HUMANITARIAN CARE UGANDA

“Promoting peoples’ living conditions through capacity

enhancement”

ANNUAL REPORT
2009
 Humanitarian Care Uganda (HCU) Annual Report 2009

TABLE OF CONTENTS
TABLE OF CONTENTS _____________________________________________________________ 1
LIST OF ACRONYMS ______________________________________________________________ 3
A WORD FROM THE CEO __________________________________________________________ 4
Background_____________________________________________________________________ 5
About HCU _____________________________________________________________________ 5
Vision: ______________________________________________________________________________ 5
Mission: _____________________________________________________________________________ 5
Mandate: ____________________________________________________________________________ 5
Values: ______________________________________________________________________________ 5

Program priorities and outcomes ___________________________________________________ 7

Strategic Objectives: _____________________________________________________________ 8
FAITH Project Outcomes: __________________________________________________________ 8
Celebrating the fidelity program and campaign_______________________________________ 14
Lessons learnt: _________________________________________________________________ 17
Key Achievements ______________________________________________________________ 17
Challenges: ____________________________________________________________________ 18
Recommendation: ______________________________________________________________ 18
ORPHANS AND OTHER VULNERABLE CHILDREN (OVC): _________________________________ 19
Strategic Objectives: ____________________________________________________________ 20
Expected Project Outcomes _______________________________________________________ 21
Vision College of Theology and Business Studies ______________________________________ 21
Way forward___________________________________________________________________ 21
HCU ORGANIZATIONAL STRUCTURE ________________________________________________ 22

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Humanitarian Care Uganda (HCU) Annual Report 2009

LIST OF ACRONYMS

AIDS Acquired Immune Deficiency Syndrome

ED Executive Director
CWFC Central Wakiso Fidelity Club
ESSO Improving Education and Social Support to OVC
FAITH Fighting AIDS In The Home
HCU Humanitarian Care Uganda
HIV Human Immuno Deficiency Virus
IT Information Technology
KAMAFC Kaharo – Maziba Fidelity Club
MoT Modes of Transmission
NGO Non – Governmental Organization
OVC Orphans and other Vulnerable Children
PR Public Relations
T/DR Traditional doctor
UHMG Uganda Health Marketing Group
UK United Kingdoms
UNAIDS United Nations Joint Programme on HIV/AIDS
UNICEF United Nations Children’s Fund
URA Uganda Revenue Authority

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Humanitarian Care Uganda (HCU) Annual Report 2009

A WORD FROM THE CEO

We are pleased to share with you our annual report covering the period October 2008
November 2009. This report represents the work of Humanitarian Care Uganda over
the period in review. To be sure, the year brought with it numerous challenges, which
had to be overcome and transformed into opportunities in order to produce results. In
spite of the challenges including among others the change of venue from Ambassador
House, to Lumumba Avenue, to our current venue (Plot 181, Bombo Road “Kubbiri” on
Bwaise Road (Former URA offices), HCU has made tremendous stride towards the
achievement of her vision, mission and objectives.
In contribution to the efforts to centralize the activities of organizations working among
the most at risk populations in Uganda, HCU housed the coordination office of the
MARPs Network secretariat for 8 months, which activity led to the improved and
coordinated networking of the activities of the member organizations during the period.
Humanitarian Care Uganda (HCU) developed the “FAITH” project an acronym for
Fighting AIDS In The Home, and rolled out the “Be Faithful” program and campaign in
the Districts of Lira, Wakiso, Kanungu and Kabale in direct response to the high and
rising HIV infections among married couples in stable unions. The result of this
program and campaign is a source of inspiration for participating couples, civic and
religious leaders in our districts of operation and implementing HCU staff.
The issue of the high number of OVCs was also paramount on the program agenda of
HCU during the reporting period. In response to this challenge, a project proposal was
developed, pending approval with a goal of improving the quality of life for 250 OVC
through, access to education, primary health care, food, and clothing.
We at HCU appreciate that we have a big challenge ahead of us as we strive to fulfill
our objectives but we are determined to make every effort to make sure that our Vision,
Mission and objectives are fulfilled to the detail.
Finally, HCU is not oblivious of the fact that without you, the achievements detailed in
here would not have been made. I would like to recognize and extend my sincere
gratitude to the Ministry of Gender, Labour and Social Development and UHMG for the
direction, advice and support; and the various strategic partners including civic and
religious leaders in our districts of operation for the support provided and continual
positive and constructive criticism which allowed HCU to make responsive and timely
actions.

