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THE CHURCH OF UGANDA - PROVINCIAL MASTER STRATEGIC PLAN VISION 2016 - 2025 i

C H U R C H O F U G A N D APROVINCIAL MASTER STRATEGIC PLAN 2016 - 2025

VISION

2025

Mobilizing the Church for work of service (Eph 4:12)

iiSt. Janani Luwum Church House under construction

THE CHURCH OF UGANDAPROVINCIAL MASTER STRATEGIC PLAN 2016 - 2025

VISION 2025


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Acronyms

AACC All Africa Council of Churches

CAPA Council of Anglican Provinces of Africa

CBOs Church Based Organizations

CC Christian Children

CCHCL Church Commissioners Holding Company Limited

CMS Church Missionary Society

CoU Church of Uganda

FBOs Faith Based Organizations

FOCUS Fellowship of Christians in Universities and Schools

FY Financial Year

GAFCON Global Anglican Future Conference

HIV/AIDS Human Immune Virus/Acquired Immune Deficiency Syndrome

HR Human Resource

ICT Information & Communication Technology

IRCU Inter Religious Council of Uganda

M&E Monitoring & Evaluation

NGOs Non – Governmental Organizations

OCA Organizational Capacity Assessment

PASC Provincial Assembly Standing Committee

PAYE Pay As You Earn

PDB Planning Development & Rehabilitation Board

SWOT Strengths, Weaknesses, Opportunities and Threats

TB Tuberculosis

UCU Uganda Christian University

UJCC Uganda Joint Christian Council

WCC World Council of Churches

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Most Reverend Stanley NtagaliArchbishop of Church of Uganda August 2016

Foreword

The Church of Uganda has since its establishment by the Church Missionary Society (CMS) in 1877 endeavored to

pursue holistic ministry through missions and evangelism, establishment of education and health infrastructure to deliver the most desired services to the communities. These 140 years have been years of love in action responding to natural and man-made calamities and disasters such as floods and landslides, draught and famine situations, refugee crises and human displacements occasioned by wars, rebellions and civil strife. In all situations the CoU has given hope to the hopeless, home to the homeless, voice to the voiceless and sanctuary to the destitute and has stood out in situations of injustice. In its years of ministry, CoU’s history has witnessed martyrdom of the Uganda Martyrs, Bishop Hannington and the Archbishop St Janani Luwum. They were also the years of the great East African revival in the 1930s-1950s. Through all the rough and tough years, the Church has expanded from a single Diocese of Uganda to cover the whole country with 36 Dioceses and its membership has grown to over 12million Christians.

The Church of Uganda Provincial Strategic Plan 2016-2025 is the first of its kind in the history of the Church. It has been developed to extensively cover the four broad areas for strategic change and impact, namely: The Missions Focus, the Socio-Economic Focus; the Community Engagement Focus and the Institutional Development Focus. The Plan aims at unifying the church in terms of its vision, mission and strategic actions. Three very specific Provincial objectives have been set to be pursued for the next 10 years: i) win souls for Christ; ii) nurture and equip Christians to maturity; and iii) promote holistic transformation among communities. These objectives will be incorporated in the Provincial and Diocesan Annual Plans and Budgets, Programmes, Projects and engagements at all levels of the Church. The Plan clearly outlines the Ministry, the Programmes, the implementation strategies and the resources generation strategies, and the delivery structures.

I commend this Provincial Strategic Plan 2016-2025 for adoption and action in the entire Province: to the Dioceses, the Archdeaconries, Parishes and

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Sub-Parishes and Congregations, I also commend it to all CoU founded institutions: Schools, Colleges, Universities, Hospitals and health centers, Projects and Programmes.

I greatly appreciate the works of the Provincial Assembly Standing Committee (PASC) in delivering on the 22nd Provincial Assembly Resolution to develop a long-term strategic plan for the Church of Uganda. I extend appreciation to the Board of Trustees and the Provincial Boards for their enormous input into the Plan. I commend the Provincial Secretariat Team that traversed the country to gather relevant data and information and to all the Diocesan Secretaries, Treasurers, Planning and Development Officers, Heads of Laity

and all others who made significant contributions to this noble task. May God richly bless you all and reward you for your contributions to the building of His Church.

“Blessed in the nation whose God is the LORD, the people He has chosen as His inheritance” (Psalm 33:12).

To God be the Glory

MOST REVEREND STANLEY NTAGALIARCHBISHOP OF CHURCH OF UGANDAAUGUST 2016

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Acknowledgements

This Provincial Strategic Plan 2016-2025 is a result of a collective effort from all the critical stakeholders of the Church of

Uganda (CoU). The cooperation from the whole church as a body; was immense and the teamwork commendable. The consultations involved national and regional workshops: The Diocesan Management Teams (Diocesan Secretaries, Treasurers and Planning Officers and Diocesan Heads of Laity and Diocesan Heads of Clergy) held Strategic Planning Retreats to review the strategic plan and give the Diocesan input. The CoU Bishops held a Strategic planning meeting to agree on the strategic direction the church should take during the planning period. Since the church respects all its constituents, Consensus was built through the various organs including; the Provincial Assembly Standing Committee (PASC), House of Bishops, Provincial Boards and Diocesan Management Teams (Diocesan Secretaries, Treasurers and

Heads of laity), and Uganda Christian University (UCU) Vice Chancellor, Faculty Deans and Heads of Department.

The Church therefore acknowledges the Dioceses for their invaluable contribution in the consultative processes. In particular, the Church appreciates the Diocesan Bishops, Secretaries and Treasures who were strategic representatives in all the meetings. They provided spaces and platforms for reflection in the various regions. The Church appreciates their contribution to the process.

The tireless efforts of the members of staff of the Provincial Secretariat cannot go without mention. The staff where involved in spear-heading consultations and documenting the whole process, and finally delivering the strategic plan. Particularly, the church appreciates the Provincial Secretary Rev. Canon Amos Magezi for his leadership and guidance in the process. He ably led the team

Rev. Canon Amos MageziPROVINCIAL SECRETARY

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in the whole process. The Provincial Treasurer Canon Richard Obura who was the Chairperson of the team is acknowledged for his consistency and tireless efforts in ensuring that the process is finalized.

The Church is grateful to Mr. Edward Gaamuwa who freely offered his expertise as a Facilitator/Consultant. Edward is appreciated for sharing his experience and wisdom; he tirelessly led the management team at the Provincial Secretariat thorough crucial reflections, sacrificing a lot of time in the event. The church is greatly indebted to his contribution.

The Church greatly appreciates the Provincial Boards for setting a side time and giving guidance to the formation of the Vision, Mission, Strategies and Key Activities that are reflected in the Strategic Plan. Special thanks to the Board of Finance for spear-heading the whole process of formulating the Provincial Strategic Plan. The Board of Finance took the center stage in developing the first strategic plan for the CoU; this was an act of courage and strength for such a huge task. The Church is indeed grateful for its commitment to deliver on this enormous task.

This plan would not have been concluded without the approval of the Provincial Assembly Standing Committee (PASC). The Church is indebted to the PASC formed by the 22nd provincial Assembly. Their invaluable insights, guidance and commitment to the finalization of the Strategic Plan are laudable.

The Church is most cognizant of the Archbishop of the CoU; The Most Rev. Stanley Ntagali for his visionary leadership. He has delivered the first strategic plan of the Province of the Church of Uganda by the Grace of God and we as a church rejoice in this.

We acknowledge God without whom nothing is possible, His palpable presence and invisible hand in the process cannot go without mention. We commit this Plan into His guiding hand (Proverbs 16:3).

Glory, Laud and Honor be to Him Forever and Ever

Rev. Canon Amos MageziPROVINCIAL SECRETARY

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Executive Summary

INTRODUCTION:

The 10-Year Strategic Plan (2016-2025) of the (CoU) is an outcome of the 22nd Provincial Assembly resolution (August 2014) that

required the Church to come up with a long range strategic direction that would offer a systematic and yet holistic development road map to the Church. Hence the CoU Provincial Strategic Plan (2016-2025) is a comprehensive plan covering the entire CoU including the Provincial Secretariat.

LEGAL AND ADMINISTRATIVE STRUCTURE OF THE CHURCH OF UGANDA

Church of Uganda is governed by the Provincial Constitution (1972) as amended (1994) and the Provincial Canons (1997), and the relevant Laws of Uganda. In this regard the Archbishop is the head of the CoU. He is the Chief Overseer of the Provincial Secretariat in accordance with CoU Canon 1.3.3. while the Provincial Assembly is the supreme governing organ of the CoU.

The Provincial Assembly Standing Committee (PASC) is the Executive Committee appointed by the Provincial Assembly to act on its behalf in-between the periods of the Assembly’s sitting. It generally deals with matters of policy of the Church. There are also Provincial Technical Boards and Commissions that propose policies for approval by the Provincial Assembly through the Provincial Assembly Standing Committee and monitor the implementation of the policies in force by the relevant technical departments. Currently the boards consist of the following: Board of Trustees, Board of Directors of Church Commissioners Holding Company Ltd, Board of Planning, Development and Rehabilitation while the Commissions include: Provincial Commission on Higher Education, Provincial Theological and Ministerial Formation Commission and Provisional Peace and Social Justice Commission. Similar Structures with same functions are replicated at the Diocesan level as Synod, Council and Boards.

CHURCH OF UGANDA STRATEGIC DIRECTION:

In designing the future it desires, the Church of Uganda has developed a Strategic Vision and Mission Statements, a set of Core Values and made a Strategic Choice that have guided the concept, context and focus of this Strategic Plan.

Vision Statement:

A faster growing sustainable Christ-centered Church

Mission Statement:

To proclaim the Gospel in accordance with Christ’s commission to make disciples of all nations

Key Objectives of the Church of Uganda (based on Matt 9:35; 28:19-20)

The Strategic plan redefines the Key objectives of the CoU as below:

1. To win souls for Christ

2. To nurture and equip Christians to maturity

3. To promote holistic transformation for communities

Church Of Uganda Core Values

The CoU core values are derived from the Holy Scriptures, Theological Anglican traditions, and the CoU’s history and leadership. Church of Uganda has seven Core Values that bind it together and constitute the philosophy of the Church. It is expected that the constituent Dioceses, Archdeaconries, Parishes, Secretariats and Partners demostrate these values in their day to day work. These core values are: Godliness, Faithfulness to Holy Scriptures, Integrity, Selfless service, Unconditional love, Unity in Christ, and Upholding Biblical Family Values

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STRATEGIC CHOICE:

A deliberate Strategic Choice that has to be adopted by the Church in order to achieve the set objectives in the Strategic Plan is Mobilizing the Church for work of service (Eph 4:12)

STRATEGIC FOCUS AREAS

The CoU Strategic Plan is premised on four (4) strategic focus areas namely: Mission Focus; Socio-Economic Development Focus; Community Engagement focus; and Institutional Development Focus.

Mission Focus: In proclaiming the Gospel of Jesus, CoU Mission Focus will be directed towards personal lives, Churches, Church Institutions and enterprises, private organizations and business enterprises to bring revival, salvation and transformation among the communities. Integration, inclusion and empowerment of the Youth and children in programming will be a primary priority.

Socio-Economic Focus: shall involve resource mobilization and productive investments; development of quality education and healthcare, advocacy, leadership capacity building, involvement and empowerment of the laity, effective stewardship and creation of maximum social impact among the communities.

Community Engagement Focus: will require CoU to engage with the Christians, professionals, organizations and other stakeholders at both local and global levels in order to enhance leadership and management capabilities; negotiate and influence policies enactments; and promote - Christian values in the society with sensitivity to culture.

Institutional Focus: aims at organizational integration to enhance a shared vision, mission and purpose by focusing attention and resources on the most critical issues in the communities.

STRATEGIC OBJECTIVES (BY FOCUS AREA)

Mission Focus Strategic objectives are: To Increase Church membership by at least 25% over the planned period; have 60% of the Church membership saved and confessing Christians (Rom 10:1; 9-11; John 3:3, 7); and ensure Church leaders

(Bishops, Clergy and Laity) identify and rely on spiritual gifts of members for ministry.

Socio-Economic Focus Strategic Objectives include: Increasing CoU infrastructure (spiritual, social and economic) by at least 25% over the period; ensuring that CoU has legal ownership and full control over its educational, health and other facilities; Church generates funds locally; there is effective environmental management.

Community Engagement Strategic Objectives are stated as: Church increases its influence in public engagement on both national and international scene; and to review and streamline the CoU governance and management structures.

Institutional Focus Strategic Objective is to see COU: having adequate and effective policies and systems.

PLANNING METHODOLOGY AND PROCESS

The process involved undertaking Literature review: a number of documents and reports were reviewed in the process of developing the strategic plan, these included: “Process Report for the Implementation of Restructuring, Refocusing and Reshaping of the Provincial Secretariat” (CoU Provincial Secretariat, 2003); “Renewing the Church of Uganda for effective Mission: A Review Report on personnel practices, financial resources and the structures of Church of Uganda” (ACLAIM Africa Limited, June 1997); “The Report of the Church of Uganda Service Commission, 1978 (commonly known as the Sarah Ntiro Report)); Organization Capacity Assessment report 2008; and Organization Capacity Assessment report 2013.

Other Methods involved:

Consultations with Dioceses in workshops and retreats: Retreats and Workshops for Diocesan Management Teams Diocesan Secretaries, Treasurers and Planning Officers was conducted to review the strategic plan and give the diocesan input; and the CoU Bishops held a Strategic planning meeting in July 2015 to agree the strategic direction the church should take during the planning period.

Consensus building was key during the planning process for the purpose of ownership and

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enrichment of the Strategic Plan: The zero draft was presented to and agreed with the following organs for purposes of consensus building: Provincial Assembly Standing Committee, House of Bishops, Provincial Boards and Diocesan Management Teams (Diocesan Secretaries, Treasurers and Heads of laity).

It is important to note that the Strategic Plan embraces the Global and National Trends that have significant influence and impact on the current and future operations of CoU as a whole and the Provincial Secretariat in particular. These global and national issues include: the 17 Global Sustainable Development Goals (2015-2030) that emphasise human needs and rights ; some of the acceptable UN development agenda, the Macro-Economic Environment of Uganda; and Developments in the Faith Sector in Uganda. The SDGs set the tone and tempo for socio-economic development in developing countries like Uganda and they therefore have significant impact on the CoU Partnerships and operations.

Further more this, detailed gap analyses were done including PESTEL (Political, Economic, Social, Environmental and Legal), SWOT (Strength, Weakness, Opportunity and Threats) and Stakeholders Analyses.

In the SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, the CoU Key Strengths and Weaknesses (internal environment) and Key Opportunities and Threats (external environment) were identified. This analysis was carried out in view of the Church’s mandate to the nations and the Christians. CoU’s achievements and challenges in the recent past also indicate the internal and external environment within which the Church operates.

IMPLEMENTATION STRATEGIES

Various approaches shall be adopted to ensure smooth and effective implementation of this Strategic plan. The strategies include: Drawing and rolling out Annual Work Plans and Budgets; Setting SMART Performance Targets and Performance Indicators; Attracting and retaining appropriate human resources in terms of knowledge, skills, talents and attitude(confidence, competence and commitment) hence the Provincial Secretariat

shall be restructured into 8 Directorates with streamlined mandates for it to deliver on the plan ( Missions and Outreach, Education, Health, Household and Community Transformation, Land Management, Management Support Services), Finance, Planning and Investments and Audit and Assurance Services; Putting in place and implementing a comprehensive Communication Strategy; Establishing Strategic Partnerships, Networks, Alliances and Coalitions with key players in Government, Ecumenical and Development Partners, Donors, Anglican Communion, UJCC and IRCU, and other credible faith-based /like minded organizations

Monitoring and Evaluation

Monitoring and Evaluation (M&E) is a key cross-cutting component of the CoU Provincial Strategic plan. It is intended to progressively track achievement of set objectives, program performance and analyze activity implementation and foresee any difficulties so as to take timely corrective action. Systematic M&E is important in providing feedback on performance and also enhances the effective discharge of the stewardship and gives management capacity for effective decision making, control and accountability. M&E will ensure that CoU as a whole remains a learning organization.

Peer Review and Peer Evaluation Mechanisms

These will capture and share relevant lessons and learning experiences in the program areas with all stakeholders. The evaluation will be properly coordinated to encourage peer-learning, networking, teamwork and motivation. This will include information sharing through Periodic Reports, Annual Performance Evaluation through various level stakeholders review meetings; Conducting Surveys and Providing Feedback; Rolling Plans, by periodically reviewing the plan and making appropriate adjustments to reflect the factors and realities on the ground; Capacity Building: the M&E function will be strengthened through Staff capacity building to constantly guide the implementation process; and External Evaluation will be undertaken by an independent body and will target mid-term and exit evaluations of the plan The evaluations shall, among others,

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draw lessons learnt, achievements and challenges to be overcome in the next plan. In order to have objectivity in the evaluation reports, an External Evaluator will be engaged to undertake the assignment.

THE FINANCING STRATEGY

The success of the strategic plan is very much dependent on the availability of short-term and long-term funds to cover the needs identified in the strategic activities and the work plans for 2016-2025. The following financing strategies will be adopted over the planning period: Enhanced self-financing capacity, fundraising and effective stewardship of resources.

Key Strategic Planning Assumptions

The CoU Provincial Strategic Plan has been developed on the basis of four (4) major assumptions: Consensus shall be reached among

the CoU Leaders on key issues; there shall be commitment to implement the Plan; total co-operation shall be exhibited (total agreement among the CoU Leaders in moving forward) and all costs shall be met (mobilizing the requisite financial resources to implement the plan).

Key Assumptions for Financial Projections:

The following assumptions have been made as the basis for drawing financial projections: CoU and its constituent Dioceses will operate under a secure political environment throughout the period; the national economy will continue to grow at the rate of 7% p.a as projected by Ministry of Finance; Annual Inflation rate will stabilize at 5% pa; Foreign Exchange Rate of Dollar/Shillings will stabilize at Shs3600 during the planning period; and the international financial crisis will be under control and the donor contributions will be reduced to 10% by 2025.

TABLE 1: A CUMULATIVE SUMMARY OF THE BUDGET PROJECTION FOR THE 10 YEAR CoU PROVINCIAL SP (2016-2025)

NUMBER STRATERGIC PLAN FOCUS10 YEAR BUDGETARY PROJECTION ‘000 (USHS)

PERCENTAGE OF BUDGETARY PROJECTION

01 Mission 162,755,200 5%

02 Socio-Economic Development 3,155,217,800 94.45%

03 Community Engagement 17,492,000 0.5%

04 Institutional Development 1,234,000 0.05%

GRAND TOTAL 3,336,699,000 100%

TABLE 2: A 10-YEAR PROJECTED FUNDING BY SOURCE TOWARDS THE STRATEGIC PLAN (2016-2025)

S/NO FUNDING SOURCE AMOUNT

(Ugx’000’000) PERCENTAGES

01 Giving by CoU Christians 203,925 5.93%

02 Education Institutions 26,849 0.78%

03 CoU Enterprises 22,644 0.66%

04 Land Use 46,463 1.35%

05 Funded Projects 113,201 3.29%

06 KIDO 1,332,775 38.73%

07 Provincial Budgets 785,000 22.81%

08 Diocesan Budgets 910,000 26.45%

TOTAL 3,440,858 100.00%

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1. INTRODUCTION

The Strategic Plan is an outcome of a series of consultative and participatory high-level meetings and workshops, namely:

The Provincial Assembly, the Provincial Assembly Standing Committee, the Board of Trustees Meetings; the Joint Provincial Boards (Board of Finance; Board of Planning Development and Rehabilitation (PDB); Board of Education; Board of Health; Board of Mission and Evangelism); Diocesan Secretaries and Diocesan Planning Officers Retreat among others. It also involved interpretation of the Archbishop’s charge, Organizational Assessment of the CoU (2008) and the CoU Organizational Capacity Assessment (OCA 2014). Reference is also made to the various reviews and studies undertaken on Church of Uganda and its various departments. The Strategic plan was also informed by the National Development plan (Vision 2040)

This 10-Year Strategic Plan (2016-2025) of the Church of the Province of Uganda (CoU) will cover a span of three (3) Provincial Assemblies: 22nd Provincial Assembly 2014-2018; 23rd Provincial Assembly 2018-2022; and 24th Provincial Assembly 2022-2026. The Performance of the Strategic

plan will be evaluated in each of the 5 Provincial Assemblies: 2016; 2018, 2020; 2022, 2024 and 2026.

The CoU Strategic Plan (2016-2025) is a comprehensive plan covering the entire Church of Uganda and the Provincial Secretariat (comprised of the five departments of the Secretariat (Planning, Development and Rehabilitation-PDR; Education; Mission and Evangelism; Health; and Treasury departments)

The purpose of this Strategic Plan is to make CoU and her Secretariat, Dioceses and Parishes efficient, effective and more responsive to needs of the community. The planning process questioned the direction the Church had taken over the years and considered major alternatives for the future.

1.1 Methodology and Process

a) The process involved undertaking Literature review: a number of documents and reports were reviewed in the process of developing the strategic plan, these included:

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b) Consultations with Dioceses in workshops and retreats:

i. Retreats and Workshops: The Diocesan Management Teams (Diocesan Secretaries, Treasurers and Planning Officers) held a Strategic planning retreat on October-December 2015 to review the strategic plan and give the diocesan input

ii. The CoU Bishops held a Strategic planning meeting on July 2015 to agree on the strategic direction the church should take during the planning period.

c) Consensus building: The zero draft was presented to the following audiences for purposes of consensus building:

i. Provincial Assembly Standing Committee

ii. House of Bishops

iii. Provincial Boards

iv. Diocesan Management Teams (Diocesan Secretaries, Treasurers and Heads of laity)

i. “Process Report for the Implementation of Restructuring, Refocusing and Reshaping of the Provincial Secretariat” (CoU Provincial Secretariat, 2003);

ii. “Renewing the CoU for Effective Mission: A Review Report on personnel practices, financial resources and the structures of Church of Uganda” (ACLAIM Africa Limited, June 1997);

iii. “The Report of the Church of Uganda Service Commission, 1978 (commonly known as the Sarah Ntiro Report)); and others.

iv. Organization Capacity Assessment report 2008

v. Organization Capacity Assessment report 2013

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2. Organizational Background

This section discusses the historical profile of CoU, the organizational structures, legislative environment and how the Church

has performed in the past.

2.1 Brief History of CoU

The history of CoU (as it is known today) dates back to November 1875, when H.M Stanley’s letter appeared in the daily Telegraph of London appealing for missionaries to come to Uganda at the request of Kabaka Mutesa 1 , the King of Buganda. On the 30th of June 1877 the first missionaries, Lt. Shergold Smith and Rev. C.T Wilson of the Church Missionary Society arrived in Uganda in response to the Kabaka’s appeal. The first seven Anglican converts were baptized on 18th March 1882. In 1897 the Diocese of Uganda was formed out of the Diocese of Eastern Equatorial Africa. In 1924 the Diocese of Upper Nile was

created from the Diocese of Uganda. In 1960 the Diocese of Uganda was further divided into five (5) Dioceses of Namirembe, West Buganda, Ankole-Kigezi, Ruwenzori and Rwanda-Burundi. In 1961 the Diocese of Upper Nile was sub-divided into three (3) to form Dioceses of Mbale, Northern Uganda and Soroti. In 1961 the Province of the Church of Uganda, Rwanda-Burundi was inaugurated and a fully fledged Provincial Secretariat was established under Bishop Leslie Brown as the first Archbishop to coordinate the various activities of the eight (8) Dioceses . The name of the Province was later changed to Church of Uganda Rwanda and Burundi.

In 1966 the Most Rev. Erica Sabiti was enthroned as the first Ugandan Archbishop of CoU, Rwanda, Burundi and Boga-Zaire and CoU launched its first 10-year Development Plan in 1967. In 1974 the Most Rev Janani Luwum was enthroned as Archbishop of

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Uganda, Rwanda, Burundi and Boga-Zaire. He was murdered under the Idi Amin regime on the 16th February 1977. On the 30th June 1977 CoU marked its Centenary (100 years) Celebrations. The current Archbishop Stanley Ntagali was enthroned on 16th December 2012.

Church of Uganda currently has 36 Dioceses.

2.2 The Profile of Church of UgandaDistinctiveness:a) The historical growth and development outlined above makes it imperative for CoU to have an effective and focused Provincial Secretariat that is integrated, cost effective and financially sustainable. Lessons that the current and future Management of the Provincial Secretariat can learn are numerous:

Church Growth:b) Church of Uganda has been in existence for 139 years (1877-2016). It has grown over the years to constitute 32% of the ugandan population according to the National Housing and Population census 2014. It was estimated that the membership of CoU is currently at 10.9million people.

Mission and Evangelism: c) Church of Uganda has evangelized the Great Lakes region, especially Rwanda, Burundi, Congo and Southern Sudan. The Church shall continue with her mission work nationally and internationally.

Martyrdom:d) The Church suffered persecution in her early days (1885-1887) when over 22 believers were killed for their faith at Namugongo. The Bishop of Equatorial Africa, Bishop James Hannington was martyred while spreading the gospel in Uganda. In recent times, (16 February 1977) the Archbishop Janani Luwum was killed by the

Idi Amin regime for his faith and stand for justice. The government has since recognized the martyrs day and the Janani Luwum day by commemorating every 3rd June and 16th February respectively.

Holistic Ministry:e) Throughout her history, CoU has offered holistic ministry in a non-discriminatory manner to her members and non-members alike:

i. In addition to opening worship centers, CoU has founded and established 1200 pre-primary schools, 5118 Primary Schools, 460 Secondary schools, 14theological colleges, 6 Universities, and 50 other tertiary institutions of learning. In May 1998 CoU established the Prestigious Uganda Christian University at Mukono to give quality University education to the youth. These CoU-founded educational institutions cater for a total enrolment of over 3.7 million pupils and students.

ii. The Church has established over 250 Health facilities including 12 Hospitals centers in every Dioceses and many districts of Uganda.

iii. Church of Uganda has Championed rural development and given hope to the marginalized and up-rooted persons in the Great Lakes Region- such as refugees from Rwanda, Southern Sudan, Congo and recently Kenya.

iv. The Church lived with and provided for the displaced people in the 20-year LRA rebel insurgency in the war-torn East and Northern Uganda in the Dioceses of Kitgum, Northern Uganda, Lango, Teso, and Madi-West Nile

v. The Church has given hope to the people infected and affected with HIV/AIDS

vi. The church has advocated for social transformation and development.

vii. The church has upheld sound doctrine in the Global Anglican Communion. She played a leading role in the Global Anglican Future Conference (GAFCON) and temporarily provided pastoral oversight to over 44 orthodox Parishes of the USA Episcopal Church.


