Public Expenditure Tracking Survey Rights and Equity in Protected Areas Netherlands Development Organization Support Programme for Advocacy Networks Uganda Network of Collaborative Forest Association Uganda National NGO Forum Unrepresented Nations and Peoples' Organization Universal Primary Education Uganda Women's Effort to Save Orphans Uganda Women Network Village Health Teams West Ankole CSOs Forum MANDATE AND ADMINISTRATION OF CDRN
1.1 About CDRN
CDRN is a local, independent non-governmental and non-profit making organization registered with the NGOs' Board and the Registrar of Companies to operate in Uganda. It was founded in 1994 by a group of Ugandan professionals involved in community development work. CDRN is strongly committed to effectively contributing towards correcting social injustices in Uganda, which arise from a number of factors including gender and other forms of inequality, poor governance, limited empowerment and the denial of basic human rights. CDRN was established to support development through participatory engagements with the local communities and assist organizations involved in similar work to be more effective. CDRN recognizes the importance of influencing policies and decisions in the environment within which CSOs operate. This explains why CDRN engages development partners and key stakeholders both at local and international levels, in carrying out its mandate. 1.2 Board of Directors
CDRN is steered by a Board of Directors who guides the internal policy direction and lay strategies for programmes to be embarked on. The 2011 Board was richly comprised of seven members as shown on page 4 of this report. 1.3 CDRN Staff
In 2011, CDRN had nine full time staff members. Six of these were technical staff and the other three were support staff. The year 2011 saw CDRN work closely with two technical associates, whose guidance helped in achieving set strategies. These were Samuel Musolo, a specialist in finance and former member of staff, and Augustine Omara, a management specialist who was CDRN former Chief Executive. The commitment and contribution rendered by the vibrant team of staff, volunteers and technical associates was instrumental in ensuring that CDRN stays on track, and will forever be appreciated.
1.4 Testimonies: Perspectives of CDRN Volunteers
"Volunteering with CDRN has sharpened my skills in documentation and filing. I constantly updated financial data entries and learnt better skills in preparing vouchers, receipts, journals and auditing." Margaret Nagadya Ntege. "I joined CDRN as a Librarian Trainee but acquired more skills within three months of my stay. I am now a changed man, more versatile at what I do and much better at conducting research. I gained skills in report writing, public speaking, computer maintenance and networking with other organizations. I believe this knowledge is priceless in the current information age, and I am truly grateful to CDRN especially for the equal treatment to all". Bosco Buruga "At CDRN I was involved in writing project proposals and reports, besides managing the Front Desk. This greatly improved my interpersonal skills. I also took part in different field activities and got an opportunity to work with vulnerable groups of people. This experience forever changed my perspective about life, to be more considerate and appreciative of other people." Elizabeth Nakasolya. 1.5 Facilities at CDRN
1.5.1 Conference hall
CDRN is equipped with state-of-the-art conference facilities in its spacious and unique conference hall. The
conference hall has a sitting capacity of 50 people and is fitted with an LCD projector to allow for digital forms of
interaction and presentations. The facility is available to different development agencies at an affordable fee.
1.5.2 Resource centre
The well stocked resource centre is a point of reference on development information to staff, researchers and partners, especially CSOs. The centre prides in volumes of information on different thematic areas of civil society organizations in Uganda. Access to the resource centre is through membership that entitles one to borrow resource materials and books. Non-members can access the resource centre materials on open shelves, free of charge.
This section presents the projects undertaken by CDRN under the broad programme themes of Organizational Development, Building Local Democracy and Action for Better Governance. Other themes are Rights of Ethnic Minorities, and Commissioned work. It expounds on the challenges faced and the best practices adopted thereafter.
2.1.1 Strengthening capacities of partner CSOs under REPA II
CDRN in partnership with CARE International Uganda continued with implementation of projects focusing
on strengthening capacities of CSOs under the Rights and Equity in Protected Areas (REPA II) programme.
Implementation of this project will continue in the different districts of western Uganda until August 2012.
Overall objective: To improve the livelihoods of poor communities living within and around the margins of protected natural resources in the REPA Project area. Specific objectives:
a) Enhance the internal capacities of partner CSOs.
b) Strengthen the capacities of CSOs to undertake civic engagements with relevant government institutions at
different levels. The beneficiary organizations under this project in 2011 included; Community Development Conversation Agency (CODECA), Integrated Women Development Programme (IWDP), Joint Effort to Save the Environment (JESE), Karambi Action for Life Improvement (KALI), Kigezi Community Based Trainers Association (KCBTA), Kibaale CSOs Network (KCSON), Tooro Botanical Gardens (TBG), EcoTrust Uganda, Caritas Kasese and Caritas Fort Portal. In the months of January to February 2011, CDRN, successfully conducted capacity assessments and developed improvement plan for all the partner organizations. This participatory exercise was instrumental in identifying priority capacity development issues for the partner organizations.
Together with CARE International, CDRN also developed a strategy to inform CARE's civil society strengthening interventions in the country. This strategy will be instrumental in guiding CARE's support to and partnership arrangements with different civil society organizations in Uganda.
In this project, CDRN provided capacity development support to various partner CSOs including:i) Facilitating the development of an advocacy strategy; reviewing the draft strategic plan and developing a terms of reference for Board members of Kibaale CSOs Network (KCSON), Kibaale.
ii) Engaging stakeholders in a workshop to develop the strategic plan for Community Development Conservation Agency (CODECA), Kampala. iii) Review of the previous strategic plan and formulation of new five year plan; providing support on budget development and human resource management for Tooro Botanical Gardens (TBG), Fort Portal.
iv) Facilitating staff training on resource mobilization for Integrated Women Development Programme (IWDP) in Fort Portal and Caritas - Kasese. v) Facilitating staff and Board members to develop an advocacy strategy for Karambi Action for Life Improvement (KALI) in Bwera Kasese.
vi) Participating in organizational assessment of Uganda Network of Collaborative Forest Association vii) Facilitating the review and redevelopment of a financial and accounting manual for EcoTrust Uganda in viii) Reviewing and redeveloping the terms of reference for Board of directors of Caritas Fort Portal.

