Download - St Josephs Charity Annual Report 2012

SJCDF Annual report 20011 and Work plan 2012 1

Annual Report 2011

St. Joseph’s Charitable Development fund Plot 66 Ben Kiwanuka Street Kampala

P.O. Box 7883, Kampala Uganda. Telephone: 0414-236327/0782-322711

Fax: 0414-236327 Email [email protected]

St. Joseph’s Charitable Development fund Annual report 2011

St. Joseph’s Charitable Development fund Annual report 2011 and Work plan 2012 2

TABLE OF CONTENTS

List of Abbreviations ------------------------------------------------------------------------------- 3 FOREWORD ------------------------------------------------------------------------------------- 4 Executive Summary -------------------------------------------------------------------------------- 6 1.0 INTRODUCTION ----------------------------------------------------------------------- 7 1.1 Back ground --------------------------------------------------------------------------------- 7 1.2 Vision ------------------------------------------------------------------------------------------ 7 1.3 Mission ---------------------------------------------------------------------------------------- 7 1.4 Strategic Objectives ----------------------------------------------------------------------- 7 1.5 Administration ------------------------------------------------------------------------------ 8 1.6 Management of Accounts --------------------------------------------------------------- 8 1.7 Registered Office -------------------------------------------------------------------------- 8 2.0 PROGRAM IMPLEMENTATION ------------------------------------------------------ 9 2.1 Overall status of Programs -------------------------------------------------------------- 9 2.2 Activities of SJCDF ----------------------------------------------------------------------- 10 2.2.1 Stay Alive Program ----------------------------------------------------------------------- 10 2.2.2 Micro Enterprise Program --------------------------------------------------------------- 14 2.2.3 Community Development Initiatives -------------------------------------------------- 15 2.3 Performance against the Work plan -------------------------------------------------- 20 2.4 Deviation from the Work plan ---------------------------------------------------------- 22 3.0 MANAGEMENT AND FINANCIAL ANALYSIS ------------------------------------ 24 3.1 SJCDF Management --------------------------------------------------------------------- 24 3.1.1 Staffing and staff development ------------------------------------------------------ 24 3.1.2 Management of Equipment ------------------------------------------------------------- 25 3.1.3 Collaboration with other Implementing partners ----------------------------------- 25 3.2 Financial analysis for 2004 ------------------------------------------------------------- 26 4.0 Lessons learnt, Pertinent issues ------------------------------------------------------ 33 4.1 Key lessons learnt and recommendations ------------------------------------------ 33 4.2 Pertinent issues --------------------------------------------------------------------------- 33 4.3 Risks and Assumptions ---------------------------------------------------------------- 33 5.0 WORKPLANS AND BUDGET DETAILS FOR Jan-Dec 2005 ----------------- 33 5.1 Work plan ------------------------------------------------------------------------------------ 34 Table 1 List of schools in Busiro North where Stay Alive 1 was taught ------- 13 Table 2 Summary of Performance against work plan ------------------------------ 20 Table 3 Budget estimates for FY January – December 2004 ------------------- 26 Table 4 Budget estimates for FY Jan-December 2005 ------------------------- 29

Attachments: i) Current certificate of Registration ii) Audited Report 2011.



List of Abbreviations SJCDF St. Joseph’s Charitable Development fund ME Micro Enterprise CDC Community Development Centres OVC Orphans and Vulnerable Children HIV Human Immune Virus AIDS Acquired Immune deficiency syndrome PMTCT Prevention of Mother-To-Child transmission DOC Daughters Of Charity CD Country Director PLWAS People Living With Aids PM Program Manager NGO Non Governmental Organisation CBO Community based organization CSO Civil Society Organisation ECMs Executive Committee Meetings DDHS District Director for Health Services SCCs Sub County Chiefs CDOs Community Development Officers DHO District Health Officials DHE District Health Educator HMs Head Masters TOT Training of trainers BOD Board of Directors