3.1 Legal and Administrative Structure of the Church of Uganda

Church of Uganda is governed by the Provincial Constitution (1972) as amended 1994 and the Provincial Canons (1997), and the relevant Laws of Uganda.

3.1.1 The ArchbishopThe Archbishop is the head of the CoU. He is the Chief Overseer of the Provincial Secretariat in accordance with CoU Canon 1.3.3.

3.1.2 The Provincial Assembly The Provincial Assembly is the supreme organ of the CoU. Article 6 (g) of the CoU Constitution provides that “The Provincial Assembly shall have responsibility for the overall direction of the CoU as a Province; have power to formulate broad policies and the right to require the Constituent Dioceses to ensure the smooth implementation of those policies”.

3.1.3 The Provincial Assembly Standing Committee (PASC)

The PASC is the Executive Committee appointed by the Provincial Assembly to act on its behalf in-between the periods of the Assembly’s sitting. It deals with matters of policy of the Church.

3.1.4 Provincial Boards and Commissions: These propose policies and monitor their implementation by the departments. Currently the boards consist of the following;

Board of Trustees

Board of Directors of Church Commissioners Holding Company Ltd

Board of Planning, Development and Rehabilitation (PDR)

Board of Finance

Board of Mission and Evangelism

Board of Education

Board of Health

3. Church of Uganda context and Environmental Analysis



3.1.5 The Provincial Secretariat The Provincial Secretary is the Chief Administration Officer of the Secretariat assisted by five (5) Heads of Department, namely

Provincial Treasurer

Provincial Education Coordinator

Provincial Health Coordinator

Provincial Mission and Evangelism Coordinator

PDR Coordinator

3.2 The Pastoral Structure i. The Province - is an ecclesiastical unit formed

by a group of Dioceses under an Archbishop. Church of Uganda has one (1) Province

ii. A Diocese - is an Ecclesiastic unit formed by a group of Parishes under the jurisdiction and pastoral care of a Bishop. CoU currently has 35 dioceses.

iii. An Archdeaconry - is an Ecclesiastical unit consisting of a certain number of parishes. It is

under the jurisdiction of an Archdeacon. CoU currently has over 600 archdeaconries.

iv. A Parish - consists of one or more congregations under the jurisdiction and pastoral care of an ordained and licensed clergy. CoU currently has over 4,000 parishes.

v. A Sub-Parish or Congregation - is under the pastoral care of a lay leader who works under the supervision of a Parish Priest. The Church currently has over 25,000 sub-parishes/congregations.

3.3 Financial Performance of the CoU Secretariat

The 6-year financial performance of the Secretariat is shown in Table 3, below

Financial Performance of the CoU Secretariat

The 6-year financial performance of the Secretariat is shown in Table 3, below;

Table 3: Financial Performance of the Secretariat 2010-2015

2010 2011 2012 2013 2014 2015 TOTALShs'm Shs'm Shs'm Shs'm shs'm Shs'm Shs'm

Income:Local Income 1,721 1,406 1,453 1,588 1,471 3,529 11,168 Grants and Donnations 3,268 5,328 4,963 4,908 4,737 4,574 27,778 AABC II 1,679 - - - - - 1,679 Total 6,668 6,734 6,416 6,496 6,208 8,103 40,625

ExpenditureProgram Expenditure 2,523 3,625 3,839 4,234 6,127 3,738 24,086 Staff Costs 1,156 1,423 1,279 1,001 1,093 1,750 7,702 Administrative Expenditure 778 933 530 426 434 1,887 4,988 Consecration of Bishops 14 160 344 20 20 21 AABC II/AbpInstalation 1,617 - - - - - 1,617 Total Recurrent Expenditure 6,088 6,141 5,992 5,681 7,674 7,396 38,972 Capital Expenditure (Mukono Hostel) - - - 21 1,262 663 1,946 Grand Total 6,088 6,141 5,992 5,702 8,936 8,059 40,918

(Source: Provincial Secretariat Audited Financial Statements FY2010-2015)

As can be observed from Table 3 above, two critical issues require serious attention:

i. An enterprise approach in mobilization and generation of Local income and a long-term

strategy for sustainability to over-come donor dependency

ii. Control of operating costs to free resources for program activities


3.4 The Religious Sector Competitive Analysis

There has been a proliferation of denominations and religious sects in the country in the last 10-15 years that has affected the growth of the main stream churches- the Catholic Church and the Anglican Church. The published results of the National Housing and Population Census 2014 indicates that the population share of the Anglican Faith; 10.9million might have reduced to 32% (2014) from 36.7% (2002) of the total national population of 34.6million. The numbers have been

redistributed to the Pentecostal and Born-Again denominations that have increased from4.7% (2002) to 11.1% (2014). The Pentecostals have been fastest growing denomination during the period. The overall Christian population remain the majority at 85%. However, the Moslem faith is rapidly increasing, growing from 12.7% (2002) to 14% (2014) of the national population. The distribution of the various Religions is shown in Table 4 below and the absolute figures in Table 5:

Table 4: Percentage Distribution of Uganda’s Population by Religion

Religious Group 2002 2014

Catholics 41.6 39.3

Anglicans 36.7 32.0

Moslems 12.4 13.7

Pentecostals/Born Again/Evangelicals

4.7 11.1

Seventh day Adventist 1.5 1.7

Traditional 1.0 0.1

Baptists - 0.3

Orthodox 0.1 0.1

Others* 1.9 1.4

Non Religion 0.9 0.2

Source: UBOS: National Housing and Population Census, 2014

The above direct competitive forces on the Church affect its doctrines and teachings, resources and growth programmes. Various strategies and interventions have been developed in the Provincial Strategic plan to halt further decline and regenerate spiritual and socio-economic growth. Though there has been a general harmony among the various Religious denominations and faiths, there is a convergence of forces of wickedness and idolatry in Uganda in general such as: the gospel of prosperity, the gospel of grace, false teachings and false prophesies that have diminished personal repentance with less dependence and reference to the Holy Scriptures. This has give rise to rampant, corruption, witchcraft and sorcery,

sexual immorality and sexual perversion, human trafficking and human sacrifices.

Other negative forces include: radical islamization from the North; the dragon and other oriental religious practices from the Far East, particularly from China and India.

African renaissance and the resurgence of traditional religious practices based on faith and worship of ancestral spirits from the South; and humanism and idolatry from the West which downplays the importance of the Holy Scriptures, diminishes fidelity in marriage and family societal moral values.


Table 5: Population by Religion, Sex and Residence

Religion Sex Residence TotalMale Female Rural Urban

Non Religion 44,077 34,177 66,899 11,355 78,254 Anglican 5,372,527 5,568,741 8,843,368 2,097,900 10,941,268 Catholic 6,531,609 6,894,417 10,900,000 2,507,764 13,407,764 Muslim 2,302,707 2,360,497 3,239,201 1,424,003 4,663,204 Seventh Day Adventist 286,652 303,605 467,905 122,352 590,257 Orthodox 23,391 25,030 36,931 11,490 48,421 Pentecostal/Born Again/Evangelical 1,737,664 2,052,900 2,901,697 888,867 3,790,564 Baha'i 14,425 15,176 23,981 5,620 29,601 Baptist 50,623 55,157 95,374 10,406 105,780 Jews 3,511 3,678 5,544 1,645 7,189 Presbyterian 10,760 11,258 19,458 2,560 22,018 Mammon 3,963 4,232 6,368 1,827 8,195 Hindus 7,766 6,139 3,407 10,498 13,905 Buddist 1,289 1,161 1,677 773 2,450 Jehovah's Witness 10,755 11,515 14,039 8,231 22,270 Salvation Army 12,613 13,449 23,164 2,898 26,062 Traditional 18,117 15,688 31,272 2,533 33,805 Others 162,565 170,583 296,401 36,747 333,148 Total 16,595,014 17,547,403 26,976,686 7,147,469 34,124,155

Source: National Housing and Population Census, UBOS 2014

Table 5 shows that the dormant Christian denominations in Uganda are the Catholics, Anglicans and Pentecostals (in that order) accounting for 82% of the Christian population. Therefore, partnerships collaboration and policy advocacy should be emphasized to for maintaining a Christian hold in the nation. In terms of Rural/Urban areas, the major religious denominations maintain a strong hold in the rural with the female being in the majority as shown in table 6, below.

Table 6: Percentage Distribution of the Major Religious Organisations.

Religious Denomination

Gender Residence

Male Female Rural Urban

Anglican 49 51 81 19

Catholic 49 51 81 19

Pentecostal/Born Again/Evangelicals

46 54 77 23

Muslim 49 51 69 31

3.5 Environmental Issues

3.5.1 The Global and National TrendsThe Global and National Trends have significant influence and impact on the current and future operations of CoU as whole and the Provincial Secretariat in particular. These global and national issues include: the Global Sustainable Development Goals; the Macro-Economic Environment of Uganda; Developments in the Faith Sector in Uganda.

The Sustainable Development Goals 2015-2030

The United Nations (UN) pronounced a Global Agenda for the 17 Sustainable Development Goals (SDGs) that were developed and agreed upon as successor to the Millennium Development Goals (MDGs). The 17 Sustainable Development Goals for the next 15-year period 2015-2030 are:

1. No Poverty: End Poverty in all its forms everywhere

2. No Hunger: End hunger, achieve food security and improve nutrition and promote sustainable agriculture


3. Good Health: Ensure healthy lives and promote well-being for all at all ages

4. Quality Education: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all

5. Gender Equity: Achieve gender equity and empower all women and girls

6. Clean Water and Sanitation for all

7. Renewable Energy: Ensure access to affordable, reliable, sustainable and modern energy for all

8. Good Jobs and Economic Growth: Promote sustained inclusive and sustainable economic growth, full and productive employment and decent work for all

9. Innovation and Infrastructure: Build resilient infrastructure, promote inclusive an sustainable industrialization and foster innovation

10. Reduced inequalities: Reduce inequalities within and among countries

11. Sustainable Cities and Communities: Make cities and human settlements inclusive, safe, resilient and sustainable

12. Responsible Consumption: Ensure sustainable consumption and production patterns

13. Climate Action: take urgent action to combat climate change and its impacts

14. Life below Water: Conserve and sustainably use oceans, seas and marine resources for sustainable development

15. Life on Land: Protect, Restore and Promote Sustainable Use of terrestrial ecosystems, sustainably managed forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss

16. Peace and Justice: Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective ,accountable and inclusive institutions at all levels

17. Partnerships for the Goals: Strengthen the means of implementation and revitalize the global partnership for sustainable development

These SDGs set the tone and tempo for socio-economic development in the developing countries like Uganda and have a significant impact on the CoU Partnerships and operations. The key elements of the SDGs have been incorporated into the 10-year CoU Provincial Strategic Plan 2016-2025.

The Demographic and Macro-Economic Environment in Uganda

The National Housing and Population Census (UBOS, 2014) is reference for all demographic and macro-economic indicators. The key indicators are show in Table 5, below:


Table 7: Highlights of the 2014 Census

Characteristics Indicator

Population size

Total population in 2014 34.6million

Female proportion of the population 51%

Population density 173 per sq km

Population composition

Children below 18 years (as percentage of the popn.) 55%

Youths (persons 18-30 years of age) 23%

The Age Dependency Ratio 103%

Population Change

Total Fertility Rate (children per woman) 5.8

Infant Mortality Rate (IMR) 53/1000 live births

The Average Annual Population Growth rate 3.0%

Population Characteristics

Literacy rate of population aged 10 years and above 72.2%

Number of Orphans in the population 8%

Primary school age children (6-12 years) not attending school 12.5%

Persons with at least one disability 12.5%

Household Characteristics

Urban population 25%

Mean household size 4.7 persons

Access to an improved water source 72%

No access to toilet facility 8%

With access to electricity 20%

Use firewood or charcoal for cooking 94%

Depends on subsistence farming as their main source of livelihood 69%

Population involved in agriculture 80%

Owned a bicycle as means of transport 32%

As in Table 7, above, the youth and children constitute 78% of total population and women make 51% of the national population of 34.6 million people. Involvement in Agriculture remains the main source of employment with 80% of the population engaged in it, and 69% dependant on subsistence farming as the main source of

livelihood. Ninety four percent (94%) of the population depends on firewood or charcoal for cooking. These factors have significant implications for the Provincial Strategy especially in the areas of Education, Health, Agriculture and Livelihoods and Environmental management. Sufficient attention has been given in the Strategic Log Frame on


Table 8: Stakeholders Analysis

Stakeholder What the stakeholder expects from the CoU

What the CoU expects from the Stakeholder.

Christians • Spiritual nourishment

• Holistic Church Growth

• Needs based social services

• Effective Church Policies and systems

• A transparent and accountable Church leadership

• Financial and spiritual Support

• Obedience to the word of God and the teachings of the church

• Involvement in Church programmes and activities

• Biblical lifestyle

Dioceses • Appropriate and effective Church policies and systems

• God fearing Leadership

• Timely delivery of services

• Transparency and accountability

• Innovative ideas that lead to church growth

• Active communication between the Provincial Secretariat and the Dioceses

• Implementation of Provincial Assembly resolutions and other resolutions of Provincial boards and committees

• Capacity building of Diocesan staff

• Cooperation


• Policy implementation

• Clear developmental plans

• Avail Diocesan staff for capacity building

Heads of Department and Units

• Competitive and Sustainable remuneration

• Fair human resource policies and systems

• Staff training and development

• A conducive working environment

• Programme support

• Build strong teams

• Accountability

• Good Stewardship

• Implement plans

• Time management

• Effective coordination of programme activities

• Role modeling

• High level of integrity

Junior staff • Sustainable remuneration

• Fair human resource policies and systems

• Staff training and development

• A conducive working environment

• Provision of working tools and logistics

• Hard work and commitment

• High level of integrity

• Accountability

• Time management

• Good stewardship

• Quality service

critical interventions such as: children and youth in the areas of Education, Health care, Food and Nutrition, Spiritual nurturing; investments in income generating projects, and interventions in climate change and environmental protection, commercialized Agriculture and agricultural enterprises.

3.5.2 Stakeholder AnalysisThe Provincial Secretariat undertook to analyze the key stakeholders and their expectations on the CoU. The results of this analysis are summarized in Table 2a, below:


Volunteers including Missionaries

• Direction

• Encouragement

• Recognition of skills, knowledge and service/ministry

• Training where necessary

• High level of integrity and accountability

• Passionate and quality service

• Teamwork

Office of the Archbishop

• Facilitation for effective ministry

• Adequate remuneration

• Proper planning and management


• Teamwork

• Exemplary and visionary Leadership

• Motivation

• Time management

• Proper planning and accountability

Provincial Assembly

• Timely programming of meetings

• Consistency with procedure


• Holistic Growth of the church

• Proper management of resources

• Active communication within the Province and with key stakeholders

• Effective Provincial Assembly, Provincial Boards and Committees

• Implementation of Provincial Assembly resolutions

• Appropriate and effective policies and systems

• Strategic direction

• Support and guidance

Provincial Boards and Committees


• Proper planning and management

• Management reports

• Timely meetings

• Implementation of resolutions of Provincial boards and committees

• Strategic guidance and direction

• Policy formulation

• Staff Motivation

• Provide oversight of Secretariat programmes and activities

• Availability for meetings

Government and local authorities

• Payment of all required taxes

• Legal compliance

• Support on government developmental programmes and plans

• Involvement in government policy formulation

• An accountable and transparent Secretariat and Church

• Role modeling

• Good governance

• Stewardship

• Freedom of worship

• Security

• Provision of social amenities e.g. roads, water, electricity etc

• Sensitivity to the needs of the Church

Service providers • Repeat business

• Prompt payment for services rendered

• Partnership

• Value for money

• Quality and efficient service delivery

• Partnership


Other faith based institutions and ecumenical bodies e.g. UJCC, IRCU, WCC, AACC, CAPA and Para-church institutions e.g. scripture Union, FOCUS, Bible Society, CMS, etc

• Partnership

• Information sharing

• Sharing of resources

• Joint advocacy

• Cooperation in ministry

• Partnership


• Sharing of resources

• Joint advocacy

• Respect of church values

• Cooperation in ministry

Donors/partners/friends

• Partnership

• Strategic plans

• Timely reports

• High level of transparency and

• accountability

• Faithfulness to Biblical scripture

• Partnership

• Financial, human and material support

• Publicity

• Opportunities to engage in ministry worldwide

Church of Uganda subsidiaries and income generating units e.g. Lweza, Biira, Mengo hospital, CCHCL,e.t.c

• Good governance

• Direction and support

• Effective communication

• Involvement in planning

• Good working relationship

• Profitability for business units

• Support to CoU ministry

• Proper planning

• Effective management

• Team work

• Reports


• Growth

• Quality service that benefits the Communities

Civic and Cultural leaders

• Spiritual and moral guidance from the Church

• Recognition

• Role modeling

• Partnership


• Recognition of the Church and its role within communities

• Exemplary leadership

• Cooperation

Private Sector, NGOs, CBOs, communities

• Support and spiritual guidance • Partnerships

• Recognition of CoU contribution to the society

• Financial and technical support

International agencies

• Accountability

• Positive impact of programmes they support

• Partnerships

• Respect of CoU core values

• Unconditional support to church programs


Church Commissioners Holding Company Limited

• Unity of purpose

• Direction from the Archbishop and Board of Trustees

• Innovative ideas on investment opportunities


• Integrated planning

• Collaboration


• Unity of purpose

• Making profitable investments for the Church


• Integrated planning

• Collaboration


Media • News and information on the programmes and activities of the Church

• Opinion of the Church on various current issues and events

• Business

• Partnership

• Ethical reporting

• Coverage of church programmes

• Provide platform for dissemination of Church programmes

3.5.3 PESTEL AnalysisThe Church analyzed the external environmental factors such as:

i. Political

ii. Economic

iii. Socio-cultural

iv. Technological

v. Environmental/ecological

vi. Legal

These environmental factors are likely to impact on the effectiveness of the CoU. The analysis also considered the possible strategies to respond to the challenges under each environmental factor. The analysis revealed that the CoU as a whole is susceptible to the dynamics taking place nationally and globally. There is therefore need for the Church in general to position herself to respond to the changes taking place proactively and without compromising her stand on the Holy Scriptures. Below in Table 3 is a summary of the PESTEL analysis:


Table 9: PESTEL Analysis

Environmental Factor

Concerns Strategies

Political

Policy • Existence of a National development framework to reduce poverty by creating wealth through a liberalized economy on foreign exchange; access to financial services through micro finance; and privatization

• The constitution recognizes the rights of individuals and CSOs to influence the policies and programmes of government

• Church of Uganda shall develop implementable investment strategies and undertake investment productive and profitable enterprises that create wealth and reduce poverty, especially in agriculture

• The Church shall be intentional in lobbying government for involvement in policy formulation and planning programmes for communities.

Political Stability

• Existence of relative peace & political stability creating opportunity for programme implementation and initiation of recovery programmes.

• Environment of wars and other unresolved conflicts that threaten peaceful co-existence in some parts of the country

• Church of Uganda shall initiate implementation of innovative community based programmes.

• The Church shall be deliberate in lobbying government for resolving conflicts.

• Church of Uganda shall be intentional in initiating programmes that address the needs of victims of wars and other unresolved conflicts.

Freedom of worship and expression

• Existence of freedom of worship in the country creating opportunity for effective ministry.

• Deteriorating societal morals and values

• The Church shall purposely be more vigorous in mission ministry.

• Church of Uganda should proactively speak out on deteriorating societal morals and values in all media

Economic

Economic Development

• High level of corruption.

• High levels of unemployment resulting in increasing poverty levels.

• Inadequate attention to the agricultural sector and yet over 80% of Uganda’s population relies on agriculture.

• Unequal distribution of socioeconomic infrastructure and services in the country e.g. health facilities and services, power supply, all weather roads.

• Availability of a large human resource base that can be tapped for ministry and resource mobilization.

• Land grabbing and conflict

• The church shall model integrity and raise its prophetic voice on matters of corruption.

• Church of Uganda shall endeavor to create employment opportunities through its investments in agriculture to reduce on poverty levels.

• Church of Uganda shall build the capacities of communities to engage in agricultural related income generating activities that shall reduce poverty levels.

• Church of Uganda shall lobby and advocate for equal distribution of socio economic infrastructure and services.

• Church of Uganda shall develop strategies on how to increasingly involve the wider Church’s human resource and professionals in ministry and resource mobilization.

• Church of Uganda will Secure and develop church land. Sensitize community on land issues. Create access to legal services.


Monetary and Fiscal Policies

• High inflation and interest rates.

• High cost of living due to rising inflation rates.

• Soaring taxes.

• Volatile foreign exchange rates.

• Church of Uganda shall increase her investments and develop other implementable fund raising strategies.

• The church shall develop fundraising strategies to increase her revenue.

• Church of Uganda will engage government on the country’s economic life

• The church will build forex reserves from its investments.

Employment concerns

• High levels of unemployment resulting in increasing poverty levels.

• Other employers offering better employment terms than CoU. As a result the Church is not an attractive employer.

• Church of Uganda shall create more employment opportunities through her investments.

• Church of Uganda shall improve on her image as an employer through providing better employment terms for their workers

Donor Fatigue • Reduced donor funding. • Church of Uganda shall reduce on donor dependency and develop investment strategies that shall increase her revenue.

Socio-cultural

Policy • Historical existence of goodwill from stakeholders e.g. government, development partners, communities and other key stakeholders for effective ministry.

• Government liberal views on moral issues and political correctness resulting in increasing loss of societal grip on social values and culture leading to infiltration of vices like homosexuality and lesbianism and other forms of immorality and increasing witchcraft child sacrifices and syncretism.

• Aggressive Islamisation strategies by Islamic extremists and fundamentalists

• Church of Uganda to will strategically develop strategies to enhance the public image of the Church.

• Church of Uganda shall proactively speak out on deteriorating societal morals and values in government fora and lobby government to formulate favorable policies.

• Church of Uganda has established a Muslim-Relations Desk in every diocese and train select groups.

Freedom of worship and expression

• Liberalized theology, challenging the authority of the Bible

• Prosperity Gospel being preached by some of the other faiths.

• Growth of cults.

• Increase in ministry strategies of other faiths that attract the youth and draw them away from CoU

• Increased litigation in the Church

• Church of Uganda shall initiate programmes for communities in discipleship

• Church of Uganda shall be deliberate in teaching communities to interpret the Bible and understand Anglicanism

• Church of Uganda shall develop strategies that shall retain her youth

• Church of Uganda shall initiate development of relevant organizational policies and systems for the Church to minimize litigation in the Church


Health • Increasing disease outbreaks e.g. HIV/AIDS, Malaria, TB, Cholera

• Poor health services, with limited provision of Highly specialized services

• Lack of adequate infrastructure; out of 254 health facilities; 12 are hospitals , 5 HCIVs,39 HCIIIs, and 179 HCIIs, indicating the need to urgently upgrade HCIIs to meet the needs of the population

• The Church shall initiate health related programmes to improve the health of the communities in the Province

• The church shall embark on infrastructure improvement for her Health Facilities and ensure appropriate upgrading within the national framework of health infrastructure growth plans

• The church to advocate for and deliver better health services through developing its Human Resources for Health and building on the leadership of her health system

Education • Deteriorating quality of Education

• Deteriorating Christian Values in CoU Schools.

• The church shall influence education policy for all levels of education

• The church shall be vigorous in the teaching of Christian values

• Church of Uganda shall collaborate with ministry of Education to articulate church concerns

Technological

• Advancement of ICT to enhance communication

• Negative attitude towards social media

• Church of Uganda shall initiate the development of a communications policy for CoU and strategies for effective communication between the Church and its key stakeholders

• Church of Uganda shall initiate a capacity building programme in ICT for the entire Province

• The church shall embrace social media to enhance her visibility and use it to advance the gospel and Christian values.

Environmental/Ecological

Climatic conditions

• Good climate for implementation of agro based community development programmes

• Natural calamities e.g. Floods, Intense drought.

• Deforestation

• The Church shall initiate more needs based agro based community development programmes

• Church of Uganda shall initiate innovative programmes to meet the needs of victims of such natural disasters and initiate biblical teaching on environmental and ecological care

• Church of Uganda shall develop a strategy for reforestation

Legal

Current legislations

• Statutory compliance e.g. PAYE, NSSF

• Amendment and creation of new Parliamentary Bills

• COU shall develop strategies to improve remuneration of her employees

• Church of Uganda shall lobby Parliament to engage and influence amending and creating new Parliamentary Bills


3.5.4 SWOT AnalysisIn the SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis, the CoU Key Strengths and Weaknesses (internal environment) and Key Opportunities and Threats (external environment) were identified. This analysis was

carried out in view of the Church’s mandate to the nations and the Christians. CoU’s achievements and challenges in the recent past also indicate the internal and external environment within which the Church operates.

Table 10: SWOT Analysis

Strengths Weaknesses

• StrongChristianheritage

• CorevaluesembeddedinBiblicalscripture

• Welldefinedministryandadministrative structures throughout the Province

• Endowmentofresourcesi.e.human,land and infrastructure

• Programmesthathavetransformedcommunities

• Committedleadership

• Inadequateintegratedplanningandbudgeting• InadequateBiblicalteachinginchurches• Inadequatecommunicationwithstakeholders• Poordocumentation• Pooratdisciplemaking• Donordependence• Inadequateleadershipdevelopment• Poorstewardship• poorutilizationofresources• Genderirresponsiveness

• TheChurchisreactive not proactive• Policydocumentsandstructuresthatareinplacearenot

regularly reviewed and updated• Inadequatemanagementandoperationalpoliciesinplace• Limitedcreativityandinnovation• Inadequateministrystrategiestoreachtotheyouth.• IncreasedlitigationintheChurch• Uncompetitiveemploymentterms

• Failuretotapintotheexperienceandwisdomoftheelders in the church

Opportunities Threats

• Availabilityofalargehumanresourceand skills base that can be tapped for ministry and resource mobilization

• Existenceoffreedomofworshipandexpression in the country.

