national population uganda law reform commission...

1Performance Summary Report 2015/16 – 2017/18

PERFORMANCE SUMMARY REPORT 2015/16 – 2017/18

UGANDA LAW REFORM COMMISSION

THE COMPANIES ACT,No. 1 OF 2012

ANDTHE COMPANIES (GENERAL) REGULATIONS

No. 7 of 2016

J L O SNOT FOR SALE

THE COMPANIES ACT, No. 1 OF 2012AND

THE COMPANIES ( GENERAL) REGULATIONS, No. 7 of 2016

NATIONAL POPULATION COUNCIL (NPC)

June 30, 2019

2 National Population Council (NPC)

iPerformance Summary Report 2015/16 – 2017/18

FOREWORD

It is my pleasure to submit the National Population Council Performance Summary Report (NPC-PSR) for the FY 2015/16 - 2017/18. The report conveys NPC’s physical and financial performance to the stakeholders over the last three (3) financial years.

The NPC-PSR reports on the six (6) strategic Objectives (SO) alongside the six (6) key results areas (KRA) and thirty seven (37) key performance indicators (KPI)) to quantify its performance during the last three (3) financial years. NPC’s strategic objectives were developed and became operational at the beginning of the FY 2015/16 and were intended to be completed within a five-year period. These strategic objectives represent high priorities for both the administration and its operations which are closely aligned to NPC’s major performance improvement initiatives. Key results areas (KRAs) are high priority performance targets that are measurable commitments to deliver specific results. There are six KRAs and they are as follows: (i) Population Policy and Strategy Development; (ii) Integrated Population and Development Planning, (iii) Advocacy for Population and Development; (iv) Institutional Management and Capacity Development; (v) Resource Mobilization, and (vi) Programme Coordination, Monitoring and Evaluation.

Besides the six KRAs, a total of thirty seven (37) key performance indicators were tracked

during the last three (3) financial years. The KPI are indicators that have clear description and measurable values that indicate the state or level of the targeted result. Of the 37 key performance indicators tracked during period 2015/16 - 2017/18, NPC on average met 21 (56.7%), 13 (35.2%) were not fully met as required and 3 (8.1%) partially met. A detailed description of the NPC physical performance by strategic objectives and key result areas are presented in a matrix that is included in the report.

The key challenges experienced during the last three financial years were the following;

a) NPC is constrained in fulfilling its mandate to achieving 100% staffing levels; consolidating population activities in the existing Local Governments, and scaling up the programme in the newly created Local Governments due to low funding levels,

b) Inadequate office space at NPC to accommodate all the approved structure by Ministry of Public Service, and

c) Inadequate funding for implementing key strategic interventions approved in the 5-year NPC Strategic Plan.

However, NPC will continue to implement important initiatives in partnership with stakeholders so as to improve the performance of the programmes. This will be achieved by focusing on measured results, by furthering our ability to meet human resource challenges hence ensuring an effective workforce to serve our population. I look forward to continuing to work with the Council, the Directors and the NPC staff in setting NPC priorities and achieving meaningful results in the year ahead.

........................................................Dr. Jotham Musinguzi Director General, National Population Council (NPC)

Dr. Jotham Musinguzi, Director General National Population Council

ANNUAL PERFORMANCE REPORT 2017/2018 | i

FOREWORD

It is my pleasure to submit the National Population Council (NPC) Annual Performance Report (APR) for the FY 2017/18. This is one of the reports used to convey budget, performance, and financial information to the stakeholders.

The NPC is reporting on the six (6) Key Results Areas (KRA) to measure its performance during the just ended FY 2017/18, namely: Population Policy and Strategy Development; Integrated Population and Development Planning, Advocacy for Population and Development; Institutional Management and Capacity Development; Resource Mobilization and Programme Coordination, Monitoring and Evaluation. In addition to the above-mentioned KRAs, 28 key performance measures were tracked during the planned period.

Of the 28 key performance measures tracked during FY 2017/18, NPC met 19 (67.9%), 7 (25%) were not fully met as required and 2 (7.1%) partially met. There were a few areas where NPC made great strides in achieving the performance targetsand, because of its wide-role, it improved results across the population programme. Key Results Areas (KRAs) are high priority performance targets that are measurable commitments to deliver specific results. NPCs strategic objectives were developed and became operational in the FY 2015/16 and were intended to be completed within a five-year period. These strategic objectives represent high priorities for both the administration and its operations which are closely aligned to NPC’s major performance improvement initiatives. A detailed discussion of the six (6) KRAs and the description of achievements are included in this report.

The key challenges experienced during the FY 2017/18 were the following; (a) inadequate office space to accommodate all the approved staff in the organogram by Ministry of Public Service in FY 2015/16, and to-date the staffing level is only 60%; (b) inadequate and declining funding level for implementing key strategic actions approved in the 5-year NPC Strategic Plan and (c) unfavourable population age structure and associated high child dependency burden are major challenges and it is undermining the achievement of social transformation and sustainable development initiatives in the country.

Dr. Jotham Musinguzi, DG, NPC

ii National Population Council (NPC)

TABLE OF CONTENTS

FOREWORD ............................................................................................................................................. i

LIST OF FIGURES .................................................................................................................................. iii

LIST OF TABLES ..................................................................................................................................... iii

LIST OF ACRONYMS ............................................................................................................................. iv

1.0 INTRODUCTION .......................................................................................................................1

1.1 Background ...................................................................................................................1

1.2 Organization of the National Population Council (NPC) ................................................1

1.3 Vision, Mission and Strategic Objectives .....................................................................11.3.1 Vision ................................................................................................................11.3.2 Mission .............................................................................................................11.3.3 Strategic Objectives .........................................................................................1

1.4 NPC contribution to the NDP II and SDGs ....................................................................21.4.1 National Development Plan II ...........................................................................21.4.2 Sustainable Development Goal ........................................................................2

