Uganda Protection and Solutions Strategy
Protection and Solutions Strategy
Uganda
2016-2020
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Uganda Protection and Solutions Strategy
1. Context
This updated strategy is the result of a planned-for revision of the 2016- 2020 Uganda refugee
protection and solutions strategy launched in 2015. It takes into account new developments for
solutions prospects, in particular in relation to the Settlement Transformative Agenda (STA) and
the Refugee and Host Population Empowerment (ReHoPE) framework, and provides a sharpened
strategic vision for what will be achieved during the planning timeframe, and what the risks in this
relation are. The views of many Uganda based partners have been incorporated through a
consultative process, which is still ongoing.
Uganda has an exemplary refugee protection environment, providing refugees with freedom of
movement, the right to work and establish businesses, the right to documentation, access to
social services, and allocation of plots of land for shelter and agricultural production through a
generous asylum policy (the Refugee Act of 2006 and the Refugee Regulations of 2010).
Furthermore, Uganda demonstrates how a progressive refugee policy is economically and socially
advantageous for both refugees and their host communities. As a guiding principle, approximately
30% of the resources of the response is aimed at benefiting host communities. When
communities recognize that refugees are agents of development and that they positively
contribute to the sustainable development of their districts, the refugee asylum space is not only
protected, but strengthened. Whereas the incidence and intensity of poverty have declined, a
large section of the Ugandan population remains vulnerable to poverty.
The country currently hosts more than 525,000 refugees (as of 1 April 2016) which makes it the
8th largest refugee hosting country in the world and the 3rd largest in relation to GDP. Given its
geo-political location, Uganda has continued receiving refugees and asylum seekers from East
Africa and the Great Lakes region. Throughout 2015, the Uganda operation faced three parallel
emergencies from South Sudan, the Democratic Republic of the Congo, and Burundi. More than
100,000 additional refugees are expected to arrive in Uganda by the end of 2016. It is likely that
throughout 2017 – 2020, Uganda will continue to face influxes from countries in the region, in
particular from South Sudan, the DRC, and Burundi. The profile of the new arrivals is likely to
continue to be characterised by a very high proportion of women and children, requiring
specialised services.
In terms of international legal frameworks for the protection of displaced populations, in
September 1976, Uganda acceded to the 1951 Convention relating to the Status of Refugees and
its 1967 Protocol and to the 1954 Convention relating to the Status of Stateless Persons in April
of 1965 with no reservations, but it is not yet a State Party to the 1961 Convention on the
Reduction of Statelessness. The country has also ratified the broader, regional 1969 OAU
Convention Governing the Specific Aspects of Refugee Problems in Africa in 1987. In February
2010, Uganda ratified the African Union Convention for the Protection and Assistance of the
Internally Displaced Persons (IDPs).
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Uganda Protection and Solutions Strategy
Protection and Solutions Opportunities
Asylum
The firm commitment to refugee protection, the enabling policy environment and the settlement
approach, where refugees live in villages alongside host communities and are allocated land for
shelter and agriculture, provide refugees with some of the best prospects for dignity, normality
and self-reliance found anywhere in the world.
Creative Solutions
Uganda has created an environment allowing refugees to increasingly enjoy their rights to live a
normal life similar to that of the citizens of the host country. Leaving no-one behind, the Uganda
National Development Plan (NDP II 2015/16 -2019/20) uniquely integrates refugees into national
development planning through a Government strategy called the Settlement Transformation
Agenda (STA). The Government requested a soft loan of USD 50 million from the World Bank (WB)
for the implementation of the STA. Furthermore, the UN Country Team and the World Bank have
adopted “Refugee and Host Population Empowerment” (ReHoPE), a multi-year joint framework
for self-reliance and resilience programming for refugee and host communities, with a focus on
sustainable livelihoods and integration of social services. Peaceful coexistence initiatives, both
between refugee groups and between refugees and host communities, constitute a policy priority.
Uganda is hence at the forefront for transitioning from humanitarian aid to solutions prospects
in protracted refugee situations, in particular by linking development and humanitarian
approaches. The success of this progressive multi-dimensional approach for solutions does
however depend on continued substantial support and investment towards both humanitarian
emergency relief and development interventions in refugee hosting districts.
In May 2015, the Government of Uganda recommended the pursuit of an interim solution such as
long-stay residence permits for a caseload of 15,000 long staying refugees as a pathway towards
eventual naturalization. An Inter-Ministerial Taskforce has been constituted to look into the
requirements to enable the full implementation of this outcome. The Government is further
committed to exploring the possibility of providing naturalization to 2,318 individual refugees who
all arrived before 1995.