• Existenceofrelativepeace&politicalstability.

• Existenceofgoodwillfromstakeholderse.g. government, development partners, communities and other key stakeholders.

• ExistenceofaNationaldevelopmentframework to reduce poverty.

• Availabilityofstrongpartnershipsand networks within the Anglican Communion, ecumenical and other organizations.

• AdvancementofICT

• Goodandconduciveclimate.

• TheConstitutionofUgandarecognizesthe rights of individuals and CSO to influence the policies and programs of government

• Highlevelofcorruption• LiberaltheologychallengingtheauthorityoftheBible• Increasingdiseaseoutbreakse.g.HIV/AIDS,malaria,TB,

cholera• Climatechangeanditseffectsontheenvironment• BitingPoverty• Inequitabledistributionsocioeconomicinfrastructureand

services in the country • Conflictsthatthreatenpeacefulco-existence• AggressiveIslamisationstrategiesbyIslamicextremistsand

fundamentalists • Increasinglossoffamily,socialandBiblicalvaluesandculture.• Homosexuality• Resurgenceoftraditionalreligion,witchcraft,andsorcery• Highcostofliving• Highlevelsofunemployment• Governmentliberalviewsonmoralissuesandpolitical

correctness• Inadequateattentiontotheagriculturalsector• Growthofcultsandoccults• Negativeinfluenceofthemediaandentertainmentindustry


Key strengths of CoU are reflected in Table 8, above. These include a well established mission, administrative and governance structure that reached the families and congregations at the grassroots levels. These structures shall be utilized to build capacities and carry out spiritual and

socio economic interventions. Church of Uganda shall reposition itself in four major focus areas: Mission Focus, Socio-Economic Focus, Community engagement focus and institutional focus for ensure effectiveness of service delivery.


In designing the future it desires, the CoU has developed a Strategic Vision and Mission Statement, a set of Core Values and made a

Strategic Choice that will give direction to the implementation of the Plan.

4.1 Vision Statement:

A faster growing sustainable Christ-centred Church

4.2 Mission Statement:

To proclaim the Gospel in accordance with Christ’s commission to make disciples of all nations

4.3 Key Objectives (based on Matt 9:35; 28:19-20)

1. To win souls for Christ

2. To nurture and equip Christians to maturity

3. To promote holistic transformation for communities

4.4 Church of Uganda Core Values

The CoU core values are derived from the Holy Scriptures, theological Anglican traditions, and the CoU’s history and leadership. Church of Uganda has seven Core Values that bind it together and which the constituent Dioceses, Parishes, Secretariats and Partners are expected to demonstrate in their work. These core values are: Godliness, Faithfulness

4. Church of Uganda Strategic Direction: Mission Statement, Vision Statement, Core Values and Overall Goal


We shall conduct our activities in an open and •transparent manner

We shall speak out truthfully on all • matters of common concern

We shall endeavor to be accountable to the •community we serve

We shall share information with the community •and other stakeholders as a basis for informed dialogue and resolution of all kinds of conflicts

d. Selfless Service

“Whatever you do, work at it with all your heart, as working for the Lord, not for men, since you know that you will receive an inheritance from the Lord as a reward. It is the Lord you are serving”. (Colossians 3:23-24)

We shall dedicate our time and resources to •selfless service to God even as we promote our vision and mission

We shall do everything possible to ensure the •attainment of our goals and objectives in the spirit of selflessness

We shall promote and encourage the spirit of •volunteerism among all our Christians

We shall carry out all our activities with •enthusiasm and dedication

e. Unconditional Love

“Bear with each other and forgive whatever grievances you may have against one another. Forgive as the Lord forgave you. And over all these virtues put on love, which binds all together in perfect unity”. (Colossians 3:13-14)

Be believe that God’s infinite love and •forgiveness can help each of us love and forgive others.

We shall treat all people equally and with due •respect without necessarily compromising our mission and biblical agenda.

We believe that all Christians are part of •God’s family and thus share equally in the transforming power of his love.

We believe that Christ’s love should motivate •us to accept other people as they are and show love in the way we treat them.

to Holy Scriptures, Integrity, Selfless service, Unconditional love, Unity in Christ, and Upholding Biblical Family Values

a. Godliness

“For physical training is of some value, but godliness has value for all things, holding promise for both the present life and the life to come” (1 Timothy 4:8)

We shall say no to ungodliness and worldly •passion and endeavor to live self-controlled, upright and godly lives

We shall pray for those in authority, that we •may live peaceful and quiet live in all godliness and holiness

We shall walk with God and endeavor to please •Him

We shall be devoted to God in all our actions •

b. Faithfulness to Holy Scripture

“All scripture is God-breathed and is useful for teaching, rebuking, correcting and training in righteousness, so that the man of God may be equipped for every good work”. (2 Timothy 3:16-17)

We believe that the inspired Word of God is •entirely authoritative and is our safeguard against false doctrine and provides guidance for our faith in Christ

We believe that through the Holy Scriptures •God revealed His person and plan for the Church and Christian believers

We believe that the purpose of the Holy •Scriptures is to equip us to do good in the communities

We shall guard and defend the Holy •Scriptures

c. Integrity

“May integrity and uprightness protect me, because my hope is in you” (Psalm 25:21)

We believe in honesty in all our practices and •relationships.

We shall seek to walk in the light at all times in •accordance with the command of our Lord and Savior Jesus Christ


f. Unity in Christ

“They devoted themselves to the apostles’ teaching and to the fellowship, to the breaking of bread and prayer….All the believers were together and had everything in common” (Acts 2:40; 43)

We believe our love and faith in Christ is the •foundation on which the unity of the Church is built

We believe that as members of God’s family •we may have different interests and gifts but we have a common goal of serving the Lord Jesus Christ

We shall use our different gifts, to spread the •good news of salvation

g. Upholding Biblical Family Values

“For this reason a man will leave his father and mother and be united to his wife and they will become one flesh” (Genesis 2:18)

We believe that marriage is between man and •woman in a special partnership that honors God

We believe that God gave marriage as gift to •man and woman for participation in the divine creation of the human race

We believe men and women are formed and •equipped for various tasks; but all these tasks lead to the goal of honoring God

We believe that Christian parents and •Christian children will relate to each other in thoughtfulness and love

We believe that every parent will participate •in raising children in a loving Christ-honoring manner.

4.5 Strategic Choice:


4.6 Strategic Focus Areas

The CoU Strategic Plan is premised on four (4) strategic focus areas: namely:

1. Mission Focus

2. Socio-Economic Development Focus

3. Community Engagement focus

4. Institutional Development Focus.

Mission Focus: In proclaiming the Gospel of Jesus, CoU Mission Focus will be directed towards personal lives, Churches, Church Institutions and enterprises, private organizations and business enterprises to bring revival, salvation and transformation among the communities. Integration, inclusion and empowerment of the Youth and children in programming will be a primary priority.

Socio-Economic Focus: This shall involve resource mobilization and productive investments; development of quality Education and Healthcare, advocacy, leadership capacity building, involvement and empowerment of the laity, effective stewardship, creation of maximum social impact among the communities.

Community Engagement Focus: Church of Uganda will engage with the Christians, professionals, organizations and other stakeholders at local and global levels as well as with government. The church will enhance leadership and management capabilities: channeled through the promotion of Christian values with sensitivity to culture.

Institutional Focus: The CoU Provincial Plan aims at organizational integration to enhance a shared vision, mission and purpose by focusing attention and resources on the most critical issues in the communities. Operational efficiency and effectiveness is to be promoted as primary objectives of this strategic plan to ensure the limited resources are prudently utilized. The systems, programmes and processes will be re-engineered to make the Church relevant by creating and sustaining ongoing initiatives towards holistic wellbeing of the communities in and outside CoU.


4.7 Strategic objectives

Focus Area 1: Mission Focus

Strategic Objectives;

1. Increase Church membership by at least 25% over the period

2. 60% of the Church membership saved and confessing Christians (Rom 10:1; 9-11; John 3:3, 7)

3. Church leaders (Bishops, Clergy and Laity) identify and rely on spiritual gifts of members for ministry

Focus Area 2: Socio-Economic Focus

Strategic Objectives;

1. Increase CoU infrastructure (spiritual, social and economic) by at least 25% over the period

2. Church of Uganda has legal ownership and full control over its Educational, Health and other facilities

3. Church generates funds locally

4. Effective environmental management

Focus Area 3: Community Engagement

Strategic Objectives

1. Church increases its influence in public engagement on both national and international scene

2. Review and streamline the CoU governance and management structures

Focus Area 4: Institutional Focus

Strategic Objectives

1. Church of Uganda has adequate and effective policies and systems


5. Implementation Strategies



Various approaches shall be adopted to ensure smooth and effective implementation of this Strategic plan. The

strategies are briefly discussed here below:

5.1 Annual Work Plans and Budgets

This Strategic Plan shall be rationalized through approved annual work-plans and budgets whose components will be premised on Departmental and Diocesan programs and strategic objectives. The Strategic Plan will be reviewed on an annual basis to reflect emerging changes in the operating environment.

5.2 Setting Performance Targets and Performance Indicators

Each Diocese/Department/Unit/Program will set Quarterly Targets and Performance Indicators in all area of performance. The activity centers will ensure that these targets are relevant, challenging but attainable and able to sustain the planned departmental objectives. The targets are also intended to ensure that the right inputs and services are being delivered to the right beneficiaries.

5.3 Human Resource Strategy

Human resources play a critical role in achieving strategic goals and objectives and individual performance drives organizational excellence. Therefore, the Secretariat must attract and retain appropriate human resources skills and talents and attitudes. The following HR strategies shall be adopted to address various issues causing poor organizational and staff performance:

(i) Reorganize the Provincial Secretariat into 8 Directorates to deliver on streamlined mandates;

Missions and Outreach »

Education »

Health »

Household and Community »Transformation

Land Management »

Management Support Services »

Finance, Planning and Investments »

Audit and Assurance Services »

(ii) Review of terms and conditions of service and establishing a CoU Salary Structure that reflects the market conditions

(iii) Issuing appointment letters with clear terms of reference and job expectations

(iv) Setting result-oriented management systems, such as:

performance standards »

clear individual goals »

Giving performance feedback »

(v) Effective Staff development schemes and training programmes

(vi) Performance-based rewards system

(vii) Managing high individual stress levels and other performance related challenges shall be addressed using appropriate interventions.

(viii) Promotion of organizational values

(ix) Organization of flexible and more transparent interdepartmental information sharing system

(x) A strong team spirit aimed at encouraging creativity and innovation will be practiced as a core organizational value.

(xi) Establishment of clear coordination and communication mechanisms within the secretariat to minimize bureaucratic practices

(xii) Enforcing and reviewing basic operational rules and regulations contained in the:

HR policies and procedures manual »

Finance and accounting manual »

Procurement manual »

Conflict of Interest and Fraud Policies »

Board Policy manual »

(xiii) Grievance handing procedures shall be put in place to moderate working relationships.

5.4 Communication Strategy

In order to generate a shared vision within the Province, the following communication plan shall be adopted:


(i) The Vision, Mission, Core value Statements shall be framed and hanged in conspicuous places (such as Diocesan Offices, Parishes, the Reception, Fellowship Hall, Archbishops Office, Provincial Secretary’s Office, Executive Waiting Langue and others). Copies will also be reproduced on posters and brochures for distribution and display.

ii. Copies of the plan shall be widely shared with partners, donors and other potential collaborators

iii. Each Diocesan Secretary, Head of Department, Head of Unit and Head of Programme shall have a copy of the plan as a reference document

iv. Every member of the House of Bishops and the Board of Trustees, the Board of Finance, Board of Planning development and rehabilitation, Board of Mission , Board of Education, Board of Health , Board of Church Commissioners Holding Company Ltd, Board of UCU Holding Company Ltd and others, shall have a copy of the Strategic Plan

v. Each department shall develop a brochure for communication of departmental goals strategic objectives and key activities

vi. Relevant portions of the plan shall be included in the policies (e.g. Financial Policy, Procurement, HR, Investment policies) and procedures of CoU

5.5 Partnership Strategies

In implementing its strategies, CoU will establish Strategic Partnerships, Networks, Alliances and Coalitions with key players in Government (especially Ministry of Education, Health, Finance, Gender, Youth and Children, Justice, Agriculture Animal Industry and Fisheries, Tourism and Cooperatives, Lands, Housing and Urban Development and others), Ecumenical and Development Partners, Donors, Anglican Communion, UJCC and IRCU, and other credible Faith-Based Organizations. This approach will provide the Secretariat with a critical mass of key institutions to channel social sector concerns and policy advocacy issues using a unified and greater voice. It will further create stakeholder ownership to ensure improvement in the effectiveness and the efficiency of our service delivery.

5.6 Monitoring and Evaluation Strategies

Monitoring and Evaluation (M&E) is a key cross-cutting component of the CoU Strategic planning. It is intended to progressively track program performance and analyze activity implementation and foresee any difficulties so as to take timely corrective action. Program monitoring will help to have information at hand for evidence based decision-making. Systematic M&E is important in providing feedback on performance and also enhances the effective discharge of the stewardship and gives management capacity for effective control and accountability. M&E will ensure that CoU as a whole remains a learning organization. This should help CoU determine whether resources are being used efficiently to create desired change in the target population and also assess whether program activities are still relevant or being implemented as intended.

Mechanisms will be developed for measuring key implementation parameters, such as:

i. Input indicators (which include data on human, financial and material resources),

ii. Process indicators (which includes data on activity levels)

iii. Output indicators (which include data on coverage, utilization, results, quality, timeliness/responsiveness, and value for money,

iv. Outcomes and long term impact indicators.

v. Several approaches will be used in Internal Monitoring Systems and External Evaluation.

vi. The result of the M&E reviews will be fed into the decision-making organs of the Province. Such results are intended to inform and improve COU’s practices.

5.7 Peer Review and Peer Evaluation Mechanisms

This is meant to capture and share relevant lessons and learning experiences in the program areas with all stakeholders. The evaluation should be properly coordinated to encourage peer-learning, networking, teamwork and motivation.


5.8 Periodic Reports

Departmental Quarterly and other periodic reports normally submitted to Partners will be concurrently submitted to the Provincial Secretary (with copies to relevant offices). This is to facilitate consistency in reporting to other CoU organs. These reports should be concise and timely to serve the desired managerial purpose of decision making, planning and control, and performance evaluation.

5.9 Annual Performance Evaluation

There shall be annual meetings and continuous consultations and meetings with the Provincial Secretary and Heads of Departments to assist in the implementation. The aim of these meetings will be to:

i. Review of the annual budgets in line with the work plans and provide feedback to management

ii. Analyze the Diocesan and Departmental performance vis a vis the planned performance

iii. Compare CoU’s overall performance vis a vis the annual budgets and plans

5.10 Conducting Surveys and Providing Feedback

For origination of pilot projects there shall be prior surveys among key stakeholders: implementers, users, beneficiaries and sponsors donors and partners. These surveys are meant to establish the real need to be fulfilled in the communities. The results of the surveys should inform the implementation plans.

Church of Uganda’s commitment is to strengthen the feedback mechanisms to ensure that service delivery is improved.

5.11 Rolling Plans

A Plan is a roadmap and not a destination. Therefore, where it is not practical to implement the plan or parts of the plan, steps will be taken to review the plan and make appropriate adjustments to reflect the factors and realities on the ground.

CoU will also carry out:

i. Strategic and budget planning sessions once every year

ii. The Human Resource department will ensure that annual performance appraisal is undertaken for each staff member in the Dioceses and the Provincial Secretariat

iii. Monthly Financial Statements are submitted to Management

iv. Quarterly Financial Statements are submitted to the Executive of the Board of Finance

5.12 Capacity Building Strategies

The M&E function will be strengthened through Staff capacity Building to constantly guide the implementation process. Capacity building will also be undertaken in Programs and projects where it is deemed appropriate to enhance the execution and absorption capacity of the recipients or beneficiaries

5.13 External Evaluation

It is the intention of CoU to adopt a rolling plan approach. In that regard, there shall be a mid-term evaluation in December 2020 and end-term evaluation in March 2026 to determine the performance of the Strategic Plan. The evaluations shall, among others, draw lessons learnt, achievements and challenges to be overcome in the next plan. In order to have objectivity in the evaluation reports, an External Evaluator will be engaged to undertake the assignment.


6. The Financing Strategy

The success of this strategic plan is very much dependent on the availability of short-term and long-term funds to cover the needs

identified in the strategic activities and the work plans for 2016-2025.

6.1 Long –term Financial Objectives:

i. Expand the local income resource base from the current 20% to 91% by 2025

ii. Meet 100% of the administrative costs from local income sources by 2018

iii. Reduce the dependency on foreign donors from 80% to 10% by 2025

6.2 Financial Strategies

The following financing strategies will be adopted over the planning period: Enhanced self-financing capacity, fundraising, effective stewardship of resources.

6.2.1 Enhanced Self-financing capacityChurch of Uganda and the Provincial Secretariat must expand and strengthen its capacity for self-financing for a number of reasons:

i. A beginning of the planning period, total Local Income accounts for only 20% of CoU and the Provincial Secretariat’s operating funds, implying that the Provincial Secretariat is 80% dependent on donor grants and donations

ii. High dependency rate has significant negative implications for the CoU:

A Church that relies totally on outside »support is usually complacent and less interested in the efforts of the Church

The dependent Church is not able to make »independent decisions about the Church’s ministry or growth

iii. Self-support opens doors for unlimited expansion which gives it the sense of accomplishment and added commitment to its mission and programs.

Provincial Office, Church of Uganda


6.2.2 Financial Targets for Self-financingi. Raise a total of sh3bn per annum from own

sources

ii. Consolidate the management of the non-current assets and investments under one Board and Management

iii. Require each operating non-current asset to contribute at least 10% of its revenue to meet Provincial Secretariat operating costs ,

iv. Retain 20% for maintenance and 70% to meet programme, operating and administration expenses of the respective department/unit

v. Require every successful programme/project proposal to contribute at least 10% of the gross income towards Provincial Secretariat overhead costs

6.2.3 FundraisingExternal donor funding account for 80% of the Secretariat’s Budget and is likely to remain the main source of funding. However, given the worsening trends under the current credit crunch and resultant financial crisis, the Secretariat must diversify its funding base.

In order to finance the strategic objectives of the Secretariat, funding is required from funding sources both in-country and outside Uganda. Resource mobilization is a key element in ensuring that the identified priority activities can be undertaken. The various sources of income shall be tapped through proposal writing, networking and building strong inter-institutional linkages and partnerships.

Strategies:

i. Train all programme staff on writing bankable proposals

ii. Create 10 new partnerships per year beginning FY2016

6.2.4 Effective StewardshipThe various Provincial and Diocesan Boards and the Management Teams must maintain healthy financial position through adherence to the principles of good governance. There must be efforts at all levels to efficiently and effectively deploy resources adequately and to account for the same following established reporting standards.

6.2.7 Key Strategic Planning Assumptionsi. The CoU Provincial Strategic Plan has

been developed on the basis of 4 major assumptions:

ii. Consensus (among the CoU Leaders on key issues)

iii. Commitment (to implement the Plan)

iv. Co-operation (agreement among the CoU Leaders in moving forward)

v. Costs (mobilizing the requisite financial resources to implement the plan)

The following assumptions have been made as the basis for drawing financial projections:

i. Church of Uganda and its constituent Dioceses will operate under a secure political environment throughout the period

ii. The economy will continue to grow at the rate of 7% pa as projected by Ministry of Finance

iii. Annual Inflation rate will stabilize at 5% pa

iv. Foreign Exchange Rate of Dollar/Shillings will stabilize at Shs2600 during the planning period.

v. The international financial crisis will be under control and the donor contributions will be reduced to 10% by 2025


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in d

isci

ples

hip

No.

of T

OTs

trai

ned

in

disc

iple

ship

Pr

ovin

cial

Mis

sion

and

Ev

ange

lism

coo

rdin

ator

By D

ecem

ber

2016

3,24

0,0

00

1.3.

3 A

vail

disc

iple

ship

cu

rric

ulum

and

oth

er

mat

eria

ls to

the

Dio

cese

s

Ava

ilabi

lity

of d

isci

ples

hip

curr

icul

um a

nd

othe

r m

ater

ials

at a

ll le

vels

App

rove

d di

scip

lesh

ip

curr

icul

um a

nd o

ther

m

ater

ial u

sed

at a

ll le

vels

Prov

inci

al M

issi

on a

nd

Evan

gelis

m c

oord

inat

orBy

Dec

embe

r 20

161,6

20,0

00

1.3.

4 E

ncou

rage

dio

cese

s to

tran

slat

e m

ater

ials

in th

e lo

cal l

angu

ages

Dis

cipl

eshi

p m

ater

ials

tr

ansl

ated

into

loca

l la

ngua

ges

No.

of d

ioce

ses

with

m

ater

ials

in lo

cal l

angu

ages

Prov

inci

al a

nd D

ioce

san

Mis

sion

and

Eva

ngel

ism

C

oord

inat

ors

ongo

ing

720

,00

0

1.3.

5 En

cour

age

the

esta

blis

hmen

t of f

ello

wsh

ip

mee

tings

/bib

le s

tudy

gr

oups

/hom

e ce

lls/w

ork

plac

e fe

llow

ship

/lun

ch h

our

pray

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ome

visi

ts

Func

tiona

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le s

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gro

ups

and

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ips

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blis

hed

No.

of f

unct

iona

l bib

le s

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gr

oups

and

fello

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ips

No.

of p

eopl

e at

tend

ing

bibl

e st

udy

and

fello

wsh

ips

Prov

inci

al a

nd D

ioce

san

Mis

sion

and

Eva

ngel

ism

C

oord

inat

ors

ongo

ing

360

,00

0

1.3.

6 Pe

riod

ical

ly In

tegr

ate

all d

isci

ples

hip

grou

ps

(chi

ldre

n, y

outh

, adu

lts)

into

Su

nday

chu

rch

serv

ices

and

ot

her

enga

gem

ents

Inte

grat

ed c

hurc

h se

rvic

es

cond

ucte

d pe

riod

ical

lyN

o. o

f Int

egra

ted

chur

ch

serv

ices

con

duct

ed

Pari

sh P

ries

ton

goin

g1,

80

0,0

00


1.3.

7 Es

tabl

ish

and

stre

ngth

en p

raye

r gr

oups

an

d pr

ayer

retr

eats

Pray

er g

roup

s an

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ayer

re

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ts e

stab

lishe

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reng

then

ed

No.

of c

ongr

egat

ions

with

pr

ayer

gro

ups

and

pray

er

retr

eats

Pari

sh P

ries

ton

goin

g1,

80

0,0

00

1.3.

8 E

stab

lish

Chr

istia

n C

ouns

ellin

g an

d gu

idan

ce

team

s at

con

greg

atio

n le

vel

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istia

n C

ouns

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g an

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idan

ce te

ams

esta

blis

hed

at c

ongr

egat

ion

leve

l

No.

of c

ongr

egat

ions

with

C

hris

tian

Cou

nsel

ling

and

guid

ance

team

s

Pari

sh P

ries

ton

goin

g2,

160

,00

0

1.3.

9 Pr

ovid

e C

hris

tian

deliv

eran

ce, C

ouns

ellin

g an

d gu

idan

ce s

ervi

ces

at

cong

rega

tion

leve

l

Peop

les

prob

lem

s an

d ch

alle

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add

ress

edN

o. o

f con

greg

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ns w

ith

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istia

n de

liver

ance

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ouns

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g an

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idan

ce

serv

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Pari

sh P

ries

ton

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g2,

160

,00

0

Dev

elop

a b

asel

ine

data

bas

e fo

r m

embe

rshi

p( c

ross

cut

ting

)

Stra

tegy

1.4

: Ret

oolin

g cl

ergy

and

the

lait

y on

dis

cipl

eshi

p

1.4

.1 Im

plem

ent t

he C

oU

cler

gy in

ser

vice

and

thei

r sp

ouse

s cu

rric

ulum

The

CoU

cle

rgy

in s

ervi

ce

and

thei

r spo

use’

s cu

rric

ulum

im

plem

ente

d

No.

of d

ioce

ses

impl

emen

ting

the

CoU

cle

rgy

in s

ervi

ce a

nd th

eir

spou

se’s

cu

rric

ulum

Prov

inci

al a

nd D

ioce

san

Educ

atio

n C

oord

inat

ors

ongo

ing

40

,00

0

1.4

.2 Im

plem

ent t

he C

oU

Har

mon

ized

lay

read

ers

curr

icul

um

CoU

Har

mon

ized

lay

read

ers

curr

icul

um im

plem

ente

dN

o. o

f dio

cese

s im

plem

entin

g th

e C

oU

Har

mon

ized

lay

read

ers

curr

icul

um

Prov

inci

al a

nd D

ioce

san

Educ

atio

n C

oord

inat

ors

ongo

ing

40

,00

0

1.4

.3 C

arry

out r

efre

sher

sp

iritu

al re

trea

ts fo

r th

e cl

ergy

and

thei

r sp

ouse

s

Refr

eshe

r sp

iritu

al r

etre

ats

for

the

cler

gy a

nd th

eir

spou

ses

cond

ucte

d

No.

of r

efre

sher

retr

eats

for

the

cler

gy a

nd th

eir

spou

ses

cond

ucte

d at

all

leve

ls

Prov

inci

al a

nd D

ioce

san

Mis

sion

and

Eva

ngel

ism

C

oord

inat

or

ongo

ing

4,8

60,0

00

1.4

.4 C

ondu

ct T

OTs

in

bibl

ical

(ex

posi

tory

) te

achi

ngTO

Ts in

bib

lical

(ex

posi

tory

) te

achi

ng c

ondu

cted

No.

of T

OTs

trai

ned

in b

iblic

al

(exp

osito

ry)

teac

hing

Pr

ovin

cial

and

Dio

cesa

n M

issi

on a

nd E

vang

elis

m

Coo

rdin

ator

ongo

ing

1,26

0,0

00


1.4

.5 R

eori

ent c

lerg

y an

d ot

her

chur

ch le

ader

s on

ser

vant

lead

ersh

ip,

min

iste

rial

form

atio

n an

d se

ven

sphe

res

of in

fluen

ce

cler

gy a

nd o

ther

chu

rch

lead

ers

reor

ient

ed o

n se

rvan

t le

ader

ship

, min

iste

rial

fo

rmat

ion

and

seve

n sp

here

s of

influ

ence

No.

of c

lerg

y an

d ot

her

chur

ch le

ader

s re

orie

nted

on

ser

vant

lead

ersh

ip,

min

iste

rial

form

atio

n an

d se

ven

sphe

res

of in

fluen

ce

Prov

inci

al a

nd D

ioce

san

Mis

sion

and

Eva

ngel

ism

C

oord

inat

ors,

Pra

yer

coor

dina

tors

ongo

ing

2,59

2,0

00

Stra

tegy

1.5

: Tea

chin

g ab

out o

ccul

ts, c

ults

pra

ctic

es, f

alse

teac

hing

s an

d id

olat

ry

1.5.