We look forward to continue working with you in the year 2010.

James Kato
Executive Director

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Humanitarian Care Uganda (HCU) Annual Report 2009

Background
This report documents the activities of Humanitarian Care Uganda (HCU), challenges
and the lessons learnt during this period. The activities in this report are according to
planned activities and outputs as per the HCU one year work-plan for the period in
review.

About HCU
The need to reduce the vulnerability of the rising numbers of orphans and other
vulnerable children in Uganda coupled with the high and rising HIV infections set a
foundation for the establishment of Humanitarian Care Uganda (HCU) Since 2006,
Humanitarian Care Uganda (HCU) has been implementing activities aimed at
improving the livelihoods of the unreached or poorly reached populations who happen
to be in special situations due to various reasons – epidemics, natural catastrophes
and many others.

In September 2007, HCU was registered with the NGO Board as a non-governmental
organisation (NGO). HCU is therefore a Ugandan based non-profit; indigenous,
interdenominational, non-governmental organization.

Vision:
“A society where all people live a life of dignity”

Mission:
To promote peoples’ living conditions through capacity enhancement.

Mandate:

To carry out activities in the fields of initiating programs and actions aimed at improving
livelihood; addressing issues aimed at preventing, caring and managing HIV/AIDS in
communities; promote programs that improve health care and livelihood services; and
developing sustainable mechanisms for promoting community participation and
ownership.

Values:
1. Passion and Commitment
2. Honesty and Transparency
3. Respect
4. Participatory Planning and Service Excellence

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Humanitarian Care Uganda (HCU) Annual Report 2009

Outside the Humanitarian Care Uganda Office on Plot 181, Bombo Road,
“Kubbiri” Kampala (Above) while (Below) inside one of the offices of HCU.

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Humanitarian Care Uganda (HCU) Annual Report 2009

Program priorities and outcomes

HIV and AIDS

UNAIDS estimates that there were a total of 33.2 (30.6 – 36.1) million people living with
HIV, 2.5 (1.8 – 4.1) million new infections and 2.1 (1.9 – 2.4) million deaths due to HIV
by December 2007 (UNAIDS 2008). The number of new infections continues to outstrip
the number of deaths; an indication that prevention efforts are failing to keep pace with
the epidemic.
International attention has been drawn to the ‘recent’ reversal of Uganda’s prevention
success. Despite Uganda being the only country in sub-Saharan Africa to have seen a
significant reduction in the rates of HIV infection between 1990s and 2000, sub-
national longitudinal studies and indirect estimates indicate a rising rate of new
infections with HIV incidence ranging from 0.2-2.0% in different regions of the country.
The annual incidence reached 132,500 new cases in 2005. This includes 25,000
mother-to-child transmissions1.
The largest proportion (43%) of new infections occurs in the mutually monogamous
heterosexual sex category, which includes almost half the population and discordance
has been shown to be high (50%) among couples were at least one is HIV infected.2.
(83%) never discussed HIV with any sexual partner and (89%) didn’t know their
partners’ HIV status.3 Individuals engaged in multiple partnerships (MP) contribute 24%
of new infections while the partners of individuals reporting multiple partnerships
account for 22%. Sex work (SW) accounts for 11% of new infections -- of which clients
of sex workers contribute 8%, sex workers 1% of all new infections and partners of the
clients account for the remaining 2%.4
In direct response to these findings, HCU prioritized rolling out the “Be faithful”
interventions with the goal of contributing to the reduction of the high and rising HIV
infections among married people in stable unions through the FAITH Project - an
acronym for Fighting AIDS In The Home.
During 2009, HCU, with support from Uganda Health Marketing Group (UHMG),
worked with couples in stable unions identified in the Districts of Lira, Wakiso, Kabale
and Kanungu to promote fidelity and faithfulness as a norm for married people living in
stable unions. The goal of this project was to contribute to the reduction of HIV
infections among married people in stable unions by promoting mutual sexual
faithfulness among married couples in stable unions through enhanced interpersonal
communication.
1
NSP 2007/8 -2011/12
2
Uganda_MoT_Country Synthesis_ Report _7April09
3
Editorial (2007) Why is HIV prevalence so severe in Southern Africa? The role of multiple concurrent partnerships and lack of
male circumcision: Implications for AIDS prevention. Southern African Journal of HIV Medicine, March
4
Uganda_MoT_Country Synthesis_ Report _7April09