ix) Facilitating training on report writing skills for members and secretariat staff of Kigezi Community Based Trainers Association (KCBTA), Kabale. Members of KCBTA attending a training event on community facilitation skills and documentation a) Strengthened capacity in resource mobilization: The organizational capacity assessment undertaken among partners showed inadequate skills in writing and presenting fundable project proposals. Some organizations were relying on services of costly external consultants to write funding proposals. This nevertheless was no guarantee that the written proposals would attract funding. As a result, a number of partner organizations have depended on a limited budget despite the broad spectrum of development activities they undertake. The support from CDRN on resource mobilization (especially writing proposals and success stories) was thus timely in kick-starting these organizations towards broader fundraising options. Staff members in these organizations were able to competently write and submit proposals to funding agencies like the Civil Society Fund, Independent Development Fund, Office of the Prime Minister, and Transparency and Accountability Programme (TAP) based in the USA.
b) Improved strategic positioning of partners: Findings from organizational assessment indicated that a number of organizations did not have an operational strategic plan and conducted their activities without documented guidance. This created a scenario of uncoordinated efforts, which in the long run suffocated the development agenda in these organizations. In relation to the above, some partners' strategic plans needed to be reviewed and updated to be more responsive to changes in the operational environment. With the CDRN streamlined support in this area, partners like Tooro Botanical Gardens (TBG), Kibaale CSOs Network (KCSON) and Community Development Conservation Agency (CODECA), can now proudly present their focused and updated strategic plans. CDRN also helped improve the mission and vision statements of these partners, to reflect clear and achievable goals for both medium and long-term periods. Clarity of focus was conducive for increased fundraising opportunities, a key aspect in the sustainability of CSOs.
c) Improved documentation: The above set a precedent for a better documentation and filing system. The partners have gone ahead to document their success stories from community interventions to be shared with stakeholders on different occasions. d) Enhanced teamwork and information sharing : CDRN mentored partners on the rationale and approaches to teamwork and information sharing. Reports from these partners indicate that they have initiated monthly staff meetings, and are more in touch with one another both electronically and face-to-face. They are also better organized and coordinated in teams, enabling them to take up roles in resource mobilization activities. With this task shared, Executive Directors can now concentrate on other strategic issues of their organization. Staff of Caritas Kasese attending a resource mobilization training event in Kasese a) Delays in implementation of agreed action plans: Although it was agreed upon that partners develop action plans to enable them translate the knowledge and skills learnt into practice, the implementation of this remained wanting. Explanations availed mainly rotated around busy schedules of the partner organizations. This affected the ability of non-compliant partner organizations to adopt changes aimed at enhancing their effectiveness.
b) Limited involvement of top leadership in development initiatives: Involving the top leadership in most partner organizations for support in technical aspects remained a challenge. The misconception amongst some members of the management team was that learning benefitted the junior staff more. The failure to engage the management (who are the key decision makers) in several activities was therefore a missed opportunity. c) Resource constraints Despite the willingness of certain organizations to initiate change, a narrow financial and human resource base prevented them from fully rolling out their programmes. Efforts to embark on these programmes in a piece meal approach, ended up in frustration since the thin resources were now widely spread out and left a lot to be desired.
d) Limited harmonization of activity plans CDRN and partner organizations faced a challenge in harmonizing and synchronizing activities for maximum effectiveness. The two parties had tight schedules and limited consensus on appropriate dates for the technical teams to link up. Lessons Learnt
1) There is need to critically focus on the impact of partner organizations within their immediate communities
of operation. The more impact garnered, the easier it is for these organizations to fundraise and share success stories about their work with people at the grass roots level.
2) Strategic plans should be reviewed with the involvement and input of key stakeholders and partner organizations. This is a positive way of getting them to own, support and fully participate in the implementation of these plans. They are also better placed to make a case for their organizations at the initiation stage of the strategic plans. 3) Ability to balance between the extent of stakeholder participation and the need to produce agreed outputs on time is critical for effectiveness, credibility and legitimacy of the organization. 4) Regular follow-up and hands-on support to partners is important in improving their effectiveness, and making them feel more appreciated in addressing issues. 5) There is need to adopt a multi-faceted approach in effectively supporting CSOs. Most of them are at different levels of development and cannot be subjected to the same modus operandi, especially in the face of divergent development needs. 6) The commitment of management is crucial to the change process because it guides implementation of internal adjustments. This is a critical success factor in handling the change management programme of any organization, especially if the top leadership appreciates the need for progress. 7) There is need to sensitize senior management teams of partner organizations to embrace training sessions, in the spirit of self assessment and continued improvement of developed brands.
Enhancing collaboration among Citizens, CSOs and Local government officials in local development
planning and accountability in service delivery
After the success of the BLD project in Apac (2008) and Masindi (2009/2010), CDRN embarked on related
project activities in Iganga district in 2011. This was premised on the need to enhance Civil Society (CS) and
Local Government (LG) collaboration in development planning. It involved supporting citizens to formulate
home grown development plans, informed by their immediate priorities. They would then feed these ideas into
the wider local government plan. This project was implemented in Makuutu sub-county in collaboration with
Iganga District NGO Forum. The results were amazing. CDRN worked with 30 elderly women, men, youth, local
councilors and civil servants in the sub-county.
a) Increased knowledge of new sub-county local government leaders Makuutu Sub County, like other sub-counties, had just elected new office bearers, following the 2011 national and local council elections. This coincided with implementation of the project activities, and presented CDRN with a golden opportunity to orient the new LC III officials on their roles and responsibilities. In light of this, some of them noted that:"We are grateful to CDRN for implementing this project in our sub county and involving the local leadership. We are now more aware of our roles and will carry them out in a more focused manner.'' Mr. Balabyeki Moses, Chairperson LC III Makuutu Sub County (2011-16).