1 D

evel

op te

achi

ng

mat

eria

ls o

n oc

cults

, cul

t’s

prac

tices

, fal

se te

achi

ngs,

id

olat

ry a

nd p

raye

r an

d in

terc

essi

on.

Teac

hing

mat

eria

ls o

n oc

cults

, cul

ts p

ract

ices

, fa

lse

teac

hing

s, i

dola

try

and

pray

er a

nd in

terc

essi

on

deve

lope

d

App

rove

d Te

achi

ng m

ater

ials

on

occ

ults

, cul

t’s p

ract

ices

, fa

lse

teac

hing

s, id

olat

ry a

nd

pray

er a

nd in

terc

essi

on.

Prov

inci

al M

issi

on a

nd

Evan

gelis

m C

oord

inat

or(

Pray

er c

oord

inat

ors)

By D

ecem

ber

2016

80

,00

0

1.5.

2 To

Ts in

the

teac

hing

on

occ

ults

, cul

t pra

ctic

es,

fals

e te

achi

ngs,

idol

atry

and

pr

ayer

and

inte

rces

sion

.

ToT

s in

the

teac

hing

abo

ut

occu

lts, c

ult p

ract

ices

, fal

se

teac

hing

s, id

olat

ry a

nd

pray

er a

nd in

terc

essi

on .

co

nduc

ted

No.

of T

oTs

trai

ned

in th

e te

achi

ng o

n oc

cults

, cul

t pr

actic

es, f

alse

teac

hing

s , i

dola

try

and

pray

er a

nd

inte

rces

sion

.

Prov

inci

al a

nd D

ioce

san

Mis

sion

and

Eva

ngel

ism

C

oord

inat

or(

pray

er c

oord

inat

ors)

By D

ecem

ber

2017

1,08

0,0

00

1.5.

3 C

ondu

ct te

achi

ngs

on o

ccul

ts, c

ult p

ract

ices

, fa

lse

teac

hing

s, i

dola

try

and

pray

er a

nd in

terc

essi

on i

n co

ngre

gatio

ns

Teac

hing

s on

occ

ults

, cul

t pr

actic

es, f

alse

teac

hing

s,

idol

atry

and

pra

yer

and

inte

rces

sion

. tau

ght i

n co

ngre

gatio

ns

No.

of d

ioce

ses

teac

hing

on

occu

lts, c

ult p

ract

ices

, fal

se

teac

hing

s id

olat

ry a

nd p

raye

r an

d in

terc

essi

on.

Pari

sh P

ries

ts, p

raye

r co

dina

tors

ongo

ing

678

,00

0

Stra

tegy

1.6

: Chu

rch

Plan

ting

Init

iati

ves

1.6.

1 M

ap o

ut e

xist

ing

chur

ches

Map

ping

out

of e

xist

ing

chur

ches

car

ried

out

Dat

a on

exi

stin

g ch

urch

esPr

ovin

cial

and

Dio

cesa

n Se

cret

arie

s By

Dec

embe

r 20

1610

0,0

00

1.6.

2 D

evel

op a

gui

delin

e fo

r ch

urch

pla

ntin

gC

oU g

uide

lines

for

chur

ch

plan

ting

deve

lope

dA

ppro

ved

CoU

gui

delin

es fo

r ch

urch

pla

ntin

gPr

ovin

cial

Mis

sion

and

Ev

ange

lism

Coo

rdin

ator

By J

une

2016

50,0

00

1.6.

3 Ru

n To

Ts o

n ch

urch

pl

antin

gTr

aine

rs

No.

of t

rain

ers

at D

ioce

ses

Prov

inci

al a

nd D

ioce

san

Mis

sion

and

Eva

ngel

ism

C

oord

inat

or

By D

ecem

ber

2017

6

48

,00

0


1.6.

4 C

ondu

ct tr

aini

ngs

for

chur

ch p

lant

ings

Trai

ning

s fo

r ch

urch

pl

antin

gs c

ondu

cted

No.

of D

ioce

ses

with

chu

rch

plan

tings

Dio

cesa

n M

issi

on a

nd

Evan

gelis

m C

oord

inat

orBy

Dec

embe

r 20

173,

240

,00

0

1.6.

5 Se

nsiti

ze th

e ch

urch

le

ader

s on

chu

rch

plan

ting

proc

edur

es a

nd m

anag

emen

t

Chu

rch

lead

ers

sens

itize

d on

ch

urch

pla

ntin

g pr

oced

ures

an

d m

anag

emen

t

No.

of c

hurc

h le

ader

s se

nsiti

zed

on c

hurc

h pl

antin

g pr

oced

ures

and

man

agem

ent

Prov

inci

al a

nd D

ioce

san

Mis

sion

and

Eva

ngel

ism

C

oord

inat

or

ongo

ing

8,10

0,0

00

1.6.

6 A

lloca

te/o

btai

n la

nd o

r sp

aces

for

new

co

ngre

gatio

ns

Land

/spa

ces

secu

red

for

cong

rega

tions

No.

of n

ew c

ongr

egat

ions

w

ith la

nd/s

pace

s se

cure

dD

ioce

san

Secr

etar

yon

goin

g14

5,0

00

1.6.

7 St

art c

ongr

egat

ions

New

con

greg

atio

ns s

tart

edN

o. o

f con

greg

atio

ns s

tart

edPa

rish

Pri

est

ongo

ing

100

,00

0

1.6.

8 D

evel

op C

oU

guid

elin

es a

nd m

ater

ials

for

hom

e ce

lls

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gui

delin

es a

nd m

ater

ials

fo

r ho

me

cells

Dev

elop

ed

App

rove

d C

oU g

uide

lines

an

d m

ater

ials

for

hom

e ce

llsPr

ovin

cial

Mis

sion

and

Ev

ange

lism

Coo

rdin

ator

By J

une

2016

100

,00

0

1.6.

9 Ru

n T

OTs

for

hom

e ce

ll le

ader

ship

Trai

ners

No.

of

trai

ners

in D

ioce

ses

Prov

inci

al a

nd D

ioce

san

Mis

sion

and

Eva

ngel

ism

C

oord

inat

or

By D

ecem

ber

2016

and

on

goin

g

360

,00

0

1.6.

10 C

ondu

ct tr

aini

ng fo

r ho

me

cell

lead

ers

Hom

e ce

ll le

ader

sN

o. o

f tra

inin

gs a

t dio

cesa

n le

vel

Dio

cesa

n M

issi

on a

nd

Evan

gelis

m C

oord

inat

orBy

Dec

embe

r 20

16 a

nd o

n go

ing

100

,00

0

1.6.

11 E

stab

lish

hom

e ce

ll fe

llow

ship

s at

con

greg

atio

n le

vel

Hom

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llow

ship

s es

tabl

ishe

d an

d fu

nctio

nal a

t co

ngre

gatio

n le

vel

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of f

unct

iona

l hom

e ce

ll fe

llow

ship

s es

tabl

ishe

d.

Pari

sh P

ries

ton

goin

g36

0,0

00

Stra

tegy

1.7

: Rea

ch o

ut to

spe

cial

nee

ds4 p

erso

ns

1.7.

1 Id

entif

y gr

oups

of

peop

le w

ith s

peci

al n

eeds

Spec

ial n

eeds

gro

ups

iden

tified

Iden

tified

spe

cial

nee

ds

grou

psPr

ovin

cial

Mis

sion

and

Ev

ange

lism

Coo

rdin

ator

By D

ecem

ber

2016

334

,00

0

1.7.

2 Id

entif

y th

e ne

eds

of

the

spec

ial n

eeds

gro

ups

Iden

tified

nee

dsIn

dent

ified

spe

cial

nee

dsD

ioce

san

Mis

sion

and

Ev

ange

lism

Coo

rdin

ator

ongo

ing

3,25

0,0

00

1.7.

3 D

evel

op a

ppro

pria

te

incl

usiv

e di

scip

lesh

ip a

nd

wor

ship

pro

gram

s fo

r th

e sp

ecia

l nee

ds g

roup

s

App

ropr

iate

incl

usiv

e di

scip

lesh

ip a

nd w

orsh

ip

prog

ram

s de

velo

ped

for

spec

ial n

eed

grou

ps

App

rove

d in

clus

ive

disc

iple

ship

and

wor

ship

pr

ogra

ms

Prov

inci

al M

issi

on a

nd

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gelis

m C

oord

inat

orBy

Dec

embe

r 20

173,

256,

00

0


1.7.

4 T

rain

chu

rch

lead

ers

in m

inis

try

for

peop

le w

ith

spec

ial n

eeds

Chu

rch

lead

ers

trai

ned

in

min

istr

y fo

r pe

ople

with

sp

ecia

l nee

ds

No.

of C

hurc

h le

ader

s tr

aine

d in

min

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y fo

r pe

ople

with

sp

ecia

l nee

ds

Prov

inci

al M

issi

on a

nd

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gelis

m C

oord

inat

orBy

Dec

embe

r 20

1872

0,0

00

1.7.

5 Pr

ovid

e pa

stor

al c

are

and

coun

selin

g in

inst

itutio

ns

of p

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e w

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peci

al n

eeds

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ds o

f peo

ple

with

Spe

cial

ne

eds

met

No.

of i

nstit

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ns fo

r pe

ople

w

ith s

peci

al n

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off

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stor

al c

are

and

coun

selin

g

Pari

sh p

ries

ts/

scho

ol

chap

lain

son

goin

g72

0,0

00

1.7.

6 Eq

uip

peop

le w

ith

spec

ial n

eeds

for

min

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y Pe

ople

with

spe

cial

nee

ds

equi

pped

for

min

istr

yN

o. o

f Peo

ple

with

spe

cial

ne

eds

equi

pped

for

min

istr

yPa

rish

Pri

ests

/ sc

hool

ch

apla

ins

ongo

ing

720

,00

0

Stra

tegy

1.8

: Out

reac

h to

the

unre

ache

d5 in U

gand

a

1.8

.1 M

ap o

ut c

ateg

orie

s of

th

e un

reac

hed

Cat

egor

ies

of th

e un

reac

hed

peop

le m

appe

d ou

tN

o. o

f cat

egor

ies

of

unre

ache

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aini

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360

,00

0

2.2.

4 (

Follo

w th

e nu

rtur

e pr

ogra

m u

nder

dis

cipl

e sh

ip)

360

,00

0


Stra

tegy

2.3

: Str

engt

heni

ng te

achi

ng o

n C

hris

tian

mar

riag

es a

nd fa

mily

rel

atio

ns (

prem

arita

l, po

st m

arita

l, pa

rent

ing,

pas

tora

l hom

e vi

sits

, per

sona

l con

flict

re

solu

tions

and

love

)

2.3.

1 D

evel

op a

CoU

cu

rric

ulum

, gui

delin

es a

nd

othe

r m

ater

ials

for

teac

hing

on

Chr

istia

n m

arri

ages

and

fa

mily

life

A C

oU c

urri

culu

m, g

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d ot

her

mat

eria

l fo

r te

achi

ng o

n C

hris

tian

mar

riag

es a

nd fa

mily

life

No.

of c

lerg

y us

ing

CoU

cu

rric

ulum

, gui

delin

es a

nd

othe

r m

ater

ials

for

teac

hing

on

Chr

istia

n m

arri

ages

and

fa

mily

life

Mot

her’s

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on c

oord

inat

orBy

Dec

embe

r 20

1670

,00

0

2.3.

2 O

rien

t cle

rgy

and

lay

read

ers

on h

ow to

use

cu

rric

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and

gui

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hing

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how

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gu

idel

ines

for

teac

hing

on

Chr

istia

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ages

and

fa

mily

life

No.

of c

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y or

ient

ed o

n ho

w to

use

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and

gu

idel

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for

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on

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istia

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kers

ongo

ing

1,620

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0

2.3.

3 Es

tabl

ish

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ems

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linka

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to c

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s C

ouns

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sily

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esse

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n M

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gelis

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inat

orBy

Dec

embe

r 20

1616

2,0

00

2.3.

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stab

lish

coun

selin

g de

sk a

t con

greg

atio

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vel

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desk

est

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t By

Dec

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lines

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d m

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for

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CoU

gui

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fo

r tr

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velo

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App

rove

d C

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uide

lines

an

d m

ater

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for

trai

ning

co

unse

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Prov

inci

al M

issi

on a

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orBy

Dec

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1654

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00

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un T

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for

coun

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ners

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rain

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at D

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ses

Prov

inci

al M

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on a

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orBy

Dec

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1716

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00

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ondu

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ng fo

r co

unse

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Cou

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ors

No.

of

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rega

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of

feri

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a

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t By

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e 20

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8 R

ecog

nize

and

st

reng

then

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fam

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fe

grou

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chu

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e.g

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, FU

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No.

of s

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ppor

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vel

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540

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tabl

ish

confl

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tran

sfor

mat

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team

s at

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vel

Con

flict

tran

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mat

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team

sN

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tran

sfor

mat

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team

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rish

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est

By D

ecem

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2018

162,

00

0

2.3.

10 P

rovi

de c

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tran

sfor

mat

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for

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Con

flict

s in

fam

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lved

No.

of c

ongr

egat

ions

off

erin

g co

nflic

t tra

nsfo

rmat

ion

for

fam

ily li

fe

Prov

inci

al F

amily

life

wor

ker

ongo

ing

162,

00

0

2.3.

11 C

ondu

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ass

chu

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wed

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sM

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coup

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(man

to

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an)

mar

ried

in c

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man

to

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regi

ster

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rish

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162,

00

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2.3.

12 C

ondu

ct t

each

ing

on

the

impo

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Teac

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ucte

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No.

of m

arri

ages

(m

an to

w

oman

) re

gist

ered

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ries

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g16

2,0

00

Stra

tegy

2.4

: str

engt

heni

ng th

e ro

le o

f par

ents

and

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fe

2.4

.1 D

evel

op a

CoU

cu

rric

ulum

, gui

delin

es a

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othe

r m

ater

ials

for

teac

hing

on

par

entin

g

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cur

ricu

lum

, gui

delin

es

and

othe

r m

ater

ials

de

velo

ped

for

teac

hing

on

pare

ntin

g

App

rove

d C

oU c

urri

culu

m,

guid

elin

es a

nd o

ther

m

ater

ials

for

teac

hing

on

pare

ntin

g

Prov

inci

al F

amily

life

wor

ker

By D

ecem

ber

2016

70,0

00

2.4

.2 R

un T

oTs

on p

aren

ting

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ners

N

o. o

f tra

iner

s in

par

entin

g at

D

ioce

san

leve

lD

ioce

san

fam

ily L

ife W

orke

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ne 2

017

720

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0

2.4

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ondu

ct tr

aini

ng fo

r pa

rent

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couc

hes

Pare

ntin

g C

ouch

esN

o. o

f par

ishe

s w

ith

pare

ntin

g co

uche

sD

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san

fam

ily L

ife W

orke

rD

ecem

ber

2017

360

,00

0

2.4

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old

pare

ntin

g se

min

ars

Pare

ntin

g se

min

ars

cond

ucte

dN

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f par

ishe

s ho

ldin

g pa

rent

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sem

inar

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san

Fam

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00

2.4

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old

pare

ntin

g fe

llow

ship

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rent

ing

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ips

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No.

con

greg

atio

ns h

oldi

ng

pare

ntin

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llow

ship

sPa

rish

pri

est

ongo

ing

720

,00

0

2.4

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arry

out

Pas

tora

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e an

d ho

me

visi

tsPa

stor

al c

are

and

hom

e vi

sits

ca

rrie

d ou

t N

o. o

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isite

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d gi

ven

past

oral

car

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par

ish

leve

l

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sh P

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ton

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g70

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0


2.4

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ffer

cou

nsel

ing

serv

ices

to

fam

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(par

ents

gu

ardi

ans

and

child

ren)

Cou

nsel

ing

serv

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to

fam

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f fam

ilies

rece

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unse

ling

serv

ices

at p

aris

h le

vel

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sh F

amily

Life

Wor

ker

ongo

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720

,00

0

Stra

tegy

2.5

: str

engt

hen

bapt

ism

and

con

firm

atio

n te

achi

ngs

2.5.

1 D

evel

op/r

evie

w

the

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bap

tism

and

co

nfirm

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rric

ulum

, gu

idel

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oth

er

mat

eria

ls (

incl

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duri

ng tr

aini

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aptis

m a

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icul

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guid

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m

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elop

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idel

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and

oth

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mat

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ls

Prov

inci

al M

issi

on a

nd

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m C

oord

inat

orBy

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e 20

1670

,00

0

2.5.

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nsiti

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ongr

egat

ions

on

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of c

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Pari

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tO

ngoi

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ondu

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co

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form

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ave

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of p

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ject

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ader

s Id

enti

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ely

on th

e sp

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f mem

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i.e.

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hops

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Cle

rgy

and

the

Lait

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inis

try.

Stra

tegy

: 3.1

Uti

lisat

ion

of s

piri

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gif

ts in

min

istr

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the

chur

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1 Id

entif

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d nu

rtur

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ople

with

spi

ritu

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ifts

amon

g th

e cl

ergy

and

m

embe

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f the

con

greg

atio

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spi

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ifts

iden

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and

nur

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greg

atio

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ctiv

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iden

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ring

spi

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gift

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d ta

lent

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op

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296,

00

0

3.1.

2 Te

ach

on g

ifts

of th

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ly s

piri

t in

min

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co

ngre

gatio

ns

Con

greg

atio

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ught

in

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holy

sp

irit

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of C

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egat

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taug

ht in

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holy

spi

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n m

inis

try

Pari

sh p

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g18

0,0

00

3.1.

3 In

volv

e pe

ople

in

chur

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ader

ship

acc

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to th

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itual

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of c

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egat

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with

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ple

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eir

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rish

pri

est

ongo

ing

180

,00

0


3.1.

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y pe

ople

with

va

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s sp

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appr

opri

atel

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Peop

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spir

itual

gi

fts

appr

opri

atel

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ploy

ed

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of c

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egat

ions

, par

ishe

s di

oces

es d

eplo

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peo

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with

va

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appr

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op

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ton

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g18

0,0

00

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5 M

obili

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orm

te

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at

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and

pro

vinc

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evel

Spir

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gift

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o. o

f dio

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ith te

ams

of

peop

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iffer

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piri

tual

gift

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ovin

cial

and

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cesa

n M

issi

on a

nd E

vang

elis

m

Coo

rdin

ator

ongo

ing

180

,00

0

3.1.

6 Id

entif

y an

d en

cour

age

peop

le w

ith t

alen

ts a

nd s

kills

(

prof

essi

onal

s, p

ract

ition

ers,

e.

t.c)

to u

se th

em in

chu

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min

istr

y

Peop

le w

ith ta

lent

s an

d sk

ills

iden

tified

an

d en

cour

aged

tale

nts

and

skill

sPa

rish

Pri

est

ongo

ing

180

,00

0

3.1.

7 M

obili

ze a

nd F

orm

te

ams

of p

eopl

e w

ith

diff

eren

t tal

ents

and

ski

lls

Team

s fo

rmed

of

peop

le w

ith d

iffer

ent

tale

nts

and

skill

s

No.

of t

eam

s fo

rmed

of p

eopl

e w

ith

diff

eren

t tal

ents

and

ski

llsPr

ovin

cial

and

Dio

cesa

n M

issi

on a

nd E

vang

elis

m

Coo

rdin

ator

ongo

ing

180

,00

0

3.1.

8 D

evel

op T

OR

for

team

s of

peo

ple

with

diff

eren

t ta

lent

s an

d sk

ills

TOR

for

team

s of

pe

ople

with

diff

eren

t ta

lent

s an

d sk

ills

deve

lope

d

App

rove

d TO

RsPr

ovin

cial

Mis

sion

and

Ev

ange

lism

Coo

rdin

ator

By D

ecem

ber

2017

7,20

0

3.2

Esta

blis

h D

ata

bank

of m

embe

rs a

nd th

eir

corr

espo

ndin

g gi

fts

and

or p

rofe

ssio

ns.

1

80

,00

0

CoU

VIS

ION

20

25 F

OC

US

AR

EA 2

: SO

CIO

-ECO

NO

MIC

FO

CU

S

STR

AT

EGIC

OB

JEC

TIV

E 4

: Im

prov

ed s

ocia

l ser

vice

s9 (sp

irit

ual,

soci

al a

nd e

cono

mic

) de

liver

y in

CoU

Stra

tegy

4.1

: Inc

reas

e C

hurc

h in

fras

truc

ture

by

at le

ast 2

5% o

ver

the

peri

od.

4.1

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evel

op a

n in

vent

ory

of

the

curr

ent i

nfra

stru

ctur

eIn

vent

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of c

urre

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infr

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re

deve

lope

d

Infr

astr

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re In

vent

ory

Prov

inci

al a

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ioce

san

Secr

etar

ies

By D

ecem

ber

2016

54

0,0

00


4.1

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evel

op s

ched

ules

of

stan

dard

infr

astr

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re a

t all

le

vels

Sche

dule

s of

sta

ndar

d in

fras

truc

ture

in p

lace

Sche

dule

s of

sta

ndar

d in

fras

truc

ture

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies

By D

ecem

ber

2016

144

,00

0

4.1

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lose

the

infr

astr

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re

requ

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apN

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cilit

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deve

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dN

o. o

f new

faci

litie

s de

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ped

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

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CC

HC

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Dec

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r 20

254

86,

00

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00

4.1

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evel

op g

ener

ic

desi

gns

of s

truc

ture

sG

ener

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esig

ns o

f st

ruct

ures

in p

lace

App

rove

d ge

neri

c de

sign

sPr

ovin

cial

Sec

reta

ryBy

Dec

embe

r 20

1710

0,0

00

4.1

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orm

ulat

e an

d im

plem

ent

infr

astr

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ral

deve

lopm

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lans

at a

ll le

vels

Infr

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ral

deve

lopm

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lans

at

all l

evel

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rmul

ated

an

d im

plem

ente

d

App

rove

d in

fras

truc

tura

l de

velo

pmen

t pla

ns

No.

of d

ioce

ses

with

App

rove

d in

fras

truc

tura

l dev

elop

men

t pla

ns

Prov

inci

al a

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san

Secr

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CEO

CC

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LBy

Dec

embe

r 20

17 a

nd

ongo

ing

1,44

0,0

00

4.1

.6 D

evel

op a

nd im

plem

ent

an o

pera

tiona

l and

m

aint

enan

ce p

lan

Ope

ratio

nal a

nd

mai

nten

ance

pla

n de

velo

ped

and

impl

emen

ted

App

rove

d op

erat

iona

l and

m

aint

enan

ce p

lan

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies

and

CEO

CC

HC

LBy

Dec

embe

r 20

17 a

nd

ongo

ing

72,9

00

,00

0

4.1

.7 S

ensi

tize

the

Bish

ops

and

othe

r re

leva

nt o

ffice

rs o

n as

set/

prop

erty

man

agem

ent

Bish

ops

and

othe

r re

leva

nt o

ffice

rs

sens

itize

d on

ass

et/

prop

erty

man

agem

ent

No.

of B

isho

ps a

nd d

ioce

ses

sens

itize

d on

ass

et/p

rope

rty

man

agem

ent

Prov

inci

al S

ecre

tary

Pr

ovin

cial

Tre

asur

er, C

EOC

CH

CL

By D

ecem

ber

2016

and

on

goin

g

200

,00

0

Stra

tegy

4.2

: Enh

ance

the

qual

ity

of in

fras

truc

ture

and

faci

litie

s at

the

olog

ical

edu

cati

on in

stit

utio

ns

4.2

.1 D

evel

op a

n in

vent

ory

of

the

curr

ent i

nfra

stru

ctur

eIn

vent

ory

of c

urre

nt

infr

astr

uctu

re

deve

lope

d

Infr

astr

uctu

re In

vent

ory

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

Pro

vinc

ial

Trea

sure

r an

d C

EO C

CH

CL

By D

ecem

ber

2017

and

on

goin

g

10,0

00

4.2

.2 D

evel

op s

ched

ules

of

stan

dard

infr

astr

uctu

re

Sche

dule

s of

sta

ndar

d in

fras

truc

ture

in p

lace

Sche

dule

s of

sta

ndar

d in

fras

truc

ture

Prov

inci

al S

ecre

tary

, pr

ovin

cial

Tre

asur

er a

nd

CEO

CC

HC

L

By D

ecem

ber

2016

10,0

00


4.2

.3 A

sses

s th

e cu

rren

t st

atus

of e

xist

ing

stru

ctur

esEx

istin

g st

ruct

ures

of

theo

logi

cal e

duca

tion

inst

itutio

ns a

sses

sed

Ass

essm

ent r

epor

tPr

ovin

cial

and

Dio

cesa

n Se

cret

ary

By D

ecem

ber

2017

2,0

00

4.2

.4 N

ew fa

cilit

ies

deve

lope

dN

o. o

f new

faci

litie

s de

velo

ped

Clo

se th

e in

fras

truc

ture

re

quire

men

t gap

Prov

inci

al a

nd D

ioce

san

Secr

etar

yBy

Dec

embe

r 20

2512

,50

0,0

00

4.2

.5 D

evel

op a

nd

impl

emen

t im

prov

emen

t and

m

aint

enan

ce p

lans

Impr

ovem

ent a

nd

mai

nten

ance

pla

ns

deve

lope

d an

d im

plem

ente

d

App

rove

d im

prov

emen

t and

m

aint

enan

ce p

lans

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies

By D

ecem

ber

2016

3,0

00

,00

0

4.2

.6 T

ool a

nd re

tool

th

eolo

gica

l edu

catio

n in

stitu

tions

Theo

logi

cal e

duca

tion

inst

itutio

ns a

dequ

atel

y eq

uipp

ed a

nd

func

tiona

l

No.

of t

heol

ogic

al e

duca

tion

inst

itutio

ns to

oled

/ret

oole

dPr

ovin

cial

Edu

catio

n C

oord

inat

or

By D

ecem

ber

2017

and

on

goin

g

2,50

0,0

00

4.2

.7 S

ensi

tize

prin

cipa

ls

and

adm

inis

trat

ors

on

prop

er m

anag

emen

t and

m

aint

enan

ce o

f the

olog

ical

ed

ucat

ion

inst

itutio

ns

Prin

cipa

ls a

nd

adm

inis

trat

ors

sens

itize

d on

pro

per

man

agem

ent a

nd

mai

nten

ance

of

theo

logi

cal e

duca

tion

inst

itutio

ns

Ava

ilabi

lity

of c

apac

ity b

uild

ing

repo

rts

Prov

inci

al a

nd D

ioce

san

Educ

atio

n C

oord

inat

ors

Ong

oing

32

4,0

00

4.2

.8 R

evie

w th

e po

licy

on th

eolo

gica

l edu

catio

n an

d tr

aini

ng10

and

mak

e re

com

men

datio

ns to

hou

se

of b

isho

ps

The

polic

y on

th

eolo

gica

l edu

catio

n an

d tr

aini

ng re

view

ed

and

reco

mm

enda

tions

m

ade

to h

ouse

of

bish

ops

App

rove

d re

vise

d po

licy

on

theo

logi

cal e

duca

tion

and

trai

ning

Pr

ovin

cial

Edu

catio

n C

oord

inat

orBy

Dec

embe

r 20

16

70,0

00


Stra

tegy

4.3

: Pro

duct

ive

utili

sati

on o

f lan

d an

d la

nd r

esou

rces

4.3

.1 R

evie

w a

nd

oper

atio

naliz

e th

e ch

urch

la

nd p

olic

y to

ens

ure

map

ping

sur

veyi

ng a

nd

regi

stra

tion

CoU

land

map

ped

out,

surv

eyed

and

re

gist

ered

App

rove

d ne

w C

oU la

nd p

olic

yPr

ovin

cial

and

Dio

cesa

n Se

cret

arie

s &

CEO

CC

HC

L By

Dec

embe

r 20

16

147,

600

,00

0

4.3

.2 D

isse

min

ate

the

chur

ch p

olic

y an

d se

nsiti

ze

the

chur

ch o

n la

nd p

olic

y at

al

l lev

els

CoU

land

pol

icy

popu

lari

zed

No.

of d

ioce

ses

sens

itize

d on

CoU

la

nd p

olic

yPr

ovin

cial

and

Dio

cesa

n Se

cret

arie

s &

CEO

CC

HC

LO

ngoi

ng

14,7

60,0

00

4.3

.3 D

evel

op C

oU la

nd

inve

ntor

y.