FOREWORD: In the financial year ending December 2011 for which I glad to report about, St. Joseph’s Charitable Development fund has engaged in a number of activities. Initially we were focused at looking for ways to better the living condition of people in our area of juridiction especially Mawokota, support AIDS orphans but soon we became convinced that offering humanitarian support to the orphans and other less previllaged members of the community was very important. With this objective in mind we began acquiring, developing and testing tools, concepts, materials and ideas that would help individuals and communities adopt self supporting and self sustaining way of life In abid to meet our goals, we have been inspired by many scholars such as Lilian Katz, Children on the Blink 2002, who said “Each of us must come to care about everyone else’s children. We must recognise that the welfare of our children and grand children is intimately linked to the welfare of other children … The good life for our children can be secured only if the good life is also secured for a ll other people’s children” This has been our drive this year ending, to improve the lives of every child we come across. Amongst the programs we have focused our efforts include: � Stay Alive (HIV/AIDS prevention) program � Micro enterprise training. � Community projects In the Stay Alive program, we have introduced our HIV/AIDS prevention program to 7 primary schools, over 2 secondary school and 1 technical institution in the district Mpigi. The projected children coverage is over 4,000 children. In the micro enterprise program, we have organised and trained communities in the sub counties of Buwama and Kayabwe in Mpigi district. Four associations with a projected membership of 80 have been formed. The next phase of this project will involve setting up of group projects in piggery, chicken and coffee farming. Amongst the community projects, we have focused largely in the health sector. We participated in the Routine and catch up immunisation exercise for the month of May in the outreaches around Nkozi while in November 2011 the attention was put in Kayabwe, Mpigi district. I am happy to report that on a single day’s coverage, we were able to sensitize over 70 families in Mpigi district about immunisation, sustainable agriculture and health living. We have equally extended donations of farm equipment to six communities in mawokota In echoing the words of President Nelson Mandela, on his inaugural speech 1 994 he said



“Our deepest fear is not that we are inadequate, it is that we are powerful beyond measure. It is our light and not darkness that frig htens us. We ask ourselves, who am i to be brilliant, gorgeous, talented and fabulous? A ctually, who are we not to be? We are children of God. Our playing small does not save th e world. There is nothing enlightening about shrinking so that other people w ill not feel insecure around us. We were born to manifest the glory of God within us. I t is not just in some of us; it is in everyone. As we let our light shine, we unconscious ly give others permission to do the same. As we are liberated from our own fear, our pr esence automatically liberates others ” For us as St. Joseph’s Charitable Development fund, we are hopeful the presence of SJCDF in Mpigi , will erase the fear and hopelessness in us to see hope and consequently to liberate all the children and people we touch . We plan to extend our activities in the coming year to the districts of Wakiso. Special thanks go to the district officials for the support, the St. Joseph’s Charitable Development fund staff plus the community volunteers who made our activities well coordinated and implemented. This would also not have been possible without the cooperation from Local Governments Officials, School Head-teachers, Community leaders and the general public. For God and My Country. Joseph Lutalo Bbosa Chairman ST. JOSEPH’S CHARITABLE DEVELOPMENT FUND.



