MEDIADEVELOPMENTFORSOCIALCHANGE

STRATEGICDOCUMENT2017–2019

Contents1.BackgroundandContext.....................................................................................................31.1Introduction...................................................................................................................31.2.PurposeoftheStrategicDocument.............................................................................31.3.AboutMediaFocusonAfrica.......................................................................................41.4ThemediaandfreedomofexpressioninUganda........................................................51.5WomenandthemediainUganda................................................................................61.6MediacontentproductioninUganda...........................................................................71.7Theshrinkingcivicengagementspaces........................................................................8

2.MFA’sStrategicIntervention..............................................................................................92.1CapacityBuildingforWomenJournalists...................................................................102.2CapacityBuildingforCivilSociety...............................................................................102.3CapacityBuildingforMediaContentProducers.........................................................112.4BuildingStrategicPartnerships...................................................................................122.5CapacityBuildingofMFA’sHumanResource.............................................................13

3.Monitoring,EvaluationandLearning(MEL).....................................................................13

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Ifinformationandknowledgearecentraltodemocracy,theyareconditionsfordevelopment,KofiAnnan,formerUN

SecretaryGeneral1.1.BackgroundandContext1.1IntroductionThe media plays a central role in the development and functioning of modern day

participatorydemocracy.Thisisbecausedemocracydependsonallcontestingpointsofview

beingfairlyandequitablycommunicatedsothatpeoplethenmakeinformedchoices.

Theabilityforthepeopletofreelyexpressthemselves,sharealternativeviewsaswellashave

accesstorelevantinformationisessentialtoaneffectiveandinclusivepoliticalprocess.All

voicesneedtohaveaccesstomediaplatformsthroughwhichtheycanarticulatetheirviews

and be challenged in equal measure. This however requires the existence of a free,

independent,pluralisticandempoweredmediathatwillprovidethecitizenswithqualityand

relevantinformationthatenablesthemtomakeinformedchoicesandactivelyparticipatein

theirgovernance.

Independentmedia is also crucial to the exercise of freedomof expression because they

providethepublicplatformthroughwhichtherighttofreedomofexpressionasenshrinedin

the Articles 19 of the Universal declaration of human rights as well as the International

CovenantonCivilandPoliticalRightsofiseffectivelyexercised2.

However, the media sometimes plays a role in undermining participatory democracy by

disenfranchisingpeople.Thisisbecause,mediaownersandtheirassociatessometimesuse

their influenceandpoliticalpublicity stunts inways thatweaken thepublic sphereat the

expenseofthevulnerableandmarginalisedgroups,includingwomenandchildren.

Andwhiletheadvances inthenewICTshaveopenedupnewopportunitiesforcitizensto

exercisetheirrighttofreedomofexpression,theyhavenotbeenuniformwithinandbetween

countries,andinsomecasesaggravatingthealreadyhugeinformationdivide.

Formediadevelopmentstakeholderstherefore,nurturingamediaframeworkthatsupports

development,accountability,participatorydemocraticprocessesandtherighttofreedomof

expressionandotherfundamentalhumanrightsbecomescritical.

1.2.PurposeoftheStrategicDocumentThis strategic documentpresents thenewMFA strategy for theperiod 2017– 2019. The

strategic intent expressed in this document is informed by, and seeks to consolidate the

achievements,andlessonslearntfromMFA’sworkoverthepastfiveyearsinUganda.

1AddressbySecretary-GeneralKofiAnnantotheWorldBankconference"GlobalKnowledge'97",inToronto,

Canada,on22Juneathttp://www.un.org/press/en/1997/19970623.sgsm6268.html2UNESCO(2008)UnescomediaDevelopmentIndicators

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The strategy document development involved a review of MFA’s current and previous

projectsinUgandasince2011aswellasstrategicapproach.Thiswasdoneinconsultation

withbothstaffandboardofMFA,aswellasimplementingpartners.Theprocessalsoinvolved

acontextanalysisofthestateofthemedia,freedomofexpressionandmediadevelopment

trends in Uganda by reviewing relevant literature on the same and discussions with

journalists, media trainers, development partners, as well as key players in the media

developmentsectorinUganda.

