TORORO DISTRICT
N
Paya
Iyolw a S/C
Osuk ur u T C
Mulanda
Mukuju
Rubongi
Mella
Kirewa
Nabuyoga S/C
Merikit S/C
Molo
Magola
Petta
Kw apa S/CKisoko
Sop- Sop
Nagongera S/C
Eastern
Div is ion
Nagongera T /C
W ester n
Div is ion
Malaba T /C
Soni
Sere
Katajula
Naw ire
Nabuyoga T /C
Siwa Mw ello
Pajw enda T /C
Iyolw a T/C
Ojilai
Kayoro
Osia
Nyangole
Akadot
Kw apa T/C
Morukatipe
Apok or T /C
Kalait
Apetai
Merikit T/C
Magodes TC
9 0 9 18 Kilo me te rs
TO RO ROThe Republic of Uganda
TORORO DISTRICT LOCAL GOVERNMENT
FIVE YEAR LOCAL GOVERNMENT STRATEGIC PLAN IV
FOR STATISTICS
2025/26 – 2029/30
THEME: Innovating, Modernizing and Transforming Statistical Services
August 2025
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FOREWORD
One of the requirements under the PNSD is the development of sector specific
strategic plans for statistics. The Tororo District Local Government Strategic Plan for
Statistics (LGSPS) 2025/26-2029/30 doubles as the process as well as the outcome
of that collaboration.
The Plan for National Statistical Development (PNSD) is the policy framework under
which the Uganda Bureau of Statistics (UBOS) collaborates with other stakeholders in
the National Statistics System (NSS).
Statistical data are required for designing, planning, implementing, monitoring and
evaluating development programmes for instance, statistics on school enrolment,
completion rates and dropout rates etc. Statistics are also needed for establishing
grant aid, investments programmes and successful management and operation of the
sectors, including Lower Local Governments through effective service delivery.
This District Strategic Plan Statistics will go a long way in guiding District Policy
makers, Planners, Researchers and other stakeholders to identify the indicators that
are relevant for planning, monitoring and evaluation of Government programmes.
Lastly, I wish to thank all my technical staff for the compilation of the Statistics and
Information contained in this document.
This strategy will strengthen the capacities for statistical production and dissemination.
aligned to the Plan for National Statistical Development and guided by the following
four strategic goals over the next five years:
a) Strengthen Systems for Data production and Development
b) Enhance Dissemination, Uptake and Use of statistics
c) Enhance human resource capacity for statistics production in the district
d) Strengthen Coordination, Cooperation and Partnerships for statistics production
Finally, I would like to appeal to the people of Tororo District to implement this plan as
a guide to quality statistical production for a better future of the district.
………………………………
OKEA JOHN
DISTRICT CHAIRPERSON, TORORO
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PREFACE
The long-term objective of Strategic Plan Statistics is to ensure availability of data for
use in planning for evidence-based decision making, policy formulation and
programme evaluation. To support the planning process, the results from the Strategic
Plan Statistics will collectively provide information. The monitoring of socio-economic
progress is not possible without measuring how we progress and establishing whether
human, financial and other resources are being used effectively.
However, these statistics has in many occasions been national in outlook and less
district specific. The development of a district-based Statistical plan shall go a long
way to solve statistical gap and provide district tailored statistics and will reflect the
peculiar nature of the district by looking at specific statistics which would not been
possible to provide at a higher level.
Data and statistics are required for designing, planning, implementing, monitoring and
evaluating development programmes. For instance, statistics on school enrolment,
completion rates and dropout rates etc are vital in the monitoring of Universal Primary
Education (UPE) and Universal Secondary Education (USE) programmes. Statistics
are also needed for establishing grant aid to community schools, staff levels and other
investments programmes. For data to inform planning and service delivery it should
be effectively disseminated to the various users and stakeholders.
The SPS will also act as an aggregation of statistics from all sectors and information
originating from NGOs and other organisations. This Strategic Plan for Statistics,
therefore, is an annual snapshot documentation of the Tororo District situation,
providing a continuous update of the district status.
It is my sincere hope that the document will provide all interested users with adequate
information, and I also feel that where more information is required.
Lastly, I wish to thank the Uganda Bureau of Statistics (UBOS) for the continued
technical support to Tororo District. I wish to thank all my technical staff for the
compilation of the Information contained in this District Strategic Plan Statistics
………………………………………………..