b) Good working relationship between civil society and local government officials With the support of CDRN, CBOs, politicians and civil servants in the sub-county jointly addressed their development needs. They established a volunteer committee (Makuutu Community Development Committee-MCDF) to spearhead collaboration and ease mobilization of community members for various development programmes. They also collaborated in raising awareness on common concerns like hygiene, sanitation, security and participatory planning. Monitoring the implementation of development programmes/services and identifying issues that need collective lobbying formed another basis for enhanced coordination amongst partners. c) Increased abilities of citizens to plan for their sub-county Discussions about local development planning and how citizens can influence the planning process were handy in availing necessary skills to CS actors and local government officials. As a result, beneficiaries working under the MCDF developed their own Citizen Development Proposals (CDPs). These proposals reflected the development priorities in water, education and health sectors. Water: Citizens identified non-functional water sources for repair, construction of new water sources, continuous monitoring of available water sites and clearing of foot paths/areas surrounding water sources.
The photos above show the situation of some of the water points in the sub county before the citizens set their Education: In this sector, citizens identified the need for construction of additional classroom blocks at Nabweya and Bunalwenyi primary schools; supply of classroom desks to Busiimo primary school; posting of additional teaching staff to Bunalwenyi and Busiimo primary schools. In addition citizens proposed the construction of more staff quarters at Kigulamo and Naitandu primary schools; that teachers and head teachers should stay in school throughout working hours; funds to support UPE should be disbursed on time; and that parents/guardians should support education of their children.
Photos above reflect the situation in some of the primary schools in Makuutu Sub-county prior to setting citizens' priorities Health: priority issues for advocacy identified by the citizens included equipping Makuutu HCIII with a reliable
source of power, water and a fence; stocking Makuutu HCIII with drugs; establishing a health centre II in Kasozi
parish; and ensuring Makuutu HCIII workers are more professional in the course of duty.
a) Better levels of staffing and equipment at Makuutu HC IIICDRN strengthened citizens' ability to advocate for their priorities. Dialogue meetings were held at Sub County and district levels on 19th August 2011 and 2nd September respectively to discuss adoption and implementation of CDPs. Local leaders promised to look into the possibility of integrating the realistic CDPs in the sub-county and district development budgets. By the close of the project, there was a remarkable improvement in the number of health workers at Makuutu Health Centre III, from 5 to 8. The Health Centre management promised to procure an electric inverter for the solar system in the next financial year 2012/2013. b) Provision of additional classrooms and water points Following advocacy efforts by citizens, the district supplied 93 desks to the Sub County and committed to construct two classroom blocks at Nabweya primary school and one at Busiimo primary school. The leaders promised to repair the water sources in Naitandu village and construct two new water sources in Namavundu and Makandwa villages in 2012/2013. c) Improved relations between community members and civil servantsThere is a remarkable improvement in relations amongst the community, which explains the early reporting and stay in schools by UPE teachers. More efficiency has been registered by health workers partly as a result of the active Village Health Teams (VHTs), in advocating for professionalism. This has directly translated into a higher number of patients visiting the health centre. Makuutu residents have gained more knowledge and skills in monitoring public service delivery. During the Public Expenditure Tracking Survey (PETS) training in November 2011, participants identified key issues they would monitor in future. These included; assessing the performance of Universal Primary Education (UPE) schools in Makuutu Sub County and monitoring how drugs are managed at Makuutu HC III. d) Improved hygiene in the local communitiesThe efforts of the Community Development Officer (CDO) in mobilizing the masses, yielded fruit as evidenced by the well tended footpaths and water catchment areas in the sub-county. John Kasada, a resident of Makuutu noted, "I know the public borehole in my community is mine as well and I must participate in maintaining and protecting it instead of waiting for government to act. Plans are underway to construct boreholes starting with Makuutu sub county headquarters. Participants are now more concerned about the condition of their health centres, schools, roads, and the entire community. School monitoring has greatly improved sanitation especially in Busimo and Makuutu primary schools. e) Production of a video documentaryCDRN produced a video documentary as part of the project output in 2011. Through the video, CDRN envisaged sharing the basic steps in enhancing collaboration among the key stakeholders in local development planning processes.
1) Although some CDPs have been integrated in the Sub County and district plans, their implementation is
hindered by the limited funds allocated to local governments. This means Makuutu citizens will have to follow up and ensure that their CDPs are prioritized in the subsequent years of the 5 year rolling development plan. This might take at least four years of follow up.
2) The effectiveness of CDRNs approach to development planning and service delivery monitoring has created more demand for similar services in other sub counties as expressed by district officials in Iganga, Maisndi and Apac during the dialogue meetings. The challenge is that CDRN has limited funds and is therefore not in position to competently support the project in more than one Sub County per district. 1) Collaboration and cooperation has proved useful:The joint sessions and meetings among citizens, elected officials and civil servants have created a platform for participants to exchange ideas and share information especially on any upcoming event in the sub county. The participants have continued to have joint meetings even without the support of CDRN and IDNF.
2) Governance work needs a lot of commitment and patience: Even when the citizen priorities have been included in the Sub County and district development plans, serious follow up is still needed to see them successfully implemented and this could take some time.
3) Timely sharing of and engaging with relevant authorities when preparing reports, is a good practice.
It provides an opportunity to deal with the emerging issues in a timely manner.
The practice of empowering target beneficiaries and letting them drive their own agenda has proved effective and sustainable. CDRN envisages that Makuutu Community Development Community (MCDC) will continue to address development issues as they emerge from the communities.
Conclusions and Recommendations
CDRN plans to support district partners (of AAIU) who will not have fully embraced the approach. CDRN will also
prioritize partners that we have not yet supported like AWE, KOCISONET and NYO in the subsequent years.
