Strategic programs are developed to enable the organization achieve its Vision and Mission while addressing the major strategic issues identified. Ten of these have been identified and are the key result areas for the organization’s strategic focus during the next five years:

1. Conservation and Natural Resources Management

The organisation has over the last five years been able to build internal capacity for resource management in wildlife capture and translocation, disease control and management, wildlife population monitoring, problem animal management, and effective management of PAs based on General Management and Annual Operations Plans (AOP). The trends in wildlife numbers indicate consistent growth and stable populations in most of the key species, while 70% of the PAs are free of human encroachment. UWA aims at having all the PAs free of any form of encroachment.

It is worth noting that there is good will and commitment from the international community and development partners to support conservation in Uganda in general and UWA programs in particular. Uganda is party to various key conservation treaties and conventions. This enables UWA to be a player in the global biodiversity conservation area, which enhances achievement of its mandate. The government is also keen and supportive of the emerging transboundary natural resource management initiatives in which UWA is a key player.

2. Planning, Policies and Procedures

The Government of Uganda has put in place an enabling policy environment for effective management of natural resources. The Uganda Wildlife Policy 1999 and Wildlife Act Cap 200 of 2000 are the main policy and legal instruments that guide the operations of UWA. Other supportive legal instruments include the National Environment Act Cap 153, National Forest and Tree Planting Act 2003 and the National Policy for the Conservation and Management of Wetland Resources1995 among others.

Uganda has also ratified a number of international conventions and protocols related to conservation of biodiversity. These include the Convention on Biological Diversity (CBD), the RAMSAR Convention on Wetlands, and Convention on Migratory Species (CMS) among others. Within the organisation a number of policies and guidelines have been developed to guide management in its operations. These include the financial management and accounting system, the animal rescue policy and protocols, plus the monitoring and research, community conservation and partnership policies.

3. Business Development and Marketing

The tourism industry in Uganda has been growing over the years and has potential to grow further. Currently, it is the second biggest foreign exchange earner. Tourist arrivals stand at 500,000 visitors per year with government’s target at 1,000,000 per year by 2010. Visitor numbers to PAs increased from 60,000 to 140,000 per annum over the last five years. Government’s drive to attract investments into the country and the demonstrated willingness of the private sector to invest in PAs presents an opportunity for increased tourism business and revenues.

UWA has for the last five years focused on developing the wildlife estates so as to improve the resource base for wildlife based tourism. Much of this has been achieved as evidenced through recovery and steady growth of wildlife populations, rehabilitation and opening up of PA roads, tourism tracks and trails, and upgrading of services in the PAs. Uganda is now in position to offer products that are competitive in terms of quality and attraction with comparable destinations in the region. Promotion and marketing of UWA products will focus on attractions that distinguish Uganda from competing destinations. This will be done through developing packages that provide a range of different experiences to the visitors. The UWA Business Plan 2005/6 – 2008/9 identifies a diversity of unique tourist attractions and packages that shall be developed and marketed to increase tourism revenue as well as create a special image of Uganda’s tourism.

UWA acknowledges that she cannot develop the entire required tourism infrastructure on her own nor does she have the mandate and resources to develop the required infrastructure outside PAs. It will therefore be necessary to work with relevant institutions and partners to influence and attract investment for developing infrastructure in and outside PAs as well as creating the necessary linkages with relevant supportive sectors.

4. Capacity Development and Management

UWA recognises the need to develop her human resources and logistical capacity to address management and conservation challenges. Currently the organisation practices the “quality at the gate” recruitment principle to ensure appropriate skills and knowledge acquisition. UWA continued to invest in human resource development over the last five years through training needs assessment and development and implementation of a training plan.

The organisation has acquired its own headquarter block and is in the process of providing office and staff accommodation infrastructure in the PAs. In addition the organisation acquired road equipment units for some PAs, vehicles and computers, which greatly enhanced operations. Acquisition and installation of new radio equipment and system in the PAs is in its final stages. This will improve communication and coordination in management operations.

UWA recognizes the importance of a healthy workforce and in this regard embarked on development of an HIV/AIDS (Human Immunodeficiency Virus / Acquired Immune Deficiency Syndrome) organisational policy and protocols. This needs to be strengthened.

5. Financial Sustainability

While in 2002 UWA was financing only 24% of its operational budget from internally generated revenue, as of July 2007, the figure had risen to 55%. This marks a significant improvement in revenue earnings beyond the 50% target for the 2002/2007 Strategic Plan. This achievement was mainly due to improve security within the PA network, diversification of tourism activities, improved revenue collection mechanisms and improved visitor services.

In addition to covering the operational budget deficits especially in community conservation and PA operations, capital investments during the last five years were financed under the World Bank Protected Areas Management and Sustainable Use (PAMSU) Project. Capital investment undertaken under the project included construction of the headquarters block, PA offices and staff accommodation, procurement of vehicles, field, road and radio equipment, and installation of PA signage. Some of these investments were still in progress and on course by the time of production of this strategic plan. UWA also enjoyed support from other development partners, local and international NGOs, business corporate bodies, and individual well-wishers.