1.5 Methodology ..................................................................................................................2

2.0 NATIONAL POPULATION COUNCIL PHYSICAL PERFORMANCE SUMMARY ....................3

2.1 Introduction....................................................................................................................3

2.2 NPC Performance Measurement and Key Achievements ............................................3

2.3 Physical Performance by Strategic Objectives and Key Result Areas .........................3

3.0 NATIONAL POPULATION COUNCIL BUDGET PERFORMANCE SUMMARY .......................4

3.1 Approved Budget Estimates from FY 2015/16 - 2017/18 ............................................4

3.2 Annual Budget Support to NPC from FY 2015/16 – 2017/18 ........................................4

3.3 Trends of Budget Support to Population Programme by Source from 2015/16 – 2017/18 ..........................................................................................................................5

4.0 KEY CHALLENGES AND CONCLUSION .................................................................................6

4.1 Key Challenges .............................................................................................................6

4.2 Conclusion .....................................................................................................................6

APPENDIX .............................................................................................................................................7

Appendix 1: NPC Physical Performance by Strategic Objectives, Key Result Areas and Key Outputs from FY 2015/16 – 2017/18 ...........................................................................................7

Appendix 2: NPC Council Representation by Institutions .......................................................13

Appendix 3: NPC Human Resources and Staffing Levels by June 30, 2016 ...........................14

Appendix 4: NPC Organizational Structure (Organogram) ......................................................16

iiiPerformance Summary Report 2015/16 – 2017/18

LIST OF FIGURES

LIST OF TABLES

Figure 1: Proportional Distribution of Total Budget Support to NPC from FY 2015/16 to 2017/18 ..........4

Figure 2: Trends of Budget Support to NPC by Source of Funding from FY 2015/16 to 2018/19 (in

Percent) ..................................................................................................................................5

Table 1: Key Result Areas and Key Performance Indicators used for Performance Measurement from

FY 2015/16 – 2017/18 .............................................................................................................3

Table 2: Summary of Annual Approved Budget Allocation from FY 2015/16 – 2018/19 ........................4

iv National Population Council (NPC)

LIST OF ACRONYMS

APR - Annual Performance Report

BFP - Budget Framework Papers

CSO - Civil Society Organization

DD - Demographic Dividend

DDP - District Development Plan

FY - Financial Year

GoU - Government of Uganda

KPI - Key Performance Indicator

KRA - Key Result Area

LGs - Local Governments

MDA - Ministry, Departments and Agencies

M&E - Monitoring and Evaluation

MPs - Members of Parliament

NAPHENET - National Population, Health and Environment (PHE) Network

NGO - Non-Governmental Organization

NPC - National Population Council

NPP - National Population Policy

PHE - Population, Health and Environment

POPDEV - Population and Development

POPSEC - Population Secretariat

PSR - Performance Summary Report

RBM - Result Based Management

SO - Strategic Objectives

TSP - Transitional Strategic Plan

Ushs - Uganda Shillings


1.0 INTRODUCTION

1.1 Background

The National Population Council (NPC) was established by an Act of Parliament in 2014 as a semi- autonomous body. It is a body corporate and it has created an institutional environment that will guide NPC strategic engagement, operations and the coordination of the national population programme. The main function of the National Population Council is to formulate policies to give strategic direction on the implementation of the objectives of the National Population Policy; advise the President on population matters; and to promote and popularize the National Population Policy. 1.2 Organization of the National Population Council (NPC)

The NPC has a Council composed for 13 members and it is composed of four (4) appointed and nine (9) delegated Council members. The NPC Secretariat is under the leadership of the Director General, fulfills its mandate through five (5) directorates namely: Policy, Planning and Programming; Family Health; Information and Communication; Finance and Administration; and Monitoring and Evaluation. These directorates are charged with specific functions and has a total of 56 staff out of 85 approved positions. The key positions that have not been filled include that of seven Principal Officers in all directorates, Senior IT Officer, Programme Officers, Research and Statistical Assistants as shown in Appendix 4. 1.3 Vision, Mission and Strategic Objectives

The strategic direction of NPC was guided by the existing NPC (POPSEC) Transitional Strategic Plan 2015/16 – 2019/20 which was been in force from FY 2015/16 to FY 2017/18. The strategic direction of NPC under the transitional strategic direction is as follows:

1.3.1 Vision:

NPC vision is to become: “A hub of distinction for promoting and coordinating population policies and programmes in Uganda”.

1.3.2 Mission:

NPC mission statement is: “To improve the quality of life of the people of Uganda, by influencing government policies and programmes to address population trends and patterns”.

1.3.3 Strategic Objectives

The NPC Strategic Plan has six (6) Strategic Objectives around which key interventions of the plan were developed and they are as follows:

1. Review the POPSEC Strategic documents and ensure its effective implementation.

2. Promote integration of population variables into national, sectoral and district development frameworks.

3. Strengthen partnership and collaboration with key stakeholders for population and development, including harnessing the demographic dividend.


4. Strengthen the capacity of NPC (POPSEC) for effective and sustainable implementation of the NPP.

5. Mobilize resources for the implementation of national population programmes.

6. Strengthen M&E system for the national population programme.

The above strategic direction guided the process of compiling the three NPC Annual Performance Reports (NPC-APR) over the last three (3) financial years (i.e. FY 2015/16 – 2017/18), from which the content of this NPC Performance Summary Report (NPC-PSR) was extracted and developed.

1.4 NPC contribution to the NDP II and SDGsThis section discusses the contribution of NPC to National Development Plan (NDP) II and Sustainable Development Goals (SDGs) as follows:

1.4.1 National Development Plan IIThe NPC falls under the Accountability sector and therefore contributes to the National Development Plan (NDP) II through the sector priorities which are basically three: (a) Improved service delivery; (b) Economic management and (c) Strengthening good governance through fighting corruption. NPC therefore contributes to the Accountability Sector Outcome 3: Contribution to economic growth and development enhanced through population and development services (Output 140451).