1.3.AboutMediaFocusonAfricaMediaFocusonAfricaisanon-profitCommunicationforDevelopment(C4D)organisation,

whichisusingthemediatopushforsocialchange.Thefoundersbelievedinthevalueofthe

mediaasacriticalplatformfordebateandreviewofdevelopmentissues.Theirambitionwas

to urge local and international organisations to acknowledge the value of the media in

promoting development issues thus integrating communication components within their

programmes.

MFAproducescontextualizedmediaprogrammesthatprovideaspaceforpeopletovoice

their aspirations on development issues. Since its foundation, the organisation has

implemented cutting edgemulti-media strategies, designed drama series and newmedia

tools promoting good leadership & governance, free & fair elections, peace building &

reconciliation, while mainstreaming gender perspectives and promoting socioeconomic

justice.MFAhasbeenregisteredinKenyasince2005andinUgandasince2011.

VISION:A democratic Africa, whose citizens are well informed and empowered to participate in

developmentprocesses

MISSION:TostimulatesocialchangeanddevelopmentinAfricathroughmedia

TheMFAmethodologyplacesgreatvalueinresearchpriortoproject implementation,key

stakeholder consultation, co-creation, people to people approach, partnerships and

monitoringandevaluation.

Forthepastfiveyears,MFA’sstrategicapproachtoitsworkinUgandahascombinedthree

streamsofactivitiesinordertoincreasetheimpactofitsintervention,namely;

a) Shareinformationandraiseawarenessondevelopmentissueswithmediaprogrammes

or(multi)mediacampaignsforsocialchange;

b) Organiseoutreachactivitiesforgreaterimpactincludingthedesignandimplementation

of public outreach campaigns, using (mobile cinema) screenings in slums and villages,

followedbydialoguesessionsbytrainedfacilitatorsfromCSO’sandCBO’s;and,

c) Strengthencapacityofkeyactors-mediapractitioners,civilsociety,politicians-whocan

influencethebehavior,beliefsandperceptionsofcommunities.

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1.4ThemediaandfreedomofexpressioninUgandaItisnowover20yearssinceUgandapassedthe1995Constitutionthatexplicitlyprovidedfor

therighttofreedomofexpressionandthatofthepress,underArticle29(1),aswellasthe

rightofaccesstoinformation(Article41).Thiscamebarelytwoyearsaftertheliberalization

oftheairwavesthathadseenthebirthofRadioSanyu,thefirstprivatelyownedradiostation

inDecember19933.Sincethen,thecountryhasseengrowthofavibrantmediaindustry–

bothonandoffline-andexpansionincivicspaces.

By theendof the firstquarter (Jan-March2016), theestimatednumberof internetusers

stoodatover14million,whilethenumberofoperationalFree-to-Air(FTA)TVstationswas

28,thenumberofdigitalterrestrialTVstationsandthenumberofdigitalsatelliteTVstations

stoodattwo(2)andfour(4)respectively.WhilethenumberofoperationalFMstationswas

at292.4

Besides the constitutional provisions, there are a number of laws that have been passed

intendedtoregulate,buthaveinsteadendedupimposingmorecontrolandrestrictionson

thejournalismpracticeinUganda,andthusaffectingpeoples’righttofreedomofexpression.

These,includingthePressandJournalistsStatute(nowActof2000),theAntiTerrorismAct

of2002,theCopyrightandNeighbouringRightsAct,2006;ThePenalCodeActCap.120;The

OfficialSecretsAct(1964);ThePublicOrderManagementAct(POMA),2013;TheRegulation

andInterceptionofCommunicationsAct,2010;UgandaCommunicationsAct2013;TheAnti-

Pornography Act 2014; among others each have provisions that have a bearing on the

journalismpracticeinUganda.

Professionally, therehasbeenagreat improvement in thequalityof journalistswhohave

gonethroughtrainingespeciallyatuniversityandtheon-goingmid-careercoursesprovided

bythevariousmediadevelopmentpartners.