Executive Summary This report describes the progress made in the implementation of St. Joseph’s Charitable Development fund activities, in Mpigi District, for the period Jan-Dec 2011. It informs of progress towards meeting the component objectives, constraints experienced and how they have been resolved, the lessons learnt and how they’ll inform the decision making in SJCDF operations in future. Overall the rate of implementation of SJCDF activities has progressed well, and some key constraints in human resources and infrastructural capacity have been resolved. SJCDF in 2011 made significant progress1 in Community development projects, Micro enterprise training, and HIV/AIDS prevention and participated in a number of health sector initiatives. The target groups have been mainly the orphaned children, rural women groups and distressed families in the community. SJCDF has positioned itself in order to play a significant role in the implementation of its activities, and is committed to doing a commendable job now using the fewer resources available but should enable it to benefit from resources available in the country such as those channelled to districts. This not only improves the delivery of its services, where these result in effective services’ demand from the SJCDF but also improves on the impact and relationship with the local leaders. As an example, SJCDF has been actively participating in the government programs such as the Routine and catch-up immunisation. In preparation of these capacity needs, SJCDF is in the process of own institutional framework developments to compete favourably in the provision of any demanded services. We plan to decentralize our operations by establishing SJCDF Service centres codenamed CDC Centres SJCDF must be financially self-sustaining in the long run if it is to continue supporting community development most of which is public good. Emphasis on financial self-sustainability has continued to be at the forefront of all our planned activities for these centres. It is now the wish of SJCDF that the Stay Alive Clubs formed in the schools and the association formed in the communities are involved in sustainable agricultural activities. This will not only increase on the family income but also make orphan care affordable. SJCDF activities as December 2011 have been funded by supplementary budgets from well wishers 1. Poverty reduction Projects totaling to UShs. 16 million, 2. HIV/AIDS prevention program totaling to UShs. 11 million 3. Health projects and donations totaling to Ushs. 15 million 4. Micro Enterprise and other projects totaling to Ushs. 10 millions. 5. Administration and overheads totaling to 15 million.

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The approved budget for the period was overspent by 4.9% owing basically to faster implementations of the activities. 1.0 INTRODUCTION 1.1 Background to St. Joseph’s Charitable Developme nt fund. St. Joseph’s Charitable Development fund (SJCDF-Uganda) is a local NGO whose birth is an inspiration from eight members on Nkozi sub county Mpigi District who wanted to make a difference in the life of others St. Joseph’s Charitable Development fund idea was hatched in 2009 when the 7 people realised how the poverty had eaten deep in the fabric of the sorrounding community and how orphaned children left behind when the parent dies and more importantly, dies of HIV/AIDS were suffering because of poverty. St. Joseph’s Charitable Development fund was fully registered in December 2009, as a local NGO geared at providing underprivileged people especially children with opportunities to become self reliant by strengthening families and communities. 1.2 SJCDF’s Vision The vision of SJCDF is of a nation where people are self reliant ,disease-free and able to work towards fulfilling their dreams and potential for the future and have the dignity of being able to provide for their own needs and the needs of others. 1.3 The Mission of the SJCDF In a world where many people are losing homes and hope, the mission of SJCDF is to strengthens families and communities by providing underprivileged children and families with opportunities to become self reliant by strengthening families and communities. 1.4 Strategic Objectives:

1. Prevent the spread of HIV/AIDS and STDs in general and also improve health of women, children and the family as a whole. Stay Alive (HIV/AIDS Prevention and mitigation) inspire and provide hope to children by teaching them skills which can help them to adopt and maintain HIV/AIDS resistant behaviors and stay disease-free.

2. Assist the development of orphans, needy children and their families by providing tuition to talented children who are lacking the means to educate them where local resources are limited by offering opportunity for scholarships through the Orphan Care program .

3. In order to enable Families come out of poverty , let alone promoting sustainability in all SJCDF programs are geared at increasing income so that families can take on more orphans. This is done by increasing on Income generation amongst families and through Micro Enterprise development programs.



4. To improve on health of children and families, outreaches are organised to teach Nutrition and Basic Health care. This helps to teach mothers and caregivers to ways to reduce infant mortality and morbidity.

5. Promote the education of the orphan and communities whose level of education is very low since education is one of the essential aspects of the development of the child and adult literacy program as an essential component of enterprise development.

6. Community and group enterprises helps to promote Community participation especially in programs which improve Agri-business development, provide marketing solutions and improved post-harvest handling practices.

1.5 Administration

• The Board of St. Joseph’s Charitable Development fund, presently consists of eight members all Ugandans, and highly qualified men and women.

• The programs or Activities of SJCDF are coordinated by Program managers/ Coordinators, who are appointed from capable applicants.

• SJCDF regularly prepares quarterly Newsletters.