1.4.2 Sustainable Development GoalThe NPC is cognizant of the Sustainable Development Goals (SDGs), which has a strong link with the aspiration of the Vision 2040. By implementation of the National Population Policy, it does directly contributes towards SDGs 1, 3, 4, 6, 8 and 10, and the NPC programme also indirectly contributes to the SDGs 2, 6, 9, 11 and 13.

1.5 Methodology

NPC can provide reasonable assurance that the performance data contained in this report are accurate and reliable. In fourth quarter of FY 2017/18, a review was conducted by Monitoring and Evaluation Department to verify and validate the completeness, accuracy, and reliability of performance information of the last three years from the four technical departments. These sets of data was further crosschecked with the reports in the Finance and Administration Departments (FAD) and computed based on indicator definitions. The review therefore established that the data used for the performance measure were reasonably complete, accurate, and reliable.


2.0 NATIONAL POPULATION COUNCIL PHYSICAL PERFORMANCE SUMMARY

2.1 Introduction

During the last three (3) financial years (FY 2015/16 – 2017/18), NPC consistently reported on six (6) Key Results Areas (KRA) aligned to the six (6) strategic objectives (SOs) of the NPC Transitional Strategic Plan, 2015/16–2019/20 to measure its physical performance. Key Results Areas (KRA) are high priority performance targets that are measurable commitments to deliver specific results based on key interventions articulated in the strategic plan. Besides the six (6) KRAs, thirty seven (37) key performance indicators (KPIs) were tracked by NPC during the last three (3) financial years to assess its performance and record its key results achievements. The physical performance of NPC were reviewed and reported under six (6) key result areas (KRA) and thirty seven key performance indicators shown in table 1 below.

Table 1: Key Result Areas and Key Performance Indicators used for Performance Measurement from FY 2015/16 – 2017/18

No. Key Result Area (KRA) Key Performance Indicator

1. Population Policy and Strategy Development 05

2. Integrated Population and Development Planning 05

3. Advocacy for Population and Development 07

4. Institutional Management and Capacity Development 10

5. Resource Mobilization 04

6. Programme Coordination, Monitoring and Evaluation 06

Total Number of KPI 37

2.2 NPC Performance Measurement and Key Achievements

National Population Council (NPC) under the above listed six (6) KRAs tracked 37 key performance indicators from FY 2015/16 to 2017/18. Of the 37 key performance indicators tracked during period 2015/16 - 2017/18, NPC on average met 21 (56.8%), 13 (35.1%) were not fully met as required and 3 (8.1%) partially met. A detailed description of the NPC physical performance by strategic objectives and key result areas are presented in a matrix that is included in Appendix 1.

2.3 Physical Performance by Strategic Objectives and Key Result Areas

The details of the physical performance of each strategic objective aligned to the KRAs and the key results achieved between FY 2015/16 - FY 2017/18 is provided in a summary matrix in Appendix 1.


3.0 NATIONAL POPULATION COUNCIL BUDGET PERFORMANCE SUMMARY

3.1 Approved Budget Estimates from FY 2015/16 - 2017/18

Overall Government approved budget estimates for NPC for the population programme for the last three (3) financial years (FY 2015/16 – 2017/18) was Ushs. 17.3 billion shillings, of these only Ushs. 15.7 billion shillings only (90.7%) was released. While on the other hand, Development partner approved budget was Ushs. 3.36 billion shillings and Ushs. 3.94 billion shillings (107.6%) was released to undertake and deliver the planned outputs. Overall performance of total annual budget allocation release to NPC is 98.9% for both Government and Development partner funding sources as shown in table 2 below.

Table 2: Summary of Annual Approved Budget Allocation from FY 2015/16 – 2018/19

Source of FundingBudget Estimates in Billion Shillings Percent

Released2015/16 2016/17 2017/18 Total

1. Government Budget (Approved) 4.80 5.96 6.50 17.390.7%

2. Government Budget (Released) 4.51 5.54 5.63 15.7

3. Development Partner Budget (Approved) 1.68 1.15 0.83 3.66107.6%

4. Development Partner Budget (Released) 2.00 1.11 0.83 3.94

Grand Total Released 6.51 6.65 6.46 19.6

Source: FAD, NPC, 2016, 2017 and 2018

3.2 Annual Budget Support to NPC from FY 2015/16 – 2017/18

Of the total released budget estimate for the FY 2015/16 - 2017/18 of Ushs. 19.6 billion shillings to NPC, Government availed 80.1% of the total released budget estimates and Development partners contributed only 19.9% as shown in figure 1. The proportional distribution of the total budget allocation released to NPC by sources for FY 2015/16 – 2017/18 is shown in figure 1 below.

Figure 1: Proportional Distribution of Total Budget Support to NPC from FY 2015/16 to 2017/18

3.0 NATIONAL POPULATION COUNCIL BUDGET PERFORMANCE SUMMARY

3.1 Approved Budget Estimates from FY 2015/16 - 2017/18 Overall Government approved budget estimates for NPC for the population programme for the last three (3) financial years (FY 2015/16 – 2017/18) was Ushs. 16.1 billion shillings, of these only Ushs. 14.54 billion shillings only (90.3%) was released. While on the other hand, Development partner approved budget was Ushs. 2.98 billion shillings and only Ushs. 2.85 billion shillings only (95.6%) was released to undertake and deliver the planned outputs. Overall performance of total annual budget allocation release to NPC is 91.1% for both Government and Development partner funding sources as shown in table 2 below. Table 2: Summary of Annual Approved Budget Allocation from FY 2015/16 – 2018/19 Source of Funding Budget Estimates in Billion Shillings Percent

Released 2015/16 2016/17 2017/18 Total 1. Government Budget (Approved) 4.80 4.80 6.50 16.10

