FOREWORD

Forum for Democratic Change (FDC) emerged out of a protracted struggle for

a democratic dispensation in Uganda. It was formed out of the coalescence

of various pressure groups that had been at the forefront of the struggle.

FDC was eventually registered on the 16th December 2004.

The end of 2004 was the watershed from one-party system to a multi-party

political system, with the first multi-party elections in over 20 years

scheduled for early 2006. FDC was therefore launched at the deep end of

the political pool. The Party was being formed against a background of very

limited experience in party formation and functioning. It was also formed at

a time of very intense political jostling, with the ruling NRM using every

means to cripple the opposition parties ahead of the anticipated electoral

contests. Consequently, the newly born FDC had no time to build a

comprehensive legal and administrative framework, grassroots structures,

fundraising systems, etc. These formative challenges accounted for a

significant part of the weaknesses that were experienced during the 2006

national and local government elections.

When the electoral contests were concluded, it was vitally important for the

FDC to generate a strategic plan for the building and entrenchment of a

vibrant and efficient political party. The plan is based on an analysis of the

whole political situation by the FDC leadership in consultation with the broad

party membership. The plan provides a comprehensive and calibrated

schedule of activities to be undertaken in the period from 2006 to 2011. It

also focuses responsibilities in implementation of the plan to the various

accountable offices of the party.

The strategic plan offers the FDC members an indication of what the party

will be doing in the stated periods. The plan is not cast in stone; it can be

adjusted and improved on as we go along. Members and FDC leaders should

therefore feel free to make suggestions to the Secretary General in this

regard. The plan however, provides a concrete basis for the FDC leadership

to offer accountability to the party as to its performance.

I take this opportunity to thank all those who have worked hard to produce

the very first 5-year FDC strategic plan. The party is especially grateful to

the International Republican Institute (IRI) for their dedicated support to the

process of developing and publishing this plan.

The challenge ahead of us is to diligently implement the plan. This will be

the test of the superiority that our party claims over all the others. When we

have successfully implemented the plan, the FDC will definitely be

unstoppable in providing our country with the government it badly desires.

One Uganda, One People.

Col. (Rtd) Dr. Kizza Besigye

Party President FDC

20 March 2007

INTRODUCTION

The FDC strategic plan embodies the aspirations and commitments by the

Party over the five years, 2006-2011. It is a reflection of the areas that will

receive maximum attention and the most resources available to the party. It

is a product of a wide range of consultations with members, experts, party

officials, the Party National Executive and the Party National Council.

The emphasis in this strategic plan is on the development of Party structures,

membership recruitment, creation of a functional National Secretariat and

resource mobilization. There is much to do but with limited resources and

time.

In a bid to attain its main goal of building a viable party that will assume

national leadership in 2011, there is need for commitment and goodwill from

the entire membership, well wishers and friends of the Party. Resources will

be mobilized locally and internationally to achieve this noble cause.

Together we will achieve our aspirations in this strategic plan.

One Uganda, One People. For God and My Country

Alaso Alice Asianut (MP)

Secretary General FDC

MISSION:

FDC is a political party that seeks to change Uganda into a truly prosperous

and united nation in which people live in peace and dignity under an honest

government through:

a) Building institutions that promote democratic governance and

accountability.

b) Developing a sense of nationalism based on justice and equity

c) Creating opportunities that will empower people socially, politically and

economically.

VISION:

Democratic, peaceful, prosperous and unified Uganda adhering to principles

of equity, freedom, social justice and reconciliation

STRATEGIC OBJECTIVES

1. Sustainably raise, manage and utilize financial resources in an

efficient and accountable manner

Every organization requires sufficient resources to run its programs. FDC

needs to create an effective system to properly fundraise and manage

resources that will aid it in achieving its goals.

The party found it necessary to create a five year plan and budget for raising

funds. This will be developed by a fundraising committee of skilled members

of the party. Sub-committees will also be created at the district level and in

the diaspora to aid the central committee in implementing the plan. The

party will also set up an investment company that will complement the

fundraising efforts for the party programs.

The accounting systems are to be reviewed and evaluated and measures set

to strengthen them. The party will identify and recruit people to manage

finances at the national and district levels. A finance manual will be

developed with mechanisms of revenue collection and expenditure. The party

will also ensure that appropriate audits are carried out and that necessary

financial reports are submitted in compliance with existing laws.