Thegrowthofindependentjournalistsandmediaoutletsthatarecriticalofthegovernment

has been on the decline in recent years due to the escalating government restrictions,

intimidationandharassments,includingphysicalattacks.In2015alone,therewereatotalof

143documentedcasesofattacksagainstjournalists,makingittheworstyearsince2009.5

These attacks are committed by both state and non-state actors, especially the police or

ordinarycitizensasjournalistscovernews.6Theseattackshaveledtoreportedcasesofself-

censorshipwithinnewsrooms,withmajorityofthepublicexpressingfearthatthemediaare

notfreetoairfactswithoutfearorundueinfluencefromgovernment,politicians,ownersor

otherpowerfulgroups7.

3Lugalambi,G(2010)PublicBroadcastinginAfricaSeries:UgandaReport;OpenSocietyInstitute/AFRIMAP

4UCC(2016)Post,BroadcastingandTelecommunicationsMarketandIndustrySurveyQ1(January-March

2016)http://www.ucc.co.ug/files/downloads/Q1-Market-Report-for-Jan-March-2016-Mbaga.pdf.accessedon

20thJuly20165HumanRightsNetworkforJournalists–Uganda(2016)PressFreedomIndexReport2015‘politicalcoverage

criminalized’6FreedomHouse(2016)FreedomintheWorld/Ugandahttps://freedomhouse.org/report/freedom-

world/2016/ugandaaccessedon20thJuly20167UCC(2012)2

ndElectronicMediaPerformanceStudy

http://www.ucc.co.ug/files/downloads/NEMPS(N&E)%20final%20report.pdf

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Thereisalsoacleardivideinqualitybetweentheprintmediaandbroadcaststationsinand

aroundKampala,comparedtoup-countrybasedjournalists.Thisisbecausethemajorityof

FM radio stations upcountry are mostly tiny enterprises which tend to concentrate on

entertainment,sotheirnewscontentisgenerallyoflowquality8.

Also,becausemanymediahousesarenotfinanciallysecure,thereislittle,ifany,investment

inoutstandingjournalism.Asaresult,thereisahighturn-overofjournalistsasseniorand

experienced journalists seek greener pastures. Consequently, many newsrooms are too

young,inexperiencedandunderstaffedtoengageinsustainedinvestigativereporting9.

1.5WomenandthemediainUgandaThemediasectorinUgandacontinuestobehostiletowomen,bothasnewssubjectsaswell

as journalists working in the newsrooms. As news makers occupationally, women are

predominantlyfeaturedinfieldsassociatedwithdomesticityandcaregivingsuchashome

makers,parents,andhealth/social/childcareworkers.Conversely,menfeaturemostlyin

theoccupationstraditionallyassociatedwithpowersuchasroyalty,business,religion,and

politics.10

AstudybytheAfricanCentreforMediaExcellenceonthemediacoverageofthe2016general

electionsshowedthatevenduringbusypoliticalseasons,wherethereareopportunitiesfor

women’sparticipationinpoliticalcontests,malesourcesstilldominatedelectionsnewswith

80%acrossnewspapers,radioandtelevision.

Thisdataconfirmsearlierfindingspublishedina2014report,‘GenderdimensionsinUganda’s

print media: A case for engendering practitioners’, commissioned by the Uganda Media

Women’sAssociation11.That studyof fivenewspapers, conducted inApril andMay2014,

foundthatwomen“are less likely towriteabout,appear in,orhavetheirvoicesheard in

‘hard’newsstoriessuchaspolitics,defense,spiritualityandtheeconomy.Theyare,however,

moreevidentin‘soft’newsareassuchaseducation,healthandagriculture,butmoresoin

arts,entertainmentandrelationships.”

It has been argued that women’s inability to meaningfully participate in their societies,

includingsettingtheagendaonwhatiswrittenabouttheminthemedia,isgreatlyhindered

bytheir(women’s)limitedaccesstocommunicationandotherpublicplatformsthatwould

enhancetheirabilitytoengageinkeydecisionmakingprocesses.

