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ASUPA Executive: August 2009 - 2012 Following the 5th AGM

Postition           Name           Institution
President:   Prof. Elly N. Sabiiti   Makerere University
Vice-President:   Dr. Ambrose Agona   NARO
Secretary:   Dr. Paul Nampala   Uganda National Academy of Sciences
Treasurer:   Dr. Karuhanga Monica   Makerere University
Members:   Dr. V. Kasenge   Makerere University
    Mr. Peter Lusembo   NARO
    Dr. Jennifer Bisikwa   Makerere University
    Dr. F. Byekwaso   NAADS
    Mr. Tom Mugisha   PMA
         
 

 

Outputs and funding requirements for the Association’s activities are as follows

Output Code

 

Output name

 

Output Specification (Description)

Average annual cost

(US $)

Estimated Total Cost

(US $)

ASUPA 01

Management

Output ASUPA 01: Management

  • Executive day-to-day management of Associations’ affairs
  • Establish and operate an office
  • Conduct meetings (Executive, General)
  • Prepare

operational manuals and guidelines, Regulations, policies, guidelines for running the Association

25,000

250,000

ASUPA 02

Advocacy

Output ASUPA 02Advocacy

  • Organize and conduct select meetings to articulate views on issues most important to the sector.
  • Organize and conduct seminars and discussion group meetings designed to bring the most up-to-date information and to allow for exchange of views amongst all concerned.
  • Arrange technical events meant for communicating innovations, developments and opportunities to professionals and practitioners.

20,000

200,000

ASUPA 03

Professional Enhancement

Output ASUPA 03: Professional Enhancement

  • Initiate awards (for example: Research Medal, Technology Award, Distinguished Services to Agriculture/Agribusiness, Excellence in Practical Farming Award, Honorary Fellowships) either independently or in association with other agencies and associations, to distinguished persons in the profession.
  • Arrange technical events meant for communicating innovations, developments and opportunities to professionals and practitioners.
  • Support members to engage in not-for-profit and commercial consultancy – developing business plans for community projects, project design and management, writing funding bids, professional studies.

5,000

50,000

ASUPA 04

Sustainable Funding

Output ASUPA 04: Sustainable Funding/ Income Generation

  • Support members to engage in commercial consultancy.

Establish and run Farming Education/Advisory Service; Professional centre; Telecentres – raising awareness of use and potential of ICTs/e-commerce, fostering links with like-minded agriculturalists/ professionals; Projects (developmental or research) that put ideas into practice at local level “Practice with Science”, Research contracts.

10,000

100,000

TOTAL

   

60,000

600,000

Resource Implications

Financial Resources

The financial resources needed to support the implementation of this Strategic Plan are estimated at US$ 600,000 (United States Dollars Six Hundred Thousand) for the ten year period, as indicated in Table 1.


In raising the required funds, the broad concept of resource mobilisation will not only be about acquiring grants’ funding for specific interventions, but also tapping into resources that exist within stakeholder and partner organisations and institutions. Initially grant funding will be sought, but this will gradually shift to seeking support for establishing income-generating investments for the Association.

Human Resources

The implementation of the Strategic Plan will largely depend on the voluntary application of the knowledge, skills and expertise of members. The Association’s membership currently stands at xx members, and includes members from various institutions and disciplines of agriculture (see Annex 2).

 

Assumptions and Risks

Stated below are assumptions about factors that could obstruct successful achievement of program objectives and implementation of planned activities. These factors will be monitored, and, where possible, efforts will be made to influence them in order to ensure favourable outcomes.

Preconditions necessary for ASUPA to carry out effectively the activities required to achieve program objectives include:

  • National political stability
  • Recognition.
  • Supportive commitments are in place
  • ASUPA funds’ base grows and remains stable and secure. Successful implementation of planned activities depends, of course, upon a flow of funds that matches budgeted expenditure.  Abrupt changes can be severely disruptive.
  • Stakeholders are actively cooperative with and supportive of the associations’ efforts and initiatives. ASUPA cannot and will not implement activities without effective stakeholder involvement. Application of this principle has so far evoked a good response from stakeholders with whom ASUPA has worked.
  • Members’ interest and willingness to adopt the Code of Conduct and to participate actively in all activities of the association.

Achievement of program objectives will, of course, depend largely upon successful implementation of activities, but several other factors are also important.  The Strategic Plan assumes the following:

  • Political support of and commitment to agriculture especially to PMA implementation and professionalism are maintained.
  • Government allocates adequate resources to the agricultural sector services’ delivery.
  • Effective collaboration is available from effective partners.
  • Proper coordination among the various entities involved in the promotion and conduct of agricultural training, research and extension, including within and between the public, private and voluntary sectors.
  • Goal orientation among all these entities, to ensure that all are focused on achieving universal benefits, rather than merely sectional/individual interests.
  • Capacity building at all levels, and in many dimensions, ranging across the spectrum from advanced scientific knowledge to greater participation in program implementation at grassroots.
  • Sound planning and implementation processes.
  • A proper sequencing of implementation actions with the necessary support actions.

Monitoring of progress, especially ensuring access to and provision of information.

Monitoring Plan

Monitoring provides a framework through which progress against objectives, indicators, planned and delivered outputs will be measured. The Strategic Plan will be implemented through a series of discrete interventions. Monitoring will keep track of the implementation of approved interventions, measure expenditure, outputs delivery, and locations where delivered, capturing (but not limited to) information on the following issues:

  • Completion of planned activities,
  • Planned activities not undertaken,
  • Delays in implementing scheduled activities (i.e. milestones not achieved),
  • Planned targets against actual outputs delivered,
  • Planned outputs not produced or produced too late,
  • Planned benefits’ level not evident,
  • Members/ Beneficiary satisfaction levels with implementation,
  • Outcomes (members/beneficiary access to delivered output and utilisation levels),
  • Difference in actual financial situation and planned,
  • ASUPA principles and values not applied in implementation.