90.3% 2. Government Budget (Released) 4.52 4.39 5.63 14.54

3. Development Partner Budget (Approved) 1.56 0.59 0.83 2.98

95.6% 4. Development Partner Budget (Released) 1.36 0.66 0.83 2.85

Grand Total Released (2 and 4) 5.88 5.05 6.46 17.39 91.1% Source: FAD, NPC, 2016, 2017 and 2018 3.2 Annual Budget Support to NPC from FY 2015/16 – 2017/18 Of the total released budget estimate for the FY 2015/16 - 2017/18 of Ushs. 17.39 billion shillings to NPC, Government availed 83.6% of the total released budget estimates and Development partners contributed only 16.4% as shown in figure 1. This translated to 91.1% of total budget disbursed to NPC for operations and implementing the population activities. The proportional distribution of the total budget allocation released to NPC by sources for FY 2015/16 – 2017/18 is shown in figure 1 below. Figure 1: Proportional Distribution of Total Budget Allocation to NPC from 2015/16–2017/18

Source: FAD, NPC, 2018

83.6%

16.4%

Government Development Partners

80.1%

19.9%

Government Development Partners



3.3 Trends of Budget Support to Population Programme by Source from 2015/16 – 2017/18

The NPC budget support for the population programme has been growing especially the Government funds since FY 2014/15 from Ushs. 2.23 billion shillings to Ushs. 5.63 billion shillings in FY 2017/18. Although the target of NPC is to achieve a budget allocation of Ushs. 10 billion shillings by FY 2019/20, only 56.3% of the planned target has been achieved to enable it fulfill its mandate at national and sub-national level. Interestingly, development partner budget support for the population programme has declined since the FY 2015/16 from 30.7% to 12.9% in FY 2017/18, while Government budget support increased from 69.3% in FY 2015/16 to 87.1% by FY 2017/18 as shown in figure 2 below.

Figure 2: Trends of Budget Support to NPC by Source of Funding from FY 2015/16 to 2018/19 (in Percent)

69.3%

83.3% 87.1%

30.7%

16.7% 12.9%

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30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

FY 2015/16 FY 2016/17 FY 2017/18

Figure 2: Trends of Budget Support to NPC by Source of Funding from FY 2015/16 to 2018/19 (in Percent)

Government Development PartnersGovernment Development Partners

FY 2015/16 FY 2016/17 FY 2017/18

100.0%

90.0%

80.0%

70.0%

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87.1%

12.9%



4.0 KEY CHALLENGES AND CONCLUSION

4.1 Key Challenges

During the FY 2015/16 – 2017/18, NPC experienced a number of challenges and these included the following:

a) NPC is constrained in fulfilling its mandate to achieving 100% staffing levels; consolidating population activities in the existing Local Governments, and scaling up the programme in the newly created Local Governments due to low funding levels,

b) Inadequate office space at NPC to accommodate all the approved structure by Ministry of Public Service, and

c) Inadequate funding for implementing key strategic interventions approved in the 5-year NPC Strategic Plan.

Even with all the above key challenges, NPC will continue to implement important initiatives in partnership with stakeholders so as to improve the performance of the programme. This will be achieved by focusing on measured results, by furthering our ability to meet human resource challenges hence ensuring an effective workforce to serve our population

4.2 Conclusion

The Performance Summary Report (PSR) indicated that in the last three financial years (i.e. from FY 2015/16 – 2017/18), NPC’s overall performance was 56.7% in meeting the planned performance targets under the six (6) key results areas by the end of FY 2017/18. It was also noted that NPC was not able to fully meet 35.1% of the key performance indicators tracked as required and partially met only 8.1%. This is explained partly due to low funding level, budget cuts across board, and other related logistical issues. NPC will continue to implement important initiatives in partnership with our stakeholders to improve the performance of the population programme. This will be accomplished by focusing on measured results that can further our ability to meet the current unique human resource challenges and ensure effective workforce to serve the population.


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Ps

that

ha

ve

PO

PD

EV

va

riabl

es

inte

grat

ed,

cost

ed

and

appr

oved

.

DD

P/B

FP

s25

4963

--

0

122

51.6

%

Ou

tpu

t 2.

2:In

stitu

tiona

l ca

paci

ty

for

inte

grat

ing

and

impl

emen

ting

popu

latio

n va

riabl

es a

t na

tiona

l, se

ctor

al a

nd d

istr

ict

deve

lopm

ent

fram

ewor

ks s

tren

gthe

ned.

2.2.

1 P

erce

ntag

e of

LG

s eq

uipp

ed

with

dat

a pr

oces

sing

eq

uipm

ent t

o en

sure

av

aila

bilit

y of

dat

a fo

r de

cisi

on

mak

ing

and

plan

ning

.

Dis

tric

ts50

00

--

5014

122

69.5

%M

unic

ipal

s11

00

--

1110

22

T/C

ounc

ils30

4030

--

100

3217

4

2.2.

2 P

erce

ntag

e of

LG

s w

ith

func

tiona

l an

d re

gula

rly

upda

ted

PO

PD

EV

dat

abas

es

for

deci

sion

m

akin

g an

d pl

anni

ng.

Dis

tric

ts14

500

--

140

122

57.7

%M

unic

ipal

s0

410

--

140

22

T/C

ounc

ils0

7040

--

110

017

4


Ove

rall

Per

form

ance

rat

ing

of

KR

A 2

60.7

%

Str

ateg

ic O

bje

ctiv

e 3:

Str

eng

then

par

tner

ship

an

d c

olla

bo

rati

on

wit

h k

ey s

take

ho

lder

s fo

r p

op

ula

tio

n a

nd

dev

elo

pm

ent,

incl

ud

ing

har

nes

sin

g t

he

dem

og

rap

hic

div

iden

d

KR

A 3

: Ad

voca

cy fo

r P

op

ula

tio

n a

nd

Dev

elo

pm

ent.