1.6 Management of Accounts:

The SJCDF’s accounts are kept by The Project Director, Director Finance and run and maintained by the SJCDF’s accountant. They are audited by the Board’s auditors namely: KAL Associates, Certified Public Accountants. P.O. Box 20084 Kampala Uganda. SJCDF operates one accounts In Orient Bank (U) Limited, Kampala Rd. Branch, in the names of St. Joseph’s Charitable Development fund.

1.7 Registered Office: The registered Head Office of St. Joseph’s Charitable Development fund, is located Plot

66 Ben Kiwanuka Street KampalaThe postal address is P.O. Box 7883 Kampala 2.0 PROGRAM IMPLEMENTATION 2.1 Overall status of Program:

At management and administration level, SJCDF has continued to support the various programs and their staff and all SJCDF staff in general especially in terms of workshops, seminar (both in-house and those for which we are invited). In terms of financial management, SJCDF has tried to facilitate its activities. Training workshops and seminars have been arranged for the SJCDF staff and relevant community members in areas where we have activities to build capacity ranging from management to training of trainers skills. This financial year ending, we had three Program managers and six subordinate staff. These together with the auxiliary staff of four people have manned the programs and activities of SJCDF.



All these people received some form of remuneration in terms of salary or allowance from SJCDF. SJCDF also meets other operational expenses/administrative overheads such field transport and maintaining an office premise which is rented on Plot 66 Ben Kiwanuka Street Kampala

2.2 Activities of SJCDF: SJCDF’s approach to improvement and welfare of the orphans and vulnerable children is through community empowerment as collective effort and partnership. In ascertaining that the organisational goals and mission are met, the following activities form the core of SJCDF programs.

i) Creating HIV/AIDS prevention and mitigation programs in school and communities as a program intended to empower teachers and community leaders on the guidelines to staying Disease-free. This is done through programs community programs

ii) In order to empower families and communities economically, Micro Enterprise training and Capacity building geared at rural associations and groups into small enterprise development and income generation. In the forthcoming financial year, this approach will be revised into a holistic approach to orphan care code-named Community Development Centres (CDCs) program.

iii) All the effort of SJCDF have been closely monitored and henceforth beefed up through donations by our partner organizations and affiliates. Substantial amount of donations have been extended to communities in the fields of Education, Health as donations to communities and institutions dealing with orphaned and vulnerable children, families and communities.

In our efforts to meet the intended activities, we however were not able to establish a Resource centre as had earlier-on planned. This has been earmarked for the third year, 2013. An office was however acquired and apportioned to accommodate the planned resource center. In the Year under review, SJCDF implemented a few programmes in the areas of advocacy in the Health sector. Specifically, awareness campaigns in a number of schools in Mawokota North, Mpigi District.

SJCDF Annual report 20011 and Work plan 2012 10

Members of Kayabwe Development Association in Nkozi sub county Mpigi District go through a Micro Enterprise Training conducted by SJCDF

2.2.2 Micro Enterprise Program Most families in Uganda have lived in abject poverty for generations, with no hope for a better future. The extreme poverty conditions in many communities are resulting in a myriad of problems and issues that continue to seriously restrict any progress toward improvement in the lives of the people. St. Joseph’s Charitable Development fund recognizes that long term solutions can only come through the creation of an economic engine that will insure that food production, education, family income, health initiatives, etc and also have sustainable funding. The only sustainable way of breaking the vicious circle that feeds an ever increasing number of victims to the HIV/AIDS scourge in families and communities, is to tackle poverty in both urban and rural settings. In an effort to find a solution, one must strike at the core of the problem. Since 80% of the GDP in Uganda comes from agriculture, it becomes obvious that the agriculture sector needs to be the focus. This is done by imparting entrepreneurial skills through a M.E. training program and then assisted to secure micro loans to facilitate the successful exploitation of the skills learned to establish owner managed micro businesses. Mentoring services are provided by fellow group members according to training given through associations/group formation. This helps to make the micro enterprise projects more sustainable, ensuring long term self-reliance for the beneficiaries. This year ending, time was dedicated to capacity building and training in group dynamics, planning, feasibility, record keeping e.t.c. In the range of training activities conducted this year ending in all the SJCDF communities, have comprised of number of workshops, seminars, youth club activities, and participation in demonstration exercises including field study trips were conducted for the members. Social economic and cultural dynamics of rural communities was noted as a hindrance to full women participation and benefits.