The district based partners should ensure regular involvement of local leaders at various levels when cascading the approach downwards. This ensures that the leaders are at the same level with citizens regarding human rights and democracy work. 2.3 ACTION FOR BETTER GOVERNANCE (ABG): REALIZING THE FAITH
CDRN has over the years provided technical support to faith based institutions to enable them realize their mandate. In 2008-2009, CDRN concentrated on developing the institutional capacity of the Justice and Peace Commission (JPC) - Moroto diocese and Gulu Archdiocese, to influence governance processes in their localities. CDRN particularly strengthened the capacity of JPC staff and volunteers to advocate for improved delivery of public services. This project was derived from the Action for Better Governance (ABG) programme managed by the Catholic Agency for Overseas Development (CAFOD) and funded by UKaid from the Department for International Development (DfID). In 2011, CDRN facilitated community-based actors to carry out an assessment of the impact of NAADS in improving the standard of living of its beneficiaries. The assessment was carried out in selected sub counties in Moroto, Nakapiripirit, Gulu and Pader districts. Although some of the beneficiaries reported an improvement in their standard of living, the assessment established that there was limited impact of the programme on the beneficiaries. Farmers attributed the low impact of NAADS to delays in the supply of inputs; poor quality of inputs; weaknesses in the tractor hire scheme; as well as drought and insecurity in Karamoja. Farmers' apathy and breach of the NAADS implementation guidelines by NAADS officials and local governments also contributed to low impact. Regional engagement meetings in Gulu and Moroto districts provided an opportunity for the JPC paralegals/animators to demand for improvements in the implementation of the programme. Consequently, there is increased adherence to NAADS implementation guidelines especially transparency in the selection of beneficiaries, farmer involvement in selection of enterprises and procurement of inputs. Increasingly, NAADS coordinators in the focus sub counties (Patiko, Moruita, Puranga and south division in Moroto municipality) display lists of beneficiaries on notice boards to ensure transparency and minimise replacement of the rightful beneficiaries. Engagements with NAADS officials also contributed to revision in the implementation guidelines for phase II of NAADS for example creation of procurement committees at village level to ensure cost effective procurement of inputs. In the past, sub county procurement committees inflated prices of inputs. In Gulu district, CSOs are invited for annual NAADS review meetings unlike before.
Building on the above success and its public expenditure monitoring experience in Masindi district, CDRN initiated a public expenditure monitoring exercise in Lagoro and Akwang sub counties, Kitgum district. The project which commenced in the last quarter of 2011 was implemented in collaboration with JPC Gulu, Kitgum district local government and sub county authorities. A total of 50 women and men (24 from Akwang sub-county and 26 from Lagoro sub-county) received training on Public Expenditure Monitoring (PEM). Two vibrant public expenditure monitoring groups with skills in identifying monitoring issues, data collection, research and advocacy, have since been established in these sub counties. In 2012, monitoring teams in Akwang sub-county will assess management of drugs and staff performance at Pajimo HC III; attendance and performance of teachers in selected primary schools and its link with pupils' performance; and management of UPE capitation grants. In Lagoro sub-county, the teams will assess performance of pupils in selected primary schools; management of drugs and performance of staff at Akuna Laber HC III. These priorities were ranked by citizens following a critical analysis of service delivery in the two sub counties. Dialogue meetings between citizens and local government leaders will ensure that duty bearers take actions to improve public service delivery in these sub counties.
One of the participants in
Kitgum district presenting the
key questions
to consider in monitoring
performance of health
centers and primary schools
One of the setbacks was the long process of project inception. Negotiations and final signing of the MOU took
over two months, i.e. November 2011 to January 2012. Until then, CDRN could not implement the main project
Decline in the performance of the social service sectors in UgandaIt is evident that citizens from Apac to Iganga, Masindi to Kitgum are concerned about the quality of education and health services. Since 2008, communities CDRN has worked with have consistently identified these sectors as requiring urgent redress. Staff absenteeism in health facilities has often led to avoidable deaths. Mrs. Olum from Akwang Sub County in Kitgum district at one of our training events noted, "What you are telling us [public expenditure monitoring] is timely. This week, an expectant mother bled to death at Pajimo HC III because there was no midwife to attend to her." As indicated by research and media reports, the country's health facilities are in dire need of adequate drugs, medical supplies, equipment and personnel. Effective curative health care is dependent on availability of proper diagnostic services and appropriate drugs in health facilities. Despite steps to make essential drugs available in public health facilities, drug stock outs in public health facilities is a public concern in Uganda. A stock out of a given drug implies that a health facility didn't have that particular drug at some point in time during the financial year. Data from the MoH shows that stock outs of essential drugs were registered in public health facilities (2010). Quinine had the highest rate of stock out at 15% followed by Fansidar at 13% and the first line drugs for malaria at 13%. Drug stock outs especially for anti-malarial drugs have serious negative implications. Malaria is the single biggest cause of morbidity in all age groups in Uganda. As such, the ability of the health units to treat malarial cases is greatly inhibited by large scale and frequent stock outs. The ability of health facilities to provide adequate care to clients is partly dependent on their human resource capacity. According to the MoH (2008), the majority of the vacancies (unfilled positions) in the public health sector are in lower health centres up to the general hospitals with HC IIs having the highest number of vacancies at 67%. These HC IIs are located in rural communities and the absence of staff affects the way community members seek care. Nurses are critically required especially at HC II-IV and yet most of the vacancies for nurses are at that level. The vacancy rates for nurses at HC II, III and IV are at 53%, 54% and 37%, respectively. In November 2008, only 51% of the approved positions for health workers at national level were filled. The challenge of staffing is compounded by inequitable distribution of health workers among districts, between rural and urban areas and between public and private providers. Nearly 40% of nurses and midwives are in urban areas serving 13% of the population (UBOS, 2002). The staffing gap in Kampala is zero while Kumi and Pader districts have a staffing gap of 61%. Shortage of staff increases workload, staff attrition and affects the quality of services delivered in health facilities. Shortage of staff thus increases the rate of avoidable deaths within the health care system. On November 10, The Observer newspaper run a story on one Fred Twinomugisha, a five-year-old living with AIDS, ‘rotting' because of not receiving his ARVs for the last five months due to a stock-out at Lwebitakuli Health Centre III in Sembabule district. Twinomugisha's case is not unique. Figures from the Ministry of Health show that malaria alone kills 320 Ugandans daily. All these portray a declining health sector. Indeed, Uganda's healthcare is one of the worst performing in the world, according to the World Health Organization rankings.