Ou

tpu

tK

ey P

erfo

rman

ce In

dic

ato

r 20

15/1

6A

ctu

al P

erfo

rman

ce b

y Fi

nan

cial

Yea

rTo

tal

Bas

elin

e 20

14/1

5Ta

rget

20

19/2

0K

PI S

core

(%

)

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Ou

tpu

t 3.

1:

Nat

iona

l an

d di

stric

t le

ader

ship

m

obili

zed

to

addr

ess

PO

PD

EV

is

sues

th

roug

h ad

voca

cy

and

prog

ram

me

impl

emen

tatio

n.

3.1.

1 P

erce

ntag

e of

na

tiona

l an

d di

stric

t le

ader

ship

pr

ovid

ed

with

inf

orm

atio

n an

d en

gage

d in

ad

voca

ting

for

PO

PD

EV

an

d D

D is

sues

MP

s0

7830

--

580

150

65.5

%M

DA

s0

5621

--

770

120

Dis

tric

ts0

300

215

--

515

085

4

3.1.

2 P

erce

ntag

e of

se

ctor

s an

d di

stric

ts

mob

ilize

d to

im

plem

ent

PO

PD

EV

and

DD

in

terv

entio

ns.

Sec

tors

07

0-

-7

08

67.9

%D

istr

icts

059

0-

-59

012

2

Ou

tpu

t 3.

2:

Incr

ease

d co

mm

itmen

t an

d su

ppor

t fo

r de

velo

ping

po

licie

s,

stra

tegi

es

and

ordi

nanc

es

to

addr

ess

PO

PD

EV

is

sues

th

at

rela

te to

har

ness

ing

Dem

ogra

phic

D

ivid

end

(DD

)

3.2.

1 P

erce

ntag

e of

se

ctor

s w

ith

polic

ies

and

stra

tegi

es

enac

ted

or

revi

ewed

to

ad

dres

s po

pula

tion

dyna

mic

s an

d ot

her

PO

PD

EV

issu

es.

Pol

icy/

Str

ateg

y0

11

--

20

5

40%

Pla

ns/B

udge

ts1

10

--

20

5

3.2.

1 P

erce

ntag

e of

dis

tric

ts w

ith o

rdin

ance

/bye

-law

s en

acte

d/pa

ssed

to

addr

ess

spec

ific

PO

PD

EV

is

sues

.2

32

--

70

1546

.7%

Ou

tpu

t 3.

3:

Inst

itutio

nal

and

tech

nica

l ca

paci

ty

to

prom

ote,

ad

voca

te

and

man

age

PO

PD

EV

adv

ocac

y st

reng

then

ed.

3.3.

1 N

atio

nal P

OP

DE

V a

dvoc

acy

and

com

mun

icat

ion

stra

tegy

dev

elop

ed a

nd im

plem

ente

d.

00

0-

-0

00

0

3.3.

2 P

erce

ntag

e of

C

SO

s le

ader

ship

or

ient

ed/tr

aine

d an

d im

plem

entin

g P

OP

DE

V

advo

cacy

inte

rven

tions

NG

Os

00

0-

-28

070

40.1

%C

ultu

ral

10

0-

-2

08

Rel

igio

us8

00

--

80

14

3.3.

3 P

erce

ntag

e of

M

edia

or

gani

zatio

ns

mob

ilize

d an

d en

gage

d in

im

plem

entin

g P

OP

DE

V

advo

cacy

in

terv

entio

ns.

Ele

ctro

nic

1012

11-

-33

050

69%

Prin

t48

4749

--

144

020

0


Ove

rall

Per

form

ance

rat

ing

of

KR

A 3

47%

Str

ateg

ic O

bje

ctiv

e 4:

Str

eng

then

th

e ca

pac

ity

of

PO

PS

EC

for

effe

ctiv

e an

d s

ust

ain

able

imp

lem

enta

tio

n o

f th

e N

PP.

KR

A 4

: In

stitu

tio

nal

Man

agem

ent

and

Cap

acit

y D

evel

op

men

t.

Ou

tpu

tK

ey P

erfo

rman

ce In

dic

ato

r 20

15/1

6A

ctu

al P

erfo

rman

ce b

y Fi

nan

cial

Yea

rTo

tal

Sco

reB

asel

ine

2014

/15

Targ

et

2019

/20

KP

I Sco

re (

%)

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Ou

tpu

t 4.

1:

Inst

itutio

nal

asse

ts

prop

erly

m

anag

ed a

nd m

aint

aine

d.

4.1.

1 N

o.

of

Inst

itutio

nal

asse

ts

proc

ured

and

mai

ntai

ned.

Veh

icle

s1

12

--

40

666

.7%

Com

pute

rs4

31

--

80

12

4.1.

2 A

nnua

l ass

ets

regi

ster

dev

elop

ed a

nd in

pla

ce.

11

1-

-3

005

60%

4.1.

3 A

nnua

l pr

ocur

emen

t an

d di

spos

al

plan

de

velo

ped

and

impl

emen

ted.

11

1-

-3

005

60%

4.1.

4 A

nnua

l inv

ento

ry re

gist

er p

repa

red

and

in p

lace

.1

11

--

30

0560

%

Ou

tpu

t 4.

2:

Org

aniz

atio

nal

and

inst

itutio

nal

capa

citie

s st

reng

then

ed.

4.2.

1 N

PC

H

uman

R

esou

rce

Str

ateg

ic

docu

men

ts

deve

lope

d an

d im

plem

ente

d.0

0D

raft

--

Dra

ft0

0443

.8%

4.2.

3 N

PC

Cou

ncil

Eva

luat

ion

Tool

dev

elop

ed a

nd

impl

emen

ted.

00

Dra

ft-

-D

raft

001

43.2

%

4.2.

4 N

o. o

f hi

gh q

ualit

y hu

man

res

ourc

es r

ecru

ited

and

reta

ined

at N

PC

(st

affin

g le

vel).