11 SJCDF Annual report 2011 and Work plan 2012

Community members and members of Buwama in women group Mpigi District gather for a ME training at

2.2.3 Orphan care Uganda is one of the few countries in the world which managed to reduce HIV/AIDS prevalence rates, falling drastically in just a decade. Although HIV prevalence rates have dropped dramatically from over 30% in the early 1990s to 6.5% todate, the number of orphans and other vulnerable children continues to rise due to the time lag between the infection of parents, sickness and death. The UN Children's Education Fund (UNICEF) estimates that half Uganda's 2.2 million1 orphans have lost one or both parents to the pandemic. According to UNICEF, HIV/AIDS-related orphan-hood rose from 17 percent in 1990 to 42 percent in 1995 and 51 percent in 2003. The National Orphans and Vulnerable Children Policy final draft (May 2005) stated that “even if fresh HIV infections ceased today, the population already infected constitutes a massive potential for swelling the number of orphans in the country”. With the prevalence rate stagnant at 6% for over four years now, the country’s challenge remains not only on how to develop strategies for driving this prevalence even lower; but worse still on the management of the impact of the epidemic, felt due to the large number of HIV/AIDS-caused orphans and vulnerable children. The situation of Orphans and vulnerable children in Uganda is an alarmingly one. Many children who are orphaned are forced to live on the streets or under exploitative conditions of labour, sexual abuse, prostitution and other forms of abuse. Many live in child-headed households where they have to fend for

1 The National Orphans and other vulnerable children policy final draft May 2004 estimates 2.3 millions


themselves and support their younger siblings. Some of these children are infected with HIV either through mother-to-child transmission or through defilement. Communities have traditionally absorbed orphans within the cultural framework of the extended family system. The National orphans and other vulnerable policy reveals that one in four households in Uganda fosters at least one orphan by providing for health, shelter, nutrition, education and other needs1. The policy however acknowledges that many of these care-givers are getting overburdened and that they lack the socio-economic capacity to provide adequate care and support for those children. To help families and communities deal with this crisis, Uganda’s recently endorsed a policy on orphans and vulnerable children2, entitled "Hope Never Runs Dry", which defines families and communities as the first line of response and views state-run institutions, such as orphanages, as the final option. It has also shifted the focus from helping individual orphans to helping the households they live in which is also in line with the Family-based approach to orphan care propagated by St. Joseph’s Charitable Development fund in its Community Development Centre program. In the year ending, SJCDF discovered that many children have lost their parents to AIDS and many children are left with weak or non-existent family ties. Children as young as 9 are often burdened with the care of younger siblings. Neither the needs of the young caregivers nor their siblings are being met. For the full and harmonious development of their personality, SJCDF believes children should grow up in a family environment, in an atmosphere of happiness, love and understanding3. In order to provide this nurturing environment and fulfill the physical, mental, and emotional needs of these OVC, St. Joseph’s Charitable Development fund facilitates the placement of orphans with extended or other Ugandan families whenever possible and encourages the same nurturing environments in orphanages when family placement is not possible. SJCDF raises the quality of education for OVC and helps more children to enroll in and stay in school by offering scholarships to cover school fees for orphans and underprivileged children, assisting in the construction or improvement of new existing schools, and providing school supplies. In the year ending, SJCDF donated clothing, school supplies

”.


2.3 Performance against the Work Plan Table 2: Summary of Performance against Workplan; J an – Dec 2011 Output / Planned activities

Planned targets Progress Comments

2.3.1 Pre establishment: main activity involved wa s setting in place the infrastructure. 1.1 Rent office premise and partitioning them.

Headquarters and Administration staff

Office shifted from a single room to 3 office, boardroom, and reception area on same apartment.