The activities entailed in implementing the strategy are stipulated in the table

below.

Strategic Objective 1: Sustainably raise, manage and utilize financial resources in an efficient and accountable manner

Sub-Strategic Area Activities Time-line Indicators Persons Responsible

1. FUNDRAISING

a) Draw a five year work plan

b) Draw a five year budget c) Identify members or persons with fundraising skills

within and outside the party

d) Preparation of TORS for the fundraising committee e) Set up and operationalize fundraising committees

i) National ii) Set up diaspora chapter fundraising

committee iii) Set up district fundraising committees

f) Capacity building

I. National fundraising committee II. District fundraising committees III. Diaspora chapter fundraising

committees g) Campaign Fundraising h) Create A Party Investment Company

By 30 Sep 06 By 30 Sep 06 By 31 Aug 06 By 10 Aug 06 By 10 Aug 06 By 10 Aug 06 By Jun 07 By 30 Aug 06 Sep 07 Aug 06 By Jun 07. By Jun 07

Costed and approved work plan Approved budget in place Approved list of identified persons Approved TORS -Committees in place -1st monthly report of the committee -Monthly reports of the fundraising committee -Fundraising plan approved/ approved list of funding sources -Approved mechanism for quantifying voluntary labor and material contributions at national headquarters, in the Diaspora chapters and in the districts -A TOT report on the 1st training for the national committee -Training conducted in every district -A report on the training for each chapter of the diaspora Campaign fundraising sub-committees of the fundraising committees set up A Campaign fundraising plan approved/ list of donors identified Legal opinion on most appropriate company by Oct 2006 Company registered by Dec 2006 Company operationalized by June 2007

TG

2. TRANSPARENCY AND ACCOUNTABILITY SYSTEMS

a) Evaluate existing accounting systems

b) Internal update finance manual

c) Recruit finance manager at headquarters d) Identify committed persons in districts and equip

them with book keeping skills to manage party funds at district level

e) Provide financial management and reporting skills to

party leaders and staff f) Establish value for money audit mechanisms

g) Ensure annual external audits h) Filing statutory financial reports to the electoral

commission and other bodies.

By Mid Jul 06 By Aug 2006 By 30 Sep 06 By Jul 07 May 07 Aug-Sep 07 By 30 Sep 06 By 30 Dec 06 By 30 Jun every year

-Independent evaluation report and proposals on how to strengthen the accounting system presented to NEC. -Proposed TORs for the finance consultant Approved Finance manual -Approved revenue collection and expenditure mechanisms at national, district and chapter levels included in the finance manual -TORs of the finance officer developed and approved by Aug 2006 -Recruited personnel in place by Sept 2006 -Approved list of identified persons in all the districts -In house training reports A finance training module developed Party leaders and staff both at national and district level trained in financial management and reporting Value for money audit mechanism established and approved Accountability should be accompanied by an Activity performance report Approved annual external audit reports by June 30th every year Acknowledgement of receipt and the reports

TG

3. SENSITIZING MEMBERS IN ACCOUNTABILITY CULTURE

a) Carrying out sensitization activities at district levels on the culture of accountability

By Jan 08

Incorporate messages on accountability into the party’s information management system All districts covered with sensitization messages

TG

2. Manage information and communication in an efficient and timely

manner to ensure effective operation of the party

Communication is an important aspect of party building. FDC found it vital to

build its internal and external communication system. An effective internal

communication system eases information flow within the party. External

communication builds and develops the image of the party.

To effectively manage the information flow, there is need to set up an

information and communication department. This will have an

Information/Public Relations Officer who will carry out a study on the party

image and create messages that will build the public relations of the party.

The party will also carry out an information audit to complement data

received by the Research Desk. The party will improve the communication

infrastructure at the headquarters to ease the flow of information.

The communication unit will also review the Party publicity policy and

translate, simplify, re-package and disseminate the constitution, manifesto,

party platform and Presidential messages. This is aimed at popularizing the

party at all levels. The unit will also manage regular communication,

including radio shows, press briefings, media outreach, newsletters, and

other communication. It will also be necessary to build the capacity of the

personnel in the department and the Party leaders in information and

communication management. The Party will do an analysis of the

stakeholders and public perception of the Party. An audit will be carried out

quarterly to improve party messages and ensure that the party is carrying

out programs in line with the people’s needs. Opinion polls will be carried out

to track the changes in people’s perceptions.