Resettlement
As of 2012, discussions on a Comprehensive Solutions strategy were concluded for the DRC
population. After extensive consultations with the resettlement countries and host countries, the
multi-year vision has as its main objective to resettle at least 15,000 Congolese refugees from the
region between 2012 and 2017. Since the start of the initiative, Uganda has submitted 12,904
Congolese refugees for resettlement (as of December 2015). Resettlement continues to be an
important element of refugee protection in Uganda, and will require continued availability of
resettlement spaces and resources to process resettlement.
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Uganda Protection and Solutions Strategy
Voluntary repatriation
Whilst some spontaneous returns do occur, large scale voluntary repatriation is not taking place as
of April 2016, and is unlikely to start in 2016. Depending on the political developments in the region
and the country of origins, more voluntary repatriation may start in 2017 (for example to South
Sudan), with further possibility for voluntary repatriation from 2018 to 2020.
2. Key stakeholders
The initial multi-year planning process involved intensive joint planning meetings, workshops and
sector consultations conducted by the Office of the Prime Minister (OPM), UNHCR, District Local
Government (DLGs), refugees, partners, development actors and other UN agencies at different
field locations and in Kampala. Validation workshops were held at Kampala level with OPM,
UNHCR, partners and bilateral donors to review the different multi-year plans and strategies and
reference was made to a number of existing planning frameworks.
With the 2016 review of the Protection and Durable Solutions Strategy, reference is also made to
newly finalized documents such as the National Development Plan (NDP II), District Development
Plans (DDPs II) and the UNDAF 2016-2020, as well as to recent updates and progress on the STA
and ReHoPE frameworks. The views of many Uganda based partners have been incorporated
through a consultative process, which is still ongoing.
The host communities and refugees themselves are key stakeholders, whose talents and skills need
to be harnessed and supported and for whom the solution prospect interventions must create real
dividends to strengthen social cohesion and the asylum space.
The overall coordination of the refugee protection and response system in Uganda is led by the
Office of the Prime Minister (OPM), while operational response coordination is co-led by OPM and
UNHCR, supported by UN agencies, partners and donors. Through the Settlement Transformative
Agenda (STA), refugees have been prioritised in the Uganda National Development Plan. The
ReHoPE framework has been endorsed by the UN Country Team and the World Bank. The Local
Development Partnership Group (LDPG) is the apex coordination forum for development partners
in Uganda and is the main coordinating body for bilateral donor support to the Government of
Uganda’s vision and development plans. LDPG is informed by the work of thematic and sector
Development Partner’s Groups.
In relation to political/legal dimensions, key stakeholders include the Uganda Parliament which
need to approve the WB soft loan and Government’s involvement in peace and security efforts in
the region. The Great Lakes Refugee Core Group, comprised of key bilateral stakeholders, is
another important partner. Its terms of reference is to promote solutions for refugees in the Great
Lakes region.
For economic empowerment opportunities key stakeholders include Government (national and
district), WB, UN agencies, development partners, operational and implementing partners (IPs),
private sector and refugees and host communities, who will all play a key role.
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Uganda Protection and Solutions Strategy
3. Vision
With the support of the combined resources by UNHCR, the UNCT, bilateral and multilateral
development partners, NGOs, and Ugandan host communities, the Government of Uganda
ensures that refugees are protected, live in safety and dignity, and progressively attain lasting
solutions.
The strategy targets refugees and host communities in nine refugee hosting districts in Uganda,
including Kampala. The successful implementation of the strategy will achieve the following:

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
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

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
Continued provision of life-saving refugee protection and emergency response. The firm
commitment to refugee protection and a progressive refugee policy will be upheld and
implemented, including the provisions in the National Development Plan (NDP II).
Assistance interventions in refugee settlements will be progressively carried out in tandem
with national policies and standards.
District Local Governments in nine refugee hosting districts, and local authorities in
Kampala, increasingly engage in social service delivery in all refugee settlements and
include all refugee settlement areas in their development and management plans and
accredit social services facilities with Government Line Ministries.
35-50% of persons of concern (POCs) receive the vast majority of their social services from
Government service provider
35-50% of POCs have at least one member engaged in agriculture or non-farm economic
activity earning a surplus above consumption that significantly reduces the household’s
need for care and maintenance
50% of POCs have fully graduated from food assistance (linked to the time-tier system)
30 development partners (including the World Bank and private sector) have prioritised
programmes for refugee hosting districts benefiting both refugees and Ugandan host
communities, and linked programmes and funding to the STA and ReHoPE frameworks
(signature to joint strategies, or MoUs).