CoU

land

inve

ntor

y de

velo

ped

CoU

land

inve

ntor

yPr

ovin

cial

and

Dio

cesa

n Se

cret

arie

s &

CEO

CC

HC

LBy

Dec

embe

r 20

16 a

nd

upda

ted

annu

ally

14,7

60,0

00


4.3

.4 D

evel

op a

land

use

pl

an to

ens

ure

effe

ctiv

e ut

iliza

tion

of la

nd re

sour

ces

by u

nder

taki

ng a

ny o

f the

fo

llow

ing:

Esta

blis

h la

rge

scal

e •

lives

tock

and

cro

p hu

sban

dry

farm

s on

CoU

la

ndFo

rest

ry

•A

gro

fore

stry

•

deve

lopm

ent

Real

est

ate

deve

lopm

ent

•En

ter

into

sho

rt-t

erm

•

land

leas

es w

ith

pros

pect

ive

tena

nts

Enco

urag

e pu

blic

pri

vate

•

part

ners

hips

Dev

elop

tour

ist s

ites

•Pl

ant m

edic

inal

pla

nts

•an

d bo

tani

cal g

arde

nsA

quac

ultu

re a

nd a

piar

y

•de

velo

pmen

tEs

tabl

ish

irri

gatio

n •

sche

mes

for

incr

ease

d an

d su

stai

nabl

e ag

ricu

lture

CoU

land

use

pla

n de

velo

ped

App

rove

d C

oU la

nd u

se p

lan

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

CEO

-CC

HC

L,

Coo

rdin

ator

PD

R

By

Dec

embe

r 20

16 a

nd

Ong

oing

4,3

20,0

00

49,

950

,00

0

33,3

00

,00

033

,330

,00

0

Act

ual p

roje

cts.

No.

of p

roje

cts

esta

blis

hed

in

dioc

eses

No.

of d

ioce

ses

with

est

ablis

hed

proj

ects

48

6,0

00

,00

0

24,0

00

,00

0

24,0

00

,00

0

37,0

00

,00

0

29,6

00

,00

0

14,8

00

,00

0

25,2

00

,00

0

4.3

.5 In

trod

uce

and

popu

lari

ze n

ew a

gric

ultu

ral

tech

nolo

gies

and

met

hods

e.

g Fa

rmin

g G

od’s

way

(F

GW

)

New

agr

icul

tura

l te

chno

logi

es a

nd

prac

tices

em

brac

ed b

y fa

rmer

s

Type

s of

agr

icul

tura

l tec

hnol

ogie

s em

brac

ed b

y fa

rmer

s

No.

of f

arm

ers

embr

acin

g ne

w a

gric

ultu

ral p

ract

ices

and

te

chno

logi

es

No.

of d

ioce

ses

whe

re n

ew

agri

cultu

ral t

echn

olog

ies

are

prac

ticed

Coo

rdin

ator

PD

RBy

Dec

embe

r 20

15 &

O

ngoi

ng

5,4

00

,00

0


Stra

tegy

4.4

: Est

ablis

h po

st h

arve

st a

ppro

ache

s an

d st

orag

e f

acili

ties

4.4

.1 D

evel

op C

oU

guid

elin

es o

n po

st h

arve

st

and

stor

age

tech

niqu

es

CoU

gui

delin

es o

n po

st h

arve

st a

nd

stor

age

tech

niqu

es

deve

lope

d

App

rove

d C

oU g

uide

lines

on

post

ha

rves

t an

d st

orag

e te

chni

ques

Coo

rdin

ator

PD

RBy

Jun

e 20

1670

,00

0

4.4

.2 T

rain

the

farm

ers

on

post

har

vest

and

sto

rage

te

chni

ques

to m

inim

ize

lose

s

Farm

ers

trai

ned

on

post

-har

vest

and

st

orag

e te

chni

ques

to

min

imiz

e lo

ses

No.

of f

arm

ers

trai

ned

on p

ost

harv

est a

nd s

tora

ge te

chni

que

Coo

rdin

ator

PD

R an

d D

PDO

’s

Ong

oing

9,

00

0,0

00

4.4

.3 D

evel

op c

apac

ity to

m

anag

e st

rate

gic

stor

esC

apac

ity to

man

age

stra

tegi

c st

ores

de

velo

ped

Wel

l man

aged

sto

res

Coo

rdin

ator

PD

R an

d D

PDO

’sO

ngoi

ng90

0,0

00

4.4

.4 C

onst

ruct

silo

s/st

ores

fo

r st

orag

e of

pro

duce

for

natio

nal a

nd in

tern

atio

nal

mar

kets

Silo

s/st

ores

for

stor

age

of p

rodu

ce

cons

truc

ted

for

natio

nal a

nd

inte

rnat

iona

l mar

kets

No.

of s

ilos/

stor

es e

stab

lishe

d P

rovi

ncia

l Sec

reta

ry ,

CEO

C

CH

CL

, Coo

rdin

ator

PD

R an

d D

PDO

’s

By D

ecem

ber

2025

15

,120

,00

0

4.4

.5 E

stab

lish

stra

tegi

c fo

od

rese

rves

sto

rage

to e

nhan

ce

food

sec

urity

Stra

tegi

c st

orag

e fo

od

rese

rves

est

ablis

hed

No.

of s

trat

egic

food

rese

rves

st

orag

e es

tabl

ishe

dC

oord

inat

or P

DR

and

DPD

O’s

By D

ecem

ber

2018

4,5

00

,00

0

Stra

tegy

4.5

: Inc

reas

e an

d im

prov

e th

e qu

alit

y of

infr

astr

uctu

re a

nd fa

cilit

ies

of e

duca

tion

al in

stit

utio

ns to

mak

e th

em m

ore

acce

ssib

le

4.5

.1 D

evel

op a

n in

vent

ory

of

the

curr

ent i

nfra

stru

ctur

eIn

vent

ory

of c

urre

nt

infr

astr

uctu

re

deve

lope

d

Infr

astr

uctu

re In

vent

ory

Prov

inci

al S

ecre

tary

, Pr

ovin

cial

Tre

asur

er a

nd

CEO

CC

HC

L Pr

ovin

cial

Edu

catio

n C

oord

inat

or

By J

une

2016

540

,00

0


4.5

.2 D

evel

op s

ched

ules

of

stan

dard

infr

astr

uctu

re

Sche

dule

s of

sta

ndar

d in

fras

truc

ture

in p

lace

Sche

dule

s of

sta

ndar

d in

fras

truc

ture

Prov

inci

al S

ecre

tary

, Pr

ovin

cial

Tre

asur

er a

nd

CEO

CC

HC

L Pr

ovin

cial

Edu

catio

n C

oord

inat

or

By J

une

2016

14

4,0

00

4.5

.3 C

lose

the

infr

astr

uctu

re re

quire

men

t ga

p

New

faci

litie

s de

velo

ped

No.

of n

ew fa

cilit

ies

deve

lope

dPr

ovin

cial

Sec

reta

ry,

Prov

inci

al T

reas

urer

and

C

EO C

CH

CL

Prov

inci

al E

duca

tion

Coo

rdin

ator

By D

ecem

ber

2025

4

86,

00

0,0

00

4.5

.4 Im

plem

ent t

he g

ener

ic

desi

gns

of s

truc

ture

sG

ener

ic d

esig

ns o

f st

ruct

ures

in p

lace

App

rove

d ge

neri

c de

sign

sPr

ovin

cial

Sec

reta

ry,

Prov

inci

al T

reas

urer

and

C

EO C

CH

CL

Prov

inci

al E

duca

tion

Coo

rdin

ator

By D

ecem

ber

2020

and

O

ngoi

ng

100

,00

0

4.5

.5 A

dapt

and

impl

emen

t in

fras

truc

tura

l dev

elop

men

t pl

ans

Infr

astr

uctu

ral

deve

lopm

ent p

lans

in

educ

atio

n in

stitu

tions

fo

rmul

ated

and

im

plem

ente

d

App

rove

d in

fras

truc

tura

l de

velo

pmen

t pla

ns

No.

of e

duca

tion

inst

itutio

ns

with

App

rove

d in

fras

truc

tura

l de

velo

pmen

t pla

ns

Prov

inci

al S

ecre

tary

, Pr

ovin

cial

Tre

asur

er a

nd

CEO

CC

HC

L Pr

ovin

cial

Edu

catio

n C

oord

inat

or

Ong

oing

1,4

40

,00

0

4.5

.6 E

stab

lish

addi

tiona

l m

odel

CoU

edu

catio

n in

stitu

tions

in d

ioce

ses

Mod

el C

oU

educ

atio

n in

stitu

tions

es

tabl

ishe

d in

di

oces

esSp

ecia

l Nee

ds

Educ

atio

n(SN

E)

Inst

itutio

ns

esta

blis

hed

No.

of D

ioce

ses

with

mod

el

scho

ols

No.

of S

NE

inst

itutio

ns e

stab

lishe

d

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

Prov

inci

al E

duca

tion

Coo

rdin

ator

By D

ecem

ber

2025

72,9

00

,00

0


4.5

.7 E

stab

lish

mod

el

CoU

voc

atio

nal s

choo

ls in

di

oces

es

Mod

el C

oU v

ocat

iona

l sc

hool

s es

tabl

ishe

d in

di

oces

esFu

nctio

nal a

dult

liter

acy

cond

ucte

d

No.

of D

ioce

ses

with

mod

el

voca

tiona

l sch

ools

No.

of d

ioce

ses

cond

uctin

g ad

ult

educ

atio

n

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

Prov

inci

al E

duca

tion

Coo

rdin

ator

By D

ecem

ber

2025

178

,20

0.0

00

4.5

.8 D

evel

op a

nd

impl

emen

t an

oper

atio

nal

and

mai

nten

ance

pla

n

oper

atio

nal a

nd

mai

nten

ance

pla

n de

velo

ped

and

impl

emen

ted

App

rove

d op

erat

iona

l and

m

aint

enan

ce p

lan

Prov

inci

al E

duca

tion

Coo

rdin

ator

and

Dio

cesa

n Se

cret

arie

s

By D

ecem

ber

2017

&

Ong

oing

72,9

00

,00

0

4.5

.9 S

ensi

tize

the

Bish

ops,

Bo

ards

, SM

C a

nd s

choo

l ad

min

istr

ator

s on

ass

et/

prop

erty

man

agem

ent

Bish

ops,

Boa

rds,

SM

C a

nd s

choo

l ad

min

istr

ator

s se

nsiti

zed

on a

sset

/pr

oper

ty m

anag

emen

t

No.

of B

isho

ps, B

oard

s, S

MC

and

sc

hool

adm

inis

trat

ors

sens

itize

d on

as

set/

prop

erty

man

agem

ent

Prov

inci

al S

ecre

tary

and

Pr

ovin

cial

Edu

catio

n C

oord

inat

or

By D

ecem

ber

2016

20

0,0

00

Stra

tegy

4.6

: Inc

reas

e an

d im

prov

e th

e qu

alit

y of

infr

astr

uctu

re o

f hea

lth

faci

litie

s an

d in

stit

utio

ns to

mak

e th

em m

ore

acce

ssib

le

4.6

.1 D

evel

op a

n in

vent

ory

of

the

curr

ent i

nfra

stru

ctur

eIn

vent

ory

of c

urre

nt

infr

astr

uctu

re

deve

lope

d

Infr

astr

uctu

re In

vent

ory

Prov

inci

al S

ecre

tary

, Pr

ovin

cial

Tre

asur

er a

nd

CEO

CC

HC

L Pr

ovin

cial

Hea

lth

Coo

rdin

ator

By J

une

2016

540

,00

0

4.6

.2 D

evel

op s

ched

ules

of

stan

dard

infr

astr

uctu

re

Sche

dule

s of

sta

ndar

d in

fras

truc

ture

in p

lace

Sche

dule

s of

sta

ndar

d in

fras

truc

ture

Prov

inci

al S

ecre

tary

, Pr

ovin

cial

Tre

asur

er a

nd

CEO

CC

HC

L Pr

ovin

cial

Hea

lth

Coo

rdin

ator

By J

une

2016

14

4,0

00

4.6

.3 C

lose

the

infr

astr

uctu

re re

quire

men

t ga

p

New

faci

litie

s de

velo

ped

No.

of n

ew fa

cilit

ies

deve

lope

dPr

ovin

cial

Sec

reta

ry,

Prov

inci

al T

reas

urer

and

C

EO C

CH

CL

Prov

inci

al H

ealth

C

oord

inat

or

By D

ecem

ber

2025

4

86,

00

0,0

00


4.6

.4 Im

plem

ent t

he g

ener

ic

desi

gns

of s

truc

ture

sG

ener

ic d

esig

ns o

f st

ruct

ures

in p

lace

App

rove

d ge

neri

c de

sign

sPr

ovin

cial

Sec

reta

ry,

Prov

inci

al T

reas

urer

and

C

EO C

CH

CL

Prov

inci

al H

ealth

C

oord

inat

or

By D

ecem

ber

2020

and

O

ngoi

ng

100

,00

0

4.6

.5A

dapt

and

impl

emen

t in

fras

truc

tura

l dev

elop

men

t pl

ans

Infr

astr

uctu

ral

deve

lopm

ent p

lans

in

educ

atio

n in

stitu

tions

fo

rmul

ated

and

im

plem

ente

d

App

rove

d in

fras

truc

tura

l de

velo

pmen

t pla

ns

No.

of e

duca

tion

inst

itutio

ns

with

App

rove

d in

fras

truc

tura

l de

velo

pmen

t pla

ns

Prov

inci

al S

ecre

tary

, Pr

ovin

cial

Tre

asur

er a

nd

CEO

CC

HC

L Pr

ovin

cial

Hea

lth

Coo

rdin

ator

Ong

oing

1,4

40

,00

0

4.6

.6Es

tabl

ish

spec

ialis

ed

CoU

hea

lth fa

cilit

ies

Spec

ialis

ed C

oU

heal

th fa

cilit

ies

esta

blis

hed

No.

of s

peci

alis

ed C

oU h

ealth

fa

cilit

ies

esta

blis

hed

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

Prov

inci

al H

ealth

C

oord

inat

or

By D

ecem

ber

2025

72,9

00

,00

0

4.6

.7 E

stab

lish

regi

onal

C

oU c

entr

es o

f exc

elle

nce

in

Hea

lth s

ervi

ce d

eliv

ery

CoU

cen

tres

of

exce

llenc

e in

Hea

lth

serv

ice

deliv

ery

esta

blis

hed

No.

of r

egio

nal C

oU c

entr

es o

f ex

celle

nce

in H

ealth

ser

vice

de

liver

y es

tabl

ishe

d

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

Prov

inci

al H

ealth

C

oord

inat

or

By D

ecem

ber

2025

178

,20

0,0

00

4.6

.8 E

stab

lish

trai

ning

in

fras

truc

ture

for

Nur

ses,

m

idw

ives

and

par

amed

ics

in

CoU

hos

pita

ls

Nur

ses,

mid

wiv

es a

nd

para

med

ics

trai

ned

in

CoU

hos

pita

ls

No.

of

hosp

itals

trai

ning

Nur

ses,

m

idw

ives

and

par

amed

ics

Prov

inci

al S

ecre

tary

, Pr

ovin

cial

Tre

asur

er a

nd

CEO

CC

HC

L Pr

ovin

cial

Hea

lth

Coo

rdin

ator

By D

ecem

ber

2025

99,0

00

,00

0

4.6

.9 D

evel

op a

nd

impl

emen

t an

oper

atio

nal

and

mai

nten

ance

pla

n

Ope

ratio

nal a

nd

mai

nten

ance

pla

n de

velo

ped

and

impl

emen

ted

App

rove

d op

erat

iona

l and

m

aint

enan

ce p

lan

Prov

inci

al H

ealth

C

oord

inat

or a

nd D

ioce

san

Secr

etar

ies

By D

ecem

ber

2017

&

Ong

oing

72,9

00

,00

0

4.6

.10

Sen

sitiz

e th

e Bi

shop

s,

Boar

ds, H

MC

and

hos

pita

l ad

min

istr

ator

s on

ass

et/

prop

erty

man

agem

ent

Bish

ops,

Boa

rds,

H

MC

and

hos

pita

l ad

min

istr

ator

s se

nsiti

zed

on a

sset

/pr

oper

ty m

anag

emen

t

No.

of B

isho

ps, B

oard

s, H

MC

and

ho

spita

l adm

inis

trat

ors

sens

itize

d on

ass

et/p

rope

rty

man

agem

ent

Prov

inci

al S

ecre

tary

an

d Pr

ovin

cial

Hea

lth

Coo

rdin

ator

By D

ecem

ber

2016

10

0,0

00


Spec

ific

obje

ctiv

e 5:

Chu

rch

has

lega

l ow

ners

hip

and

full

cont

rol o

f its

edu

cati

on, h

ealt

h an

d ot

her

faci

litie

s

Stra

tegy

5.1

: R

egis

ter

faci

litie

s in

the

nam

es o

f Reg

iste

red

Trus

tees

of C

oU.

5.1.

1 D

evel

op a

n in

vent

ory

of

CoU

faci

litie

sIn

vent

ory

of C

oU

faci

litie

s de

velo

ped

Inve

ntor

y of

CoU

faci

litie

sPr

ovin

cial

Sec

reta

ry,

Prov

inci

al T

reas

urer

and

C

EO C

CH

CL

By J

une

2016

780

,00

0

5.1.

2 V

erify

regi

stra

tion

stat

us o

f fac

ilitie

s at

diff

eren

t le

vel

Regi

stra

tion

stat

us o

f fa

cilit

ies

veri

fied

Re

port

of r

egis

trat

ion

stat

usPr

ovin

cial

Sec

reta

ry a

nd

CEO

CC

HC

L By

Jun

e 20

1736

0,0

00

5.1.

3 Fo

rmal

ize

regi

stra

tion

of a

ll fa

cilit

ies

Regi

stra

tion

of a

ll fa

cilit

ies

form

aliz

ed

Cop

ies

of re

gist

ratio

n ce

rtifi

cate

s at

di

oces

esPr

ovin

cial

Sec

reta

ry, a

nd

CEO

CC

HC

L By

Dec

embe

r 20

17 &

O

ngoi

ng

180

,00

0

5.1.

4 P

ut c

lear

dire

ctio

ns a

nd

sign

pos

ts to

Iden

tify

CoU

fa

cilit

ies

Cle

ar d

irect

ions

and

si

gn p

osts

for

CoU

fa

cilit

ies

CoU

faci

litie

s vi

sibl

ePr

ovin

cial

pro

gram

me

coor

dina

tors

and

Dio

cesa

n Se

cret

arie

s

By J

une

2016

7,50

0,0

00

Stra

tegy

5.2

: Put

gov

erna

nce

orga

ns in

pla

ce a

nd p

rovi

de c

lear

term

s of

ref

eren

ce.

5.2.

1 D

evel

op a

n el

igib

ility

cr

iteri

a fo

r se

lect

ion

of C

oU

boar

ds a

nd m

anag

emen

t co

mm

ittee

s

CoU

elig

ibili

ty c

rite

ria

for

sele

ctio

n of

boa

rds

and

man

agem

ent

com

mitt

ees

deve

lope

d

App

rove

d el

igib

ility

cri

teri

a fo

r se

lect

ion

of C

oU b

oard

s an

d m

anag

emen

t com

mitt

ees

Prov

inci

al S

ecre

tary

By

Dec

embe

r 20

15 &

re

view

ed

annu

ally

129,

600

5.2.

2 Re

view

all

boar

d,

com

mis

sion

s an

d m

anag

emen

t com

mitt

ee

mem

bers

hips

aga

inst

the

elig

ibili

ty c

rite

ria

New

boa

rds,

co

mm

issi

ons

and

man

agem

ent

com

mitt

ees

sele

cted

ac

cord

ing

to th

e cr

iteri

a

Sele

ctio

n cr

iteri

a

App

rova

l let

ter

App

oint

men

t let

ters

of n

ew b

oard

m

embe

rs

Prov

inci

al S

ecre

tary

and

D

ioce

san

Secr

etar

ies

By D

ecem

ber

2015

&

revi

ewed

an

nual

ly

129,

600

5.2.

3 D

isse

min

ate,

Po

pula

rize

and

ope

ratio

naliz

e th

e C

oU g

over

nanc

e po

licy

CoU

gov

erna

nce

polic

y im

plem

ente

dN

o. o

f fac

ilitie

s ut

ilizi

ng th

e C

oU

gove

rnan

ce p

olic

y Pr

ovin

cial

Sec

reta

ry,

Dio

cesa

n Se

cret

arie

s an

d Pr

ovin

cial

Hum

an R

esou

rce

Man

ager

Ong

oing

1,0

80

,00

0


5.2.

4 D

evel

op c

hurc

h ba

sed

ToRs

and

cod

e of

con

duct

fo

r bo

ards

and

man

agem

ent

com

mitt

ees.

CoU

ToR

s an

d co

de

of c

ondu

ct fo

r bo

ards

an

d m

anag

emen

t co

mm

ittee

s in

pla

ce

No.

of f

acili

ties

utili

zing

ToR

s an

d co

de o

f con

duct

for

boar

ds a

nd

man

agem

ent c

omm

ittee

s.

Prov

inci

al S

ecre

tary

, D

ioce

san

Secr

etar

ies

and

Prov

inci

al H

uman

Res

ourc

e M

anag

er

By D

ecem

ber

2015

and

on

goin

g

10,0

00

Dev

elop

a to

ol fo

r ev

alua

ting

Per

form

ance

of

boar

ds a

nd m

anag

emen

t co

mm

itte

e

583,

200

Stra

tegy

5.3

: Cap

acit

y bu

ildin

g on

lead

ersh

ip, g

over

nanc

e an

d m

anag

emen

t for

all

faci

lity

man

ager

s an

d go

vern

ing

bodi

es.

5.3.

1 Tr

aini

ng n

eeds

and

ca

paci

ty g

aps

asse

ssm

ent a

t al

l lev

els

and

faci

litie

s of

the

CoU

CoU

Tra

inin

g ne

eds

an

d ca

paci

ty g

aps

asse

ssm

ent c

arri

ed

out

Ass

essm

ent r

epor

tPr

ovin

cial

Hum

an R

esou

rce

Man

ager

and

Dio

cesa

n Se

cret

arie

s

By J

une

2016

24

,00

0

5.3.