03

6-

-57

4885

67.1

%

4.2.

5 P

erce

ntag

e of

sta

ff w

ith e

nhan

ced

skill

s fr

om

shor

t an

d lo

ng-t

erm

co

ntin

uous

pr

ofes

sion

al

deve

lopm

ent t

rain

ing.

63

2-

-11

020

55%

Ou

tpu

t 4.

3:

Incr

ease

d fin

anci

al re

sour

ces

and

man

agem

ent

4.3.

1 A

nnua

l fin

anci

al

stat

emen

t/re

port

pre

pare

d an

d in

pla

ce

Qua

rter

ly4

44

--

120

2060

%A

nnua

l1

11

--

30

05

4.3.

2 A

nnua

l A

udit

and

Qua

rter

ly

Inte

rnal

Aud

it co

nduc

ted

and

repo

rts

in p

lace

Ext

erna

l2

22

--

60

1060

%In

tern

al4

44

--

120

20


Ove

rall

Per

form

ance

rat

ing

of

KR

A 4

57.6

%

Str

ateg

ic O

bje

ctiv

e 5:

Mo

bili

ze r

eso

urc

es fo

r th

e im

ple

men

tati

on

of

nat

ion

al p

op

ula

tio

n p

rog

ram

mes

.

KR

A 5

: Res

ou

rce

Mo

bili

zati

on

for

Po

pu

lati

on

Pro

gra

mm

e.

Ou

tpu

tK

ey P

erfo

rman

ce In

dic

ato

r 20

15/1

6A

ctu

al P

erfo

rman

ce b

y Fi

nan

cial

Yea

rTo

tal

Sco

reB

asel

ine

2014

/15

Targ

et

2019

/20

KP

I Sco

re (

%)

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Ou

tpu

t 5.

1:

Incr

ease

d fin

anci

al

allo

catio

n an

d us

e fo

r co

re

popu

latio

n pr

ogra

mm

e ac

tiviti

es.

5.1.

1 N

PC

In

vest

men

t pl

ans

deve

lope

d an

d im

plem

ente

d.1

00

--

10

0250

%

5.1.

2 To

tal a

nnua

l bud

get

allo

cate

d/re

leas

ed t

o N

PC

fo

r po

pula

tion

prog

ram

me

by G

over

nmen

t (in

bi

llion

Ush

s.)

4.52

4.39

5.63

--

5.63

2.

2310

.043

.8%

Ou

tpu

t 5.

2:

Enh

ance

d m

echa

nism

fo

r m

onito

ring

and

trac

king

res

ourc

e al

loca

tion

and

expe

nditu

re

for

natio

nal

popu

latio

n pr

ogra

mm

e ac

tiviti

es.

5.2.

1 R

esou

rce

mon

itorin

g an

d tr

acki

ng m

echa

nism

an

d to

ols

deve

lope

d an

d im

plem

ente

d.0

0-

-0

72%

5.2.

2 P

erce

ntag

e of

se

ctor

s an

d di

stric

ts

with

sp

ecifi

c an

nual

bu

dget

al

loca

ted

and

expe

nded

on

po

pula

tion

rela

ted

activ

ities

.

Sec

tors

42

0-

-6

008

60.4

%D

istr

icts

2517

14-

-56

0

122


Ove

rall

Per

form

ance

rat

ing

of

KR

A 5

56.6

%

Str

ateg

ic O

bje

ctiv

e 6:

Str

eng

then

M&

E s

yste

m fo

r th

e n

atio

nal

po

pu

lati

on

pro

gra

mm

e

KR

A 6

: Pro

gra

mm

e C

oo

rdin

atio

n, M

on

itori

ng

an

d E

valu

atio

n

Key

Per

form

ance

Ind

icat

or2

015/

16

Act

ual

Per

form

ance

by

Fin

anci

al Y

ear

Tota

l S

core

Bas

elin

e 20

14/1

5 Ta

rget

20

19/2

0K

PI S

core

(%

)

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

Ou

tpu

t 6.

1:

Enh

ance

d m

echa

nism

fo

r pr

ogra

mm

e co

ordi

natio

n an

d ad

min

istr

atio

n.

6.1.

1 E

xist

ence

of f

unct

iona

l M&

E S

yste

m/

Pop

ulat

ion

Dat

aban

k.

00

0-

-0

002

28.3

%

6.1.

2 K

now

ledg

e pr

oduc

t of

th

e po

pula

tion

prog

ram

me

deve

lope

d an

d di

ssem

inat

ed.

11

1-

-3

010

60%

6.1.

3 N

o.

of

oper

atio

n re

sear

ch/s

tudi

es

cond

ucte

d to

add

ress

pop

ulat

ion

polic

y an

d pr

ogra

mm

e is

sues

.1

12

--

40

666

.7%

6.1.

4 C

onso

lidat

ed

annu

al

perf

orm

ance

re

port

s pr

oduc

ed w

ithin

sta

tuto

ry p

erio

d.1

11

--

30

560

%

Ou

tpu

t 6.

2:

M&

E

Man

agem

ent

capa

city

st

reng

then

ed.

6.2.

1 N

o.

of

NP

C

staf

f ca

paci

tate

d an

d pr

actic

ing

RB

M a

nd M

&E

prin

cipl

es.

027

3-

-30

052

57.7

%

6.2.

2 P

erce

ntag

e of

key

act

iviti

es fu

lly im

plem

ente

d in

N

PC

-TS

P 2

015/

16 –

201

9/20

as

plan

ned.