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Humanitarian Care Uganda (HCU) Annual Report 2009

Strategic Objectives:
1. To support establishment and functioning of fidelity clubs as a social support
network for couples in stable unions.
2. To support couples to popularize and sustain their commitment to fidelity.
During the year of reporting, As a sustainability strategy for the “be faithful”
interventions , the FAITH project promoted the formation of couples - only fidelity clubs
which are support networks for couples committed to promoting mutual sexual
faithfulness in their union and to influence their peers to do the same.

Fidelity couple club members were trained and equipped with communication skills
using interpersonal communication and public speaking approaches. Through this
training, couples were helped to initiate discussions on issues affecting people in stable
unions and how these threats to couples could be addressed. This training further
enabled couples to learn how to introduce and lead discussions on issues like HIV
infection, infidelity, sex, gender constructs and conflict resolution in marriages.

HCU used the model of fidelity clubs as social support networks for couples in stable
unions committed to promoting sexual mutual faithfulness in their union and to
influence others to do the same to address the challenge. Issues which affect the union
of couples and may lead to infidelity are discussed in these clubs and ways through
which the identified issues can be addressed sought in a participatory manner.

The FAITH Project also targeted local civic and religious leaders in Lira, Wakiso,
Kabale and Kanungu districts for the good will and support to provide platforms for
couples to talk about the fidelity program and campaign. Because of the nature and
diversity of the districts where HCU implemented the program, HCU organized 4 one
day sensitization meetings about the program.

FAITH Project Outcomes:

1. 10 training workshops were organized and conducted to form and train couples
committing to fidelity clubs.
2. 10 fidelity couple clubs were formed in the four districts of Lira, Wakiso, Kabale and
Kanungu.
3. Sixty (60) civic and religious leaders in the Districts of Lira, Wakiso, Kabale and
Kanungu were met and sensitized on the fidelity program and campaign.

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Humanitarian Care Uganda (HCU) Annual Report 2009

Rev. Esau Ensinehinduka (a master couple trainer) takes couples through one of
the sessions during a fidelity couples club training workshop in Kanungu District.

After this training workshop, Mr. Twesigye Alex had this to say “The program is so
educative, it has really helped me to discover so many things that I have been
taking for granted yet they can lead to infidelity and subsequently marriage
break-downs.”

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 Humanitarian Care Uganda (HCU) Annual Report 2009
2

A participant stresses a point in a brainstorming session during fidelity couples club training
workshop in Wakiso District.

During the training workshop to equip couples with interpersonal communication skills, couples
were taken through a session whose purpose is to give couples a chance to see how well they know
each other as a gauge for communication among spouses. In the photograph above, Mrs. Regina
Kakulu, a master couple trainer from Wakiso District takes T/Dr. Serwadda Musoke and wife through
the “I know my partner quiz” in Wakiso.

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Humanitarian Care Uganda (HCU) Annual Report 2009
In Wakiso District, Mrs. Jessica Kiberu, Nabweru Sub County had this to say after the training,
“Because this program targets the home, brings couples together and strengthens
families, I recommend that it reaches more couples as it addresses issues that
affect most marriages and how these issues can be addressed in an environment
that promotes openness.”

4. 117 selected master couples were trained and equipped with communication
skills using interpersonal communication and public speaking approaches in order to
help them initiate discussions on issues affecting people in stable unions and how
these threats can be addressed. They were also able to learn how to introduce and
lead discussions on issues like HIV infection, infidelity, alcohol, gender constructs, sex
and conflict resolution in marriages.

5. Sensitization of Civic and Religious leaders.

Civic and religious leaders from different religious backgrounds and administrative levels
in Lira, Wakiso, Kabale and Kanungu districts were sensitized on HIV emerging issues
with particular emphasis on the epidemiological shift of new HIV infections from single
young unmarried adults to married monogamous couples, the fidelity program and
campaign, as well as their role to provide platforms for couples to talk about the fidelity
program. In Kabale after naming the fidelity program “the best vision of the year”, Mrs.
Kanagizi Flavia, LC V Councilor Bugarama-Kaharo promised to ask for a minute during
council meetings and to solicit radio use on free programs to talk about the fidelity
program.