ATAMA RICHARD GABRIEL
CHIEF ADMINSTRATIVE OFFICER, TORORO
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TABLE OF CONTENTS
FOREWORD …………………………………………………………………………………………….. i
PREFACE ………………………………………………………………………………………………….ii
TABLE OF CONTENTS ……………………………………………………………………………… iii
LIST OF TABLES ………………………………………………………………………………………vi
Explanatory Notes …………………………………………………………………………………… viii
Executive Summary ……………………………………………………………………………………xi
CHAPTER ONE: BACKGROUND ………………………………………………………………. 1
1.0 Introduction ……………………………………………………………………………………… 1
1.1 Background ……………………………………………………………………………………… 1
1.2 Legal Framework for Statistics Production ……………………………………………. 1
1.3 Rationale for designing the Strategic Plan for Statistics ………………………….. 1
1.4 Process of Developing the LGSPS ……………………………………………………… 2
1.5 Scope and Coverage of the Plan ………………………………………………………… 2
1.6 Structure of the Strategic Plan ……………………………………………………………. 2
CHAPTER TWO: SITUATION ANALYSIS …………………………………………………… 4
2.1 Introduction ……………………………………………………………………………………… 4
2.1.1 Status of the Tororo District Statistical System ……………………………………… 4
2.1.2 Statistical programmes ………………………………………………………………………. 6
2.2 Stakeholders Analysis ……………………………………………………………………….. 6
2.2.1 Key Stakeholders ……………………………………………………………………………… 6
2.2.2 Data production process ……………………………………………………………………. 9
2.2.3 Coordination Mechanisms ………………………………………………………………… 10
2.3 Data Production ……………………………………………………………………………… 10
2.3.1 Data User Needs…………………………………………………………………………….. 10
2.3.2 Statistical Production ……………………………………………………………………….. 10
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2.3.3 Gender statistics Production …………………………………………………………….. 11
2.3.4 Data Sources …………………………………………………………………………………. 11
2.3.5 Data Management Systems ……………………………………………………………… 12
2.3.6 Data Quality Mechanisms ………………………………………………………………… 12
2.4 SWOT Analysis ………………………………………………………………………………. 13
2.5 Challenges in Tororo District Statistical production ………………………………. 14
2.5.1 Risks and Mitigation Measures …………………………………………………………. 15
2.6 Priorities over the next five years ………………………………………………………. 16
CHAPTER THREE: STRATEGIC FRAMEWORK ……………………………………….. 17
3.0 Introduction ……………………………………………………………………………………. 17
3.1 Vision and Mission ………………………………………………………………………….. 17
3.2 Strategic Goal ………………………………………………………………………………… 18
CHAPTER FOUR ……………………………………………………………………………………. 21
STRATEGY FOR IMPROVING STATISTICS PRODUCTION ……………………….. 21
4.0: Introduction ………………………………………………………………………………………. 21
4.1.1 Strategic objective 1: Strengthen systems for data production and
development …………………………………………………………………………………………… 21
4.1.2 Strategic objective 2: Enhance dissemination, uptake and use of statistics 22
4.1.3 Strategic Objective 3: Enhance human resource capacity for statistics
production in the district. …………………………………………………………………………… 23
4.1.4 Strategic objective 4: Strengthen coordination, cooperation, partnerships for
statistics. ………………………………………………………………………………………………… 24
CHAPTER FIVE: FINANCING PLAN …………………………………………………………. 26
5.1 Introduction ……………………………………………………………………………………. 26
5.2 Cost of the Plan………………………………………………………………………………. 26
5.3 Financing the Plan ………………………………………………………………………….. 26
CHAPTER SIX………………………………………………………………………………………… 27
IMPLEMENTATION, MONITORING AND EVALUATION …………………………….. 27
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6.1 Introduction ……………………………………………………………………………………. 27
6.2 Implementation Mechanisms…………………………………………………………….. 27
6.3 Monitoring and Evaluation ………………………………………………………………… 28
6.3.1 Monitoring ……………………………………………………………………………………… 28
6.3.2 Evaluation ……………………………………………………………………………………… 28
6.3.4 Reporting arrangements ………………………………………………………………….. 28
ANNEXURE …………………………………………………………………………………………… 29
ANNEX 1: Data Production Schedule for Tororo District ……………………………….. 29
ANNEX 2: Logical Framework Matrix …………………………………………………………. 43
Annex 3: TORORO LGSPS 5 YEAR BUDGET ……………………………………………. 57
ANNEX 4: Tororo District Statistics Committee Members ……………………………… 62
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LIST OF TABLES
Table A: Showing Explanatory Notes …………………………………………………………….. viii
Table 2.1: Stakeholder analysis ……………………………………………………………………… 7
Table 2.2: Inter and Intra Sectorial Linkages …………………………………………………….. 9
Table 2.3: Rating the quality of data produced in Tororo District ………………………… 13