2 D

evel

op a

con

solid

ated

tr

aini

ng a

nd c

apac

ity b

uild

ing

plan

at a

ll le

vels

and

faci

litie

s of

the

CoU

CoU

con

solid

ated

tr

aini

ng a

nd c

apac

ity

build

ing

plan

in p

lace

App

rove

d tr

aini

ng a

nd c

apac

ity

build

ing

plan

Prov

inci

al H

uman

Res

ourc

e M

anag

er a

nd D

ioce

san

Secr

etar

ies

By D

ecem

ber

2016

115,

200

5.3.

3 D

evel

op th

e tr

aini

ng

curr

icul

um a

nd o

ther

m

ater

ials

CoU

trai

ning

cu

rric

ulum

and

oth

er

mat

eria

ls d

evel

oped

App

rove

d tr

aini

ng c

urri

culu

m a

nd

othe

r m

ater

ials

Prov

inci

al H

uman

Res

ourc

e M

anag

er a

nd D

ioce

san

Secr

etar

ies

By D

ecem

ber

2016

70,0

00

5.3.

4 Id

entif

y re

sour

ce

pers

ons

and

sele

ct s

ervi

ce

prov

ider

s

CoU

ser

vice

pro

vide

rs

in p

lace

Serv

ice

cont

ract

sPr

ovin

cial

Hum

an R

esou

rce

Man

ager

and

Dio

cesa

n Se

cret

arie

s

By J

une

2017

36,0

00

5.3.

5 C

ondu

ct T

OT

ses

sion

at

pro

vinc

ial a

nd d

ioce

san

leve

l

Trai

ners

at d

iffer

ent

leve

lsN

o. o

f tra

iner

s at

diff

eren

t lev

els

Prov

inci

al H

uman

Res

ourc

e M

anag

er a

nd D

ioce

san

Secr

etar

ies

By J

une

2017

324

,00

0

5.3.

6 To

ol a

nd re

tool

11 f

acili

ty

man

ager

sEq

uipm

ent a

nd

proc

edur

al m

anua

ls in

pl

ace

Equi

pmen

t and

sys

tem

sPr

ovin

cial

Hum

an R

esou

rce

Man

ager

and

Dio

cesa

n Se

cret

arie

s

By J

une

2016

&

ongo

ing

129,

600


5.3.

7 C

arry

out

gove

rnan

ce,

man

agem

ent a

nd le

ader

ship

tr

aini

ng fo

r C

oU b

oard

s,

com

mitt

ees

and

man

ager

s

Gov

erno

rs, m

anag

ers

and

lead

er e

quip

men

t w

ith s

kills

and

kn

owle

dge

Cur

ricu

lum

, tra

inin

g m

odul

es a

nd

num

ber

of p

eopl

e tr

aine

d P

rovi

ncia

l Sec

reta

ry

Prov

inci

al H

uman

Res

ourc

e M

anag

er a

nd D

ioce

san

Secr

etar

ies

By D

ecem

ber

2017

129,

600

cond

uct i

mpa

ct a

sses

smen

t of

trai

ning

and

cap

acit

y bu

ildin

g

Impa

ct a

sses

smen

t of

trai

ning

and

cap

acit

y bu

ildin

g co

nduc

ted

Impa

ct a

sses

smen

t rep

ort

24,0

00

,00

0

Stra

tegy

5.4

: Ens

ure

that

all

lead

ers

and

man

ager

s of

inst

itut

ions

are

reg

iste

red

mem

bers

of c

hurc

h of

Uga

nda

5.4

.1 D

evel

op a

vet

ting

sy

stem

of

CoU

man

ager

s an

d le

ader

s

Vet

ting

sys

tem

of

CoU

man

ager

s an

d le

ader

s in

pla

ce

App

rove

d C

oU V

ettin

g sy

stem

Prov

inci

al S

ecre

tary

and

Pr

ovin

cial

Hum

an R

esou

rce

Man

ager

and

Dio

cesa

n Se

cret

arie

s

By D

ecem

ber

20

1516

2,0

00

5.4

.2 D

evel

op a

n el

igib

ility

cr

iteri

a fo

r ve

ttin

g te

ams

at

all l

evel

s

Elig

ibili

ty c

rite

ria

for

vett

ing

team

s at

all

leve

ls d

evel

oped

App

rove

d El

igib

ility

cri

teri

a fo

r se

lect

ion

team

sPr

ovin

cial

Sec

reta

ry a

nd

Prov

inci

al H

uman

Res

ourc

e M

anag

er a

nd D

ioce

san

Secr

etar

ies

By J

une

2016

162,

00

0

5.4

.3 D

isse

min

ate,

po

pula

rize

and

ope

ratio

naliz

e th

e C

oU e

ligib

ility

cri

teri

a fo

r ve

ttin

g te

ams

e.g

staf

f bo

ards

at a

ll le

vels

Prof

essi

onal

and

co

nfes

sing

Ang

lican

s re

crui

ted

in v

ettin

g te

ams

at a

ll le

vels

No.

of d

ioce

ses

utili

zing

the

CoU

el

igib

ility

cri

teri

a fo

r ve

ttin

g te

ams

Prov

inci

al S

ecre

tary

and

Pr

ovin

cial

Hum

an R

esou

rce

Man

ager

and

Dio

cesa

n Se

cret

arie

s

By D

ecem

ber

2016

324

,00

0

5.4

.4 D

evel

op re

crui

tmen

t an

d se

lect

ion

guid

elin

es fo

r C

oU le

ader

s an

d m

anag

ers

at a

ll le

vels

Recr

uitm

ent a

nd

sele

ctio

n gu

idel

ines

fo

r C

oU le

ader

s an

d m

anag

ers

deve

lope

d

App

rove

d re

crui

tmen

t and

se

lect

ion

guid

elin

es fo

r CoU

lead

ers

and

man

ager

s

Prov

inci

al S

ecre

tary

and

Pr

ovin

cial

Hum

an R

esou

rce

Man

ager

and

Dio

cesa

n Se

cret

arie

s

By J

une

2016

70,0

00

5.4

.5 D

evel

op a

n el

igib

ility

cr

iteri

a fo

r C

oU le

ader

s an

d m

anag

ers

at a

ll le

vels

Elig

ibili

ty c

rite

ria

for

CoU

lead

ers

and

man

ager

s de

velo

ped

App

rove

d El

igib

ility

cri

teri

a fo

r C

oU

lead

ers

and

man

ager

sPr

ovin

cial

Sec

reta

ry a

nd

Prov

inci

al H

uman

Res

ourc

e M

anag

er a

nd D

ioce

san

Secr

etar

ies

By J

une

2016

70,0

00


5.4

.6 D

isse

min

ate,

po

pula

rize

and

ope

ratio

naliz

e th

e C

oU e

ligib

ility

cri

teri

a fo

r le

ader

s an

d m

anag

ers

at a

ll le

vels

Prof

essi

onal

an

d co

nfes

sing

A

nglic

ans

recr

uite

d in

man

agem

ent a

nd

lead

ersh

ip p

ositi

ons

at

all l

evel

s

No.

of d

ioce

ses

utili

zing

the

CoU

el

igib

ility

cri

teri

aPr

ovin

cial

Sec

reta

ry a

nd

Prov

inci

al H

uman

Res

ourc

e M

anag

er a

nd D

ioce

san

Secr

etar

ies

By D

ecem

ber

2016

&

ongo

ing

324

,00

0

Stra

tegy

5.5

: Ens

ure

inte

grat

ion

of C

oU m

issi

on a

nd v

alue

s w

ith

the

faci

lity

mis

sion

s an

d pr

ogra

ms.

5.5.

1 M

ains

trea

m C

oU

visi

on, m

issi

on a

nd c

ore

valu

es in

faci

lity

polic

ies,

gu

idel

ines

and

str

ateg

ic

plan

s

CoU

vis

ion,

mis

sion

an

d co

re v

alue

s m

ains

trea

med

in

faci

litie

s

Faci

lity

polic

ies,

gui

delin

es a

nd

stra

tegi

c pl

ans

refle

ct C

oU m

issi

on

visi

on a

nd C

oU c

ore

valu

es

Prog

ram

me

Coo

rdin

ator

s an

d Pr

ovin

cial

Hum

an

Reso

urce

Man

ager

and

D

ioce

san

Secr

etar

ies

Ong

oing

26

,00

0

5.5.

2 D

ispl

ay C

oU v

isio

n,

mis

sion

and

cor

e va

lues

in a

ll fa

cilit

ies

CoU

vis

ion,

mis

sion

an

d co

re v

alue

s di

spla

yed

in a

ll fa

cilit

ies

No.

of f

acili

ties

with

CoU

vis

ion,

m

issi

on a

nd c

ore

valu

es d

ispl

ayed

Pr

ogra

mm

e C

oord

inat

ors

and

Prov

inci

al H

uman

Re

sour

ce M

anag

er a

nd

Dio

cesa

n Se

cret

arie

s

Ong

oing

72

,00

0

5.5.

3 D

aily

dev

otio

ns

enco

urag

ed in

all

faci

litie

sD

aily

dev

otio

n co

nduc

ted

in F

acili

ties

No.

of f

acili

ties

cond

uctin

g D

aily

de

votio

nPr

ogra

mm

e C

oord

inat

ors

and

Prov

inci

al H

uman

Re

sour

ce M

anag

er a

nd

Dio

cesa

n Se

cret

arie

s

Ong

oing

17

5,0

00

5.5.

4 In

tegr

ate

CoU

cor

e va

lues

in a

ll pr

ogra

ms

CoU

cor

e va

lues

in

tegr

ated

in a

ll pr

ogra

ms

No.

faci

litie

s w

ith p

rogr

ams

havi

ng

CoU

cor

e va

lues

inte

grat

ed

Prog

ram

me

Coo

rdin

ator

s an

d Pr

ovin

cial

Hum

an

Reso

urce

Man

ager

and

D

ioce

san

Secr

etar

ies

Ong

oing

36

0,0

00

5.5.

5 Se

nsiti

ze C

oU le

ader

s,

man

ager

s an

d st

aff o

n C

oU

visi

on, m

issi

on a

nd c

ore

valu

es

CoU

lead

ers,

m

anag

ers

and

staf

f se

nsiti

zed

on C

oU

visi

on, m

issi

on a

nd

core

val

ues

No.

of f

acili

ties

sens

itize

d on

CoU

vi

sion

, mis

sion

and

cor

e va

lues

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies

Prog

ram

me

Coo

rdin

ator

s an

d Pr

ovin

cial

H

uman

Res

ourc

e M

anag

er

Ong

oing

50

,00

0


Mon

itor

com

plia

nce

of

faci

litie

s to

CoU

mis

sion

V

isio

n an

d co

re v

alue

s

360

,00

0

Ass

ess

impa

ct o

f mis

sion

vi

sion

mis

sion

and

cor

e va

lues

on

the

Chr

isti

an li

fe

of m

embe

rs o

f CoU

108

,00

0

Stra

tegy

5.6

: Str

engt

hen

the

chap

lain

cy in

our

inst

itut

ions

(Sc

hool

s, H

ealt

h Fa

cilit

ies)

5.6.

1 D

evel

op a

CoU

in

stitu

tiona

l cha

plai

ncy

polic

y

CoU

inst

itutio

nal

chap

lain

cy p

olic

y de

velo

ped

App

rove

d C

oU in

stitu

tiona

l ch

apla

incy

pol

icy

Prov

inci

al M

issi

on,

Educ

atio

n an

d H

ealth

C

oord

inat

ors

By D

ecem

ber

2016

35

,00

0

5.6.

2 D

evel

op a

sel

ectio

n an

d re

crui

tmen

t cri

teri

a fo

r la

y ch

apla

ins

Sele

ctio

n an

d re

crui

tmen

t cri

teri

a fo

r la

y ch

apla

ins

deve

lope

d

App

rove

d se

lect

ion

and

recr

uitm

ent

crite

ria

for

lay

chap

lain

sPr

ogra

mm

e C

oord

inat

ors

and

Prov

inci

al H

uman

Re

sour

ce M

anag

er a

nd

Dio

cesa

n Se

cret

arie

s

By D

ecem

ber

2016

129,

600

5.6.

3 Es

tabl

ish

chap

lain

cy

to p

rovi

de p

asto

ral c

are

and

coun

selin

g in

inst

itutio

ns

Cha

plai

ncie

s es

tabl

ishe

d in

in

stitu

tions

No.

of C

hapl

ainc

ies

esta

blis

hed

in

inst

itutio

nsD

ioce

san

Secr

etar

ies,

H

ealth

and

Edu

catio

n C

oord

inat

ors

By D

ecem

ber

2018

&

ongo

ing

129,

600

5.6.

4 D

evel

op a

co

mpr

ehen

sive

cha

plai

ncy

trai

ning

cur

ricu

lum

A c

ompr

ehen

sive

ch

apla

incy

trai

ning

cu

rric

ulum

dev

elop

ed

App

rove

d co

mpr

ehen

sive

ch

apla

incy

trai

ning

cur

ricu

lum

Prov

inci

al E

duca

tion,

M

issi

on a

nd H

ealth

C

oord

inat

ors

and

Prov

inci

al

Hum

an R

esou

rce

Man

ager

By J

une

2017

129,

600

5.6.

5 Tr

ain

TOTs

for

chap

lain

cy

TOTs

for

chap

lain

cy

trai

ned

in d

ioce

ses

No.

of d

ioce

ses

with

TO

Ts fo

r ch

apla

incy

Prov

inci

al E

duca

tion,

M

issi

on a

nd H

ealth

C

oord

inat

ors

and

Prov

inci

al

Hum

an R

esou

rce

Man

ager

By D

ecem

ber

2017

&

ongo

ing

194

,40

0

5.6.

6 In

tegr

ate

chap

lain

cy

activ

ities

into

the

inst

itutio

nal p

lan

and

budg

et

Cha

plai

ncy

activ

ities

in

tegr

ated

into

the

inst

itutio

nal p

lan

and

budg

et

No.

of i

nstit

utio

ns w

ith c

hapl

ainc

y ac

tiviti

es in

tegr

ated

into

the

inst

itutio

nal p

lan

and

budg

et

Prog

ram

me

Coo

rdin

ator

s an

d D

ioce

san

Secr

etar

ies

Ong

oing

16

2,0

00


5.6.

7 Pr

ovid

e th

e ch

apla

ins

with

cle

arly

defi

ned

TOR

e.g

JDs

and

repo

rtin

g lin

es

Cha

plai

ns w

ith c

lear

ly

defin

ed T

OR

No.

of i

nstit

utio

ns w

ith c

hapl

ains

ha

ving

cle

arly

defi

ned

Prov

inci

al H

uman

Res

ourc

e M

anag

er ,

Prog

ram

me

coor

dina

tors

and

Dio

cesa

n Se

cret

arie

s

By D

ecem

ber

2017

162,

00

0

5.6.

8 S

tren

gthe

n th

e D

ioce

san,

regi

onal

and

pr

ovin

cial

cha

plai

ncy

as

soci

atio

ns

Dio

cesa

n, re

gion

al a

nd

prov

inci

al c

hapl

ainc

y

asso

ciat

ions

eff

ectiv

e

Min

utes

of D

ioce

san,

regi

onal

and

pr

ovin

cial

cha

plai

ncy

asso

ciat

ions

m

eetin

gs

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies

and

Pro

gram

me

Coo

rdin

ator

s

Ong

oing

32

4,0

00

Stra

tegy

5.7

: Est

ablis

h an

insp

ecto

rate

sys

tem

at a

ll le

vels

our

inst

itut

ions

(Sc

hool

s, c

hurc

hes,

hea

lth

faci

litie

s, p

roje

cts)

5.7.

1 D

evel

op a

co

mpr

ehen

sive

insp

ecto

rate

po

licy

for

CoU

inst

itutio

ns

A c

ompr

ehen

sive

in

spec

tora

te p

olic

y fo

r C

oU in

stitu

tions

in

plac

e

App

rove

d co

mpr

ehen

sive

in

spec

tora

te p

olic

y fo

r C

oU

inst

itutio

ns

Prov

inci

al &

Dio

cesa

n Se

cret

arie

s an

d Pr

ogra

mm

e C

oord

inat

ors

By D

ecem

ber

2017

70,0

00

5.7.

2 Es

tabl

ish

insp

ecto

rate

fu

nctio

n at

dio

cesa

n an

d pr

ovin

cial

leve

ls fo

r al

l fa

cilit

ies

Insp

ecto

rate

fu

nctio

n es

tabl

ishe

d

at d

ioce

san

and

prov

inci

al le

vels

for

all

faci

litie

s

Insp

ecto

rate

repo

rts

Prov

inci

al &

Dio

cesa

n Se

cret

arie

s an

d Pr

ogra

mm

e C

oord

inat

ors

By D

ecem

ber

2017

194

,40

0

5.7.

3 D

evel

op in

spec

tion

tool

sIn

spec

tion

tool

s de

velo

ped

App

rove

d in

spec

tion

tool

sPr

ovin

cial

& D

ioce

san

Secr

etar

ies

and

Prog

ram

me

Coo

rdin

ator

s

By D

ecem

ber

2016

70,0

00

5.7.

4 D

evel

op a

trai

ning

cu

rric

ulum

for

insp

ecto

rsTr

aini

ng c

urri

culu

m fo

r in

spec

tors

dev

elop

edA

ppro

ved

trai

ning

cur

ricu

lum

for

insp

ecto

rsPr

ovin

cial

& D

ioce

san

Secr

etar

ies

and

Prog

ram

me

Coo

rdin

ator

s

By J

une

2017

70,0

00

Con

duct

TO

T

TOTs

trai

ned

at

dioc

esan

and

pr

ovin

cial

leve

ls

No.

of T

OTs

at

dioc

esan

and

pr

ovin

cial

leve

lPr

ovin

cial

& D

ioce

san

Secr

etar

ies

and

Prog

ram

me

Coo

rdin

ator

s

By D

ecem

ber

2017

108

,00

0

5.7.

5 Tr

ain

the

asso

ciat

e as

sess

ors

(ass

ista

nt

insp

ecto

rs)

Ass

ocia

te a

sses

sors

tr

aine

d at

dio

cesa

n le

vel

No.

Of A

ssoc

iate

ass

esso

rs a

t di

oces

an le

vels

Prov

inci

al &

Dio

cesa

n Se

cret

arie

s an

d Pr

ogra

mm

e C

oord

inat

ors

By D

ecem

ber

2017

194

,00

0


5.7.

6 To

ol a

nd re

tool

the

insp

ecto

rate

Equi

pmen

t and

pr

oced

ural

man

uals

in

plac

e

Ava

ilabi

lity

of In

spec

tion

tool

sPr

ovin

cial

& D

ioce

san

Secr

etar

ies

and

Prog

ram

me

Coo

rdin

ator

s

By D

ecem

ber

2017

1,08

0,0

00

5.7.

7 C

ondu

ct re

gula

r pl

enar

y co

nfer

ence

s at

di

oces

an re

gion

al a

nd

prov

inci

al le

vels

Regu

lar

plen

ary

conf

eren

ces

cond

ucte

d a

t di

oces

an re

gion

al a

nd

prov

inci

al le

vels

Repo

rts

Prov

inci

al &

Dio

cesa

n Se

cret

arie

s an

d Pr

ogra

mm

e C

oord

inat

ors

Ong

oing

19

4,4

00

5.7.

8 E

ncou

rage

team

and

tw

in in

spec

tions

in C

oU

faci

litie

s

team

and

twin

in

spec

tions

in C

oU

faci

litie

s

repo

rts

Prov

inci

al &

Dio

cesa

n Se

cret

arie

s an

d Pr

ogra

mm

e C

oord

inat

ors

Ong

oing

6

48

,00

0

Esta

blis

h a

func

tion

al in

tegr

ated

M&

E sy

stem

2,6

33,2

00

Stra

tegi

c ob

ject

ive

6: C

hurc

h ge

nera

tes

fund

s lo

cally

Stra

tegy

6.1

: Te

ach

cong

rega

tion

s on

Ste

war

dshi

p, g

ivin

g an

d fi

nanc

ial l

iter

acy

6.1.

1Dev

elop

CoU

gui

delin

es

on te

achi

ng S

tew

ards

hip,

gi

ving

and

fina

ncia

l lite

racy

CoU

gui

delin

es o

n te

achi

ng S

tew

ards

hip,

gi

ving

and

fina

ncia

l lit

erac

y in

pla

ce

App

rove

d C

oU g

uide

lines

on

teac

hing

Ste

war

dshi

p, g

ivin

g an

d fin

anci

al li

tera

cy

Prov

inci

al a

nd D

ioce

san

Trea

sure

r Pr

ovin

cial

Mis

sion

an

d Ev

ange

lism

coo

rdin

ator

By D

ecem

ber

2016

70,0

00

6.1.

2 Fo

rm s

tew

ards

hip

team

s to

teac

h co

ngre

gatio

ns o

n st

ewar

dshi

p an

d gi

ving

Stew

ards

hip

Team

s in

pl

ace

App

rove

d no

. of

team

sPr

ovin

cial

and

Dio

cesa

n

Mis

sion

and

Eva

ngel

ism

co

ordi

nato

r

By D

ecem

ber

2016

3,24

0,0

00

6.1.

3 Ru

n TO

Ts fo

r te

achi

ng

TOTs

at d

ioce

san

leve

lsN

o. o

f TO

Ts a

t dio

cesa

n le

vel

Prov

inci

al a

nd D

ioce

san

M

issi

on a

nd E

vang

elis

m

coor

dina

tor

Star

ting

June

20

17 a

nd

ongo

ing

(6.1.

2&6.

1.4)


6.1.

4 R

un w

orks

hops

for

CoU

le

ader

s on

ste

war

dshi

p an

d gi

ving

Wor

ksho

ps fo

r C

oU le

ader

s on

st

ewar

dshi

p an

d gi

ving

No.

of w

orks

hops

for

CoU

lead

ers

on s

tew

ards

hip

and

givi

ngSt

ewar

dshi

p te

ams

ongo

ing

540

,00

0

6.1.

5 Te

ach

on g

ivin

g an

d st

ewar

dshi

p in

con

greg

atio

nsC

ongr

egat

ions

ta

ught

on

givi

ng a

nd

stew

ards

hip

No.

of c

ongr

egat

ions

taug

ht o

n gi

ving

and

ste

war

d sh

ipSt

ewar

dshi

p Te

ams

and

Pari

sh P

ries

ton

goin

g18

0,0

00

Stra

tegy

6.2

: pre

pare

and

ope

rate

ann

ual P

lans

and

bud

gets

at a

ll le

vels

6.2.

1 D

evel

op g

uide

lines

on

CoU

ann

ual p

lans

and

bu

dget

s

Gui

delin

es o

n C

oU

annu

al p

lans

and

bu

dget

s de

velo

ped

App

rove

d gu

idel

ines

on

CoU

ann

ual

plan

s an

d bu

dget

sPr

ovin

cial

and

Dio

cesa

n Tr

easu

rer

By D

ecem

ber

2016

70,0

00

6.2.

2 Tr

ain

the

cler

gy

and

lead

ers

on p

rinc

iple

s of

ann

ual p

lann

ing

and

budg

etin

g

Ann

ual p

lans

and

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8: C

hurc

h In

crea

ses

its

infl

uenc

e in

pub

lic e

ngag

emen

ts o

n bo

th th

e na

tion

al a

nd in

tern

atio

nal s

cene

Stra

tegy

8.1

: CoU

incr

ease

s it

s vi

sibi

lity

and

netw

ork

loca

lly a

nd in

tern

atio

nally

8.1

.1 D

evel

op a

CoU

co

mpr

ehen

sive

co

mm

unic

atio

n po

licy

and

stra

tegy

CoU

com

preh

ensi

ve

com

mun

icat

ion

polic

y an

d st

rate

gy

deve

lope

d

App

rove

d C

oU c

ompr

ehen

sive

co

mm

unic

atio

n po

licy

and

stra

tegy

Pr

ovin

cial

Sec

reta

ry

By D

ecem

ber

2016

1,160

,00

0

8.1

.2 S

et u

p an

eff

ectiv

e

com

mun

icat

ions

dep

artm

ent

com

mun

icat

ions

uni

t in

pla

ceco

mm

unic

atio

ns u

nit

Prov

inci

al S

ecre

tary

By

Jun

e 20

161,6

20,0

00

8.1

.3 P

roac

tivel

y en

gage

re

leva

nt a

utho

ritie

s on

cr

itica

l iss

ues

affe

ctin

g so

ciet

y.

Rele

vant

aut

hori

ties

enga

ged

on c

ritic

al

issu

es a

ffec

ting

soci

ety.