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Humanitarian Care Uganda (HCU) Annual Report 2009

LC5 Councilor
Kaharo,
Mrs. Flavia
Kanagizi
makes a
contribution
during a
leaders’
sensitizatio
n w/shop on
fidelity
program and
campaign in
Kabale
District
August
2009

A Group
photograph
of Civic and
Religious
leaders after
a
sensitization
workshop
on the
fidelity
program
and
campaign in
Kabale.

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Humanitarian Care Uganda (HCU) Annual Report 2009

A Group
photograph
of Civic and
Religious
leaders after
a
sensitization
workshop on
the fidelity
program and
campaign in
Kanungu.

6. Access to reproductive health.

In order to have small and manageable families, reproductive health sessions were
conducted in the four districts during which moon beads were promoted. 50 moon
beads were sold while 20 were donated to fidelity clubs.

Above: Mrs.
Ocari Grace
Lillian, a
popular
opinion
leader in Lira
takes couples
through a
session on
moon beads:
(Lira)

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Humanitarian Care Uganda (HCU) Annual Report 2009

One of the
participants
(right) who
bought a set of
moon beads after
a session on
reproductive
health session in
Wakiso District
took time off to
scrutinize the
moon beads.

Celebrating the fidelity program and campaign

During the implementation of the FAITH Project, couples took some time off to celebrate
the fidelity program.

Couples from
the Kaharo-
Kaharo-
Maziba
Fidelity Club
(KAMA FC) in
Kabale District
sing and dance
to celebrate the
program;

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Humanitarian Care Uganda (HCU) Annual Report 2009

Couples of
Central
Wakiso
Fidelity Club
(CWFC) take
to the floor in
celebration of
the fidelity
program and
campaign.
campaign.

Couples from
Adekokwok
Fidelity Club
(AFC) in Lira
District
present a
song to raise
awareness
about the
fidelity
program and
more so the
need for
couples to
recognize the
importance
of team work
in planning
for a better
future.

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 Humanitarian Care Uganda (HCU) Annual Report 2009

7. Master Couples’ Retreat

In order for couples to discuss challenges encountered during the fidelity program and to
minimize their effect on fidelity, a team building session and refresher training on other
health related issues including reproductive health and general well being, was organized
by the FAITH Project in form of a retreat in Lira District.

(Above) Mr.
Awai Patrick
puts a poster at
one of the
entrances of
Lira Hotel to
direct couples
to the venue for
the couples’
retreat, while
(below) Mr.
Okodi, (left) a
popular opinion
leader and head
of laity Lango
Diocese urges
couples who
have not fully
embraced the
fidelity
program to
learn from
what the
program has
done for him
and his family
during the
couples’ retreat
in Lira.

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 Humanitarian Care Uganda (HCU) Annual Report 2009

Lessons learnt:
1. Communication among spouses has a bearing on marital HIV spread and prevention
as well as the wellbeing and prosperity of families.
2. Participatory intervention approaches promote sustainability of a project by developing
a sense of ownership over the project and its outcomes.
3. Partnership and collaboration are crucial for sustainability of service provision.
4. Some categories of populations, for instance, the married couples in stable unions,
require specially tailored programs to address the HIV epidemic.
5. Communication innovations, that can mobilize large numbers of people and capture
popular imagination, have the potential to be a catalyst for social change and HIV
prevention.
6. Positive interpersonal communication with peers is very effective in societies where
there is difficulty talking about sexual and reproductive health.
7. Whereas communication among spouses has great influence on HIV spread and
prevention, many couples lack this important aspect.
8. Up-to date information dissemination is key in changing attitudes, behaviors and
practices.
9. Being the first of its kind to be implemented by Humanitarian care Uganda, the
program team did do a good job making commitment and determination drive the
project, as their expertise developed. One of the main benefits of the project was the
training of a cadre of people prepared to run this fidelity program. HCU is now ready to
do a great job on the next implementation.
Key Achievements
1. Functional fidelity couple support groups formed at community level, these meet
regularly, at no financial cost (enhance sustainability)
2. With the formation of fidelity couple clubs in the areas of project implementation, ideal
and convenient plat forms for interactive family/community discussions on issues
affecting marriage and may lead to infidelity without any fear have been established.
3. Skills of master couple trainers in handling difficult marriage situations have been built
through interpersonal communication training workshops.
4. Issues of fidelity have been opened to public debate due to the openness exhibited in
the discussions during fidelity clubs’ meetings - an indicator of change in perceptions,
attitudes and behaviors.
5. Public dialogue and debate concerning the factors contributing to vulnerability of
married couples in stable unions to HIV infection, including key socio-cultural customs
have been enhanced.
6. Mutual understanding between sub-groups (including males and females) about the
crisis and contributing factors to the high and rising HIV infections has been fostered;
7. The FAITH project has increased the sense of efficacy and confidence among married
couples to confront the epidemic.