An estimated 293,000 refugees will achieve durable solutions and a further 35-50% of all
remaining POCs will significantly progress towards “creative solutions”, especially in the
form of self-reliance, and leading normal lives similar to that of the population of the host
country. Formal durable solutions may include:
o By the end of 2020, over 20,000 refugees will have been resettled to third countries.
o By end of 2020, some 15,000 long staying refugees will have achieved an interim
solution such as long-stay permits as a pathway towards eventual naturalization.
o An estimated 258,000 refugees who voluntarily return home in safety and dignity
will be supported, and are prepared to contribute to rebuilding their country.
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Uganda Protection and Solutions Strategy
4. Strategic objectives and milestones
Strategic Objective 1: Protection including emergency response
Preserve equal and unhindered access to territory and protection space and promote the full
enjoyment of rights, while maintaining the civilian character of asylum. Life-saving multi-sector
emergency response continues in line with refugee influx trends.
Strategic Objective 2: Peaceful co-existence with local communities promoted
Refugees live in safety, harmony and dignity with host communities, and together protect their
natural environment while contributing to social cohesion. UNHCR, along with Government and
other UN agencies, successfully attracts resources from development partners, private sector,
academia and other partners to benefit refugee and host community populations, thereby
promoting peaceful-co-existence.
Strategic Objective 3: Sustainable livelihoods improved
UNHCR, along with other UN agencies, development partners and the private sector, will work with
the Government to foster economic self-reliance for refugees and host communities, and thereby
contribute to socio-economic growth. Focus areas will include Agricultural Productivity and Value
Addition and Business Development and Employment, with Environment as a key cross-cutting
consideration.
Strategic Objective 4: Social service delivery is integrated with local governments
UNHCR and development partners progressively enhance social service delivery capacity in
refugee-hosting areas, with a view to integrating services with local government systems, Including
Ugandan Social Safety Nets or “Social Protection” mechanisms.
Strategic Objective 5: Durable Solutions are achieved
Refugees in Uganda return voluntarily to their countries of origin or resettle in third countries, and
those that remain in Uganda progressively move away from dependency towards increased
resilience, sustainable self-reliance and development while attaining full legal rights and
entitlements as accorded to permanent legal residents.
5. Leadership and coordination
The following leadership and coordination roles are foreseen:
 Persons of concern and host communities:
Refugees and host communities are at the centre of the protection and solutions strategy and
participate in shaping the agenda and interventions through consultative processes, needs
assessments and community owned management and delivery mechanisms. Accountability to
affected populations (refugees and host communities) will be a prime principle of all interventions.
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Uganda Protection and Solutions Strategy
 Government of Uganda - National Authorities
The Office of the Prime Minister (OPM) will continue to lead and coordinate the refugee
interventions with all national and external partners. OPM will lead the implementation of the STA.
OPM is also contributing to the design and implementation of ReHoPE. OPM will continue to cochair the inter-agency coordination for emergency responses. In addition, the Government will
chair the Uganda Solutions Alliance Group, to support solutions efforts including the STA, ReHoPE
and other solutions efforts. The Government is responsible for the overall security and
management of refugee settlements, including land management. Relevant line Ministries
(especially water, education and health) will facilitate the integration of social services in refugee
hosting districts.
 Government of Uganda – District Local Governments (DLGs)
DLGs have a leadership role in terms of increasingly integrating refugees in district development
and management plans. They will spearhead the integration of services with guidance by OPM and
relevant line Ministries.
 UNHCR:
UNHCR will continue to support the Government of Uganda with refugee protection and
assistance, through life-saving emergency response delivery, solutions-oriented programmes in
refugee hosting districts, as well as with coordination and advocacy. UNHCR will continue to colead the refugee response with OPM, and co-chair the inter-agency coordination for emergency
response. UNHCR will implement and advocate for solutions-oriented approaches in refugee
protection in Uganda. When it comes to host community needs, UNHCR’s main role will be as a
facilitator and convener to attract development funding and actors to support the refugee hosting
districts. UNHCR will support the establishment of the multi-partner ReHoPE framework and the
Uganda Solutions Alliance Group. The agency will serve as the Secretariat for ReHoPE and for the
Uganda Solutions Alliance Group, facilitating the progress of these initiatives and supporting the
co-chairs. UNHCR will co-chair the UNDAF Outcome Result Group 1.4.
 UN agencies multi-lateral agencies:
The UN Resident Coordinator (UNRC) will continue to coordinate Resident and Non-resident UN
agencies in Uganda as well as the UN Development Assistance Framework (UNDAF) which has a
specific outcome on Peace, Security and Resilience (1.4), of which ReHoPE is a sub-set. The UNRC
will co-chair the Uganda Solutions Alliance Group. The UNRC will also lead the ReHoPE framework
and its implementation. The framework has attracted WB championship and it is expected that UN
and WB will jointly mobilize resources for ReHoPE. Already funds have been secured through the
UN-WB Fragility and Conflict Partnership Trust Fund for the design of ReHoPE. This is the first time
the two organizations are jointly working to develop a displacement specific strategy in support of
refugee and host communities, and with the involvement of the Government. The WB is further
supporting the financing and design of the STA.