To reverse the above situation, there is need for a renewed commitment from government, civil society, and funding agencies, working closely with ordinary women and men who bear the brunt of a decaying service delivery system. 2.4 PROMOTING THE RIGHTS OF ETHNIC MINORITIES
2.4.1 Empowering the Tepeth, Pokot and Ik ethnic minority groups to understand and demand their rights
Since 2006, CDRN has actively promoted the rights of Ethnic Minority Groups (EMGs) in Uganda. Between 2006
and 2008, 13 EMGs were empowered to advocate for their rights and implement livelihood projects. Building on
the achievements and lessons learnt, CDRN initiated a project to develop the capacity of members of the Tepeth
(Napak district), Pokot (Amudat district) and Ik (Kaabong district) to fulfill their civic duties and demand for their
rights. This two year project (2010-2011) was funded by Independent Development Fund (IDF).
Throughout this project, CDRN improved awareness of citizens on their rights and responsibilities as well as the responsibilities of government in addressing the rights of the three ethnic minority communities. The project also contributed to increased involvement of beneficiaries in monitoring delivery of public services, citizen participation in local government planning and increased responsiveness of government toward citizens' demands. CDRN also received a sub grant from Minority Rights Group International (MRG) to organize a joint training workshop for the Pokot, Ik and Tepeth on conflict management. Consequently, in May 2011, representatives of the three communities carried out a deeper analysis of the causes and effects of conflicts within their communities and with neighboring ethnic groups. At the end of the workshop, participants identified good practices in conflict prevention and management. They then took on a number of actions including raising awareness and holding negotiations to promote peaceful conflict resolution amongst communities, and between neighboring ethnic groups.
Photo (left): CDRN Contact persons & Translators; Jackline Chepengat for Karita, Paul Omayo for Irriri and Philip Nayoan for Kamion. Photo (right): Some of the participants at the workshop Testimonies: As told by the beneficiaries
a) Hilary Ariko now has a say in what government plans for the Ik community The Local Government Act, 1997 (as amended) and the Constitution of the Republic of Uganda (1995) provide for citizen participation in development processes. But many among the Ik community did not enjoy this right until April 2010. Hilary Ariko, a middle aged gentleman from Timu parish in Kamion Sub County now plays an active role in defining the development priorities of the Ik community. He successfully led members of Timu Parish through a planning session. In February 2011, he reported that, "We wrote minutes containing our development priorities in the parish and gave a copy to our Chairman who later gave it to the sub-county chief. The chief forwarded it to the district for action." Hilary Ariko.
CDRN did not only make beneficiaries realize that they have a right to identify their development priorities, but also gave them practical tips on how to demand for action from government.
b) Jeremiah Moding recounts his Journey to a more Secure LifeModing stands at about 1.7 meters tall. He is married to one wife. Though he appears reserved, when he decides to speak, Moding shows thoughtfulness and love for his kinsmen, the Ik. Moding lives at the foothills of Mt Morungole, a fertile zone adjacent to the hills bordering southern Sudan and Kenya. Moding, just like many other members of the Ik community who total about 11,272, is a victim of the cross border cattle raids among the Turkana, Dodoth, Jie, Toposa and other ethnic groups. When CDRN set foot here in February 2010 to launch the IDF funded project, Moding observed: "Many NGOs have come here, but we continue to die at the hands of the merciless enemies. I can't keep any animal at home and whenever my maize is ready for harvesting, the enemies feed on it leaving me hungry and angry." Today, Moding looks at CDRN as a Godsend response. The IDF funded project has improved the security situation in Ik land. CDRN, with funding from IDF, supported a section of the Ik community to participate in cross border peace meetings in June and July 2011. One of the recommendations made in these meetings was to demand that the Government of Uganda deploys more security personnel to protect these communities from cattle raiders. When CDRN staff talked to Moding in December 2011, the transformation was evident; ".these days, we don't get many attacks from the enemies because government has established an army detach at Kamion sub county headquarters and deployed soldiers at the Kaabong-Turkana border. I am really happy because I no longer fear that the enemies will finish us." Furthermore, the Ik, Dodoth and Turkana (Kenya) have established a joint market at Lotorogol village in Kamion Sub-county to promote friendship.
1) There was limited appreciation of the project focus by some sub county officials.
The project focused on creating awareness on human rights, responsibilities of citizens and local government as well as engagements around these issues. To some of the officials, this project did not address the local priority livelihood issues of the EMGs. This was expressed particularly in Irriri Sub County where the Tepeth community lives. One of the officials asked at the midterm review workshop, "What is there to touch?" This official was looking forward to tangible benefits. CDRN responded by explaining that a project cannot address all the concerns of citizens. Our project was aimed at developing citizens' capacity to demand their rights and fulfill their responsibilities. With time, citizens appreciated the value of the intervention.
2) Demand for fresh registration The project met challenges due to the creation of new districts. At inception, CDRN registered with Moroto district local government. However, Napak (where Irriri currently belongs) was curved out of Moroto. The district authorities in Napak did not recognize CDRN's registration with Moroto district and this delayed implementation of some activities. 3) Some causes of human right violations such as cross border conflicts were beyond the scope of the project. However, the CDRN had not planned for cross-border engagements. Our beneficiaries made use of spaces created by Mercy Corps to present their proposals for ending cross border conflicts. 4) Some beneficiaries wanted money to participate in development activities. Community members always expected money or allowances whenever called to participate in community activities. This phenomenon is widespread among communities in most parts of the country. Some beneficiaries and community members were unwilling to provide free and voluntary services geared at the betterment of their own community. For instance in Losidok parish, the majority of the community members demanded for allowances before clearing a site for the construction of a water dam for their cattle. Other development agencies such as UN agencies and other CSOs operating in the Karamoja sub region usually give out physical items like food and other household materials that CDRN does not. This seems to have contributed to the demand for allowances as the only immediate tangible benefit. This practice prevented some trained beneficiaries from utilising the skills acquired from the training events. While community participation is vital for project effectiveness and sustainability, providing money in return for community participation will keep away the majority of community members from participating in development causes meant to improve their living conditions. This culture has been built over time by development agencies in the region.