Ontheotherhand,femalejournalistsareoftendiscriminatedagainstoncertainbeats.They

alsofindchallengesbalancingfamilylifeandwork.Someassignmentsarehardtoexecutefor

familywomen.Womenjournalistsalsofaceproblemswithsourceswhowanttogetrather

8JamesTumusiime(2016)Anon-profitapproachtomarket-drivenjournalismchallengesinUganda:Acase

studyofUgandaRadioNetwork9Ibid

10WoldAssociationofChristianCommunication(2015)WhoMakestheNews:GlobalMediaMonitoring

Project–Ugandahttp://cdn.agilitycms.com/who-makes-the-

news/Imported/reports_2015/national/Uganda.pdfaccessedon18thJuly201611http://www.umwamamafm.co.ug/

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tooclose.Somemediamanagersdonotwanttohavemanywomenonstaffbecausethey

‘cause’staffinstabilityduringmaternityleaves,orwhentheychangejobswhenhusbandsare

transferred.12

1.6MediacontentproductioninUgandaInJune2015,Ugandaimplementedaphasedswitchoffofanaloguebroadcastingsysteminto

asystemofdigitaltelevisionandradio,commonlyreferredtoasthedigitalmigration.13The

digitalrevolutionwasnotonlyanexcitingtechnologicaldevelopmentbutalsoanopportunity

forgreaterfreedomofexpressionandaccesstoandexchangeof informationthroughthe

increaseinthenumberofchannelsavailable14,thusprovidingviewersandlistenersaccessto

morequalityanddiversenewsandinformation,15especiallylocallygeneratedcontent;and

newreceptionmodes(portableandhandheld)16.

In January 2014, the Uganda Communications Commission (UCC) set and started

monitoringlocalcontentquotas(70%)onUgandantelevisionbroadcastingstations,withthe

majorobjectiveofpromotingnationalculture,pluralism,diversity,createemployment,as

well as developing the local film industry. According toUCC, the 70% is broken down as

follows:localdramashouldcontribute50percentofTVbroadcasting,localdocumentaries

taking10%oftheairtime,withlocalchildren’sprogrammesandlocalsportscontributing5%

each.Newsandlocalmusicshowsarenotconsidered.

AccordingtoMr.GodfreyMutabazi,theExecutiveDirectoroftheUgandaCommunications

Commission,“Acountrythatdoesnothavelocalcontentofitsown,missesoutonsomany

things.Youloseoutonyourculture,yourvalues...Therearesomanypeoplewhohaveso

manystoriestotellbutarenottold.”17

TheUCC’slocalcontentmonitoringreportforthe1stand2ndquarter2015,thehighestscoring

televisionstation,UBChadanaverageof46%,followedbyNBSat44%,withNTV4that41%18.

Thiswasfarbelowtherequired70%.

Unfortunately, many media houses are not willing and motivated to invest in

buying/producinglocalcontentduethehighcostsinvolved.

Whiletherehavebeensomeeffortstoproposelocalfilmproductionsuchasthe“TheUganda

FilmFestival19”bytheUCCsince2013,thereisstillnoclearstructuretogovernandfacilitate

12JBWasswa,Mediatrainerandscholar–interviewedon20

thJuly2016

13http://www.ucc.co.ug/data/dnews/66/Public-Notice:-Analogue-switch-off.html

14https://www.article19.org/resources.php/resource/3615/en/how-to-achieve-media-pluralism-in-the-digital-

switchover15https://www.article19.org/resources.php/resource/3667/en/tanzania-must-ensure-that-digital-migration-

promotes-freedom-of-expression16http://www.itu.int/ITU-D/arb/ARO/2014/DB/Docs/S1-LucHaeberle.pdf

17http://www.observer.ug/business/38-business/38344-we-can-t-remain-backward

18http://www.ucc.co.ug/data/dnews/77/Local-Content-Monitoring-report-for-the-first-and-second-quarter-

of-2015-(January--June-2015).html19http://ugandafilmfestival.ug/about-the-festival/background-and-objectives/

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qualityproduction,distributionandmarketingoffilmswhichisessentialforafunctionalfilm

industry20.

Other factors affecting the quantity and quality of local content, including news and

informationgeneratedbythemedia,includethelackofskillsandprofessionalismamongst

thejournalists/producers,thehostileoperatingenvironmentwithnowatertightcopyright

protection,unfriendlymediaownershipstructuresandlackofinterestbymediahousesto

investingoodjournalism.Thereisalsoalowlevelofawarenessamongthemediaconsumers

todemandforandholdthemediaaccountable.