The table below presents details, persons responsible and timelines under

this strategy to enhance the management of information and communication.

Strategic Objective 2: Manage information and communication in an efficient and timely manner to ensure effective operation of

the party

Sub-Strategic Area Activities Time-line Indicators Persons (organs) Responsible

1. INFORMATION AND COMMUNICATION MANAGEMENT

a) Start an information and communication department

b) Design a job description and terms and

conditions for the Information and Research officer and volunteers

c) Recruit an information and Research officer and

volunteers

d) Carry out an information audit

By Dec 06 By Dec 06 By Jan 07 By Mar 07 By Mar 07

Information and Communication dept established and operationalized Job description and terms of reference and conditions designed An information and research officer hired and six volunteers recruited An audit consultant hired An information audit of the party conducted

SG

2. COMMUNICATION INFRASTRUCTURE

a) Installation of fax and telephones in all district offices

b) Internet facilities operational at party

headquarters

By Jun 07 By end of Sep 06

Fax and telephone lines installed and operational in all districts Internet service operational

SG

3. REGULAR COMMUNICATION

a) Review of the Party publicity policy

b) Hold regular Radio talk shows

c) Conduct weekly press briefings.

d) Meet Media Executives.

Dec 06 Dec 06 Ongoing By Aug 07 Dec 07

-The Communications consultant hired -The Publicity policy reviewed -Publicity guidelines developed Hold radio talk shows on three FM stations in each of the four regions every month. -Hold national weekly press briefings. -Monthly district press briefings held Hold courtesy visits with 10 print media executives and 50 radio

Secretary for Publicity and Information

e) Establish a Rapid Response Mechanism

f) Develop a party newsletter.

g) Presidential messages.

By Dec 06 By Aug 06 Starting Jul 06

and TV executives. -Party Thematic Rapid Response Information committees (PTRRIC) set up and operationalized -Guidelines for the PTRRIC developed Common thematic messages developed -Quarterly Newsletter for 2006 ( last quarter of 2006) -Every two months in 2007 -Monthly from 2008-2011 Deliver four party presidential messages every year.

4. CAPACITY BUILDING

a) Training needs assessment and preparation of training manual

b) Training of party leaders(NEC) and members of publicity committee in information and communication management

c) Training district leaders.

By Mar 07 Apr 07 May 07 By Jun 07 Dec 07 – on going

-A consultant hired -Report of training needs produced -A publicity ToT training manual developed NEC trained in publicity skills and training report available -Training conducted in all districts and reports available -Registration lists of leaders trained

SG Secretary for Publicity and Information

5.SETTING UP OF THEMATIC POLICY COMMITTEES

a) Setting up thematic policy committees (TPC) By Sep 06 TPCs set up SG

6. POPULARIZING PARTY

a) Translation, simplifying, re-packaging and dissemination of, constitution, manifesto, party platform, Presidential messages

Aug 07 – ongoing At least 10,000 copies of every key document produced in Ateso, Luganda, Luo, Runyakitara, Lugbara, Lukonjo, Akarimojong, Swahili, etc., and in circulation.

Secretary for Publicity and Information

7. MONITORING AND EVALUATION

a) Carry out an analysis of the stakeholders and public perception of FDC

b) Carrying out a quarterly audit of the activities of the

publicity and information department c) Undertaking opinion polls (on different issues) to track

changes in public perceptions.

Beginning Jun 07 Apr 07 – ongoing – 10 Dec-07

-A research committee set up and made operational -Develop guidelines for the research committee - A report on annual analysis of the perception Audit report presented 2 opinion polls conducted every year Reports of opinion polls published

SG

3. Establish and sustain effective party membership and structures at

all levels.

In order to strengthen the foundation of a party, the party needs to build

effective party structures at all levels. The party noted that there is a need

to start with a review and amendment of the constitution. It is important to

have a skilled and well trained secretariat that will coordinate party activities

throughout the country. To have a central point for coordinating party

activities, there is need to purchase physical offices to serve as Party

Headquarters.

The party will recruit, train and retain the relevant staff to operationalize the

National Secretariat. An effective National Secretariat will coordinate all

other departments and other structures of the party.

In addition to a strong secretariat, there will be need to strengthen the party

structures at the district and grass roots level. These structures will aid in

recruitment and implementation of Party programs. To meet these

challenges, the party will hold elections for Party positions at all levels,

including the diaspora.