Lessons learnt
Human rights should not be viewed in isolation of the day-to-day livelihood needs of the targeted communities.
Activities geared at human rights promotion should be linked to the livelihood realities on ground. Tailoring
project interventions to suit the different realities of communities is a critical element in ensuring the success
of project interventions. The majority of members of the EMGs are at the basic needs level i.e. with survival
needs (food, shelter, etc) superseding the other needs. Therefore, the project's unwritten assumption that
beneficiaries will effectively monitor the delivery of government services and programmes before such basic
needs are met seems farfetched. Without addressing the basic issues of food, health, shelter, clothing etc, their
level of engagement with duty bearers at community, sub-county and district level might remain low.
The involvement of key sub county officials in the project right from the start was beneficial in many ways. This is especially true of the officials in Karita Sub County. Community members were able to make their demands for service delivery directly to the key local government officials such as the sub-county chief, parish chiefs and LC II and III councilors. The sub county officials understood the project better and became advocates, alongside the community members. The sub county officials offered vital information needed for monitoring exercises such as names of contractors and the funds allocated for construction projects. They supported the community members in taking notes during group discussions and making presentations. In addition, it made community members realize that the officials are human beings who can be questioned by a citizen on any matter of public interest. Finally, it reduced the chances of mistrust developing between CDRN and the sub county officials as they got well acquainted with our intentions. This approach is commendable and should be maintained because it bridged the gap between the community members and their leaders. The IK ethnic group/beneficiaries are in a very remote location, distant from the district headquarters. This is worsened by the poor service delivery such as poor feeder road network and limited coverage of primary schools and health units in the area. All the primary schools in the sub-county enroll children for primary four or below. The communication network and trade activities are yet to be developed in the area. Given the weak capacity of both local leaders and the community in the sub-county, external support appropriate to their level of development is critical.
2.4.2 The IK Advocacy Campaign
The IK are one of the Ethnic Minority Groups in Uganda and live in a remote Kamion Sub County in Kaabong district.
Living at the border of Uganda and Kenya, they usually suffer the disastrous effects of cattle raids between the
Turkana from Kenya, and, the Dodoth and Jie of Karamoja sub region in Uganda. Unlike their neighbours in Kenya
and Uganda, the IK are crop cultivators and they are often killed and their food stolen during raids. However,
there have been limited interventions to protect the IK from cruel treatment by the majority neighboring groups
and marginalization. The IK community has limited access to social services like water, education and health. The
majority of the population is illiterate and unable to influence prioritization of their needs in Sub County and
district development plans and budgets. Majority of the IK do not have the required education and exposure to
take up technical and political offices at Sub County level and beyond. Consequently, most of them do not have
an opportunity to decide on issues that affect them as EMGs.
It is against the above background that former Ugandan students who participated in the 2010 online training under the Global Advocacy Programme (GAP) organized an advocacy campaign for the IK community. Equipped with skills of advocating for minority rights, the students, led by CDRN Programme Officer organized the campaign with the financial support of Minority Rights Group International (MRG). The advocacy campaign aimed at; 1) Identifying the key development challenges faced by the IK, 2) Developing IK Development Proposals (IDPs) to address the development challenges above and 3) Providing a platform for dialogue on development priorities for the IK.
The campaign was conducted by the IK and the former on-line GAP students (Anita Kiddu Muhanguzi, James Male and Pheona Namuyaba) and CDRN Programme Officer (Simon Enamu). A community meeting was held on 18th October 2011 at Kamion primary school bringing together 25 IK people (7 females and 18 males).
Photo (Left): Jeremiah Moding making his contribution during the community meeting IK development priorities at Kamion primary school Representatives of the IK community raised a number of development challenges. However, due to limited funds allocated to local governments, community members were guided to prioritize the most pressing issues that the campaign could focus on. The proposals made to improve the situation of the Ik included; Proposals to improve health situation included; the district should upgrade Kamion HC II to HCIII and provide a maternity, labour ward; additional qualified health workers, including midwives. In addition, the Sub County should complete the construction of Health Centre II in Timu parish and construct a staff at Kamion HC II and Morungole HCII. Proposals to improve education included; the district should upgrade Kamion and Lokwakaramoe primary schools from P.6 to P.7 class; construct pit latrines at Lokwakaramoe, Lokinene and Kapalu primary schools; post more qualified teachers to all primary schools in Kamion starting with Kamion primary school and remunerate volunteers/helpers in all primary schools. Community members also proposed the construction of a secondary school in Kamion Sub County preferably at Kamion camp where Mercy Corps is constructing a market structure. This school should be a mixed boarding school to accommodate both girls and boys and should admit students from the IK, Dodoth, Jie and Turkana communities to create harmony and reduce the existing conflicts among the mentioned ethnic groups.
Dialogue meeting with Kamion Sub County officials
At a dialogue meeting held on 20th October 2011 at Kamion Sub county office with the LCIII chairperson who also
doubles as the Secretary for health (Mr. Chilla Lotyang Peter), Kamion Councilor to the district who also doubles
as the Acting Sub county Internal Security Officer (Mr Locham Santo Ojama), the Secretary for Finance (Ms Narot
Katerine) and four IK representatives; the leaders concurred with the key issues identified by the community.
They confirmed that most of them are already incorporated in the 5 year rolling sub county development plan,
although funding remains a challenge. Santo, the councilor representing Kamion Sub County in the district
council promised to raise these priority issues during council meetings and win their support. The chairperson
LCIII promised to forward these proposals to the Sub County Chief and Community Development Officer so that
they are prioritized in the subsequent Sub County plans and budgets.