Read more: Monitoring Plan

Indicators of Objectives

Objective 1: To become the most potent and independent forum for agricultural policy dialogue and advocacy

 

Impact Indicators:

-       Proof of effective management of the Association.

-       Guidelines approved.

-       Number and quality of policy debates held and advice tabled to Government/institutions from thereof.

-       Frequency and quality of meetings.

Means of Verification:

-       Coherent Strategic and Action Plans

-       Guidelines – Constitution.

-       Reports.

-       Minutes and actions taken

Core Strategies

Page 1 of 9

1. To become the most potent and independent forum for agricultural policy dialogue and advocacy

 
 

Strategy:

Dispel the negative perception of agriculture as a profession in which people have no confidence and pride to a concept of a vibrant, successful and representative profession that is well informed, impartial, authoritative, attentive to concerns of the people and actively engaged in support of success in the national agricultural economy, in particular the implementation of the Plan for Modernisation of Agriculture.

Strategic Objectives and Challenges

VISION

“The Premier Voice of Uganda Agriculture”.

MISSION

To preserve the ethical values and integrity of agriculture as a profession and to enhance the commitment of agricultural professionals in national development.

Objectives

  1. To become the most potent and independent forum for agricultural policy dialogue and advocacy
  2. To foster greater participation, under decentralized governance structures, of professional agriculturalists in local development and improvement of people’s economic and social living conditions.
  3. To play a key role in ensuring that agricultural training programs develop the intellectual skills of learners
  4. To support professional growth of members, into productive and enterprising individuals.
  5. To promote best practice amongst practitioners as well as innovative ways of exploiting new markets.
  6. To link, through networking and various fora, the concerns and aspirations of the agricultural sector with all other actors.
  7. To encourage co-operation and harmonization between partner institutions operating in the agricultural sector and rural development.
  8. To promote the role of women in agriculture.

Purpose of the Strategic Plan

The plan gives the Associations’ goals, targets and strategies for engaging agricultural professionals in initiating and communicating developments and ideas in agricultural development that are well informed, impartial authoritative and attentive to livelihood and economic concerns. It was drafted in a consultative process with members and other stakeholders and seeks to:

  • Create a common vision for agriculturalists.
  • Design and implement a strategic framework to guide implementation of the objectives and values of the Association spelt out in its constitution.
  • Address issues undermining stakeholder confidence in the quality and value of services provided by agriculturalists and the building of better understanding and good professional relations.
  • Ensure increased participation through well-designed empowerment processes and programmes.
  • Build lasting partnerships among public and private service provider professional agriculturalists.

Vision and Mission

The long-term vision the Association is to become:  “The Premier Voice of Uganda Agriculture”.

The vision implies a sustained commitment to initiating and communicating developments in agriculture that lead to the successful development of all aspects of the nation’s rural life and the economic activities which serve and support it, recognising the need for members to be well informed, impartial, authoritative, attentive to rural concerns and active in support of success in the rural economy.

The vision gives a clear picture of the aspirations of the Association’s founders. The main impediment to successful implementation of the this strategic plan is ensuring that members of all the different constituent disciplines of the profession genuinely see and feel themselves as belonging to a single entity and promoting agriculture as a honourable profession. We believe that this can be overcome through creating a for a where different stakeholders can make dialogue which is a major strength of the association.

In pursuit of the vision the programmes and activities of the Association will be generated and implemented in accordance wit the following core values:

  • We live by our motto. Our motto is the basis of our work.
  • We strive for excellence. We believe in character, integrity, transparency, competence, commitment and creativity.
  • We value and respect one another. We know that Uganda has diverse cultures.
  • We work as part of a team. Mutual knowledge, mutual trust, mutual respect and mutual help work best.
  • We belong to one profession but represent many disciplines. Modernizing agriculture requires working together in an inter-disciplinary mode.
  • We value open and clear communication amongst ourselves and with others.
  • We work hard. We are happy, committed to and love the profession.

To achieve the above objectives, vision and values, the Association shall premise on the activities proposed in this strategic plan. In order to reflect and address pertinent issues, the Strategic Plan has been developed through a consultative process, involving teamwork with several stakeholders. The strategic plan was approved as indicated in Annex 1.

About ASUPA

Agriculture remains an important sector in the Ugandan economy despite its small direct share of the total gross domestic product (GDP). Because of the critical role of the broader agricultural sector, the development agenda for the entire country has been hinged on the Plan for Modernisation of Agriculture (PMA). The modernised agricultural sector is envisaged to provide food and agricultural products and services that will uplift the livelihoods of Ugandans.

Realising the need for a constant and consistent vehicle to share ideas and possible solutions to the myriad of complex issues facing agricultural productivity in Uganda, a professional[1] association for agricultural scientists was formed. Prior to the formation of the Association of Uganda Professional Agriculturalists (ASUPA), there was no impartial and comprehensive national facilitator of professional dialogue on critical agricultural policy issues.

The Association of Uganda Professional Agriculturalists (ASUPA) is concerned with preserving ethical values and integrity of agriculture as a profession and enhancing the commitment of agricultural professionals in developing and advocating policies and strategies for agricultural and rural development. 

  • The objectives of the Association are:
  • To promote farming and agribusiness enterprises
  • To improve access to knowledge and information
  • To strengthen national capacity to manage agricultural and rural development undertakings

To enhance contact and exchange of information among practitioners and professional agriculturalists, and policy makers


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