No.

of r

elev

ant a

utho

ritie

s en

gage

d Pr

ovin

cial

, Dio

cesa

n Se

cret

arie

s,C

omm

unic

atio

ns

coor

dina

tor

ongo

ing

450

,00

0

8.1

.4 R

evie

w, u

pdat

e an

d

mai

ntai

n a

robu

st in

tera

ctiv

e C

oU w

ebsi

te

Robu

st C

oU w

ebsi

te

in p

lace

U

pgra

ded

and

upda

ted

CoU

w

ebsi

teC

omm

unic

atio

ns

coor

dina

tor

ongo

ing

1,620

,00

0

8.1

.5 M

ains

trea

m u

se o

f m

edia

in C

oU w

ork

med

ia m

ains

trea

med

in

CoU

wor

kTy

pes

of m

edia

use

d in

CoU

wor

kPr

ogra

m c

oord

inat

ors

ongo

ing

450

,00

0

8.1

.6 E

stab

lish

New

s ag

ency

to

incl

ude

CoU

Tel

evis

ion,

Ra

dio

stat

ions

, and

pri

nt

med

ia

CoU

Vis

ion

and

prog

ram

s po

pula

rise

dC

oU T

elev

isio

n an

d Ra

dio

stat

ions

Prov

inci

al S

ecre

tary

C

omm

unic

atio

ns

coor

dina

tor

By D

ecem

ber

2018

1,620

,00

0

Stra

tegy

8.2

: Str

engt

hen

CoU

col

labo

rati

on a

nd p

artn

ersh

ips

8.2

.1 D

evel

op a

nd im

plem

ent

a C

oU p

artn

ersh

ip p

olic

y to

gui

de re

latio

nshi

ps w

ith

part

ners

CoU

par

tner

ship

pol

icy

deve

lope

d to

gui

de

rela

tions

hips

with

pa

rtne

rs

App

rove

d C

oU p

artn

ersh

ip

polic

y to

gui

de re

latio

nshi

ps w

ith

part

ners

Prov

inci

al a

nd D

ioce

san

Secr

etar

yBy

Dec

embe

r 20

16 a

nd

ongo

ing

70,0

00


8.2

.2 E

stab

lish

linka

ges

and

colla

bora

tion

with

pro

vinc

es

and

dioc

eses

and

oth

er

likem

inde

d or

gani

satio

ns

loca

lly a

nd in

tern

atio

nally

Link

ages

and

co

llabo

ratio

n es

tabl

ishe

d w

ith

prov

ince

s an

d di

oces

es

and

othe

r lik

emin

ded

orga

nisa

tions

No.

of p

rovi

nces

and

dio

cese

s an

d ot

her

likem

inde

d or

gani

satio

ns in

pa

rtne

rshi

p w

ith C

oU

No.

of p

artn

ersh

ip a

gree

men

ts

Prov

inci

al S

ecre

tary

Ong

oing

20

0,0

00

8.2

.3 S

et u

p a

coor

dina

ting

desk

for

inte

rnat

iona

l re

latio

ns e

.g G

AFC

ON

, C

APA

, Glo

bal s

outh

, etc

Coo

rdin

atin

g de

sk fo

r in

tern

atio

nal r

elat

ions

se

t up

A c

oord

inat

ing

desk

for

inte

rnat

iona

l rel

atio

nsPr

ovin

cial

Sec

reta

ryBy

Jun

e 20

1620

0,0

00

8.2

.4 C

ondu

ct p

artn

er

conf

eren

ces

and

dial

ogue

s at

dio

cesa

n an

d pr

ovin

cial

le

vels

Part

ner

conf

eren

ces

and

dial

ogue

s co

nduc

ted

at d

ioce

san

and

prov

inci

al le

vels

No.

of p

artn

er c

onfe

renc

es

and

dial

ogue

s at

dio

cesa

n an

d pr

ovin

cial

leve

ls

Prov

inci

al a

nd D

ioce

san

Se

cret

arie

s, p

rogr

am

coor

dina

tors

Star

ting

2017

O

ngoi

ng a

t le

ast o

nce

a ye

ar

216,

00

0

Stra

tegy

8.3

: Har

ness

CoU

str

engt

h to

infl

uenc

e go

vern

men

t pol

icy

form

ulat

ion

and

reso

urce

allo

cati

on a

t all

leve

l

8.3

.1 D

evel

opm

ent o

f a

com

preh

ensi

ve A

dvoc

acy

polic

y an

d st

rate

gy fo

r en

tire

prov

ince

.

CoU

com

preh

ensi

ve

Adv

ocac

y po

licy

and

stra

tegy

in p

lace

App

rove

d C

oU A

dvoc

acy

polic

y an

d st

rate

gy

Prov

inci

al a

nd d

ioce

san

Secr

etar

ies,

Com

mun

icat

ions

co

ordi

nato

r

By D

ecem

ber

2016

140

,00

0

8.3

.2 D

isse

min

ate,

po

pula

rize

and

ope

ratio

naliz

e th

e C

oU a

dvoc

acy

polic

y

CoU

adv

ocac

y po

licy

utili

sed

No.

of d

ioce

ses

impl

emen

ting

the

CoU

adv

ocac

y po

licy

No.

of a

dvoc

acy

enga

gem

ents

co

nduc

ted

by th

e pr

ovin

cial

se

cret

aria

t

Prov

inci

al a

nd d

ioce

san

Secr

etar

ies,

Com

mun

icat

ions

co

ordi

nato

r

By J

une

2017

an

d on

goin

g 28

8,0

00

8.3

.3 H

old

dial

ogue

m

eetin

gs w

ith g

over

nmen

t st

akeh

olde

rs a

t all

leve

ls

Dia

logu

e M

eetin

gs

held

with

gov

ernm

ent

stak

ehol

ders

at a

ll le

vels

No.

of D

ialo

gue

Mee

tings

hel

d w

ith g

over

nmen

t sta

keho

lder

sPr

ovin

cial

and

dio

cesa

n Se

cret

arie

s,C

omm

unic

atio

ns

coor

dina

tor

By J

une

2017

on

goin

g20

0,0

00


8.3

.4 L

obby

15 to

influ

ence

na

tiona

l pol

icy

form

ulat

ion,

pl

anni

ng a

nd b

udge

ting

proc

esse

s at

all

leve

ls.

CoU

is re

cogn

ized

fo

r w

hat i

t sta

nds

for

and

part

icip

ates

in

var

ious

nat

iona

l po

licy

form

ulat

ion,

pl

anni

ng a

nd b

udge

ting

proc

esse

s at

all

leve

ls

No.

of f

ora

C

oU p

artic

ipat

es i

n Pr

ovin

cial

and

Dio

cesa

n Se

cret

arie

s,Pr

ogra

m c

oord

inat

ors

By J

une

2017

an

d on

goin

g 1,0

80

,00

0

8.3

.5 S

tren

gthe

n co

llabo

ratio

n w

ith o

ther

FB

Os

in c

ivic

edu

catio

n (e

.g

natio

nal a

nd lo

cal e

lect

ions

)

CoU

sup

port

s U

JCC

pr

ogra

ms

No.

of p

rogr

ams

the

chur

ch

part

icip

ates

in.

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

Com

mun

icat

ions

co

ordi

nato

r, C

oord

inat

or

PDR

ongo

ing

199,

80

0

8.3

.6 E

ncou

rage

and

sup

port

qu

alifi

ed C

oU m

embe

rs to

se

ek le

ader

ship

pos

ition

s

CoU

mem

bers

el

ecte

d/ap

poin

ted

in

lead

ersh

ip p

ositi

ons

in

gove

rnm

ent

No.

of C

oU m

embe

rs in

lead

ersh

ip

posi

tions

in g

over

nmen

tPr

ovin

cial

and

Dio

cesa

n Se

cret

arie

s,By

Dec

embe

r 20

15 a

nd

ongo

ing

199,

80

0

COU

VIS

ION

20

25 F

OC

US

AR

EA 4

: IN

STIT

UT

ION

AL

FOC

US

Stra

tegi

c ob

ject

ive

9: R

evie

w a

nd s

trea

mlin

e th

e C

oU g

over

nanc

e an

d m

anag

emen

t str

uctu

res

Stra

tegy

9.1

: Ens

ure

effe

ctiv

e co

ordi

nati

on b

etw

een

the

vari

ous

gove

rnan

ce s

truc

ture

s

9.1.

1 D

evel

op a

CoU

pol

icy,

pr

oced

ure

and

guid

elin

es

on o

pera

tion

and

func

tion

of c

omm

ittee

s, b

oard

s an

d co

mm

issi

ons

A C

oU p

olic

y,

proc

edur

e an

d gu

idel

ines

dev

elop

ed

on o

pera

tion

and

func

tion

of

com

mitt

ees,

boa

rds

and

com

mis

sion

s

App

rove

d C

oU p

olic

y, p

roce

dure

an

d gu

idel

ines

on

oper

atio

n an

d fu

nctio

n of

com

mitt

ees,

boa

rds

and

com

mis

sion

s

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

pro

gram

co

ordi

nato

rs a

nd H

uman

Re

sour

ce M

anag

er

By D

ecem

ber

2016

58,0

00


9.1.

2 D

isse

min

ate

popu

lari

ze

and

oper

atio

naliz

e C

oU

polic

y, p

roce

dure

and

gu

idel

ines

on

oper

atio

n an

d fu

nctio

n of

com

mitt

ees,

bo

ards

and

com

mis

sion

s

CoU

pol

icy,

pro

cedu

re

and

guid

elin

es o

n op

erat

ion

and

func

tion

of c

omm

ittee

s, b

oard

s an

d co

mm

issi

ons

utili

zed

at a

ll le

vels

No.

of d

ioce

ses

utili

zing

the

CoU

po

licy,

pro

cedu

re a

nd g

uide

lines

on

ope

ratio

n an

d fu

nctio

n of

com

mitt

ees,

boa

rds

and

com

mis

sion

s

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

pro

gram

co

ordi

nato

rs a

nd H

uman

Re

sour

ce M

anag

er

By J

une

2017

an

d on

goin

g69

,00

0

9.1.

3 Re

stru

ctur

e

gove

rnan

ce o

f CoU

N

ew C

oU g

over

nanc

eA

ppro

ved

New

CoU

gov

erna

nce

Prov

inci

al S

ecre

tary

By D

ecem

ber

2016

50,0

00

9.1.

4 D

efine

the

man

date

s of

the

vari

ous

gove

rnan

ce

orga

ns

Man

date

s of

the

vari

ous

gove

rnan

ce

orga

ns in

pla

ce

App

rove

d m

anda

tes

of th

e va

riou

s go

vern

ance

org

ans

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

pro

gram

co

ordi

nato

rs a

nd H

uman

Re

sour

ce M

anag

er

By D

ecem

ber

2016

20,0

00

9.1.

5 D

evel

op c

lear

TO

Rs fo

r va

riou

s co

mm

ittee

s, b

oard

s an

d co

mm

issi

ons

TORs

for

vari

ous

com

mitt

ees,

boa

rds

and

com

mis

sion

s de

velo

ped

App

rove

d C

oU T

ORs

for

vari

ous

com

mitt

ees,

boa

rds

and

com

mis

sion

s

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

pro

gram

co

ordi

nato

rs a

nd H

uman

Re

sour

ce M

anag

er

By D

ecem

ber

2016

20,0

00

9.1.

6 D

evel

op to

ols

for

eval

uatio

n of

com

mitt

ees,

bo

ards

and

com

mis

sion

s

Tool

s fo

r ev

alua

tion

of

com

mitt

ees,

boa

rds

and

com

mis

sion

s ap

prov

ed

App

rove

d to

ols

for

eval

uatio

n of

com

mitt

ees,

boa

rds

and

com

mis

sion

s

Prov

inci

al a

nd D

ioce

san

Secr

etar

ies,

pro

gram

co

ordi

nato

rs a

nd H

uman

Re

sour

ce M

anag

er

By D

ecem

ber

2016

35,0

00

9.1.

7 Re

view

the

title

s an

d ac

rony

ms

of v

ario

us

gove

rnan

ce u

nits

(sta

ndin

g co

mm

ittee

and

boa

rds)

Title

s an

d ac

rony

ms

of v

ario

us g

over

nanc

e un

its re

view

ed

App

rove

d tit

les

and

acro

nym

s of

va

riou

s go

vern

ance

uni

tsPr

ovin

cial

and

Dio

cesa

n Se

cret

arie

s, p

rogr

am

coor

dina

tors

and

Hum

an

Reso

urce

Man

ager

By D

ecem

ber

2016

20,0

00

9.1.

8 M

idte

rm re

view

of t

he

mas

ter

stra

tegi

c pl

anM

aste

r St

rate

gic

plan

re

view

edM

idte

rm re

view

repo

rtPr

ovin

cial

Sec

reta

ry

By D

ecem

ber

2021

20,0

00

9.1.

9 En

d re

view

and

roll

out

of p

lan

2026

-20

35C

oU 2

nd M

aste

r st

rate

gic

plan

D

evel

oped

.

End

term

revi

ew re

port

App

rove

d M

aste

r st

rate

gic

plan

20

26-2

035

Prov

inci

al S

ecre

tary

By D

ecem

ber

2025

15,0

00

Stra

tegy

9.2

: enh

ance

har

mon

y an

d sy

nchr

oniz

e C

oU g

over

nanc

e po

licie

s, g

uide

lines

and

pro

cedu

res


9.2.

1 Re

view

the

CoU

co

nstit

utio

n an

d ac

com

mod

ate:

The

appa

rent

•

auto

nom

y of

the

dioc

eses

harm

oniz

e th

e •

pow

ers

of th

e A

rchb

isho

p an

d Bi

shop

sC

heck

s an

d ba

lanc

es

•in

gov

erna

nce

of

CoU

Agr

ee o

n th

e na

me

•an

d sy

mbo

ls o

f the

C

oU a

nd g

azet

te

them

New

CoU

con

stitu

tion

App

rove

d C

oU c

onst

itutio

nPr

ovin

cial

Sec

reta

ry a

nd

cons

titut

iona

l Rev

iew

C

omm

ittee

By D

ecem

ber

2016

62,0

00

9.2.

2Car

ry o

ut a

Pee

r re

view

of

the

CoU

eve

ry 5

yea

rsPe

rcep

tions

, vi

ews

and

reco

mm

enda

tions

on

the

CoU

Peer

revi

ew re

port

sPr

ovin

cial

and

Dio

cesa

n

Secr

etar

yBy

Dec

embe

r 20

17 a

nd

ongo

ing

20,0

00

9.2.

3 D

isse

min

ate

the

peer

re

view

find

ings

Revi

ew fi

ndin

gs s

hare

d w

ith th

e w

ider

pub

licN

o. o

f peo

ple

rece

ivin

g th

e re

port

sPr

ovin

cial

and

Dio

cesa

n

Secr

etar

yBy

Dec

embe

r 20

2120

,00

0

Stra

tegy

9.3

: Enh

ance

the

perf

orm

ance

of t

he S

ecre

tari

at o

f CO

U

9.3.

1 Re

stru

ctur

e C

oU

prov

inci

al s

ecre

tari

atC

omm

unic

atio

ns

•D

epar

tmen

tH

R de

part

men

t•

M&

E•

inte

rnal

aud

it•

revi

ew J

ob ti

tles

•re

port

ing

•re

latio

nshi

ps

New

CoU

pro

vinc

ial

secr

etar

iat

App

rove

d C

oU p

rovi

ncia

l se

cret

aria

t str

uctu

re

Prov

inci

al S

ecre

tari

atBy

Dec

embe

r 20

1687

,00

0


9.3.

2 Re

bran

d PD

RPD

R re

bran

ded

New

nam

e fo

r PD

RPr

ovin

cial

and

Dio

cesa

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Log frame Endnotes

1 Children’s church, Sunday school

2 Church leaders; includes all clergy and laity at leadership positions

3 The schedule for the youth center shall include elements e.g; a hall, resource centre or space and equipment for activities like MDD, bible study, discipleship classes, counseling services

4 Special needs; Disabled, widows orphans, single parents

5 Unreached; international community, homosexuals, prostitutes, boda boda riders, etc.

6 Social services; schools, hospitals, community development programs

7 Marriage is recognized between man and woman as expressed in Genesis 2:24

8 Spiritual gifts are reflected in the context of Acts 6:3,4, Eph 4:11-13

9 Sector strategic plans are developed by individual sectors to address sector specific issues.

10 The policy on theological education and training should consider separating seminary schools from regular schools inorder to respect their mandates.

11 Tool and retool will involve equipping offices with office equipment, computers, transport means, etc

12 Include in the economic policy, mechanisms to regulate users/customers of the enterprise for example, a policy on church schools to procure stationary and books only from Uganda book shop

13 Bottom line; the net profits realized from an enterprise.

14 Human rights, Child protection and peace, justice and social protection will be used as guiding principles

15 Lobbying: is the act of attempting to influence decisions made by officials in the government, most often legislators or members of regulatory agencies

16 Review HR policy to reflect terms and conditions of service, salary structure, recruitment procedures, grievance handling and disciplinary and safety procedures.


Annex 2: Church of Uganda Organisation Structure

CHURCH OF UGANDA ORGANOGRAM

CoU OPERATIONAL STRUCTURE

90

ANNEX2: COU OGANOGRAM

COU OPERATIONAL STRUCTURE

PARTNERSHIPS

PROVINCIALSECRETARIAT

DIOCESES

ARCHDEACONARY

DIRECTORATES1. MISSIONS &

OUTREACH

2. EDUCATION

3. HEALTH

4. FINANCE, PLANNING

& INVESTMENTS

5. HOUSEHOLD &

COMMUNITY

TRANSFORMATION

6. MANAGEMENT

SUPPORT SERVICES

7. LAND

MANAGEMENT

8. AUDIT & ASSURANCE

SERVICES

PARISHES

The macro organizational structure of the CoU consists of the following Ecclesiastical units:-

Province formed by a group of Dioceses. It is under the jurisdiction and pastoral care of the Archbishop.

Diocese formed by a group of parishes. It is under the jurisdiction and Pastoral care of a Bishop.

Archdeaconry consists of a number of parishes. It is under the jurisdiction of an Archdeacon.

Parish consists of one or more congregations. It is under the jurisdiction and pastoral care of an ordained and licensed Parish Priest.

Sub-Parish is the same as a Parish but with fewer congregations. It is under the pastoral care of a lay reader or church teacher/catechist/curate who works under the supervision of a Parish Priest.

Management

The two (2) support service centres in place to manage and coordinate the day to day operations of the Church of Uganda as directed by the Provincial Assembly and the Diocesan Synod respectively, are namely the Provincial Secretariat at the Provincial level and the Diocesan Secretariat at the Diocesan Level.

This proposed operational structure seeks to strengthen critical operational linkages and reducing on the semi-autonomous functioning in the Province. The structure should improve responsiveness (planning, reporting and accounting) and cohesion within the province.

Province Dioceses Archdeaconry Parish


a) The Provincial Secretariat

The Provincial Secretariat shall be the directing unit for the Province. It is mandated to:-

i. Ensure implementation of Provincial Assembly and Provincial Assembly Standing Committee resolutions

ii. Ensure effective communication of information between the Provincial Secretariat and the Dioceses

iii. Advise and build capacity of Diocesan Staff for effective ministry

iv. Design Institutional Frameworks of operation for the Church including guidelines and policies

The Archbishop is the overseer of the Provincial Secretariat. Operations at the Provincial Secretariat are managed by the Provincial Secretary assisted by Sector (Directorate) Heads.

b) The Diocesan Secretariat

The Diocesan Secretariat is the administrative and coordinating unit for a Diocese. It is mandated to:-

i. Ensure implementation of Diocesan Synod and Council resolutions

ii. Ensure effective communication of information between the Diocese and the Provincial Secretariat

iii. Ensure effective communication of information between the Diocese and the Parishes

iv. Advise and build capacity of Parish Staff and ministry teams for effective ministry

v. Design Institutional Frameworks of operation for the Diocese including Diocesan Constitutions and other guidelines and policy documents that are in line with the Provincial Constitution and other Provincial institutional frameworks of operation approved by the Provincial Assembly.

The Diocesan Bishop is the overseer of the Diocesan Secretariat. Operations at the Diocesan Secretariat are managed by the Diocesan Secretary assisted by Sector Heads.

Church of Uganda Governance Structure93

COU ORGANISATION STRUCTURE

Organs of Governance

PROVINCIALASSEMBLY

PROVINCIALASSEMBLYSTANDINGCOMMITTEE

PROVINCIALSECRETARIAT

DIOCESAN SECRETARIAT

PARISHES

BOARD OFTRUSTEES

PROVINCIAL BOARDS AND COMMITTEES

1. BOARD OF MISSIONS & OUTREACH

2. BOARD OF EDUCATION

3. BOARD OF HEALTH

4. BOARD OF FINANCE, PLANNING & INVESTMENTS

5. BOARD OF HOUSE HOLD & COMMUNITY TRANSFORMATION

6. BOARD OF MANAGEMENT SUPPORT SERVICES

7. BOARD OF LAND MANAGEMENT

8. BOARD OF AUDIT & ASSURANCE SERVICES

AUDIT

DIOCESAN SYNOD

DIOCESAN COUNCIL

DIOCESAN BOARDS

PARISH COUNCIL

ARCHDEACONARIES



Organs of Governance

The Church of Uganda is episcopically led and synodically governed both at Provincial and Diocesan levels. The life of the CoU is in the congregations. The Provincial Assembly has put in place the following organs of governance to carry out its work on its behalf at the different levels of the Church of Uganda.

a) Provincial Level

i. Provincial Assembly

The Provincial Assembly (PA) is the supreme governing authority of the Church of Uganda. It speaks and acts on behalf of the Church of Uganda. Among its responsibilities is to provide overall direction of the CoU and formulate broad, basic policies for the CoU and the right to require Constituent Dioceses to ensure the smooth implementation of these policies. The Provincial Assembly under the leadership of the Archbishop comprises the House of Bishops, The House of Clergy and The House of Laity respectively. The House of Bishops consists of the Diocesan Bishops and all other Bishops holding office in the Province; providing that the Provincial Assembly may elect up to two (2) of the retired Bishops to this House as full members.

The House of Clergy consists of clerical representatives from each Diocese of the Province elected from the clergy of the Province together with such other clergy (if any) as may from time to time be added to the House of Clergy by decision of the Provincial Assembly and provided that the number so added shall not exceed the number of elected members of any one diocese. The House of Laity consists of lay communicant members of the Church of Uganda, not less than twenty one (21) years of age from each Diocese of the Province, together with such other persons (if any) being under twenty-one (21) years of age as may from time to time be added to the House of Laity by decision of the Provincial Assembly, provided that the number added shall not exceed the number of elected members of any one diocese.

ii. Provincial Assembly Standing Committee

The Provincial Assembly Standing Committee (PASC) is an Executive Committee appointed by the Provincial Assembly, to act on its behalf between the periods of its sitting. The PASC examines policy proposals for submission to the Provincial Assembly and implements the decisions of the Provincial Assembly. The PASC also coordinates the Church activities between the Dioceses, and carries out any function lawfully vested upon it by the CoU Constitution or by the Provincial Assembly. The PASC consists of the Archbishop as the chair, Dean of the Province, Provincial Secretary as the secretary, Provincial Treasurer, three Bishops, four representatives from the House of Clergy, eight representatives from the House of Laity and six other members nominated by the Provincial Assembly including representation of women and youth.

iii. Board of Trustees of the Church of Uganda

The Board of Trustees of the Church of Uganda comprises all Diocesan Bishops of the Church of Uganda. The Trustees are authorised by the Provincial Assembly to hold all land, property, funds, and endowments lawfully entrusted to them for any purpose of the Church in the Province or any part thereof and shall give effect to any trusts whether general or special attaching thereto or to any part or parts thereof. In so far as any such trust may be for the general purposes of the Province the Trustees shall be guided by the Provincial Assembly. In so far as any such trust may be for the general purposes of any Diocese or area the Trustees shall be guided by the Diocesan Synod or Synods concerned.

iv. Provincial Boards and Committees

The following Provincial Boards will be set up by the Provincial Assembly to enable CoU carry out its mission and service:- Provincial Board of Finance, Planning and Investments, Provincial Board of Missions and Outreach, Provincial Board of Education, Provincial Board of Health, Provincial Board of Household & Community Transformation, Provincial Board


of Land Management, Provincial Board of Management Support Services and Provincial Board of Audit & Assurance Services. A number of working committees will be set up to support the Boards.

v. The Role of the Archbishop in Governance matters of the Province

The Archbishop is the presiding Bishop of the CoU as well as the Diocesan Bishop of Kampala Diocese. The Archbishop has a pastoral relationship and authority over the whole Province. He has among his duties the mandate to speak and act in the name of the Church, after consultation with, or in accordance with the policies of the Provincial Assembly. The Archbishop is also charged with giving leadership in initiating and developing policies and strategies of COU, including implementation of decisions of the Provincial Assembly throughout the Province. In addition he is the chief overseer of the Provincial Secretariat staff and presides over the Provincial Assembly, Provincial Assembly Standing Committee, the House of Bishops and the Board of Trustees of the Church of Uganda.

b) Diocesan level

i Diocesan Synod

The Diocesan Synod is the supreme governing body in the Diocese. It is responsible for making a constitution for the governance and administration of a Diocese that shall be formally approved by the Provincial Assembly. It also provides overall direction of the Diocese and formulates broad, basic policies for the Diocese. The Diocesan Synod under the leadership of the Diocesan Bishop comprises the Bishops holding office in the Diocese and adequate representation of the clergy and laity within the Diocese. The Diocesan Synod shall put in place the following organs to carry out its work on its behalf:- The Diocesan Council, Diocesan Boards and Diocesan Committees.

ii Diocesan Council

The Diocesan Council is an Executive Committee appointed by the Diocesan Synod,

to act on its behalf between the periods of its sitting. The Diocesan Council examines policy proposals for submission to the Diocesan Synod and implements the decisions of the Diocesan Synod.

iii Diocesan Boards and Committees

The Diocesan Synod is mandated to set up Diocesan Boards and Committees to enable the Diocese carry out its mission and service.

iv The Role of the Diocesan Bishop in Governance matters of the Diocese

The Diocesan Bishop has general pastoral, leadership and supervisory responsibilities over the whole Diocese. In addition he is the chief overseer of the Diocesan Secretariat staff and presides over the Diocesan Synod, Diocesan Council and the House of Bishops in the Diocese.

c) Parish Level

i Parish Council

The Parish Council is the supreme governing body in the Parish. It is responsible for making a constitution for the governance and administration of a Parish that shall be formally approved by the Diocesan Synod. It also provides overall direction of the Parish and formulates broad, basic policies for the Parish. The Parish Council under the chairmanship of the Parish Priest comprises two (2) chief wardens namely the peoples’ warden and the parish priest/vicar’s warden and adequate representation of the laity in their ministries within the Parish. The peoples’ warden is responsible for the mobilisation of Christians and stewardship of physical and material resources of the parish. The parish priest/vicar’s warden is responsible for the care and support of the ordained leadership in the parish.

The Parish Council shall put in place the following organs to carry out its work on its behalf:- Parish Working Committees and Ministry Teams. These organs are diagrammatically depicted below:-


Parish Council constituting the peoples’ warden, the parish priest/vicar’s warden and adequate representation of the laity in their ministries

Parish Working Committees

Ministry Teams

ii Parish Working Committees

Parish Working Committees are established to implement resolutions of the Parish Council for effective ministry.

iii Ministry Teams

Ministry Teams are put together to ease the implementation of parish programmes and activities agreed upon by the parish working committee meetings.

iv The Role of the Parish Priest in Governance matters of the Parish

The Parish Priest represents the Diocesan Bishop in the Parish. He has general pastoral, leadership and supervisory responsibilities

over the entire Parish under the guidance of the Diocesan Bishop. In addition he is the chief overseer of the Parish staff and presides over the Parish Council and is the ex-officio member of Parish Working Committees and Ministry Teams.