Left photo: Mr. Chilla L. Peter (LCIII Chairperson Kamion S/C) and Right photo: other participants during the Sub County dialogue meeting Production of Information, Education and Communication (IEC) materials:
A brief documentary was developed focusing on the key development challenges identified by the IK community.
The Ik presented their development issues to Sub County officials during the Sub County dialogue meeting. A
leaflet was also printed and is yet to be disseminated to the IK and their leaders at various levels. CDRN plans to
disseminate these publications during the subsequent interventions with the IK.
Lesson learnt
Although a district level advocacy meeting was envisaged during the one week campaign, this was not possible
given that district officials are usually busy and they needed to be informed at least two weeks in advance. In
future, such a campaign should to be phased with a district level dialogue meeting taking place sometime after
Apart from donor funded projects, CDRN also carried out commissioned work in form of short term consultancy assignments for different development organizations. Below is a description of some of this work: 3.1 Support to Community Based Organizations (CBOs) in Kibaale district
In 2011, CDRN in partnership with World Vision Uganda, extended development support to leaders of four CBOs based in Kasambya sub-county - Kibaale district. These CBOs were: HIV/AIDS Programme Initiative (HAPI); Kahaimira Collaborative Forest Management Association (KICOFOMA); Uganda Women's Effort to Save Orphans (UWESO) Kasambya branch and St. Peters Orphanage Centre in Kasambya sub-county - Kibaale district. The Chairpersons, Vice-Chairpersons, Secretaries and Treasurers of these CBOs were trained in proper financial management and resource mobilization skills. Achievements
The training increased the knowledge base and skills of CBO leaders in basic financial management. By the end of
this training, CBO leaders were able to make budgets, manage basic book keeping, develop financial reports and
create activity work plans with implementation schedules, stipulating the responsibilities of each player.
The training further helped CBO leaders appreciate the need to mobilize resources from both local and international sources. They learnt that resource mobilization calls for a broader approach that goes beyond financial considerations, to incorporate materials, services and the necessary human resource for managing the projects. CDRN's guidance inspired CBO leaders to mobilize and make maximum utilization of locally available resources, rather than wait for all-round support from international funders. They appreciated that engaging in commercial activities like selling art and craft items, music and drama, and writing funding appeals to individuals, are sustainable ways of engaging the community. The ability of CBO leaders to apply for funding not only from World Vision but also other NGOs operating in the district, improved. By the end of the training, CBO leaders had developed their draft resource mobilization and financial change management plans to be implemented in the next four months. Lessons learnt
Sustainable capacity development support to CBOs calls for long-term partnerships between these CBOs and the
funding agencies, plus regular engagements by both parties to brainstorm on the way forward.
The leadership of CBOs is committed to improving internal management systems and creating positive changes within the local communities. They nevertheless face limitations in capacity and this consequently frustrates their development efforts. CBO leaders learn faster when trained on one issue at a time, as opposed to bombarding them with a lot of literature on several issues. They also prefer practical examples and tales of shared experiences from facilitators, in explaining concepts. It is healthy to have balanced CBO membership and leadership structures, comprising of both the youth and the elderly. This composition presents a rich breeding ground for sharing ideas and learning from one another. Follow up support to CBO leaders after being trained is critical in ensuring that they implement agreed action plans and make room for solutions customized to a specific CBO. 3.2 Development of a Strategic Plan for West Ankole CSOs Forum (WACSOF)
CDRN provided technical support to complete the process of developing of a three year strategic plan for West Ankole CSOs Forum (formerly Bushenyi CSOs Forum). This support was in partnership with Uganda National NGO Forum under the Support Programme for Advocacy Networks (SPAN).
3.3 Research on the Situation of Children in Uganda
CDRN in partnership with Overseas Development Institute (ODI), a UK based institute undertook a study titled ‘Situation Analysis of Children and Poverty in Uganda: Voices of Children.' The research focused on letting children tell their own story and present their issues in the best way possible. This study was commissioned by UNICEF Uganda office, with the intention of using the findings to inform future programmes, guide policy and advocate for realization of children's rights in Uganda and beyond.
This was a qualitative study conducted in the five districts of Kitgum, Mayuge, Bundibugyo, Kampala and Moroto. The study report contains the views, priorities and situation of children in Uganda. Particular emphasis was put on the impact of poverty on the well being of children in relation to education, health, food and nutrition, water, sanitation, shelter and information. It also considered the vulnerability of these children to violence and sexual abuse. The final report is available at 3.4 Evaluation of Sexual and Reproductive Health Service Project
CDRN in partnership with ODI, carried out an evaluation of Interact Worldwide project focusing on Sexual and Reproductive Health Service (safe motherhood), that was implemented in Wakiso district. This project stemmed from the realization that Uganda's health care system is one of the weakest in the world. Maternal health and child survival is appalling, with regular reports of women dying inside hospital establishments due to negligence of medical personnel. The evaluation study was carried out in Wakiso district in 3 sites: Nampunge, Kiziba and Mirembe Health Units. 3.5 A study on Varroa Mites in Uganda
CDRN in partnership with the Netherlands Development Organization (SNV) and National Livestock Resources Research Institute (NALIRRI) carried out a study on Varroa mites in selected districts in 5 regions of Uganda. The main objective of this consultation was to support Apitrade Africa in creating a road map for development of a Varroa destructor National Response Plan. The consultation involved in-depth interviews and focus group discussions with key stakeholders to unveil the emerging picture, conduct scenario planning and facilitate the design of a road map. 3.6 Financial Management Programme for NGOs
In partnership with Cordaid based in The Hague - Netherlands, CDRN continued to provide capacity development support to some NGOs with a focus on entrepreneurship. In 2011 CDRN, provided capacity development support to Agriculture Development Programme (ADP) which is part of Caritas Fort Portal/Fort Portal Catholic Diocese based in Kyenjojo and Africa 2000 Network Uganda (A2N) based in Kampala.