 Bilateral partners
Since its inception in 2013, the Great Lakes Refugee Contact Group has expanded beyond
resettlement to include promotion of solutions for refugees in the Great Lakes region. Members
include bilateral partners (at Ambassador level), bilateral development organizations, and by
invitation other UN agencies. The Local Development Partnership Group (LDPG) is the apex
coordination forum for development partners in Uganda and is informed by the work of thematic
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Uganda Protection and Solutions Strategy
and sector Development Partner’s Groups. This group is expected to play a key role in terms of
capacitating Government for local development governance. It is expected that the majority of
development partners will be engaged in a Uganda Solutions Alliance Group.
 National and international NGOs:
National and international NGOs will align their approaches and interventions to the strategic
vision of the Government and to regularly report on progress and results, including impact. NGOs
participate in inter-agency coordination of the emergency response, as well as in relevant
development oriented initiatives and coordination mechanisms. The Uganda National NGO Forum
(UNNGOF) is an independent and inclusive national platform for NGOs in Uganda, of which most
partners are members. NGOs will take the lead for ensuring coordination, coherence and mutual
learning of programmes at field level. Key partners will include organisations promoting either
community owned approaches, or innovative practises, such as for example Give Directly.
 Private sector.
The private sector will extend skills, knowledge, innovation, resources and business opportunities
to refugee hosting districts. Key partners include Yunus Social Business, the Private Sector
Foundation of Uganda (PSFU), and other private sector partners.
6. Implementation of the strategy
Geographic areas covered
The strategy will be implemented in the following nine refugee hosting districts in Uganda:
Adjumani, Arua, Hoima, Isingiro, Kamwenge, Kiryandongo, Koboko, Kyegegwa and Kampala.
Programmatic priorities
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Asylum institution capacity building;
Multi-sector life-saving emergency response;
Child protection;
Prevention and response to sexual and gender based violence;
Promoting integrated service delivery in the education, health and water/sanitation
sectors;
Sustainable livelihoods, with a particular focus on youth;
Resettlement;
Support to voluntary repatriation in safety and dignity when feasible.
Sequencing of the response
Life-saving emergency response, and resettlement, will continue throughout 2016 – 2020.
To achieve “creative solutions” in asylum, through socio-economic integration, intense up-front
investment and interventions in district level service infrastructure (health, schools, WASH) will be
required in 2016/17, in particular by development partners and through the STA and ReHoPE. In
2018/19, infrastructure investments will gradually reduce, depending also if new refugee
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Uganda Protection and Solutions Strategy
settlement areas need to be opened. This up-front investment will lay the required foundation for
District Local Governments and Line Ministries to increasingly engage in social service delivery in
refugee settlements.
From 2018 to 2020, support for Government running costs for integrated social service delivery
will gradually have to be scaled up, on the part of all partners to this strategy, in particular
development partners. This will allow line Ministries and district authorities, who are already
running services with limited stretched budgets, to provide integrated social services to both
nationals and the refugee population.
Basic livelihood interventions will continue to form an integral part of the emergency response.
For more substantial impact on self-reliance, intense up-front investment is required in livelihood
related infrastructure (post-harvest handling facilities, skills training centres, market access etc.)
from 2016 onwards, decreasing in 2019, laying the foundation for all populations in refugee hosting
districts to stand a chance to improve self-reliance and economic prosperity. Voluntary repatriation
will be supported as required, likely not to start at larger scale before 2017.
Targeting
Interventions will continue to be targeted to the specific needs of persons of concern, with respect
to age, gender and diversity considerations. Particular attention will be paid to women and
children, who currently represent 86% of all refugees in Uganda. Food assistance for refugees will
continue to be targeted based on the time-tier system in place. More specific targeting will be
applied for livelihood interventions, linked to the time-tier system.
Advocacy
The main vehicles for advocacy will be ReHoPE, the STA, the Uganda Solutions Alliance Group and
the humanitarian Refugee Response Plans (RRPs), all accompanied by communication plans,
effective data and information management, and bilateral advocacy interventions.
7. Risks
Major risks and their mitigation measures include:
Strategic Positioning (high likelihood): If the long term vision of the strategy is not well
understood by all stakeholders then it may lead to poor relationships and lack of coordination. This
risk will be mitigated through ongoing staff sensitization, the creation of a platform for stakeholder
consultations (such as the Uganda Solutions Alliance Group), and the leveraging of global
developments and attention to the humanitarian-development nexus.
