NL-KVK-27108436-A-05868-11:UG Oxfam Novib The project aims to contribute in strengthening the civil society organizations and alliances to claim and exercise the right to quality education, constructively participate, engage and influence peace process and policies. 2.1.1. # of Public accountability forums organized between citizens and duty bearers with ½ of action points addressed or followed by CSO#s with authorities 2.1.2. # of Community meetings, dialogues supported on governance and service delivery with 40% in attendance being females 2.1.3. Improved public perceptions regarding social cohesion, reconciliation, as well as delivery and citizen engagement with authorities because of active participation and spaces created to dialogue on pertinent issues, including those related to the peace process. Lugbara Kari The Lugbara in desperation to keep alive their culture and preserve their cultural heritage, formed the “Lugbara Elders Association” – a CBO” as an organization led by a Chairman, taking up responsibilities of the cultural institution at the Opi and Agofe Level and having to calculate its moves to avoid government aggression. The First (Chairman) of the Lugbara Elders Association was Semei Cana Draniva and his vice Avutia Jason. When the NRA government appointed Semei Draniva as the Public Service Commission chairman in 1986, Avutia Jason was elevated to Chairman of Lugbara Elders Association assisted by Falea Naftali. Their duty was among others to keep alive the traits of the real Lugbara cultural institution to be rebuilt by a new generation when times get better. The 1995 Constitution of Uganda, under Article 246 reinstated all banned Cultural Institutions that existed by 9th October 1962 hence the reinstitution of Lugbara Kari. In response, the Lugbara Elders Association dissolved itself toform a transitional leadership led by HisHighness, Jason Avutia as Agofe III (former chairman – Lugbara Elders Association), and Epife (Prime Minister), - Rt. Hon. Haruna Ndema(RIP) and now Rt. Hon. Ismail Tuku, with his cabinet; tasked to reorganize the cultural institution to its pre-colonial status. The organisation was therefore formed by the Lugbara people for advancing their culture and heritage for the good of society. Lugbara Kari under leadership of His Highness Jason Avutia – Agofe III has steered Lugbara Kari to among others: a) Broker peace between the Lugbara and the Acholi following decades of politically motivated hostilities between the two tribes. b) Document massacresin Lugbara Lands and seek recognition and compensation for victims. c) Review Lugbara customs for harmful cultural practices in relation to human rights standards, HIV/AIDS, Sexual Reproductive Health and Gender Based Violence. d) Abolish harmful cultural practices and conduct public education on Lugbara customs that promote human rights and the rights of Women. e) Declaration of no war with the NRA in West Nile in 1986 and leading disarmament of armed groups in West Nile following peaceful hand over of west Nile to the NRA government. f) Leading consultative meetings and delegation of cultural Leaders for meetings with the Lord’s Resistance Army of Joseph Kony. g) Assessment and evaluation of the Juba Peace talks of 23rd – 24th April 2009. h) Contributing to national policy formulation including on LandPolicy, Gender policy, education policy, justice, peace building e.t.c. i) Radio talk shows for community education on Lugbara Culture. j) Internal organisational capacity building of the cultural institution and the clan leaders. The Institutional Purpose; Vision: “Lugbara people united in love for their culture” Mission: “Our mission is to preserve, protect and promote Lugbara Culture and Identity.” Core values The cultural institution shall uphold work and behaviour standards of the Lugbara that include; Integrity <(>&<)> Truth, Hard work, Diversity, Stewardship and Hospitality. Principle objectives 1. Effective management of customary land for equitable access, ownership and control in line with Lugbara customs. 2: Comprehensive stewardship of indigenous resources of the Lugbara. 3: A globally acknowledged culture the Lugbara are proud of. 4: An effective and efficientcultural institution with improved leadership, coordination and accountability. Strategic Positioning a)Being host to the refugeesas the Lugbara People and having touch with the clan leaders (landlords) of the lands where the refugees are settled, the cultural institution is in prime position to positively stimulate a lasting relationship between the refugees and the host community. b) Being non partisan or apolitical also places the cultural institution in a good strategic position to spear head dialogue between local governments within its area of influence. c) Lugbara Kari as well strategically actsas a higher level form of organisation all Lugbara pay allegiance to and therefore ideal to promote unity and dialogue. d) The cultural institution has a favourable working relationship with Humanitarian actors including OPM, UNHCR, INGOs, Local NGOsand religious institutions serving refugees besides its own net work of clan leaders all over the five districts. Oxfam Denmark (IBIS) Oxfam Novib Oxfam Novib end-actual end-planned start-actual start-planned Oxfam Novib info@oxfamnovib.nl http://www.oxfamnovib.nl PO box 30919, 2500 GX The Hague, The Netherlands Uganda 3.01572 30.91762 The right to life and security 9000 9000 Oxfam Denmark (IBIS) back donor Lugbara Kari -159 Oxfam Denmark (IBIS) back donor Lugbara Kari 9000 incoming transaction Oxfam Denmark (IBIS) -159 incoming transaction Oxfam Denmark (IBIS) Strengthened CSOs: # CSOs increasingly participate in or initiate influencing and advocacy efforts to contribute to conflict transformation/address root causes of conflict. CSOs increasingly participate in or initiate influencing and advocacy efforts to contribute to conflict transformation/address root causes of conflict -DD5 Target Achieved Target Achieved Strengthened CSOs: # CSOs increasingly participate in or initiate influencing and advocacy efforts to contribute to conflict transformation/address root causes of conflict. organisations supported with means (financial, knowledge, skills, networks, training etc.) to strengthen capacity in specific areas -DD6 Target Achieved Target Achieved