There is also need to increase the size and commitment of the membership.

In the period leading up to the 2011 elections, competition between parties

for members will be fierce. For the Party to build a sustainable membership

and structure at all levels there is need for an effective membership

recruitment and retention strategy.

To ensure that the different levels of party structure communicate well with

other and with membership, the party will set up an efficient internal

communication structure. This will include the development of guidelines,

the provision of necessary communication infrastructure, and the training of

party officials in communication procedures and techniques.

Strategic Objective 3: Establish and sustain effective party membership and structures at all levels

Sub-strategic area Activities Time-Line Indicators Persons (organs) Responsible

1. REVIEW THE PARTY CONSTITUTION

a) Prepare TORs for the Constitutional Review Committee b)Set up a Constitutional Review Committee c)Amendment of the constitution

Aug 06 Aug 06 Sep 06 Oct 06 Apr 07 Apr 07 Nov 07

TORs for the committee in place -A committee set up by NC -Views collected from party members both locally and internationally -Report prepared and forwarded to the NEC -Report adopted by the National Council -Amendments incorporated into the draft constitution Amendments approved by Annual Delegates Conference

Secretary for Legal Affairs

2. ESTABLISH AN EFFICIENT WELL MOTIVATED NATIONAL SECRETARIAT

a) Review the structures and functions of the secretariat :

I. -Analyze current structure II. -Define the functions of the

secretariat b) Develop party personnel policies and job descriptions c) Hire competent staff d) Carry out personnel induction and

development e) Sabbatical attachment for Secretary

General, Executive Secretary and other party leaders and staff

Jul-Nov 06 Aug 06 Aug 06 Sep 06 Oct 06 Nov 06 Nov 06 Dec 06 Jun 07 - 11 Sep 07

Structures and function reviewed -TORs for the consultant developed -Consultant hired -Consultants report received -Induction manual developed -NEC adopts personnel policy -Interviews and recruitment finalized -Induction of party staff conducted Training of party staff conducted SG, Executive Secretary and other party leaders and staff attached to parties in Europe, Africa, Austro Asia and America

SG

3.METHODS OF WORK

a) Schedule and conduct regular meetings and trainings b) Develop meeting guidelines and training manuals c) Establish vetting guidelines and mechanisms/system for elective and appointive offices

Jun 06–on- going Aug 06—on-going

Meeting guidelines and training manual developed and adopted Vetting guidelines, mechanisms and systems adopted and established

SG

4. REBUILD AND STRENGTHEN PARTY STRUCTURES FROM GRASSROOTS TO NATIONAL LEVEL

a)Collect data about the status of the structures

b) Party Electoral commission conducts elections

Nov 06 Jan 07 Mar 07 Mar 07 Apr 07 By Jun 07 Jul 07 Nov 07

-Data collected and verified by districts. -Data delivered to the headquarters -Data analysis report presented to NEC -Elections guidelines reviewed and adopted by NEC -Election Dates set -Elections conducted

- Village - Parish - sub county - Constituency - District level

Reports on elections Annual Delegates conference is held

SG (Organizing Sec)

5. ACQUISITION / BUILDING OF THE PARTY HEADQUATERS

a) HQ office block fundraising plan b) Sharing the plan with potential

supporter/donors c) Acquire land / building for head quarters d) Acquire four pilot regional office buildings

Dec 06 Dec 06 Jun 08 Dec 09

Fundraising plan produced and approved by NEC Funds for office block raised Office Block acquired or built Four regional office buildings acquired

TG SG SG

6.ESTABLISH STRUCTURES IN THE DIASPORA AT CITY, COUNTRY AND REGIONAL LEVEL

a) Conduct City, Country and Regional elections in the diaspora

Jun 07 Jul 07

City, Country and Regional Elections held in the diaspora Reports on the elections

SG

7.MEMBERSHIP RECRUITEMENT, DEVELOPMENT AND RETENTION

a) Audit of membership b) Design a Membership recruitment

strategy

c) Carry out a membership recruitment exercise

d) Develop the membership database

e) Conduct membership development activities

Dec 06 Jan 07- Mar 07

Detailed audit of membership at grassroots level Membership recruitment strategy produced -Number of members recruited. -At least 50% of new members recruited are women -Number of PWDs recruited as members -Recruitment of 60% of members of eligible professional organizations -At least 70% of youth recruited as members -Membership register established at village, parish, sub-county, constituency, district, Diaspora, and national level -Disaggregated data of membership in terms of age, gender, occupation, disability, and location of the members. -Electronic copies of membership register at all districts -Voluntary project at each parish level once in every six months (Ideological and knowledge empowerment activities conducted, Survival skills activities conducted, economic empowerment skills)