Resource Mobilization (high/medium likelihood): If a major influx diverts available funding, or if
sufficient development funds are not provided for the STA and ReHoPE, the new self-reliance and
resilience objectives will not be achieved. If development partners do not support line Ministries
and districts with both service infrastructure and running costs of integrated social service delivery,
then the response risks falling back to a system of parallel humanitarian service delivery. This is
also linked to the strategic positioning of the response.
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Uganda Protection and Solutions Strategy
This risk will be mitigated through systematic engagement and advocacy with development
partners for a clear appreciation and commitment towards the fact that longer-term strategic
visions for a reduction in humanitarian costs over time may require higher investments up-front,
and reduced cost for integrated social service delivery later on. The positive attention Uganda is
receiving globally for its refugee protection and management is promising.
Host Community Relations (high/medium likelihood): If the refugee population in the urban
areas continues to increase, if the host community relationship is not properly managed, or if
environment issues are not addressed properly, this could lead to tensions and poor relations
between refugee and host communities, resulting in conflict and lack of integration of social service
delivery. This risk will be mitigated through programmatic priorities for socio-economic integration
and peaceful co-existence.
Basic needs and services (medium likelihood): If District Local Governments and Line Ministries
fail to take over integrated social service delivery and insufficient funds are available, service
standards could drop, with the result that refugee assistance will not meet minimum standards,
refugee well-being will be affected and the asylum space could shrink. This risk will be managed
through extensive capacity building programmes and advocacy/support for sufficient resources for
District local Governments to run integrated service delivery.
Human Resources (medium likelihood): If partners to the strategy and their staff do not engage
in the vision of the strategy and change management, the quality of delivery in relation to the
strategic objectives could be compromised, resulting in poor planning, delivery and quality of
assistance to refugees. Each party to the strategy will have to review and enhance engagement in
platforms for stakeholder consultations and ensure adequate human resource allocation.
8. Resource mobilization and communication
Resources for the multi-year strategy 2016-2020 will be raised from six sources.
(a) Development donors including the multilateral financial institutions will be encouraged to
include refugee-hosting districts within the scope of their existing and planned development
programmes (i.e. PRDP 3 and NUSAF 3);
(b) The Ugandan central and local governments will be called upon to allocate a greater share of
their resources to the self-reliance objectives of the strategy, through the STA of the NDP II as well
as regular government allocations;
(c) Development donors and UN agencies (from core funds) will be encouraged to contribute to
the STA/ReHoPE programming frameworks;
(d) UNHCR will continue to mobilise funding for the required humanitarian and solutions-oriented
programmes to achieve the implementation of this strategy;
(f) Private sector contributions, including public-private partnerships, will be encouraged (as in the
Koboko model of cost-sharing between UNHCR, the local Government, an international NGO, a
private sector company and a Ugandan commercial bank);
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Uganda Protection and Solutions Strategy
(g) Contributions from academia in terms of research for advocacy and communication on the
Uganda model and for programme design. This will include the three thematic groups of the Global
Solutions Alliance1.
A digital platform for #UgandaReHoPE will be established as an information and knowledge-sharing
platform to update stakeholders on progress and brand the Uganda operation nationally,
regionally and globally.
UNHCR’ data portal components dedicated to the refugee responses in Uganda (under
http://data.unhcr.org) will continue to make available data on the inter-agency refugee responses,
including refugee population statistics.
9. Internal UNHCR considerations – INTERNAL USE ONLY
Because of the essential nature of protection and emergency response to the UNHCR mandate,
this strategic objective will be prioritized in terms of budget. At the same time, the emergency
response and solutions oriented programming are expected to increasingly converge. This will be
achieved through a focus on building Government capacity and ensuring that minimum standards
are met. All UNHCR sub and field offices will maintain an appropriate level of emergency
preparedness in line with the regularly updated country level contingency plans. Subject to the
situation in the countries of origin, and refugees’ return intentions, especially in 2018/19, all offices
will foresee activities either accompanying spontaneous voluntary repatriation, or activities
supporting voluntary repatriation in safety and dignity.
The strategy envisages higher cost in 2017 especially for developing new refugee settlement areas
in line with continued high influxes, and subsequently a reduction in costs in 2018 and 2019 due
to the gradual integration with local government service delivery systems.