1.7TheshrinkingcivicengagementspacesUganda’scivicandengagementspacehasbeenshrinkingovertheyears,despitethegrowth

in number of civil society and community based organizations, and other initiatives. The

passageofthePublicOrderManagementAct2013(POMA)andthestrongNGOlawin2015

hasmeantthatNGOsnowhavetofindnewwaysofengagingwithcitizensandalsowiththe

state21.

ThePOMAisseriouslyflawedfromafreedomofexpressionandassemblyperspectiveasit

failstoestablishapresumptioninfavouroftheexerciseoftherighttofreedomofpeaceful

assembly,orthedutyontheStatetofacilitatepeacefulassemblies;defines“publicmeeting”

byreferenceto“publicinterest,”potentiallyexcludingcriticalmeetingsfromthescopeofthe

Act;prohibitspublicmeetings,exceptthoseinTownHalls,between7pmand7am;prohibits

public meetings at and around democratic institutions, including Parliament and Courts;

allowstheInteriorMinisterbroadpowerstodesignate“gazetted”areaswhereassemblies

areabsolutelyprohibited;andcriminalisesorganisersofassembliesfortheunlawfulconduct

ofthirdparties;22

Ontheotherhand,theNGOActposesathreattotherighttofreedomofassociation.Section

44oftheActprohibitsNGOsfromcarryingoutactivitiesinanypartofthecountryunlessthey

haveapprovalfromtheDistrictNon-GovernmentalMonitoringCommittee(DNMC)andthe

localgovernmentandhavesignedamemorandumofunderstanding(MoU)tothateffect23.

The Act also creates the National Bureau for NGOs under Section 5,with broad powers,

includingthepowertorevokeanNGO’spermitunderSection7.

CSOsthushavetowalkatightropeastheyattempttofightfortherespectofhumanrights,

democracyandaccountability.Unfortunatelyformany,therearestillskillsandknowledge

gaps on how to effectively engage and work with the media to ensure that the issues

generated through their (NGOs’) work are amplified by the media more routinely to

contributetomoreinformedconversationsregardingservicedeliveryandaccountability.

20http://www.ucc.co.ug/files/downloads/Communications%20Journal%20-%202.0.pdf

21http://ngoforum.or.ug/wp-content/uploads/downloads/2016/06/The-Health-and-Sustainability-of-Civil-

Society-in-Uganda.pdf22ARTICLE19(2013)Uganda:PublicOrderManagementAct2013

https://www.article19.org/data/files/medialibrary/37331/Updated-Uganda-FoPAA-Analysis-Final-(2).pdf23http://www.icnl.org/research/monitor/uganda.html

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Formost,suchinformationisatbestcompiledintoreports,sharedonceduringlaunchesand

then stackedaway invarious libraries.Thereare littledeliberateefforts toworkwith the

media,orusetheavailablesocialmediaplatformstointeractwithandinformthecitizens

abouttheactionsandperformanceofgovernmentinstitutionsandofficials.

Becauseoftheshrinkingoperatingenvironment,manycivilsocietyactorsatbothnational

andlocallevelarepreoccupiedwithsecurityconcerns,depoliticizingtheirworkandlooking

forsafecivilsocietywork,thuskillinginnovation,socialmovementsandabilitytospeak‘truth

topower’24.

2.MFA’sStrategicInterventionIn thenext threeyears, (2017-2019),MFA’sworkwill seektostimulatesocialchangeand

development in Uganda through providing tailored support and training to media

practitionersandcivilsocietyactorsinordertoenhancetheirskillsandknowledgetoengage

intheproduction,disseminationandconsumptionofhighqualitynewsandinformation.

MFAbelievesthatthemediahasacrucialroleindemocracyandthattheultimategoalof

media assistance should be to develop a range of diverse mediums and voices that are

credible,andtocreateandstrengthenasectorthatpromotessuchoutlets.Qualitynewsand

informationenable citizens tomake informeddecisionsand toparticipate in thedecision

makingprocessesanddebatesthatshapetheirliveswithintheirsociety.