Organizing Secretary

8. DEVELOP STRUCTURES FOR SPECIAL INTEREST GROUPS FROM GRASSROOTS TO NATIONAL LEVEL

a) Set up special interest group structures to develop and draft constitutions for elections. b)Carry out elections for special interest groups from grassroots to national level

Aug–Dec 06 + Jan 07 Aug 06 Sep 06 Jun 07 Jul 07

-Structures set up. -Draft constitutions in place -Draft constitutions approved by NEC -Elections held -Reports on elections

SG, Sec. for Legal Affairs and PEC

9. SET UP A LEGAL AND HUMAN RIGHTS NETWORK IN ALL DISTRICTS

a) Develop guidelines for the Legal and Human rights Network b)Establish network c) Recruit coordinator d) Establish district network

Aug 06 Oct 06 Sep 06 Nov 06 Aug 07

Guidelines developed and approved by NEC Network established -TORs for the coordinator developed -Coordinator recruited District network established

Sec. For Legal affairs SG SG

10.ESTABLISH AN EFFICIENT INTERNAL COMMUNICATION STRUCTURE

a) Review the existing internal communication system -Hire a consultant to conduct the review b) Develop internal communication guidelines c) Provide logistical facilities to support internal communication d)Training Party officials at national and lower levels in the basics of communication skills.

- Develop training modules - TOT - Train

By 30th Sep 06 Oct 06 Nov 06 By Dec 06 Jun 07 Dec 08 Dec 08 Dec 08 Jan 07 Jul 07-on going

TORs for the consultant developed Consultant hired Consultant’s report adopted. Internal communications structure approved A telephone to each district office A motorcycle per district Bicycles provided Stationery provided to every district in every quarter Manual produced TOT conducted At least one training in each region conducted

SG

4. Empower leadership with ideology and skills; recruit and develop

women and youth leadership.

To effectively and efficiently achieve its goals and capture power in 2011,

FDC needs to build a strong leadership. To have a well-built party leadership

there is a need to build its capacity. The capacity building will start with a

performance appraisal and needs assessment. The party will then create

training manual for leaders at the national district and sub-county level. This

will improve their skills and enable them carry out their duties more

effectively.

FDC, under its policy of “no woman left behind”, needs to ensure that women

and youth take an integral part in Party activities and leadership. At present,

many youth are supporters of the party. Women occupy key positions in top

party leadership. These will be trained to nurture and empower upcoming

leadership of the party.

The Party is also committed to mainstreaming youth and women activities

into the party programs. When youth and women are in the mainstream,

they will be strengthened, nurtured and mentored into the party leadership.

Special efforts will be undertaken to develop the Women and Youth leagues.

The table below shows details of activities, persons responsible and timelines

under the plan to build the party leadership and mainstreams of youth and

women. There will be district and regional leadership fora for youth and

women annually, these groups will also be involved in international exchange

visits, and bursary programs will be set for youth and women. The party

will also ensure that youth volunteers are placed at the different Party offices

and a voluntary youth project held every year.

Strategic Objective 4: Empower leadership with ideology and skills; recruit and develop women and youth leadership

Sub-Strategic Area Activities Time-line Indicators Persons (organs) Responsible

1. EMPOWER LEADERSHIP WITH IDEOLOGY AND SKILLS

2. RECRUIT AND

DEVELOP WOMEN AND YOUTH LEADERSHIP

a) Performance appraisal of FDC leadership at national level

b) Developing training manuals for leaders at the

national, district, constituency and sub county levels

c) Identify, recruit, nurture and empower upcoming

leaders d) Leadership training forums

Aug-Dec 06 Jan 07 Jan 07 Feb 07 Jan 07-Dec 09 Jan 07- Dec 09

TORs for the performance appraisal consultant developed A performance appraisal consultant hired The performance appraisal report approved - Training needs assessment conducted - Experts to develop training manuals hired - Training manuals in place - Training manuals pre-tested and distributed YOUTH 1) Two youth leaders per sub-county identified 2) One district youth forum held in each district every year 3) One youth leadership forum held in each region every year 4) One national youth leadership forum held every year 5) Placement for three youth volunteers at the party

headquarters every month 6) Placement for three youth volunteers at a district office

outside their home area; every district should have at least three volunteers each year

7) At least ten youth participating in the international exchange visits of the party each year.