Done on course however rent increased. Signed a tenancy agreement and all dues paid in time i.e. 6 months in advance.

1.2 Registration of SJCDF as a local NGO

Secretary NGO board, Min. of Internal Affairs

Completed on schedule

Successfully done.

1.3 Recruitment of support staff

2 Program managers, 1 accountant, 1 receptionist and 3 volunteer trainers

Done as on course

Done and we tried to ay their remuneration on time except those paid out were higher.

1.4. Acquisition of office furniture and equipment

Office staff and visitors

1 computer bought and 2 donated. Other modes of communication like internet, phone installed.

Unable to buy all the computers and sought some donation for which we received 2 computers. Other purchases pushed to following year.

1.5 Mobilise communities in the districts where the first projects will be

Communities in the designated areas in the districts of Mpigi

Done for only a few areas in the district of Mpigi

Successful in some areas where funding was secured early. Groups trained in Mawokota did not receive funding for their projects although training was done.

2.3.2 Establishment Phase: This phase involved mai nly capacity building for the staff and communities where the projects were implemented . 2.1 Orientation and capacity building fro ih-house.

Office staff All office staff involved, and Prog mangers have participated in workshops and seminars.

Well perceived and this will continue so that our staff are equipped with modern management techniques..


Output / Planned activities

Planned targets Progress Comments

2.2 Orientation and capacity building for communities and schools.

School children and community members.

8 meetings conducted for teacher; 6 capacity building, 14 schools reached and 4 groups organized.

Trainers and mentors benefited capacity building for communication skills in relation to the needs of the communities.

2.4 Meeting with District and community leaders

CDOs, DDHS, HED, HMs, SCC, LCC

2 meetings held with district official, 2 with Subcounty official

SJCDF files opened with district and subcounty offices. Not earlier-on planned but forced due to decentralization.

2.5 Fundraising drives

Donor agencies, Government departments

Proposals written and sent out,

Grants received from United families for Stay Alive, Salaries from SJCDF Inc,

2.3.3 Projec t Implementation at the project sites 3.1 Setup 4 projects in the groups in Mawokota

Agricultural tools, 3 local chicken shelters and 10 coffee plantation projects.

Took off Undertaken

3.2 Trained children in abstinence-based HIV/AIDS prevention

School children Conducted in a few selected schools in Buwama, Kayabwe and Nkozi

Concluded well and looking for ways of sustaining the clubs formed in the schools.

3.3 Engage in other community projects for Humanitarian work.

Children in orphanages and malnourished children in hospitals.

Engaged in some charitable work

Was planned as charitable work arising from the cooperation of affiliate organizations. Medsical equipment, domestic supplies were donated.

In our efforts to meet the requirement for the welfare of the OVC, scholarships were extended and donations given to the orphanages were the OVC stay. This was made possible through the cooperation of the affiliate organizations.


In order for SJCDF to fulfill its efforts towards financial self-sustainability, some of the donations to orphanages should help them generate income to make orphan care affordable. Some other budget lines such as training in ME were affected by the escalation in fuel prices.

3. Management and Financial Analysis 3.1 SJCDF Management 3.1.1 Staffing and Staff Development SJCDFs day to day management is manned by a team of dedicated and highly qualified men and women headed by a Project Director. Due to the insufficient funds, there are only 4 fully paid staff comprising of the CD, 2 PM, Accountant and Receptionist. All the technical staff are classified into fulltime and part time (Volunteers). In order to meet government requirement for public expenditures, all the staff have undergone training ranging from procurement, finance and education management, to logical framework development. The bulk of activities of the technical staff at the head office consists of supplying technical support to the groups in the communities, school teachers, social workers in management, training, youth activities and financial management. This requires frequent travelling to and fro within the districts. SJCDF does not have sufficient vehicle capacity to allow for all necessary up-country travel. In times when the workload is heavy, most of the staff camp in the districts for about a week in order to catch up. In order to ensure close contact and good working relationship the Country holds regular staff meetings with both technical staff and support staff atleast once a week. The Program Managers also conducts meetings with the subordinate staff

SJCDF Annual report 2011 and Work plan 2012

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4.0 Lessons Learnt, Pertinent Issues and Recommend ations 4.1 Key Lessons Learnt and Recommendations � There was a desire from the district for SJCDF to use their infrastructure such as

Health Educators. This was a good gesture from the districts. For SJCDF to be effective in operating under the responsibility of districts through EMCs as a strategy for decentralizing, its institutional management is not likely to strengthen the former as self- sustaining, private institutions which SJCDF aspires to be.