48.6

%59

.5%

67.6

%-

--

010

0%58

.6%

Ove

rall

Per

form

ance

rat

ing

of

KR

A 6

55.2

%

Ove

rall

Inst

ituti

on

al P

erfo

rman

ce r

atin

g f

rom

FY

201

5/16

– 2

017/

18 (

%)

56.7

%


Appendix 2: NPC Council Representation by Institutions

56 | NATIONAL POPULATION COUNCIL (NPC)

APPENDIX 5: NPC COUNCIL MEMBERS AS OF JULY 1, 2017

56


Prof. Fred Wabwire Mangen

Chairperson Prof. Florence Mirembe

Vice Chairperson Ms. Jill Barungi – Member

CSO Mr. Keith Muhakanizi

Member, MoFPED Ms. Imelda Atai Musana Member,

UBOS

Ms. Josephine Etiang Ali Member,

MoIA Mr. Fabian Byomuhangi

Member Mr. Lawrence Mujuni Member, EOC Dr. Abdul Busuluwa

Member, NUDIPU Dr. Stephen Okware

Member, MoH

Dr. John SsekamatteSebuliba Member, NPA

Dr. Alex Kagume Member - NCHE

Dr. Jotham Musinguzi DG, NPC/Secretary

Prof. Fred Wabwire Mangen Chairperson

56







UBOS





Member, MoH




Mr. Keith MuhakaniziMember, MoFPED

56







UBOS





Member, MoH




Mr. Fabian ByomuhangiMember

56







UBOS





Member, MoH




Dr. Stephen OkwareMember, MoH

56







UBOS





Member, MoH




Dr. Jotham MusinguziDG, NPC/Secretary

56







UBOS





Member, MoH




Ms. Imelda Atai Musana Member, UBOS

56







UBOS





Member, MoH




Mr. Lawrence Mujuni Member, EOC

56







UBOS





Member, MoH




Dr. John Ssekamatte Sebuliba Member, NPA

56







UBOS





Member, MoH




Ms. Josephine Etiang Ali Member, MoIA

56







UBOS





Member, MoH




Dr. Abdul Busuluwa Member, NUDIPU

Dr. Alex Mugisha Kagume Member - NCHE

Prof. Florence MirembeVice Chairperson

Ms. Jill Barungi Member CSO

Ms. Jill Barungi

Member, CSO


Appendix 3: NPC Human Resources and Staffing Levels by June 30, 2016

NATIONAL POPULATION COUNCIL STAFF LIST AS AT AUGUST, 2017

S/No. DEPARTMENT/ NAME OF STAFF DESIGNATION

A. OFFICE OF THE DIRECTOR GENERAL

1. Dr. Musinguzi Jotham Director General

2. Ms. Birungi Charity Personal Secretary

3. Mr. Kigozi Livingstone Driver

B. POLICY, PLANNING AND PROGRAMMING DEPARTMENT

4. Mr. Zirarema Charles Director, Policy and Planning

5. Ms. Kangabe Edith SNPO (Programme Coordination and Development)

6. Mr. Alele Simon Peter SNPO (Policy Analysis and Planning)

7. Ms. Mbabazi Catherine SNPO

8. Mr. Sudarshan Rajasundaram NPO (Policy Analysis)

9. Mr. Mugyera Timothy NPO (Economist)

10. Ms. Arinaitwe Helen NPO (Capacity Development)

11. Ms. Sebikaari Doreen Personal Secretary

12. Ms. Waiswa Abdallah Driver

13. Mr. Mayende Stephen Driver

C. FAMILY HEALTH DEPARTMENT

14. Dr. Nakazzi Kyaddondo Betty Director, Family Health

15. Ms. Nzeire Hope Mwesigye SNPO (Coordination)

16. Mr. Ampeire John Kaijuko SNPO ( ASRH)

17. Ms. Namayega Harriet NPO (Gender)

18. Ms. Busingye Ruth NPO ( SRH/HIV/AIDS

19. Ms. Nabawanuka Juliet Zoe NPO

20. Ms. Kyokunda Winnie Personal Secretary

21. Mr. Nkola Paul Driver

D. INFORMATION AND COMMUNICATION DEPARTMENT

22. Ms. Stella Kigozi Makumbi Director, Information and Communication

23. Mr. Musana Charles SNPO ( Coordination/Publication)

24. Ms. Owomugisha Innocent NPO (Media)

25. Ms. Navvuga K. Noelyn NPO (Training/Registry)

26. Mr. Ntege Eric NPO (Documentation)

27. Mr. Kyomugisha Barbara Kenny Acting Documentalist

28. Mr. Kyompire Rose Personal Secretary

29. Mr. Mukiibi Fred Driver


NATIONAL POPULATION COUNCIL STAFF LIST AS AT AUGUST, 2017

S/No. DEPARTMENT/ NAME OF STAFF DESIGNATION

E. MONITORING AND EVALUATION DEPARTMENT

30. Mr. Tiondi Andrew Director, Monitoring and Evaluation

31. Mr. Olemo James Peter SNPO (Coordination and Capacity Development)

32. Mr. Kakeeto Madani NPO (Knowledge Management)

33. Mr. Kwebiha Joshua NPO (Performance Management)

34. Ms. Swaga Susan Personal Secretary

35. Mr. Asindu Charles Driver

F. FINANCE AND ADMINISTRATION DEPARTMENT

36. Mr. Musinguzi Hassan Director, Finance and Administration

37. Mr. Byarugaba Raymond Senior Accountant

38. Ms. Mania Jane Senior Human Resource Officer

39. Ms. Asingwire Patricia Accountant

40. Ms. Katusabe Hadijah Procurement Officer

41. Mr. Masereka Reuben Internal Auditor

42. Mr. Kimuli Harold IT Assistant

43. Mr. Kajubi Joshua Procurement Assistant

44. Ms. Adikini Elizabeth Personal Secretary

45. Mr. Jakisa Karlos Driver

46. Mr. Kalyango Moses Driver

47. Mr. Mpande Raymond Driver

48. Mr. Asindu Charles Driver

49. Ms. Waiswa Abdallah Driver

50. Mr. Mutebi Fred Office Superintendent

51. Ms. Sanyu Bridgette Office Attendant

52. Ms. Namatovu Damalie Welfare Assistant

53. Ms. Lunkuse Harriet Welfare Assistant

54. Ms. Mr. Mutegeki Wilberforce Plumber

G. TEMPORARY STAFF

55. Ms. Nansobi Margaret Research Assistant

56. Mr. Mohammed Ssempebwa Research Assistant

TOTAL STAFF 56


Appe

ndix

4: N

PC O

rgan

izat

iona

l Stru

ctur

e (O

rgan

ogra

m)