8) Set up a bursary program for the youth of the party 9) Set up a youth honor system for the party youth 10) One voluntary youth project per sub-county per year WOMEN 1) Two women leaders per sub-county identified 2) One women leadership forum per district per year 3) One women leadership forum held in each region every year 4) One women leadership forum at national level per year 5) At least ten women participating in the international

exchange visits of the party 6) Set up a bursary program for the women of the party

SG

5. Establish a system that promotes and sustains Party discipline.

Indiscipline is a major challenge in running a political party. It may infringe

on implementation of party programs. Structures and guidelines need to be

created to handle any disciplinary challenge that may occur and manage

conflict within the party.

The Party realized the need to start with the review of the Party constitution

in relation to discipline. The Party will then develop a disciplinary code that

will be given to leaders at all levels. This should have behavioral principles

and disciplinary measures. The code will also be popularized through the

media.

Disciplinary committees will be created at all levels and will be given

adequate training. These will handle all disciplinary issues at their level of

jurisdiction and produce quarterly reports on the disciplinary level. Details of

activities and persons responsible are set out in the table below.

Strategic Objective 5: Establish a system that promotes and sustains party discipline

Sub-Strategic Area Activities Time-line Indicators Persons (organs) Responsible

1. DEVELOPMENT OF PARTY DISCIPLINARY CODE

a) Review the existing constitutional provisions in relation to party discipline

I. Develop a party disciplinary code

b) Popularizing the party disciplinary code

II. Develop and print the party disciplinary code

III. Distribute the party disciplinary code

IV. Media campaign of the party disciplinary code

By Dec 06 By Dec 06 By Dec 06 Feb 07 Jun 07 Aug 07

Report of the review submitted The party disciplinary code produced The party disciplinary code approved 50,000 copies of the party disciplinary code produced and distributed Report on the distribution of party disciplinary code in every branch Press clipping and recordings of the media dissemination

SG

2. SET UP OF PARTY DISCIPLINARY STRUCTURE

a) Constitute disciplinary committees at every level

• National level • District level • Sub county level • Parish level • Village level

b)Training members of the disciplinary committees

Jul 07 Jul 07 Aug 07

Party disciplinary committees in place at all levels Quarterly reports on disciplinary matters handled at every level. TOTs conducted for the national and regional officers

SG

6. Crystallize and safeguard party ideology, identity and culture for a

shared destiny

A party ideology is what establishes the programs that run and develop the

party and the character of the party. FDC being a new party, needs to

crystallize the party ideology and create a new identity and culture. This will

aid in building of its vision.

First, there is need to create a think tank that will generate, develop and

crystallize the party ideology. After approval of the ideology this should be

translated and disseminated to all stakeholders. The ideology needs to be

popularized as this will also aid in building the party membership and social

networks within the party.

Below are the details of the persons responsible and timelines within which

the activities will be carried out.

Strategic Objective 6: Crystallize party and safeguard ideology, identity and culture for a shared common destiny

Sub-Strategic Area Activities Time-line Indicators Persons (organs) Responsible

1. CRYSTALLIZATION OF PARTY IDEOLOGY

a) Set up think tank (TT) to generate, evolve, crystallize party ideology

• Draw TOR • Set up TT

b)Approval of party ideology c)Document/Translate party ideology

d)Launch and popularize

e)Disseminate f)Conduct training of national and district leaders

Aug 06 Sep 06 Nov 06 Apr 07 Nov 07 Dec 07 Jan 08 Jan 08 – on going Jan 08 – on going

TOR drawn and approved TT constituted and operational Party ideology adopted by NEC By NC By ADC 50,000 (per year) copies translated and printed Party ideology launched in 2 districts per region (8) Mass dissemination to members/ supporters All National /district leaders trained

SG

7. Establish an effective nation-wide structure capable of winning

presidential, parliamentary and local council elections in 2011

In the 2001 and 2006 Presidential and Parliamentary elections the party

presented the leading opposition candidate. In addition to this, the party was

able carry out effective mobilization and penetrate most parts of the country.