Butforthistohappen,themedianeedtobeequippedwiththerequisiteskillsforthekindof

in-depth reporting that a growing democracy requires. A media sector supportive of

democracyshouldthereforebeonethathasadegreeofeditorialindependence,isfinancially

viable,hasdiverseandpluralvoices,andservesthepublicinterest.25

MFA’sapproachisbasedontheunderstandingthatallactorsinthecommunicationprocess

-parliament,government,media,civilsocietyandcommunities-canbenefitfromstronger

capacity to communicate effectively; understand the issues and opportunities in

developmentandgovernancewithintheirsituationandcontext;andbuildingthecapacityof

thoseactors.

Forthenextthreeyears,MFA’sinterventionswillthereforebeguidedbythefollowingfive

strategicobjectives;

I. StrategicObjectiveONE:Strengtheningthecapacityoffemalemediapractitionerswith

theknowledge,skillsandconfidencetoproducehighqualityjournalism.

II. StrategicObjectiveTWO:StrengtheningthecapacityofCSOsandCBOsintheuseofmediaandcommunicationtoachievetheirorganizational/projectobjectivesasawayof

expandingcivicengagementspaces.

III. StrategicObjectiveTHREE:Strengtheningthecapacityofmediacontentproducersto

producehighqualitycontentthatpromotespeace-building,reconciliationandsocial

change.

24Ibid.

25CentreforDemocracyandGovernance(1999)Theroleofthemediaindemocracy:AstrategicApproach

https://www.usaid.gov/sites/default/files/documents/2496/200sbc.pdf.accessed11thJuly2016

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IV. StrategicObjectiveFOUR:Buildingstrategicpartnershipswithmediaandmediasupport

organizations/developmentpartnersinbuildingaknowledgeableandskilledmedia

sector.

V. StrategicObjectiveFIVE:BuildingMFA’shumanresourceandorganizationcapacityto

effectivelydelivertheaspirationsofthestrategicdocument.

2.1CapacityBuildingforWomenJournalistsStrategicObjectiveONE:Strengtheningthecapacityoffemalemediapractitionerswiththeknowledge,skillsandconfidencetoproducehighqualityjournalism

Despite recent developments where a number of national media houses have elevated

women journalists to the highest levels in the newsrooms26; there are stillmajor gaps in

ensuringthatmorefemalejournalistsaccessandutilisethesameopportunitiesastheirmale

counterparts.

While there have been more training opportunities targeting female journalists by

organisationssuchasUgandaWomen’sAssociation,thetarget formanyothers isapaltry

30%considerationandexpectationoffemaleparticipants.

MFA believes that there cannot be any meaningful development and representation of

genderissuesinthemediawithoutincreasingthenumberoffemalejournalistswiththeright

journalismskills,knowledgeandtools,atalllevels(reports,editorsandmanagers.)

StrategicInterventionsü Develop a comprehensive and inclusive training thematic programme to build the

capacityofwomenjournalists,especiallythoseworkinginup-countryradiostations

ü Mentoranddevelopyoung female journalist togain thenecessary leadership skills to

aspireformanagerialpositions.

ü Providetrainingandmentoringfellowshipopportunitiesforfemalejournaliststohelpto

reducethegenderdivideinmediahouses.

ü Providereportinggrantsopportunitiesforwomenjournaliststopursuecriticalstoriesthat

informandengagethepubliconissuesofgoodgovernanceandaccountability

ü Partnerwithotherstakeholderstochampiongenderresponsivereportinginnewsrooms

ü Buildthecapacityoffemalejournalistsintheuseofnewtechnologies,newmediaand

socialmediainthecourseoftheirjournalismwork

2.2CapacityBuildingforCivilSocietyStrategicObjectiveTWO:StrengtheningthecapacityofCSOsandCBOsintheuseofmediaandcommunicationtoachievetheirorganizational/projectobjectivesasawayofexpandingcivicengagementspaces

Althoughan independentmediaandfunctionalcivilsocietyarecentral tothegrowthofa

moderndemocracy,thetwoinstitutionsneedtodevelopahealthysymbioticrelationshipto

26BarbaraKaija–EditorinChief(VisionGroup);BarbaraAmong–NewsEditor(UgandaRadioNetwork);Carol

Beyanga–ManagingEditorDigital(DailyMonitor)

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ensure that the relevant news and information, that facilitates an informed debate is

providedtotheordinarycitizens.