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8. Cases of noticed behavioral change among spouses are visible among fidelity club
members.
9. With the involvement of both spouses in the activities of the FAITH project, the
program has proven an effective entry-point for male involvement in the fidelity
program and campaign activities. Male involvement has been 100%. As a result,
gender equity as a strategy to reduce HIV infection has been promoted.
10. At institutional level, the technical capacity of HCU has been strengthened to reach out
and serve more districts. The quality of staff has improved greatly.
Challenges:
1. Continued delays in the disbursement of funds affected project plans and
implementation.
2. Overwhelming number of couples subscribing to fidelity clubs beyond what had been
targeted by the FAITH project impacted strenuously on the budget.
3. There is increased demand for the FAITH project activities and its services in areas
outside our implementation areas in an environment of limited resources.
4. Even with the involvement of civic and religious leaders, there was a high level of
reported stigma and discomfort in dealing with HIV related issues.
5. The organization is vulnerable to staff turnover. Remuneration is not as competitive as
compared to some organizations doing the same work.
6. Weak PR: the public relations strategy to deal with the external environments is rather
weak and needs to be reviewed and strengthened

Recommendation:
There is need to scale up the “Be faithful” program and campaign activities among married
couples in stable unions to counter the high and rising marital HIV infections as well as the
increasing demand for the FAITH Project activities in areas outside our area of project
implementation.

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ORPHANS AND OTHER VULNERABLE CHILDREN (OVC):

In Uganda, an orphan is a person below the age of 18 who has lost one or both parents.
A vulnerable child is a person below the age of 18 living in a situation that exposes
him or her to significant physical, emotional or mental harm, such as:
• Child – headed households
• Street children
• Child living in institutions
• Child affected by conflict, war or natural disaster
• Child with psychosocial or physical vulnerability
• Unsupervised children and child laborers.
Uganda’s Population & Housing Census, 2002 puts the number of orphaned children
aged 1-17years at 1,763,300.
Although HIV & AIDS is not the only contributor to the increase in the numbers of OVCs,
it contributes a large percentage. Since the onset of the alarming parent mortality due to
HIV & AIDS and consequent displacement of children, its impact has been felt
throughout all sectors of society, particularly the urban centers, such as Kampala and
Jinja, where dirty, hungry and seemingly lost children litter city streets. According to a
qualitative study done by UNICEF, children between the ages of 0-16 years old who
have lost both parents are found to be extremely vulnerable to abuse, trafficking, and
neglect. It further reveals that most of these children have migrated to the streets or
slum settings.
A young street child sniffing Street Children begging a passer-by

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Humanitarian Care Uganda (HCU) Annual Report 2009