� Considering the merger resources available to SJCDF, we use a Cost-recovery approach by the farmers through groups managing their own ‘farms’/projects, providing sites/land for the projects and use of locally available infrastructure like schools, community centres.

�

4.2 Pertinent Issues Since some of the area SJCDF has activity have not received any PMA supported projects, SJCDF now plans to implement PMA supported programs. This has been our desire this year in the districts of Mpig if funds had been secured early enough. The impending projects will include Piggery, bee keeping and Local chicken rearing and multiplication, Fruit and vegetable drying in Mpigi district.

SJCDF has also observed attempts for districts’ official to exert undue influence to SJCDF owing to the district related PMA activities and Orphan care related initiatives. To stem this and other often politically induced patronage, SJCDF has been advised to plan together with the local leaders to ensure proper participation by the populace.

4.3 Risks and Assumptions Transport to the communities has been noted as a hindrance to the projects. The projects which are far off road and yet organization has no vehicles, take-up more time of SJCDF staff, at the expense of other outputs, the organization relies of the motor vehicle provided by the honorable member of parliament for Mawokota north Hon Joseph Kiyingi Efforts towards cost recovery / cost sharing are still facing stiff resistance from the local people. The commonly given reason is that other NGO’s and donors continue to fully subsidise all the training activities in district

SJCDF Annual report 2011 and Work plan 2012

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5. Work Plans and Budgets for Jan-December 2012 5.1 Work Plan

Date Activity Area Officer in-Charge

Amount (Shs) Results

Jul-12

Construction of Bunjako road

Bunjako- Mawokota south constitituency

Hon. Bbosa Kiyingi & Mr Joseph L.Bbosa 7,000,000

Road will be accessible to Motorists and pedestrians

Aug-12 Cultivating Nkozi parish farmland with Maize and Ginger

Nkozi Parish Mw. Kyeyune

5,000,000

Provision of food security and youth employment

Sep-12 Coffee nursery bed construction for 30000 seedlings

Buwama

Mrs. Grace Catherine Bbosa 14,000,000

Provision of seedlings to farmers/employment

Nov-12

Piping works for drilled borehole

Kayabwe

Mr Joseph Lutalo Bbosa 10,000,000

Piped clean water provided to residents

Dec-12

Piping works for drilled borehole

Buwama


Piped clean water provided to residents

Jan-13

Purchasing of Hospital beds

Nkozi Hospital

Hon. Bbosa Kiyingi Kenneth 3,000,000

More admission beds for the sick/ proper medical attendance

Feb-13

Bursaries to Primary and secondary school leavers

Mawokota South constituency

Hon. Bbosa Kiyingi & Peter Bbosa 10,000,000

Further education programme to the unpriviledged

Mar-13 Providing clothing and other basic needs to Orphans

Kankobe Children & School of the Deaf

Mr Bbosa Peter

3,000,000

Provision of needs like clothing, medicine, food and academic materials

May-13 Laying the foundation structure for St.Joseph's Charity Org.

Nabusanke- Nkozi


Shelter for the Orphans and the elderly citizens

Jul-13 Initial start for Mawokota South health and Sanitation programme

Mawokota South constituency

Hon. Bbosa Kiyingi & Nsubuga Simon 50,000,000

Proper health and Sanitation in community and disease control

Total amount for the completion of workplan 2012-2013 132,000,000

Download - St Josephs Charity Annual Report 2012

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