Unfortunately,manycivilsocietyactorsinUgandalackthenecessaryknowledgeandskillsto

develop communication products, cultivate lasting media contacts, make newsworthy

statementsontopicalissues,andgenerallytostayvisibleandrelevanttothemedia.

In addition, majority of journalists lack a keen understanding of the issues civil society

organizationsworkon,ortheskillstoreportsensitivelyandeffectivelyontheseissues.

MFAbelieves that for civil societyactors tomakeeffectiveuseandengagementwith the

mediatoadvancetheirissuesandorganisationalobjectives,theyneedtobeequippedwith

necessaryknowledgeandskillsinadvocacy,mediarelationsandknowledgesharing.

StrategicInterventions:ü Conductatrainingneedsassessmentonthemediaengagementskillsandknowledgeof

civilsocietyactors

ü Developuser-friendlymanualsonmediaengagementforcivilsocietyactors

ü Build capacity of civil society in establishing and strengthening healthy media

relationships

ü Buildcapacitiesofcivil societycommunicationprofessionalswith theknowledge,skills

andtoolstodevelopandimplementeffectivecommunicationandmediastrategies

ü Provide mentorship and coaching for civil society actors on media engagement,

partnershipbuildingandproduction.

ü Equip and mentor female civil society actors with the skills, knowledge and tools to

engagewithmedia

ü Buildthecapacityofcivilsocietyorganisationstousenewtechnologies,newmediaand

socialmediainthecourseoftheirwork

2.3CapacityBuildingforMediaContentProducersStrategicObjectiveTHREE:Strengtheningthecapacityofmediacontentproducerstoproducehighqualitymediaprogrammesthatpromotespeace-building,reconciliationandsocialchange

Thequantityandqualityoflocalfilm/TVisstillachallengeinUganda,despitethegrowing

opportunitiesthathavebeenofferedbythedigitalmigration,aswellasthelegalprovision

fora70%quotaoflocalcontentinthebroadcastmedia.

Thecostoflocalcontentproductionisstillhigh,coupledwiththelackofskillsandknowledge

amongexistinglocalcontentfilm/TVproducers.Thisisfurthercomplicatedbylackofinterest

frommediaownersandmanagerstoprioritiesinvestlocalcontentproductionsinsteadopting

tobuycheapforeigncontent.

Thereisalsotheneedtoestablish/strengthenafunctioningindustrialstructuremadeupof

filmmakers,technicalteam,actors,scriptwriters,editors,producers,actors,directors,among

others.

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MFAbelievesthatinvestinginlocalcontent/filmproductionwillgoalongwayinpromoting

diversitymediapluralismofissues,andenhancedevelopment,reconciliation,peacebuilding

andaccountabilityasmostoftheissuesraisedintheproductionswillbelocallygenerated.

StrategicInterventions:ü Conductacomprehensivemappingstudyoflocalcontentfilm/mediacontentproducers

inUganda

ü Workwithpartnerstowardstheestablishmentofseedfundstosupportlocalcontent

productionanddevelopment

ü Providecapacitybuildingforlocalcontentfilm/TVproducersthroughtrainingand

mentoringonkeythemessuchaspeacebuilding,reconciliation,ruraldevelopment,

servicedeliveryamongothers

ü EstablishofastateoftheartdigitalstudiotoenhanceaccesstoadvancedICTsbylocal

contentfilm/TVproducers

ü Designandproducelocallycontextualisedmediaprogrammesthatpromotesocial

change

ü Partnerwithexistinglocalcontentfilm/TVproducerstoinitiatementorship/internship

programmesforyoungerproducers

ü Supporttheestablishment/strengtheningofcoalitions/associationsoffilm/TV

documentaryproducers–scriptwriters,editors,producers,actors,directors,among

others

2.4BuildingStrategicPartnershipsStrategicObjectiveFOUR:Buildingstrategicpartnershipswithmediaandmediasupportorganizations/developmentpartnersinbuildingaknowledgeableandskilledmediasector

Strategicpartnershipsareessentialinrealisingthesuccessofanygiveninitiativeastheyhave

thepotentialtoconcentratethecommunity'sfocusonaparticularproblem,creatingalliances

amongstakeholdersthatmightnotnormallyworktogether.