Indicative UNHCR Budgets (US$)
2017
OL
AOL
2018
Total
OL
AOL
2019
Total
OL
AOL
Total
Staffing
9,728,732
1,392,151
11,120,883
13,509,431
642,169
14,151,600
13,786,849
364,782
14,151,631
ABOD
5,537,287
910,875
6,448,162
6,320,068
840,000
7,160,068
6,130,000
286,200
6,416,200
OPS
35,746,623
246,012,073
281,758,696
30,003,445
120,013,782
150,017,227
26,215,159
104,860,637
131,075,796
51,012,642
248,315,099
299,327,741
49,832,944
121,495,951
171,328,895
46,132,008
105,511,619
151,643,627
1
Private Sector engagement, Rule of Law and Data, Research and Performance measurement
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Uganda Protection and Solutions Strategy
Total
Budget
The budget for 2020 will be developed at a later stage.
The UNHCR country office in Uganda will require increased targeted support for livelihoods
expertise, in terms of staffing scope and expert capacity. Coordination related functions for both
emergency and development oriented partnerships need to be further strengthened, in particular
in light of UNHCR’s Secretariat role for ReHoPE and the Uganda National Solutions Alliance. In case
of major refugee mass influxes, the support by UNHCR’s global emergency services and stockpiles
will be required.
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Uganda Protection and Solutions Strategy
Annex A: Population projections
Country
of
Origin
DR
Congo
South
Sudan*
Burundi
Somalia
Eritrea
Ethiopia
Rwanda
Total
2015
End of
the
year
2016
New
influx
RST
2017
VolRep.
New
influx
2018
2019
RST
VolRep.
New
influx
RST
VolRep.
New
influx
RST
VolRep.
214,279
40,000
3,000
0
40,000
4,000
10,000
20,000
4,000
20,000
10,000
4,000
30,000
200,278
30,553
35,000
22,355
0
0
40,000
25,000
20,000
15,000
10,000
5,000
5,000
2,000
5,000
2,000
5,000
512,966
102,355
2,000
110,000
14,200
60,000
55,000
30,000
200
50
200
20
15
15
4,500
50,000
5,000
2,000
150
50
200
20
15
15
4,450
30,000
3,000
5,000
75
50
200
20
15
15
4,375
0
2,200
67,856
25
25
200
20
15
15
3,300
13
2,000
87,000
Uganda Protection and Solutions Strategy
Annex B – Strategic Objectives and Milestones Table
Strategic
Objective
Impact
Indicator
Identify no
more than
two impact
indicators
that will
measure
achievement
of the
objective
1.Protection
including
emergency
response
Baseline
2016
Provide a
baseline for
the impact
indicator if
available
a) % of asylum
seekers
with
access to territory
equitable and fair
status
determination,
registration and
documentation.
b) Mortality rate
a) 100%; since
March 2015,
the
registration of
refugees
is
directly
carried out by
the
Government
of
Uganda
through OPM.
Documentati
on enhanced,
but not yet for
all refugees;
access to birth
certificates
not
yet
comprehensiv
e.
b) 0.01 /
10,000 ind. /
day
2017
2018
2019
2020
Set draft milestones for achievement of the
strategic objectives, for each year of the
strategy
a) RIMS and
PROGRES
harmonizat
ion
completed;
refugee ID
cards for
100%
of
refugees;
100%
access to
territory
b)Mortality
rate does
not
increase)
a)
100%
across;
birth
registr
ation
enhanc
ed
b)
Mortali
ty rate
does
not
increas
e)
a)
100%
b)
Mortali
ty rate
does
not
increas
e)
a)
100%
b)
Mortali
ty rate
does
not
increas
e)
Op.
Lead
Existing initiatives and identified gaps
Key Programme Areas
Identify ongoing initiatives supportive of each strategic
objective and relevant actors / Add any identified gap that
still needs to be addressed
Identify programme
areas that partners
will pursue to achieve
the objective over the
duration of the
strategy and respond
to the gaps identified
(this could be done by
expanding
programming under
an existing initiative or
creating new
programmes)
Identify leads for each
programme area
identified and other
contributing actors
Registration
Documentation
OPM
UNHCR,
IPs,
UN
partners
OPM
UNHCR,
Uganda
Police,
UNFPA,
UNDP,
National
Police
Academy in
Masindi
OPM,
UNHCR
NGO and
UN partner,
district
local
governmen
ts,
line
Ministries.
a) An automated synchronization between RIMS and
PROGRES has been agreed upon (software to be developed)
to allow UNHCR to effectively carry out protection and
solutions-related activities; 100% of refugees hold new
refugee ID cards; 100% of births receive birth certificate.
b) A new semi-permanent shelter approach, reducing disease
occurance related to in-appropriate shelters; sufficient basic
life-saving services in all new refugee settlement areas.
Gaps: BIA/BID file for every unaccompanied and separated
child. Provision of IDs and birth certificates for all new born
refugees and children under 5. Implementation of i the joint
UNICEF-UNHCR Child Protection Information Management
Physical and
Protection
and
Legal
Scale up SASA! Approach for SGBV. Community-based
protection and provision of targeted assistance to the most
vulnerable.