It was however, on both occasions, unable to win the elections. The Party

plans to take over power come 2011 elections. The Party also plans to

increase its representation in parliament and leadership at the local level. To

do this effectively, there is need to have a clearly laid out campaign strategy.

There is a need to first create a campaign bureau with a campaign resource

centre. The bureau will be responsible for creation of an effective campaign

strategy. The Party would also like to create a “Get out the Vote (GOTV)”

strategy that will help to increase the voter turn out especially in the areas

where the party knows that it has got a relative advantage. This strategy will

mainly deal with the elites of the society who under ordinary circumstances

would not bother to queue up and vote.

The Party will also carry out training of volunteers, and data centre personnel

to effectively aid in the campaign management and implementation of the

strategy. In addition to these trainings, there will be identification of

potential candidates and the development of a manifesto and campaign

materials that are relevant to the stakeholders’ needs.

To avoid any rigging and be accountable for any mishaps in the elections, the

party will train party poll watchers who will be at every polling station. The

party legal team will review the composition of the Electoral Commission.

Amendments will be proposed to the Constitution and electoral laws. The

table below shows details of activities and persons responsible. It also shows

the party campaign calendar.

Strategic Objective 7: Establish an effective nation-wide structure capable of winning presidential, parliamentary and local council elections in 2011

Sub-Strategic Area

Activities Time-line Indicators Persons (organs)Responsible

1. ESTABLISHMENT OF A CAMPAIGN BUREAU.

a) Develop TOR for Campaign Bureau

b) Approval of the National and local campaign Bureaus

c) Appoint a Campaign Bureau Chief d) Consultant to train the Bureau members and

staff e) Establishment of campaign strategy.

- Development of the campaign strategy - Establish a “Get out the vote strategy

f) Establish a campaign resource centre

g) Training

• Train Volunteers

• Training of Potential candidates

• Training of potential campaign

By 31 Aug 06 By Dec 07 By Dec 07 By Dec 07 By Jan 09 Sep 10 Jul 08 Jun 08 By Oct 09 By Jun 10

A blue paper for the Bureau produced National and Local campaign Bureaus approved Bureau Chief appointed The bureau members and staff trained Campaign strategy developed and approved by NEC Get Out The Vote ( GOTV) strategy developed Get Out The Vote strategy is approved Get Out The Vote strategy is implemented Appoint one Administrator 4 specialized Campaign Researchers hired 6 computers purchased Furniture, books, newspapers, journals purchased Report on the study of the 2006 election Volunteers trained in recruitment, party ideology, messaging techniques, mobilization Potential Candidates trained in party ideology, resource management, mobilization, electoral laws, media relations and campaigns Campaign managers identified Train campaign managers

SG

managers • Training of Data centre personnel

• Identification of Poll watchers

• Training of Poll Watchers

h) Hire a Campaign Consultant

i) Design a Campaign fundraising strategy

- Conducting a fundraising campaign

j) Identification of potential candidates

k) Development and placement of potential

candidates both and national and local level l) Manifesto development

m) Develop campaign materials

- Distribution of campaign materials

n) Development of a Campaign diary

Jun 08 –on going By May 10 By Aug 10 By Jun 10 By Dec 08 By Jan 09 By Apr 09 By Jan 09 By Nov 10 Jan 07 Jan 07 Feb 07 Jan 09 Sep 10 Dec 10 Dec 09 Sep 10 Dec 10 Dec 10-Jan 11

Data centre management trained Identification of Poll watchers Training of Poll watchers TOR Contract drawn A Campaign consultant hired A Campaign fundraising strategy designed The fundraising campaign launched Monthly reports on the activities on the fundraising committee. At least 3 party potential candidates at all levels Potential candidates placed at both local and national elections Develop the Committee TORs Set up manifesto committee Monthly reports provided Draft ready Manifesto ready Manifesto launched on nomination day of presidential candidate Party corporate image materials produced. Draft campaign materials approved Produced materials -Distributed country wide by nomination day -Distribution of election campaign materials to campaign teams at sub-county

o) Strengthen party Electoral Commission

p) Establish tally and reporting mechanism at each

sub-county level

Sep 10 By Sep 10 By Nov 10

and parish level a week before nomination day -Development of distribution guidelines and attach to every delivered package -Campaign Diary drawn - 5 Regional desk officers recruited( one for each region) - Women, youth and PWDS desk officers at the headquarters recruited. -National tally centre in the bureau established -A tally centre director hired at the headquarters -A special office for the national tally centre identified and equipped -Each regional office equipped with a fax machine (6) -Election management officers trained -Sub-County Tally Committee (SCTC) established -Sub–County Election Results Reporting Officer( SCERRO) appointed -Communication facilities (telephones and airtime) provided -Party Electoral Commission( PEC) personnel trained