CDRN trained the staff of ADP in Monitoring and Evaluation (M&E) and facilitated them to develop an M&E system to monitor their activities and other components of the department's work. The support increased staff's knowledge and skills on basic M&E concepts. It provided staff with an opportunity to reflect on how they are practicing different aspects of M&E, identified gaps in M&E and proposed ways in which they would fill such gaps. It also helped staff to develop a comprehensive M&E plan for ADP Fort Portal in line with its strategic plan.
Lessons Learnt:

The process of developing an M&E system with all relevant organizational stakeholders not only generates relevant monitoring needs but also allows for better understanding and ownership of the system by the staff. The process also helps staff and stakeholders to learn about the organizational programmes and projects, systems and policies. It helps them reflect on the appropriateness of implementation methodologies and focus on results.
Whereas M&E is supposed to be for the entire organization, the focus and experience of staff in is still limited to M&E at programme and project level. The effective implementation of M&E system requires a high level of leadership commitment and understanding of the system objectives without which, the system might remain on paper.
CDRN supported A2N to review its internal management systems including financial management systems. Key findings/outcomes from the systems review were used by CDRN to re-design the finance manual of A2N.
CDRN maintained active membership in several national networks. Our staff served on the board of UNNF and Participatory Ecological Land Use Management (PELUM). We participated in the Annual General Meeting (AGM) of Uganda Women Network (UWONET), and a conference on ability of Ugandan women to harness opportunities within the East African Community. As a member of Human Rights Network Uganda (HURINET-U), CDRN attended the training on Rights Based Approach and Information Act. It also participated in AGMs and other activities organized by UNNF, PELUM and Citizens Coalition on Electoral Democracy in Uganda (CCEDU) to strengthen the national CSO voice.
At the regional and international level, CDRN participated in the 49th ordinary session of the African Commission on Human and People's Rights (ACHPR) held in May 2011 in Banjul, Gambia. We attended and presented a paper on the plight of the IK minority women and girls during the UN Minority Forum held in November 2011 in Geneva, Switzerland.
Ms Pheona Namuyaba (second left), CDRN Programme Officer sharing the experience of IK women at a side event organized by UNPO and MRG during the 2011 UN Minority Forum in Geneva CDRN maintained old partnerships and initiated new ones with a number of international organizations. Key among these include a partnership with Minority Rights Group International (MRG) on conflict and ethnic minority issues; Catholic Foundation for Overseas Development (CAFOD) on good governance issues; Oversees Development Institute (ODI) UK on research issues and Independent Development Fund (IDF) on ethnic minorities. CDRN also maintained its partnership with CARE International in Uganda on organizational development issues; World Vision Uganda on organizational development for CBOs and Action Aid International in Uganda on building local democracy. We appreciate the partnership with these organizations and look forward to continued relationship with the same and many more in future.
Lessons learnt
Networking with other CSOs requires human and financial resources and these have to be incorporated in
annual plans and budgets. Working in partnerships increases opportunities for resource mobilization to facilitate
implementation of joint activities. For most local development agencies, partnerships with international
development agencies tend to imply opportunity for funding rather than amalgamation of financial resources.
Our experience indicates that some activities especially those involving advocacy and policy influencing, require concerted efforts of CSOs as opposed to doing them single-handedly.
CDRN derives its funding from three major sources: funds from donor/funding agencies solicited through response to calls for proposals; undertaking short-term consultancy work from local and international civil society agencies; and through internally generated income from renting part of the office premises, hiring out of conference facilities and sale of relevant development related literature/books. A summary of CDRN's audited financial report for the year ended 31st December 2011 is presented below: CDRN is grateful to all development partners listed below, who provided financial support for the activities accomplished in 2011: ActionAid International Uganda (AAIU) CARE International in Uganda Catholic Agency for Overseas Development (CAFOD) Catholic Organization for Relief and Development Aid (CORDAID) Independent Development Fund (IDF) Minority Rights Group International (MRG) Netherlands Development Organization – SNV Overseas Development Institute (ODI) Uganda National NGO Forum World Vision Uganda CDRN STAFF 2011
Dr. Martin Mwondha, Eresi Mbambu Gerald Naloda Chief Executive Finance Assistant Rashid Mwesigwa Pheona Namuyaba Simon Enamu Programme officer Programme Officer Programme Officer CARE- REPA II Cox Bwomono Anatori Mwumvaneza Alfred Owino Security Officer Security Officer Margaret Nagadya Ntege Bosco Buruga Elizabeth Nakasolya Robert Ssebagala Intern, Finance Department Intern, Resource Centre Intern, Bujuuko CDRN also hosted an intern from Uganda Martyr's University in the names of Sister Restetuta Wangoye
Plot 433, Balintuma Road, Off, Nakulabye Round About P.O. Box 35542, Kampala, Uganda.
Tel: +256 392 746117 Email: [email protected] Website:


Im Vorfeld des Biodiversitätsjahres 2010:Naturschutzpolitik braucht klare politische prioritäteN!2010 ist das Internationale Jahr der Biodiversität. Der Mouvement Ecologique möchte im Vorfeld dieses Jahres mit dem vorliegenden Dokument auf eine Reihe von grundsätzlichen Problemen in der Naturschutzpolitik aufmerksam machen, die einer zielgerichteten Politik zur Erhaltung bzw. Wiederherstellung der Biodiversität derzeit zuwider laufen. Hiermit soll auch ein Aufruf an die neuen Minister des Nachhaltigkeitsministeriums gerichtet werden, die Naturschutzpolitik an konkreten Zielen zu orientieren.

Available online at www.koforiduapoly International Journal of Technology and Management Research 5 (2016) 14-23 Effects of Energy Storage Systems on Fuel Economy of Hybrid-Electric Vehicles * Godwin K. Ayetor, Emmanuel Duodu, John Abban Faculty of Engineering, Koforidua Polytechnic, Koforidua, Ghana.

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