A solid gender strategy given the refugee demographics.
14
Multi-sector life-saving
emergency response
Partners
Uganda Protection and Solutions Strategy
Support to Persons
with Specific Needs,
including
Child
Protection (as per
strategy 2016-2020)
and SGBV
Strategic
Objective
Impact
Indicator
a) Extent local
communities
support continued
presence of
people of concern
2. Peaceful
co-existence
with
local
communities
promoted
b) Number of
development
partners/IFIs/
private
actors
linking
programmes and
resources
to
STA/ReHoPE
(through strategy
plan or MoU)
Baseline
2016
2017
2018
2019
a) tbc.
General
positive
sentiments.
Proxy
indicator to
use is number
of incidents
reported in
2016
b) 6 in early
2016
(Japan/JICA,
WB, EU,
USAID, YSB,
Koboko)
a) Large
a)
Large
Existing initiatives and identified gaps
Key Programme
Areas
Op. Lead
Partners
a) Discussions ongoing with UN Pulse Lab Kampala and the
Global Solutions Alliance thematic group on Performance
measurement, Data and Research on identifying an indicator
to measure host community sentiment (possibly real-time)
Address root causes
of conflict while in
asylum
DLG,
OPM, UN
agencies
IPs,
Civil
Society
Advocacy
and
Engagement
with
Development
Partners to direct
resources to refugee
hosting districts and
refugee settlements
DLG,
OPM,
UNHCR
UN
agencies,
WB
DLG,
OPM, UN
agencies
WB,
Partners,
Private
sector, Civil
Society,
Academia
DLG,
OPM, UN
agencies
Communiti
es, MIT, IPs
2020
a)
Large
Gaps:
Need to identify indicator to measure host community
sentiment over time.
a)
Large
Continuous engagement with DLGs on DDPs and clear STA
guidance. STA and ReHoPE design to be initiated (Lead
designer to be engaged). Development partner mapping by
district and sector. Systematic recording of resources linked.
20. STA priorities on Environment by district to be clarified.
b) 30
Building new and
innovative
partnerships
with
private sector and
other
actors
to
support self-reliance
and resilience efforts
Fostering co-creation
between
refugees
and
host
communities
for
locally-driven
solutions
and
innovations
to
community problems
Environmental
protection
and
Energy as per the
SAFE strategy 20162020
b) 12
b) 20
OPM,
UNHCR
UNICEF,
UNFPA, UN
Women,
IPs, SASA!,
DLGs,
NGOs,
b) 25
15
DLG,
OPM, UN
agencies
Communiti
es, IPs
Uganda Protection and Solutions Strategy
Strategic
Objective
3.Sustainable
livelihoods
improved
Impact
Indicator
Baseline
2016
a)% of Refugee
and % of Host
community HH
who have at least
one member
engaged in
agriculture or
non-farm
economic activity
earning a surplus
above
consumption that
significantly
reduces the
household’s need
for care and
maintenance
a) To be
calculated
using Food
Security and
Nutrition
Assessment
survey of Dec
2015
b)% of POCs have
fully graduated
from food
assistance (linked
to time-tier
system)
b) In April
2016 72,000
(or 13%) of
HH still on
food aid after
5 years
2017
a) 15%
2018
a) 25%
2019
2020
a) 30%
a) 3550%
Existing initiatives and identified gaps
Ongoing initiatives and ReHoPE building blocks include the
Public Private Partnership in Koboko for commercial scale and
collectivised agricultural production; the collaboration with
JiCA PriDE project promoting high-value added rice production
for host and refugee communities ; the OPM-WFP-UNHCR
self-reliance project for refugees and host communities with a
focus on post-harvest handling and income generating
activities and the OPM-Yunus Social Business-UNHCR
partnership to build refugee and host community social
capital and livelihoods through capacity building and
financing of entrepreneurs.
WB-UN partnership established for ReHoPE design and
resources mobilized from UN-WB Trust fund. WB soft loan
towards STA to be approved end May 2016.
Work with groups such as FFS, SACCOs, VSLAs, CTAs etc.
b) 15%
b)25%
b) 35%
b) 50%
Gaps:
Comprehensive support that impacts on the entire local
economy
and
goes
from
transactional
to
transformational.STA and ReHoPE design to be initiated (Lead
designer to be engaged as well as Livelihoods advisor). STA
priorities on Sustainable Livelihoods by district to be clarified,
as well as support through WB soft-loan towards sustainable
livelihoods. A livelihoods strategy covering both urban and
settlement specific strategies, as well as a gender strategy visà-vis livelihoods.