Structure Mandates and Functions:

PROVINCIAL SECRETARY / DIOCESAN SECRETARIES

DIRECTORATES:

1. Missions and Outreach2. Health3. Education4. Household and Community Transformation5. Management Support Services6. Finance, Planning and Investments7. Land Management8. Audit and assurance services

DEPARTMENTS

UNITS

WORKERS

Organisational Structure Over-View

PProvincial Secre

Directorate ofMissions andOutreach

etariat organogra

Directorate ofHealth

am:

Directorate oHousehold &Community

Transformati

of&yon

DirectoratManagem

Support Se

Archbishop

ProvincialSecretary

te ofmentrvices

DirectoFinance,& Inves

orate ofPlanningstments

Direc

Man

ctorate ofLandnagement

Directorate ofEducation A

100

Directorate ofudit & Assurance

Services


Mandates and Functions:

Education: Health: Management services:

To provide, direct, support, guide, regulate and promote accessible, equitable quality Education service and enhance theological education and ministerial formation in CoU.

Thematic units:

• Education Main that includes Pre-primary, Primary, Secondary, Business, Technical, Vocational Education and Training (BTVET), Tertiary and University Education plus Inspectorate/Quality Assurance.

• WhileChildren’sMinistryand Literature embraces: Sunday School Teaching to children, Chaplaincy, Life Skills and Psycho –Social Support, Counseling and guidance, Book supply and establishment of Libraries and or Resource Centers.

• TheologicalEducationandMinisterial Formation which involve Formal, Non-Formal, Informal, Pre-Service, In-service, Distance/Extension Theological, Biblical Understanding In-service Leadership Development and Continuing Education for the clergy and their wives.

• Theaffiliateinvestmentthat is jointly run by both the Mission and Education Departments is Namirembe Resource Center (NAREC) that provides for a safe environment for girl child education and other guests.

To offer overall direction, leadership and development of all health related activities in CoU at various levels

Core functions:

• Public Health - Health education/ HIV/AIDS/Malaria/WASH/SRH/Epidemics/ Family health / Communicable disease management

• Inspection/qualityassurance in health facilities

• Medicallogisticsand supply chain management

• Healthsystemstrengthening (Leadership & Governance, HRH, HMIS, health infrastructure)

• Clinicalservices

• Healthresearchanddocumentation

• Tosupport the provision of overall leadership/management in CoU a nd promotion of good governance

• Todevelopandmanageenablingpolicies, laws and regulations

• Guideandprovideeffectivetechnical support, supervision, monitoring and evaluation to various directorates

• Toprovideeffectivelegalcounseland representation of CoU

• Toprovideeffectiveandefficient Human Resource and administration interventions to Directorates.

• TodevelopandimplementaCommunication Strategy to create greater awareness of the Church Vision, Mission, Core Values and work/programs

• Staffcapacitybuilding


Core Functions: Core Functions:

• Curriculum development and management

• Inspectorate

• Qualityandstandardsmanagement in CoU education institutions at all levels

• Governanceandleadershipdevelopment in CoU education

• Ensureappropriateresourcing

• Schools/colleges/tertiaryinstitutions and university establishment and ownership (and branding of ‘CoU’)

• Educationinfrastructuredevelopment

• Educationpoliciesdevelopment and implementation

• PromotionofCoUvaluesineducation institutions

• EducationInformationManagement Systems development and management

• SupportTheologicalEducation, Training and Ministerial Formation

• Educationmattersadvocacy

• EnhanceBUILDtrainingforclergy and laity

• Legal and CoU trustees services

• HumanResourceManagement– Recruitment and retention procedures/ performance management /welfare / Succession planning/ Continuous Professional Development

• Supportsupervision/Monitoring and Evaluation

• Datamanagement

• Procurementandlogistics

• Administrationservices(recordkeeping/archives/secretarial)

• Fleetmanagement

• Securitymanagement

• Communicationandmedia

• ICTandMISdevelopmentandmanagement

• Partnershipmanagement(Government/ Para-church organizations / umbrella organizations / FBO/ NGOs/Friends of CoU/

• Provincial/DiocesanSecretariatrelationships

• Peaceandsocialjustice


Land Management: Household andCommunityTransformation:

Missions and outreach:

• CoU land protection - survey and mapping

• Formulate,reviewandimplement policies, strategies and programmes in the land sectors

• Setlanddevelopmentstandards

• Manageandplanforthesustainable use of church land

• Ensuresustainableand effective use and management of land for socio-economic gain of the church

• Toempower and facilitate households and communities to realize and harness their potential for sustainable development.

• Topromoteandensure sustainable utilization, development and effective management of natural resources for socio-economic development in the Province

• Developpolicieson natural resources, food security(income), DRM

To fulfill Christ’s mission through holistic teaching, evangelism, discipleship and healing for healthy and Godly nations.

Core Functions: Core Functions: Core Functions:

• Land survey and mapping (registration and titling)

• Landandpropertyevaluation

• Landandpropertymanagement (CCHCL)

• EnhanceFoodandincome security

• PromoteAgricultureand forestry

• Naturalresourcemanagement (water,minerals, oil and gas, land conservation) in an integrated and sustainable matter

• Climatechangeand environmental management

• Disasterriskmanagement and rehabilitation

• Displacedpersonssupport

• Baptism and confirmation

• Marriage–preandpostmaritalcounseling

• Churchministersempowerment

• Familylifeministries–parenting/ family counseling and guidance/ (MU / FU/ CWF/ CMF / Newly weds / Young couples)

• Evangelismanddiscipleship– Clergy and lay reader empowerment / Church planting and growth / stewardship / liturgy and Christian literature development and review

• Youthministry(inandoutofformal school) -discipleship/ mentoring, economic empowerment

• Childrenchurch

• ChristianMoslemRelations–Christian awareness / outreach to Muslims

• PromotionofCoUChristianvalues Prayer, healing and deliverance ministry


Finance, Planning and Investments:

Audit and assuranceservices:

• Mobilizefinancialresourcesboth locally and externally for the province

• Provideoverallmanagementof CoU finances including preparation of CoU budget ,revenue and expenditure management

• Developandrolloutanefficient financial management system that supports CoU business

• CoordinatethedevelopmentofCoU master strategic plan(s)

• Developandmonitorappropriate policies

• Develop,reviewandupdateofCoU Investment Plan

• Formulatepoliciesandstrategies aimed at generating revenue for the church

• Resourcemobilization

• Develop,overseeandimplement the Integrated Financial Management System (IFMS)

• Tofostercomplianceto National and CoU regulations, policies, systems and procedures

• Ensureeffectivenessof internal control systems and internal audit functions in CoU

• Improvedandsustained quality in activities

• ReportonValueformoney procurements and in operations

• Riskmanagement

• Fraudinvestigation

Core functions: Core functions:

• FinancialManagementCapacity building

• Estatesandbuildingsmanagement

• Investmentmanagement- Financial institutions / Hospitality centers / Business enterprises

• Religioustourism

• Integratedplanningandbudgeting

• Accounting–RevenueandExpenditure

• Financialmanagementcapacitybuilding

• Pensionmanagement

• Taxmanagement

• Resourcemobilization–Grantsand donations / KIDO

• Financialreporting

• Financialinformationsystemsmanagement

• Audit(internalandexternal)

• Compliancematters(statutory obligations, CoU policies, canons, regulations and national laws )

• Internalcontrolprocesses and control level risks

• Riskmanagement

• Frauds,investigationsand spot checks

• AuditCapacitybuilding


THE ROAD MAP FOR IMPLEMENTATION OF THE NEW CoU ORGANISATION STRUCTURE:

Upon approval of the Provincial Strategic plan and the new Church of Uganda Organization structure, the implementation shall be carried out using the following schedule;

The changes will be adopted from Provincial to •Diocesan level with immediate effect

The 7 directorates will be created by Jan 2017 •– Mission and Outreach, Health, Education, House Hold and Community Transformation, Management Support Services, Finance, Planning and Investments, Audit and assurance services

The 8 directorates will be fully formed by Jan •2018 by bringing on board and fully establishing the Land Management Directorate.

Assumption: Provincial Directors will be empowered to work with diocesan staff as supervisors


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l nee

ds p

erso

ns 1

08

,00

0

828

,00

0

828

,00

0

828

,00

0

828

,00

0

4,14

0,0

00

7

,560

,00

0

1.8

outr

each

to th

e un

reac

hed

in U

gand

a 7

0,0

00

8

66,0

00

9

01,0

00

8

46,

00

0

84

6,0

00

4

,30

5,0

00

7

,834

,00

0

1.9M

ass

evan

gelis

m 3

42,

00

0

2,2

50,0

00

2

,142,

00

0

2,14

2,0

00

4

50,0

00

1

,818

,00

0

9,14

4,0

00

1.1In

tens

iona

l soc

ial g

ospe

l (In

stitu

tiona

l &

soc

ial s

ervi

ces

591

,00

0

676

,00

0

621

,00

0

60

1,00

0

60

1,00

0

3,10

0,0

00

6

,190

,00

0

Stra

tegi

c O

bjec

tive

1: In

crea

se C

oU m

emeb

rshi

p by

at l

east

25%

ove

r th

e pe

riod

3,5

66,0

00

1

2,0

75,0

00

1

1,82

2,0

00

1

1,59

2,0

00

9

,710

,00

0

49,

023

,00

0

97,

788

,00

0


2,0

Stra

tegi

c ob

ject

ive

2: 6

0%

of t

he C

hurc

h m

emeb

rshi

p sa

ved

and

conf

essi

ng C

hris

tian

s

2.1

Enri

ched

wor

ship

in a

ll C

oU c

ongr

egat

ions

5,0

10,0

00

5

,395

,00

0

5,5

60,0

00

5

,370

,00

0

5,5

50,0

00

2

7,4

25,0

00

5

4,3

10,0

00

2.2

Effe

ctiv

e fo

llow

-up

and

nurt

ure

of n

ew c

onve

rts

14

4,0

00

1

44

,00

0

14

4,0

00

1

44

,00

0

14

4,0

00

7

20,0

00

1

,44

0,0

00

2.3

Stre

ngth

enin

g te

achi

ng o

n C

hris

tain

m

arra

iage

s an

d fa

mily

rela

tions

-

421

,00

0

40

6,0

00

3

96,0

00

3

96,0

00

2

,015

,00

0

3,6

34,0

00

2.4

Stre

ngth

enin

g th

e ro

le o

f par

ents

an

d gu

ardi

ans

in fa

mily

life

216

,00

0

24

1,00

0

226

,00

0

216

,00

0

216

,00

0

1,11

5,0

00

2

,230

,00

0

2.5

Stre

ngth

enin

g ba

ptis

m a

nd c

onfir

mat

ion

teac

hing

s 7

2,0

00

9

7,0

00

8

2,0

00

7

2,0

00

7

2,0

00

3

95,0

00

7

90,0

00

Stra

tegi

c O

bjec

tive

2: 6

0%

of C

hurc

h m

embe

rshi

p sa

ved

and

conf

essi

ng C

hris

tain

s 5

,44

2,0

00

6

,298

,00

0

6,4

18,0

00

6

,198

,00

0

6,3

78,0

00

3

1,670

,00

0

62,

40

4,0

00

3,0

Obj

ecti

ve 3

: Chu

rch

lead

ers

iden

tify

and

rel

y on

spi

ritu

al g

ifts

of m

embe

rs fo

r M

inis

try

129

,60

0

270

,00

0

270

,00

0

270

,00

0

270

,00

0

1,3

53,6

00

2

,563

,20

0

FOC

US

AR

EA 1

: MIS

SIO

N F

OC

US

9,1

37,6

00

1

8,6

43,

00

0

18

,510

,00

0

18

,060

,00

0

16,

358

,00

0

82,

04

6,60

0

162

,755

,20

0

Subt

otal

FO

CU

S A

REA

2: S

OC

IO-

ECO

NO

MIC

FO

CU

S

4,0

Stra

tegi

c O

bjec

tive

4: I

ncre

ase

Chu

rch

infr

astr

uctu

re (

spir

itua

l,soc

ial a

nd

econ

omic

by

at le

ast 2

5%)

4.1

Dev

elop

ade

quat

e C

hurc

h in

fras

truc

ture

at a

ll le

vels

124

,00

0

62,

966,

00

0

62,

174

,00

0

62,

174

,00

0

62,

174

,00

0

311

,712

,00

0

561

,324

,00

0

4.2

Enha

nce

the

qual

ity o

f inf

rast

ruct

ure

and

faci

litie

s at

all

theo

logi

cal e

duca

tiona

l ins

titut

ions

11,0

00

8

11,0

00

3

,296

,00

0

3,2

86,

00

0

3,5

36,0

00

7

,476

,00

0

18

,416

,00

0


4.3

Prod

uctiv

e ut

iliza

tion

of la

nd a

nd la

nd re

sour

ces

12,

88

0,0

00

2

7,99

0,0

00

3

4,3

80

,00

0

50

,94

0,0

00

5

0,9

40

,00

0

256

,860

,00

0

433

,990

,00

0

4.4

Esta

blis

h po

st-h

arve

st a

ppro

aach

es

and

stor

age

faci

litie

s 1

,465

,00

0

1,4

50,0

00

1

,44

0,0

00

1

6,56

0,0

00

1

,44

0,0

00

7

,235

,00

0

29,

590

,00

0

4.5

Incr

ease

and

impr

ove

the

qual

ity o

f inf

rast

ruct

ure

of e

duca

tiona

l fac

ilitie

s an

d in

stitu

tions

to 1

24,0

00

9

0,8

66,0

00

9

0,0

74,0

00

9

0,0

74,0

00

9

0,0

74,0

00

4

51,2

12,0

00

8

12,4

24,0

00

mak

e th

em m

ore

acce

ssib

le

-

-

-

-

-

-

-

4.6

Incr

ease

and

impr

ove

the

qual

ity o

f inf

rast

ruct

ure

of h

ealth

faci

litie

s an

d in

stitu

tions

to 1

04

,00

0

110

,64

6,0

00

1

09,

854

,00

0

10

9,8

54,0

00

1

09,

854

,00

0

470

,912

,00

0

911

,224

,00

0

mak

e th

em m

ore

acce

ssib

le

14

,70

8,0

00

2

94,7

29,0

00

3

01,

218

,00

0

332

,88

8,0

00

3

18,0

18,0

00

1

,50

5,4

07,

00

0

2,7

66,9

68,0

00

5,0

Stra

tegi

c ob

ject

ive

5: C

hurc

h ha

s le

gal o

wne

rshi

p an

d fu

ll co

ntro

l of i

ts e

duca

tion

, hea

lth

he

alth

and

oth

er fa

cilit

ies

5.1

Regi

ster

faci

litie

s in

the

nam

es o

f re

gist

ered

Tru

stee

d of

CoU

1,6

32,0

00

1

,632

,00

0

1,6

32,0

00

1

,632

,00

0

1,6

32,0

00

6

60,0

00

8

,820

,00

0

5.2

Put G

over

nana

ce o

rgan

s in

pla

ce a

nd

prov

ide

clea

r te

rms

of re

fere

nce

-

415

,40

0

28

0,8

00

2

80

,80

0

28

0,8

00

6

74,6

00

1

,932

,40

0

5.3

Cap

acity

bui

ldin

g on

lead

ersh

ip, g

over

nana

ce

and

man

agem

ent f

or a

ll fa

cilit

y m

anag

ers

20

2,8

00

1

05,

40

0

78

,40

0

3,6

00

6

8,4

00

3

93,8

00

8

52,4

00

5.4

Ensu

ring

that

all

lead

ers

and

man

ager

s o

f in

stitu

tions

are

regi

ster

ed m

emeb

ers

of C

oU -

2

84

,00

0

92,

00

0

72,

00

0

72,

00

0

592

,00

0

1,11

2,0

00

5.5

Ensu

re in

tegr

atio

n of

CoU

mis

sion

and

val

ues

with

faci

lity

mis

sion

s an

d pr

ogra

ms

136

,50

0

150

,50

0

130

,50

0

94

,50

0

94

,50

0

54

4,5

00

1

,151,0

00

5.6

Stre

ngth

enin

g ch

apla

incy

in C

oU

inst

itutio

ns (

scho

ols,

hea

lth fa

cilit

ies)

10

,00

0

313

,00

0

93,

600

9

3,60

0

93,

600

6

62,4

00

1

,266

,20

0

5.7

Esta

blis

h an

insp

ecto

rate

sys

tem

at a

ll le

vels

of

CoU

inst

itutio

ns (

scho

ols,

hea

lth,c

hurc

hes)

-

471

,80

0

14

5,20

0

396

,80

0

115

,20

0

1,5

04

,20

0

2,6

33,2

00

1,9

81,

300

3

,372

,100

2

,452

,50

0

2,5

73,3

00

2

,356

,50

0

5,0

31,5

00

1

7,76

7,20

0


6,0

Stra

tegi

c ob

ject

ive

6: C

hurc

h ge

nera

tes

fund

s lo

cally

6.1

Chu

rch

gene

rate

s fu

nds

loca

lly 4

21,0

00

4

06,

00

0

396

,00

0

396

,00

0

396

,00

0

2,0

15,0

00

4

,030

,00

0

6.2

Prep

are

and

oper

ate

Ann

ual p

lans

an

d Bu

dget

s at

all

leve

ls 1

90,6

00

1

75,6

00

1

65,6

00

1

65,6

00

1

65,6

00

7

76,6

00

1

,639

,60

0

6.3

Enha

nced

acc

ount

abili

ty a

nd fi

nanc

ial

cont

rol s

yste

m fo

r C

oU 2

52,0

00

2

52,0

00

2

52,0

00

2

52,0

00

2

52,0

00

1

,260

,00

0

2,5

20,0

00

6.4

Incr

ease

and

impr

ove

the

Chu

rch

ente

rpri

ses

and

man

age

them

pro

fitab

ly 1

24,0

00

1

0,2

96,0

00

2

5,17

5,0

00

9

2,0

57,0

00

4

8,0

25,0

00

1

50,5

33,0

00

3

26,2

10,0

00

Chu

rch

gene

rate

s fu

nds

loca

lly 9

87,6

00

1

1,129

,60

0

25,

988

,60

0

92,

870

,60

0

48

,838

,60

0

154

,58

4,6

00

3

34,3

99,6

00

7,0

Stra

tegi

c O

bjec

tive

7: E

ffec

tive

En

viro

nmen

tal M

anag

emen

t

7.1

CoU

pro

mot

es e

ffec

tive

envi

ronm

enta

l man

agem

ent

14

4,0

00

3

,837

,00

0

3,8

37,0

00

3

,837

,00

0

3,8

37,0

00

1

9,18

5,0

00

3

4,6

77,0

00

7.2

CoU

eff

cetiv

ely

miti

gate

s th

e ef

fcet

of c

limat

e ch

ange

10

4,0

00

1

68,0

00

1

38,0

00

1

38,0

00

1

38,0

00

7

20,0

00

1

,40

6,0

00

Effe

tive

Envi

ronm

enta

l Man

agem

ent

24

8,0

00

4

,00

5,0

00

3

,975

,00

0

3,9

75,0

00

3

,975

,00

0

19,

905,

00

0

36,

08

3,0

00

S

UB

TO

TAL:

FO

CU

S A

REA

2 1

5,94

3,60

0

30

9,8

63,6

00

3

31,1

81,

600

4

29,7

33,6

00

3

70,8

31,6

00

1,

679,

896

,60

0

3,1

55,2

17,8

00

FOC

US

AR

EA 3

: CO

MM

UN

ITY

EN

GA

GEM

ENT

8,0

Stra

tegi

c O

bjec

tive

8: C

hurc

h in

crea

ses

its

infl

uenc

e in

pub

lic e

ngag

emen

ts o

n na

tion

al a

nd in

tern

atio

nal s

cene

s

8.1

CoU

incr

ease

s its

vis

ibili

ty a

nd n

etw

ork

loca

slly

and

inte

rnat

iona

lly 6

00

,00

0

1,5

87,6

00

1

,572

,60

0

1,5

62,6

00

1

,562

,60

0

7,8

13,0

00

1

4,6

98,4

00

8.2

Stre

ngth

en C

oU c

olla

bora

tions

and

par

tenr

ship

s 4

0,0

00

8

9,0

00

7

4,0

00

6

4,0

00

6

4,0

00

3

55,0

00

6

86,

00

0

8.3

Har

ness

CoU

str

engt

h to

influ

ence

gov

ernm

ent p

olic

y fo

rmul

atio

n an

d re

sour

ce a

lloca

tion

at a

ll le

vels

128

,00

0

229

,40

0

214

,40

0

20

4,4

00

2

39,4

00

1

,092

,00

0

2,10

7,60

0


768

,00

0

1,9

06,

00

0

1,8

61,0

00

1

,831

,00

0

1,8

66,0

00

9

,260

,00

0

17,

492

,00

0

SU

B T

OTA

L: F

OC

US

AR

EA 3

768

,00

0

1,9

06,

00

0

1,8

61,0

00

1

,831

,00

0

1,8

66,0

00

9

,260

,00

0

17,

492

,00

0

FOC

US

AR

EA 4

: IN

STIT

UT

ION

AL

FOC

US

9,0

Stra

tegi

c ob

ject

ive

9: R

evie

w a

nd s

trea

mlin

e th

e C

oU g

over

nanc

e an

d m

anag

emnt

str

uctu

res

9.1

Ensu

re e

ffec

tive

coo

rdin

atio

n be

twee

n th

e va

riou

s C

oU g

over

nanc

e st

ruct

ures

75,

00

0

14

0,0

00

-

-

-

9

2,0

00

3

07,

00

0

9.2

Enha

nced

har

mon

y an

d sy

nchr

oniz

e C

oU

gove

rnan

ace

polic

ies,

gui

delin

es a

nd p

roce

dure

s 3

2,0

00

2

0,0

00

-

-

-

5

0,0

00

1

02,

00

0

9.3

Enha

nce

the

perf

orm

ance

of

Prov

inca

il Se

cret

aria

t of C

oU 8

2,0

00

3

53,0

00

-

-

-

3

30,0

00

7

65,0

00

189

,00

0

513

,00

0

-

70

2,0

00

4

72,0

00

1

,174

,00

0

10,0

Stra

tegi

c O

bjec

tive

10

: CoU

has

ade

quat

e an

d ef

fect

ive

polic

ies

and

syst

ems

10.1

Ensu

re h

arm

oniz

ed, c

onsi

sten

t and

fu

nctio

nal p

olic

ies

and

syst

ems

for

adeq

uacy

and

eff

ectiv

enes

s w

ithin

CoU

-

10

,00

0

-

-

-

50

,00

0

60

,00

0

SUB

TO

TAL

FO

CU

S A

REA

4 1

89,

00

0

523

,00

0

- 7

02,

00

0

- 5

22,0

00

1

,234

,00

0

GR

AN

D T

OTA

L 2

6,0

38,2

00

3

30,9

35,6

00

3

51,5

52,6

00

4

50,3

26,6

00

3

89,

055

,60

0

1,7

71,7

25,2

00

3

,336

,699

,00

0


FIN

AN

CIN

G P

LAN

POT

ENT

IAL

FUN

DIN

G S

OU

RC

ES (

Shs’

00

0)

2016

2017

2018

2019

2020

2021

-20

25T

OTA

L%

1G

ivin

g by

CoU

Chr

istia

ns 7

,871

,20

0

8,0

67,9

80

9

,68

1,57

6 1

2,58

6,0

49

18

,879

,073

1

46,

84

0,0

04

2

03,

925,

882

6%

2Ed

ucat

iona

l Ins

titut

ions

2,3

90,0

00

2

,44

9,75

0

2,5

10,9

94

2,5

73,7

69

2,6

38,11

3 1

4,2

86,

257

26,

84

8,8

82

1%

3C

oU E

nter

pris

es 3

50,0

00

3

67,5

00

3

85,

875

40

5,16

9 4

25,4

27

20

,70

9,79

5 2

2,6

43,

766

1%

4La

nd U

se 1

,00

0,0

00

1

,050

,00

0

1,10

2,50

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1,15

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8

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99,

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39%

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0%


Key Assumptions:

1 The KIDO Initiative will gain root in all Diocses and will contribute 39% of the overall budget in 10 years 2016-2025, based on shs500 weekly contribution from 2.7m Christains

2 A policy that allows CoU educational institutions to directly contribute 5% (or more) toward the SP Budget will be upheld by the PASC and the BOT

3 The Dioceses and their Christians will willingly contribute 26% (or more) of the SP Budget in the 10 years

4 A policy will be passed to allow CoU Enterprises contribute 1% (or more) of their Gross Income towards the SP Budget

9 Resource Centres: No. of Facilities No. of Employees/Christians

CoU Educational Facilities:

Primary Schools 5,825 116,500

Secondary Schools 672 15,840

PTCs 20 690

Universities 7 1,200

Tertiary Institutions 55 800

Total Enrollment 4,000,000

Dioceses 36 3,835

No. of Congregations 25,000 13,500,000

Health Facilities 254

Land ownership 80 sq miles

5 The Land Policy is implemented to allow a 1% (or more) contribution towards the SP Budget

6 Partnership Agreements with worthwhile Partners will attract a 23% (or more) contribution to the SP Budget

7 There is Peace and condusive environment within the Province, the country and the neighbouring countries to allow implementation of the SP

8 Sterwardship teachings will raise the level of tithing and giving from the current 6% to 10%


Uganda martyrs

Church of UgandaUganda martyrs museum

Uganda martyrs

Mengo Hospital UCU Administrative BlockUCU - Library


Designed & Printed byMakerere University PrinteryP. O. 7062 Kampala - UgandaTel: +256 414 541 171e-mail: [email protected]: www.printery.mak.ac.ug

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