2. VOTE PROTECTION

a. Train a sufficient number of poll watchers for each polling station

b. FDC legal team to review the composition of the

electoral commission c. FDC to review the national electoral laws and

election register law d. Distribution of voting materials

By Aug 10 By Jan 07 By Jan 08 By Feb 11

Poll watchers ( PWs) trained Private members bill to effect changes in the constitution and electoral laws Publish and advocate a document showing the gaps in the law and campaign for the reforms through parliament, civil society, etc -Produce and distribute voting materials and registers -Produce and distribute civic education materials and voter education materials

3. PRESIDENTIAL THANK YOU TOURS

Party President to have thank you tours for his voters

Aug 06 - 08 Each constituency visited in the thank you tour SG

4. CAMPAIGN CALENDAR

Prepare for party primaries Hold primaries

Jun 10 Oct 10 Oct 10 Nov 10

-Annual Delegates Conference held (Presidential primary) -Parliamentary primaries conducted -District primaries conducted -Local Government primaries conducted

SG

8. Establish reliable alliances with sister parties in other countries

The idea of establishing new alliances with countries is to give FDC a

comparative advantage compared to the other parties in the country and

improve its competitive position. These alliances will more specifically enable

the party to reduce costs through increased knowledge, increase access to

various policies, increased research base, and improve quality in

management through joint workshops and other activities.

However, efforts will be made to ensure that the objectives of the alliances fit

into those of FDC as this will ensure harmony. The alliance partners will be

selected based on the level of synergy and ability to work together.

The alliances need to be built in all regions and continents in order to engage

examples from a number of countries. The party will therefore create a

strategic partner in each of the following areas: East, South and West Africa;

Europe; North America; and Austro-Asia.

Strategic Objective 8: Establish reliable alliances with sister parties in other countries

Sub-Strategic Area Activities Time-line Indicators Persons (organs) Responsible

1. ESTABLISH RELIABLE ALLIANCES WITH SISTER PARTIES IN OTHER COUNTRIES

a) Establish strategic alliances with other political parties in the region and outside

By Jul 07- on going

Alliances established as follows:

- Two strategic partners in East Africa - One strategic partner in southern

Africa

- One strategic partner in West Africa - Three strategic partners in Europe

- Two strategic partners in Northern

America - One strategic partner in Austro-Asia

Secretary for Regional and International Affairs

9. Monitoring and Evaluation of the party strategic plan (M&E)

In order to make sure that the party strategic plan is effectively implemented

there is a need to have a monitoring and evaluation strategy in place. This

will enable the party evaluate whether the activities have been implemented

on time, if they are in line with the party goals and objectives and if all has

been done cost effectively. The party will also be able to identify the areas

where it has gone wrong and come up with strategies to do better.

With the aid of a consultant, the party will create an effective monitoring and

evaluation strategy. Quarterly reviews of the secretariat’s progress on

implementation of the plan will be carried out. There will also be evaluation

done at the national and district level. There will also be capacity building for

officials who will carry out the process at the different levels. An annual

report will be produced annually and adjustments in the plan made where

necessary.

Details of the activities and persons responsible are set out in the table below.

Strategic Objective 9: Monitoring and Evaluation of the party strategic plan

Sub-Strategic Area Activities Time-line Indicators Persons (organs) Responsible

1. MONITORING THE IMPLEMENTATION OF THE STRATEGIC PLAN

a) Develop an M&E strategy

b) Carry out quarterly reviews of the secretariat’s progress

c) Collection of the evaluation data at the • National • District level

d) Carry out and annual independent evaluation

e) Conducting adjustments to the Strategic plan

Dec 06 Jan 07 Sept 07 July 07 Nov 07 Dec 07

Hire an M&E consultant M&E strategy developed Quarterly M&E progress reports From National offices District offices NEC to review the M&E progress reports Training conducted in all the district offices in utilizing the M&E tools Provide M&E tools to the district offices Data available for quarterly reports. An M&E Consultant hired External evaluation report presented to the NEC Annual adjustments to the strategic plan made

SG