Table 2.4: SWOT Analysis Matrix………………………………………………………………….. 14
Table 5.1: Tororo LGSPS Summary Budget (Ugx “000”) ………………………………….. 26
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List of Acronyms
BPF Budget Policy Framework
CIS Community Information System
CSO(s) Civil Society Organization(s)
DSC District Statistics Committee
EMIS Education Management Information System
HMIS Health Management Information System
ICT Information and Communication Technology
LG Local government
LGSPS Local Government Strategic Plan for Statistics
M&E Monitoring and Evaluation
MoES Ministry of Education and Sports
MoFPED Ministry of Finance, Planning and Economic Development
MoWT Ministry of Works and Transport
MC Municipal Council
MDAs Ministries, Departments and Agencies
NGO(s) Non-Governmental Organization(s)
NSS National Statistical System
PBS Programme Budgeting System
PNSD Plan for National Statistical Development
SDGs Sustainable Development Goals
SG Strategic Goal
SWOT Strengths, Weaknesses, Opportunities and Threats
UBOS Uganda Bureau of Statistics
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Explanatory Notes
The notes in the matrix below are intended to create a common understanding of the
given terms across the NSS and should be maintained throughout the design and
implementation process.
Table A: Showing Explanatory Notes
Plan for National
Statistical
Development
This is the national plan for developing statistical capacity
across the entire national statistical system (NSS). It sets out a
vision of where the NSS should be striving to get closer over a
five-year period and presents a comprehensive and unified
framework for the continuous assessment of users’ evolving
needs and sets the priorities necessary to build capacity to meet
these needs in a coordinated, synergistic and efficient manner.
Strategic Plan for
Statistics
This is the individual Ministry, Department, or Agency/ Higher
Local Government/Civil Society Organization five-year plan for
strengthening statistics production and development to meet
data user needs for evidence-based decision-making. It forms
a building block to the PNSD aspirations.
Data sources A data source is where data originates and may be directly or
indirectly obtained. Direct methods of data collection involve
scientifically collecting new data for a specific purpose – known
as primary data (Censuses, Surveys).
Indirect methods of data collection involve sourcing and
accessing existing data that were not originally collected for the
purpose it is demanded for but suits the need – secondary data
– administrative data.
Non-Traditional
Data
Non-traditional data includes information that may be publicly
available but often difficult to get in a structured and easily
usable format e.g. Big Data, Citizen Generated Data, social
media, cloud sourcing etc. These data are mostly generated
from the non-traditional sources like telecom services etc.
Data ecosystem A data ecosystem includes the national statistical system along
with the complex organizations of dynamic social relationships,
which move and transform data/information such as (data
infrastructure, tools, media, producers, consumers, curators
and sharers) (PARIS21, 2018b).
Data revolution “Data revolution” is that set of transformative actions needed
to make statistics an integral part of evidence-based decision
making. It is about providing the right data to the right people at
the right time and in the right format and involves reshaping of
how statistical information is produced and used. A true data
revolution focuses on sustainable improvements in both the
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production and uptake/use of statistics. Data revolution draws
on both existing (traditional) and new (non-traditional) data
sources
Unprecedented
demand for
development
data
Changing and increased demand for data to inform monitoring
and reporting progress on different development frameworks
such as the MDA/DISTRICT/MUNICIPAL COUNCIL/CITY
Development Plan, NDP IV, Sustainable Development Goals
etc
Gender indicators Gender indicators serve to measure and compare the situation
of women and men over time. Gender indicators can refer to
quantitative indicators (mainly but not exclusively based on
statistics differentiated by sex) or to qualitative indicators (based
on women’s and men’s experiences, attitudes, opinions and
feelings) (EIGE, 2015).