16
Key
Areas
Programme
Agricultural
Productivity
Value Addition
Business
development
Employment
and
and
Emergency
livelihoods support
Op.
Lead
Partners
DLGs,
GoU
(MAAIF)
Agr.
Sector,
OPM,
UN
agencies
Farmer
groups and
cooperative
s, private
sector,
microfinance
institutions,
IPs,
UN
agencies
DLGs,
OPM,
UN
agencies
CBOs,
DLGs,
private
sector,
microfinance
institutions,
IPs,
UN
agencies
DLGs,
OPM,
UNHCR
Refugees,
IPs,
UN
agencies,
microfinance
institutions,
Uganda Protection and Solutions Strategy
Strategic
Objective
Impact
Indicator
Baseline
2016
2017
2018
2019
2020
a)3550%
4. Social
service
delivery is
integrated
with local
governments
a) Percentage of
POCs receiving
the vast majority
of their social
services from
Government
service provider
b)
Number of
DDPs
which
include refugee
settlement areas
/STA in their
development and
management
plans
a)
tbc
a) 15%
a) 25%
a) 30%
b) 0 (STA still
under
development
as DDPs
being
finalized early
2016)
b) 2
b) 5
b) 8
b) 9
Kampa
la has
no
refuge
e
settlem
ent but
should
still
integra
te STA
Existing initiatives and identified gaps
a) Support to DLG on coding of schools, support to DLG with
facilities and teachers. Construction undertaken as per DDPs
Increased coordination with MoH. Support to support to DLG
with facilities for health staff to perform functions, efforts to
ensure vertical government programmes benefit refugee
hosting districts, re-orientation of partners’ approach.
Construction undertaken as per DDPs.
b) Engagement between National Planning Authority, OPM
and UNHCR on DDPs ongoing
Gaps:
DDPs may make reference to refugees but do not include needs
and issues settlement areas. DLG capacity to meet minimum
national standards.
District Officers taking lead for coordination, training.
Full staffing of government facilities.
Adequate training of government staff to effectively perform
functions.
Adequate resourcing of government facilities to meet demand.
Primary school enrolment.
Secondary school access.
Vocational training opportunities and centres offering courses
that are national certificate and diploma accredited.
Youth centres and access to ICT
Key
Areas
Op.
Lead
Partners
Systematic
engagement
with
local governments to
integrate refugees
and
settlement
programmes within
district development
plans
UN
agencies,
WB
DLGs, OPM,
NPA, IPs
Education
DLGs,
GoU
(MoES),
Edu.
Sector,
UN
agencies
(with
UNICEF
Lead)
OPM, IPs
Health and Nutrition
DLGs,
GoU
(MoH),
Health
sector,
UN
agencies
OPM, UN
agencies,
IPs
WASH
DLGs,
GoU
(MoH),
WASH
sector,
UN ag.
OPM, IPs,
Private
sector
Refugee health working group to be established. Upgrading of
health centres and support to district referral hospitals.
Implementation of Village Health Team strategy. Appropriate
infant and young child feeding practices.
Meeting minimum litres of water per day.
Household latrines (currently at 70%)
17
Programme
Uganda Protection and Solutions Strategy
Strategic
Objective
Impact
Indicator
a) Number of long
staying refugees to
have
achieved an
interim solution such
as long-stay permits
as a pathway towards
eventual
naturalization
5.Durable
Solutions
are
achieved
b)
Number
of
refugees resettled by
year
Baseline
2016
a)
Interministerial
task-force
formed
to
investigate
opportunity
for long-stay
permits for
15,000
refugees.
b) 3,300
2017
a) 0
b) 4,357
2018
a) 10,000
2019
a)
12,000
2020
Existing initiatives and identified gaps
a)
15,000
b) 4,450
b)
4,500
b)
3,400
c) 55,000
c)
87,000
c)
100,00
0
a) The Great Lakes Refugee Core Group chaired by the US
Ambassador and comprised of resettlement countries and
others was facilitated by UNHCR and this groups leads
advocacy efforts for durable solutions
Government is further exploring the possibility of providing
naturalization to 2,318 individual refugees who all arrived
before 1995
Gaps:
Resettlement is unlikely to provide a durable solution for more
than 0.5% of refugees
Key
Areas
Programme
Explore
voluntary
repatriation
and
creative solutions for
long-stayers
Resettlement
c) Number of
voluntary returns
annually
c)2,000
planned
c) 14,200
18
Op.
Lead
Partners
GoU,
UNHCR
Countries
of origin
UNHCR
OPM, IOM,
Resettleme
nt
countries;
The Great
Lakes
Refugee
Core Group