Despite the recognisable achievements in this regard there were still a number of challenges that curtailed financial sustainability of UWA. Central Government subvention to UWA decreased from 1.5bn in 2003 to 0.9bn in 2006. Although it was assumed that with the PAMSU funding and capacity building, UWA would gradually attain self-sustainability and eventually phase out central government subvention. This was not achieved due to a number of reasons which negatively impacted on UWA’s capacity to generate enough revenue, notable among which were inadequacies in infrastructure both within and around PAs, insecurity in the

PAs and some parts of the country, and inadequate marketing of tourism products. Therefore UWA will continue to rely on increased government subvention and donor support in the short-medium term.

PAMSU funding that had been the main source of funds to cover UWA’s operational budget deficit and capital investment was to end December 2007. UWA would therefore need to increase its own internally generated revenues and attract more external financial support in order to attain financial sustainability.

6. Research and Ecological Monitoring

Information is very important in order to make sound management decisions. This information is obtained through research and ecological monitoring programs. Furthermore, monitoring of impacts of conservation programs on ecosystems is critical for effective and efficient management of PAs. In light of the above therefore,

UWA aims at promoting the collection and provision of relevant, accurate and timely information as required for the conservation and good management of Uganda’s wildlife resources and biodiversity.

Research is needed in order to better understand the range of factors that affect wildlife populations and habitats, and the relationship between them. Research and ecological monitoring activities are essential for recognising and understanding population and habitat trends. Understanding PA ecosystems and processes is necessary for the successful development and implementation of management programs. UWA shall strive to uphold this principle.

7. Performance Monitoring, Evaluation and Accountability

There is need to track the effectiveness and impacts of UWA programs so as to understand the underlying factors for success and or failure. Performance Monitoring and evaluation of conservation programs will enable UWA and its partners to strengthen its activities. For example, UWA’s community conservation program has been in force and significant achievements have so far been made. These achievements are manifested in good community-PA relations in some PAs, improved livelihoods for some communities that are directly engaged in tourism activities and sustainable resource off-take schemes in PAs.

In collaboration with relevant institutions, UWA continued to devise innovative means of enhancing benefits to the local people and strengthening mechanisms for involving them in PA governance. This was possible due to the fact that UWA developed a performance accountability culture exhibited by regular staff performance appraisals, and staff transparency in executing their work. The organisation emphasises accountability, ethics and professionalism in executing staff duties. UWA also established a zero tolerance for corruption and malpractices and stringent measures were undertaken to address commissions and or omissions as well as disciplining the staff involved.

The organisation aims at consolidating and enhancing the previous achievements regarding performance accountability. In order to do this UWA shall carry out regular monitoring and evaluation of its strategic programs, develop result orientated management practices and improve staff appraisal.

8. Coordination and Collaboration with Stakeholders and Partners

The Wildlife Act 2000 and the Wildlife Policy provide for collaborative management as an approach for management of wildlife and or aspects of PAs. UWA recognizes the importance of coordination with key agencies in management of PA frontline resources, dual management areas and transboundary resources. A PA Partnership Management Policy of 2002 is in place and in 2004, UWA developed Collaborative Management Guidelines and Procedures.

The organisation has also put in place a Strategic Partnership Coordination Policy and established a Partnership Coordination Office. The office is charged with management of the partnership database as well as coordinating partnership programs. Furthermore, UWA has initiated and maintained coordination initiativeswith some of the partner agencies such as NFA, Wetlands Management Department, and NEMA for biodiversity conservation and management of overlapping PAs. This is in line with the Government of Uganda (GoU) Sector Wide Approach to planning.

UWA enjoys good relations with development partners, stakeholders and other partner institutions. There is a growing interest from the private sector to engage in collaborative management of PAs and UWA has already signed management agreements for 2 PAs (East Madi and Kabwoya Wildlife Reserves). Since its inception in 1996, UWA has been emphasizing collaboration with local communities in wildlife and PA management, sustainable resource utilisation and PA management planning. This has resulted in increasing interest by the private sector groups to invest in wildlife enterprises through wildlife use rights programs. UWA will continue to develop and strengthen coordination and collaborative management mechanisms with stakeholders and development partners for effective PAs and wildlife management.

9. Governance

In the past five years, UWA embarked on rehabilitation of the organisation and development of good governance structures and systems and significant achievements were made. Clear terms of reference for the Board of Trustees and procedures manual exist and were used, a Human Resource Manual was formulated and operationalised. Other management systems established include the Chief Wardens’ Forum and the Wardens’ Assembly where staff at different managerial levels share experiences, undertake annual evaluation and account of both individual and organisation performance, and identify measures for improvement.

The concept of good governance within the organisation needs to be maintained and strengthened in order to realise the organisation mission as well as transform UWA into a leading conservation agency nationally and a key player at international level.

In order to successfully implement the strategic programs set in this plan, interdepartmental coordination, smooth flow and sharing of information, teamwork and coherence will be vital elements for achieving the targets. The organisation will therefore ensure that these important requisites for good governance and achieving success will be strengthened and promoted throughout the organisation.

10. Corporate Image and Public Relations

During the last strategic plan period, UWA established a Public Relations Management Office and clear procedures and mechanism for addressing public relations. These measures helped to create an understanding and appreciation of UWA’s work and conservation objectives among the public, which resulted into commitment and support from the government and stakeholders. UWA will improve this trend further so as to make the organisation a ‘household name’.

UWA will undertake to popularise its mission and corporate core values, promote the principle of corporate social responsibility and aggressively publicise its programs and achievements among all stakeholders. This will help to build confidence in the organisation among the public and enlist commitment and support to its programs.