Thematic area one: Knowledge Management and Advocacy (KMA)

Strategic objective 1: To generate knowledge and information on the faith-related realities of marginalized communities to inform advocacy for their rights and well-being.

Outcome: Improved attitudes of duty bearers and other stakeholders towards marginalized persons leading to their inclusion in services planning and accessibility.


Under this thematic area, we shall adopt the following strategies and interventions to achieve the desired outcomes.

1.0 Research and documentation


1.0.1  Conduct needs assessments among marginalised groups to identify areas of further research

1.0.2  Conduct research on issues affecting marginalised persons

1.0.3  Develop analyses and critical reviews of scriptures to demystify fallacies against marginalized groups.

1.0.4 Develop briefs from the studies and analyses conducted and interpret them into local languages where possible.

1.1 Advocacy campaigns


1.1.1  Develop briefing papers and position papers on issues affecting marginalised groups from a faith perspective and present these to policymakers and religious leaders

1.1.2  Develop periodic newsletters and blogs on UCAA’s work on tolerance, and inclusion and disseminate these widely

1.1.3  Conduct dialogues and awareness sessions among marginalised groups, policymakers and religious leaders on tolerance and inclusion

1.1.4  Commemorate internationally recognized human rights days and use them to send messages of tolerance and inclusion

1.1.5  Strengthen existing partnerships and establish new partnerships with faith-based organisations including the Inter-religious Council of Uganda and the global interfaith network among others to foster tolerance and inclusion.

1.1.6  Engage in regional and international advocacy spaces to highlight local challenges and foster inclusion and tolerance for marginalized communities

1.1.7  Support creative ways of promoting tolerance and inclusion through drama, storytelling and creative animations.

Thematic area 2: Faith, Empowerment and Solidarity (FES)

Strategic objective 2: To build the capacity of marginalized groups and faith-based leaders to use faith-based strategies to dismantle the bias created by the different faith denominations against marginalized groups.

Outcome: Increased capacity and urgency of marginalized persons and faith leaders to demand for rights of marginalized persons.


Under this thematic area, we shall adopt the following strategies and interventions to achieve the objective.

2.1 Mental health interventions


2.1.1 Conduct mental health assessments among members to identify mental health issues, approaches and needs.
2.1.2 Conduct mental health awareness camps to support marginalised groups and affirming faith and religious leaders.
2.1.3 Support psychosocial therapy sessions for marginalised persons and faith leaders to promote wellness.
2.1.4 Establish and maintain a referral network of organisations offering psychosocial services and refer critical cases for support.

2.2 Safe spaces for faith conversations


2.2.1 Organise inclusion retreats for marginalised persons and affirming religious/faith leaders 2.2.2 Identify and partner with affirming religious and faith churches/organisations to offer pastoral care for interested marginalised groups

2.3 Movement Building. 


2.3.1 Identify and enroll members amongst faith-based communities 2.3.2 Conduct solidarity and support visits to members
2.3.3 Conduct membership needs assessments to inform capacity building programs

2.3.4 Conduct capacity-building workshops on advocacy for tolerance and inclusion through training programs such as confronting religious-based discrimination, safety and security, issue- based advocacy, public relations, resource mobilization, financial management, governance, and compliance to statutory obligations, among others.

2.3.5 Convene periodic strategy meetings for members to discuss joint strategies for strengthening the movement.

Thematic area 3: Socio-economic Justice

Strategic Objective 3: To improve the economic well-being of marginalized persons through improving their social interactions and economic activities.

Outcome: Improved sustainable income generation by marginalised persons.


Under this thematic area, we shall adopt the following strategies and interventions to achieve the objective.

Skills scholarship for marginalised persons


3.1.1 Identify and partner with friendly vocational training institutions both within and outside of Uganda to find scholarships and placement opportunities for marginalised persons
3.1.2 Identify, assess and enroll marginalised persons in skills training programmes on scholarships 3.1.3 Monitor enrolled marginalised persons and ensure that they complete their courses

3.2 Economic empowerment fund for UCAA members


3.2.1 Provide financial support to UCAA members engaged in economic empowerment initiatives for marginalized groups to create a multiplier effect on their initiatives for the benefit of the communities.
3.2.2 Document success stories in economic empowerment for members and marginalized groups to inspire others to continue with their initiatives.

Thematic area 4: Institutional Development

Strategic objective 4: To build a strong organization with motivated staff, sustained funding and vibrant financial, M&E, administrative and operation systems.

Outcome: Strong organization with motivated staff, sustained funding and vibrant financial, M&E, administrative and operation systems.

4.1 Management Priority One: Strengthening and operationalising existing policies.


0.0.1 Orient the staff and BOD on the existing policies
0.0.2 Review policies and align them with the existing context and as well develop new ones (Membership policy, M&E policy, Transition Policy, Reserve fund policy, Review finance, procurement and HR policies, BOD charter, Review the Memorandum and articles of association, Sustainability policy, Reserve fund policy, Risk management policy, Sexual harassment policy, Anti- corruption policy, Child protection policy).

4.2 Management Priority Two: Strengthening human resources


  1. 0.0.1  Recruitment of staff: We shall maintain our competent staff and recruit others as needed to implement the strategic plan
  2. 0.0.2  Staff welfare: Wellness and self-care including holding of recreation activities, paying salaries commensurate to the work load, staff leave and awards for performance.
  3. 0.0.3  Staff development. This will be through organising trainings for staff on different aspects, supporting staff to go for further studies, mentorship and leadership development

0.0.4  Staff performance monitoring: review of staff structure, aligning roles and responsibilities, conduct staff appraisals and probation evaluations, setting performance indicators and periodic staff meetings.

4.3 Management Priority Three: Resource Mobilisation


4.3.1 Develop a resource mobilization strategy for UCAA
4.3.2 Develop master work plan and budget as well as annual budgets and workplans and use them for fundraising.

4.3.3 Developing proposals for new projects and renewing existing projects to sustain funding for the strategic plan.

4.3.4 Initiate and strengthen existing alternative funding sources including membership fees, fundraising events, and encouraging individual members, staff, Board of Directors to donate to the UCAA fund.

4.4 Management Priority Four: Strengthening Monitoring and Evaluation and Finance Systems


4.4.1 Planning through: Holding Annual Board and Staff Planning Retreat, Printing and Disseminating the Strategic Plan 2024-2028 and Developing and aligning programme work plans and budgets to the Strategic Plan 2024-2028

4.4.2 Maintaining proper financial and programme reporting systems through developing periodic financial and programme reports, Developing and submitting quality timely financial and narrative donor reports and Posting all transactions in the digital accounting system and Undertaking Annual Auditing of Books of Accounts.

4.4.3  Ensuring existence of effective internal controls, sufficient transparency, and appropriate “checks and balances” to prevent financial loss.

4.4.4  Undertake Monitoring and Evaluation through key activities as thus:  Operationalise M&E tools, conduct project progress review meetings, develop periodic monitoring reports on the implementation of Strategic Plan 2024-2028, Conduct a Mid- Term Review of Strategic Plan 2024-2028, Conduct Final Evaluation of the Strategic Plan 2024-2028 and Develop UCAA New 5-Year Strategic Plan 2028-2032 and conduct staff training in M&E.

4.5 Management Priority Five: Strengthening Governance Systems


4.5.1 Membership engagement- expand membership and give regular updates to members and involving them in the organisation’s activities. Hold Annual General Meeting for members, engage them in leadership training.

4.5.2 Board of Directors engagement: Hold quarterly BOD meetings, Policy review and development.