ANNUAL PERFORMANCE REPORT 2017/2018 | 55

APPE

NDIX

4:

NPC

ORGA

NIZA

TION

AL S

TRUC

TURE

(ORG

ANOG

RAM

) AS

OF F

Y 20

16/1

7

K

ey:

IC

- In

form

atio

n an

d C

omm

unic

atio

n

P

RO

- P

ublic

Rea

ltion

s O

ffic

er

F

H -

Fam

ily H

ealth

N

PO

- N

atio

nal P

rogr

amm

e O

ffic

er

P

AP

- P

olic

y A

naly

sis

and

Pla

nnin

g

P

CA

D -

Pro

gram

me

and

Cap

acity

Dev

elop

men

t

H

RO

- H

uman

Res

ourc

e O

ffic

er

IT

- In

form

atio

n T

echn

olog

y

M

&E

- M

onito

ring

and

Eva

luat

ion

N

GO

s -

Non

Gov

ernm

enta

l Org

aniz

atio

ns

F

BO

s -

Fai

th B

ased

Org

aniz

atio

ns

C

BO

s -

Com

mun

ity B

ased

Org

aniz

atio

ns

DIRE

CTOR

MONI

TORI

NG A

ND E

VALU

ATIO

N

NPO

(Res

earc

h

Secr

etar

yDr

iver

DIRE

CTOR

POLI

CY, P

LANN

ING

AND

PROG

RAMM

ES

Princ

ipal N

PO(D

istric

t Pro

gram

mes)

DIRE

CTOR

INFO

RMAT

ION

AND

COMM

UINC

ATIO

N

Senio

r NPO

(C

oord

./Pub

licat

ion)

Princ

ipal N

PO

(IC/P

RO)

DIRE

CTOR

FAMI

LY H

EALT

H

DIRE

CTOR

GEN

ERAL

Princ

ipal N

PO(P

olicy

and P

lannin

g)

NATI

ONAL

POP

ULAT

ION

COUN

CIL

(COU

NCIL

)

INTE

RNAL

AUD

ITOR

Assis

tant

Inte

rnal

Audit

or

Senio

r Per

sona

l Sec

reta

ry

DIRE

CTOR

FINA

NCE

AND

ADMI

NIST

RATI

ON

NPO

(Per

form

ance

Ma

nage

ment)

Cont

racts

Com

mitte

e

DEPU

TYDI

RECT

OR G

ENER

AL

Senio

r NPO

(D

istric

t Pro

g. &

Cap

aity

Dev.)

Senio

r NPO

(P

rogr

am C

oord

./Dev

.)

NPO

(Dat

a Mgm

t and

Di

ssem

inatio

n)

NPO

(Med

ia)

NPO

(Tra

in/Re

s.)

NPO

(Doc

.)

Secr

etar

yDr

iver

NPO

(ASR

H)NP

O(G

ende

r)

NPO

(SRH

/HIV

/AID

S

NPO

(Eco

nomi

st)NP

O(P

olicy

Ana

lyst)

Secr

etar

yDr

iver

NPO

(Res

earc

h)

Secr

etar

yDr

iver

NPO

(Cap

. Dev

)NP

O(D

ist. P

rog)

NPO

(Dat

a Mag

mt)

Secr

etar

yDr

iver

Loca

l Gov

ernm

ents

: Di

strict

Pop

ulatio

n Offic

es (1

11) a

nd

Munic

ipal P

opula

tion O

ffices

(34)

Princ

ipal N

PO(F

H)

Senio

r NPO

(C

oord

inatio

n)

Princ

ipal

Acco

untan

t

Senio

rAc

coun

tant

Princ

ipal

HRO

Senio

r Pro

c.Of

ficer

Admi

n.Of

ficer

HRO

Acco

untan

tPr

oc.

Offic

er

Senio

r NPO

(Coo

rdina

tion./

Cap.

Dev.)

Princ

ipal N

PO

(M&E

/Res

earch

)

Offic

e Sup

ritend

ant

Offic

e Atte

ndan

ts W

elfar

e Ass

istan

ts

Plum

ber

Senio

rHR

O

Docu

ment

alis

tRe

giste

r As

sista

nt

NPO

(Res

. & K

nowl

edge

Rese

arch

Assis

tant

Rese

arch

Assis

tant

Fron

t Des

k Of

ficer

s

Stat

istica

lAs

sista

nt

Acco

unts

Assis

tant

Acco

unts

Cler

k

IT O

fficer

ITAs

sista

nt

Stat

e Atto

rney

Stat

istica

lAs

sista

nt

Secr

etar

yDr

iver

Othe

r Sta

keho

lder

s:

Deve

lopme

nt Pa

rtner

s, Do

nors

, NGO

s, FB

Os, C

ultur

al In

stitu

tions

and

CBOs

.

Senio

r IT

Offic

er


UGANDA LAW REFORM COMMISSION

THE COMPANIES ACT,No. 1 OF 2012

ANDTHE COMPANIES (GENERAL) REGULATIONS

No. 7 of 2016

J L O SNOT FOR SALE

THE COMPANIES ACT, No. 1 OF 2012AND

THE COMPANIES ( GENERAL) REGULATIONS, No. 7 of 2016

N a t i o n a l P o p u l a t i o n C o u n c i l ( N P C )

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Tel: +256-414-705400 Fax: +256-414-705454

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