Uganda’s Ministry of Gender, Labour and Social Development, the government

ministry mandated to provide overall direction and guidance on OVCs, estimates that
there are over seven million orphans and vulnerable children in Uganda that need
comprehensive, high quality care, support and protection.
Evidence has further shown that the risk of exploitation, abuse and neglect can increase
for children when they are removed from their biological family. Children outside of
family care altogether are arguably the most vulnerable and such OVC in Kampala
continue to scuffle through a life of hunger, homelessness, sickness, abandonment,
abuse, illiteracy, and despair, developing into angry, violent, unhealthy, corrupted adults
and consequently crime-infested societies5.
Education as a means of fighting poverty and reducing vulnerability is one of HCU’s top
priority.
It is our firm belief that as we invest in educating and training these young lives, they will
have the chance to grow into their full potential and touch other people’s lives in turn.
We have realized that to achieve this HCU requires best practices – shared on a
common front – to be strategically adapted according to the expressed and assessed
needs of the target beneficiaries.
One of these best practices that HCU is focusing on is social protection for OVC. Social
protection has been described to include all public and private initiatives, which address
the welfare of the poor and needy, protect the vulnerable against livelihood risks, and
enhance the social status and rights of the marginalized; with a view to reducing their
socio-economic vulnerability6.
During the year 2009, HCU developed a project proposal pending approval, to address
this challenge.
Strategic Objectives:
1. Increase equitable access to basic education by providing school fees and
supporting scholastics for at least 250 OVC.
2. Improve the quality of life for 250 OVC by providing the national minimum health
care package and promoting of age-appropriate HIV/AIDS prevention messaging.
3. To quicken financial sustainability for the project by building capacity of the project
implementers in resource mobilization.
4. To ensure effectiveness of the approach by periodically monitoring and evaluating
the progress.

5
UNICEF, 2007a - Child Protection and Social Welfare Ministries
6
Devereux, 2004; Conway et al., 2000

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Expected Project Outcomes

1. Increased equitable access to basic education support to 250 OVCs.
2. Increased knowledge of minimum health care service delivery package for 250
OVCs.
3. Reduced risks of malnutrition of at least benefiting 250 OVCs.
4. Increased collective ownership and commitment of community leaders to OVCs.
5. Increased social support from community leadership to local OVCs program.

Vision College of Theology and Business Studies

As a strategy to empower the underprivileged but prospective students in the Great
Lakes region to access high quality education from Vision College of Theology and
Business Studies in UK, HCU which was mandated to represent this prestigious
institution in the UK works as the college link through which prospective students are
provided with study opportunities at Vision College of Theology and Business Studies
where they attain internationally recognized degrees, diplomas, certificates and post
graduate qualifications which enable them to favorably compete on the job market both
locally and internationally upon completion of their courses.

During the year of reporting, the uptake of prospective students to this institution in
United Kingdom was adversely affected by the restructuring of education institutions in
UK and the shift of the location of the HCU office in Uganda. Since the process took a
little while, HCU had 9 prospective students benefitting from this initiative compared to
159 students last year.

With the full restructuring of institutions of higher learning accomplished, coupled with a
well established HCU office, we are optimistic that the number of prospective students
benefitting from this initiative will be unprecedented.
Way forward
Overall, the past 12 months of operation for Humanitarian Care Uganda have been a
series of challenges that we have faced as a team. With the typical issues arising about
financial constraints, human resource shortages, the need to scale up the fidelity
program and campaign across the country, re-enforcement of one-to-one
communication methods and the development of interventions to reduce the
vulnerability of orphans and other vulnerable children (OVC), HCU has built a base of
committed members who have—and still are—sacrificing knowledge, skill and ability on
the altar of conscience to contribute to extend programmatic services to the unreached
or poorly reached populations.

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Humanitarian Care Uganda (HCU) Annual Report 2009

Field staff in Wakiso during Registration and Physical confirmation of Fidelity Couple Club members of
Wakiso Central Fidelity Club.

Support supervision visit to Kabale (Kaharo Maziba Fidelity Couple Club)

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HCU ORGANIZATIONAL STRUCTURE

Beneficiaries and General

Assembly

Board of Directors

Head Office External Auditor

Executive Director

Technical Advisor Finance & Administration Program Manager

Manager

Administrative a Assistant

Social Worker Project Officer

IT Officer

Volunteers

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Finances and Administration

In 2009, HCU received a total of UGX.182, 758,810/- against the anticipated
UGX.222, 758,810/-. This marked an increase of income from UGX.81, 069,600/-
received in 2008. This increase was a result of the robust donor response to
programmatic activities of Humanitarian Care Uganda.
Nikki Industries 83,190,810
UHMG 64,415,000
Vision College 23,100,000
Other Incomes 12,053,000
Total 182,758,810

Expenditure
A total of 159,658,810/- was spent against the planned 222,758,810/-.Capital
items accounted to 14% of the expenditure in 2009. Two motor vehicles and
additional office equipment were procured to support program and administration
work.

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