Partnershipsarecriticalinensuringaneffectiveandefficientdeliveryofprogrammes,aswell

as eliminating any unnecessary duplication of effort. They also facilitated the pooling of

resources,bothhumanandfinancialandminimisewastage.

MFAunderstandsthattheworkofdevelopingthemediasectorinUgandacannotbeaone-

man’sshowandwillthereforeseektoidentifyandworkwithlike-mindedstakeholders(both

individualandorganisations)inordertoachieveourmissionandobjectives.

StrategicInterventions:ü ReviewandstrengthenMFA’spartnershippolicy

ü Mapandidentifykeymediadevelopmentstakeholdersandresearchersincludingtheir

nicheandareasofoperation

ü Seektosubmitjoint-proposalswithrelevantpartnerstoavoidduplicationandwastage

ofresources

ü IdentifyandjoinrelevantnetworksonmediadevelopmentinUganda

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ü Build/strengthenlocalnetworksofcommunitybasedandcivilsocietyorganisationswith

whomtoconductoutreachactivitiestodisseminateandreinforcetheimpactofMFAs

mediaprogrammesforsocialchange

2.5CapacityBuildingofMFA’sHumanResourceStrategicObjectiveFIVE:BuildingMFA’shumanresourceandorganizationcapacitytoeffectivelydelivertheaspirationsofthestrategicdocument

InordertoachieveMFA’smissionandobjective,MFAwillrequirebothfinancialresources

and a teamwith the knowledge, right skills andmotivation to deliver.MFAwill focus on

investing instaff toaddress issuesofmotivation,performancemanagement,capacityand

addressissuesofrecruitment,inductionandretention.

StrategicInterventions:ü Conductahumanresourcereview,assessingexistingstaffprofilesandnumbersinorder

toidentifystaffinggaps

ü Developandimplementhumanresourcecapacitybuildingplanincludingatrainingneeds

assessmentexercise,inductionofnewstaffandcontinuousprofessionaldevelopment

ü Buildateamofeffectiveleadersandtechnicallycompetentstaffacrosstheorganisation

withaparticularfocusonpromotionofwomenleadership

ü Reviewandimplementastaffperformancemanagementappraisalsystem

ü Recruitandretainacompetentteamofexternalexpertstoprovidespecializedsupport

tothecoreteam

ü Developandimplementauniquefundraisingstrategytoraiseenoughfundstosupport

bothprogrammaticandinstitutionaldevelopmentprojects

ü DevelopMFA’sfivedifferentprogrammecomponents, includingfundingproposalsand

concepts

ü DevelopcommunicationstoolstodisseminateMFA’snewstrategy

ü IdentifypotentialpartnersandfundersthatcouldsupportMFA’sprogrammes

3.Monitoring,EvaluationandLearning(MEL)MFAiscommittedtoensuringthatallourstrategicinterventionsareeffective,relevantand

providesharedorganisationallearning.Usingaresults-basedMELframework,MFAwillseek

toestablisha)howstrategicobjectives,programmesandprojectactivitiesaredelivered;as

wellasb)theresultsandimpactoftheinterventions.Specifically,MFAwill;

ü Review,developandadaptanin-houseeffectiveInformationManagementSystem

(MIS)tocapture,analyse,storeandretrieveofdatatoeasyondocumentationand

reporting

ü Employacontinuousparticipatorymonitoring,evaluationandreporting(MER)

systemwhereindicatorsandspecific(programmeandproject)objectiveswillbe

tracked,withparticularfocusatboththeefficiencyandeffectivenessoftheproject

asdesigned

ü Buildcapacityofstaffandimplementingpartnersintheuseofparticipatory

planning,monitoringandevaluationpracticessuchasfocusgroupdiscussions,

projectinceptionandclose-outmeetings,asmechanismsforsharedlearning