Gender
mainstreaming in
statistical system
Gender mainstreaming in statistical systems includes activities
that aim to apply a gender perspective holistically at all stages
of data production, statistical coordination, communication and
statistics use.
The Issue The Issue refers to the fundamental question or critical
challenge affecting the CSOs ability in the specified goal. I.e.
what the problem is that the CSO needs to address.
Goal A goal is a broad primary outcome.
Strategy A strategy is a plan of action to achieve an objective that is
usually major, comprehensive and long-term (Higgins and
Vincze, 1989). A strategy is basically the approach you take to
achieve a goal.
Strategic
Objective
A strategic objective (SO) is a measurable step you take to
achieve the strategy.
Strategic
Intervention
Strategic intervention (SI) refers to a set of sequenced
planned actions or events intended to facilitate attaining of an
objective. A Strategic objective may have one or more strategic
interventions.
Strategic Action A Strategic Action is the concrete step or activity needed to
make the strategy a reality. A strategic intervention may have
one or more strategic actions simultaneously or sequenced into
an action plan.
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Key Output A Key Output is a projected result of an action or activity. Each
action is expected to yield specific outputs. An activity may have
one or more outputs. These outputs may at times be unintended
Output Indicator An Output Indicator is the clue, sign or markers that measure
one aspect of an action and show how close it is to its desired
path and outcomes. Indicators usually describe observable
changes or events, which relate to an intervention.
Indicators must be realistic and measurable. Each of the
expected output must have a measurable indicator of success.
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Executive Summary
One of the mandates of Tororo District Local Government is to guide, harmonize,
mentor and advocate for all Lower Local Governments in support the district vision of
having a Healthy, Productive and Prosperous people living in a clean environment and
Quality statistics inform policy, planning and decision-making processes and provide
the basis for monitoring and evaluating district and government programmes.
The district strategic plan for statistics (2025/26-2029/30) under the framework of the
Plan for National Statistical Development whose theme is: “Enhancing Data Quality
and Use.” The SPS provides a framework and mechanisms for reform and
acceleration of statistical development in the district.
The rationale of this strategic plan defines the roadmap for establishing a sound
statistical system in the district over the next five years. The SPS was developed
through a consultative and participatory process guided by UBOS and Planning
department.
Assessments of the key important issues and areas of interest, as well as priorities
and expected outcomes over the next five years was undertaken; these informed the
design of this plan
The following four (4) strategic goals will guide the district statistical production system:
a) Strategic Objective 1: Strengthen systems for data production and development
b) Strategic Objective 2: Enhance dissemination, uptake and use of statistics
c) Strategic Objective 3: Enhance human resource capacity for statistics production
in the district.
d) Strategic Objective 4: Strengthen Coordination, Cooperation and Partnerships for
statistics production
The LGSPS will be implemented by the district with vital support from the district
statistics committee. A monitoring and evaluation system has been designed with
measurable indicators to track the implementation progress. The LGSPS will be
financed by central government grants, local revenue and contributions from
development partners operating within and outside the district.
The plan will be implemented with funding under the government, district budget and
with support from development Partners.
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CHAPTER ONE: BACKGROUND
1.0 Introduction
This chapter defines the mandate of the District Local Government, the significance of
statistics and the context and rationale within which the strategic plan has been
developed. This chapter also reflects on thebackground, legal framework, process of
development of the plan, Scope and coverage, rationale for the plan and the structure
of the plan.
1.1 Background
Tororo district SPS was designed under the framework for the Plan for Statistical
development IV coordinated by UBOS in a participatory and consultative manner with
key producers and users to ensure ownership of the statistics plan.
The key global and regional development agenda that the LG is linked to include the
Vision 2040, Agenda 2030 (Sustainable Development Goals (SDGs)), Africa Agenda
2063 and EAC Vision 2050.
1.2 Legal Framework for Statistics Production
The district derives its mandate as specified in the Sections 96-99, and in the Second
Schedule of the Local Governments Act CAP 243. The district is responsible for the
guidance, inspection, monitoring and coordination of Lower Local Governments to
ensure compliance with the provisions of Local Governments Act 1997 Cap 243 and
any other relevant laws.
This HLGSPS is aligned to the various international, regional, continental and national
development frameworks such as United Nations Agenda 2030 for Sustainable
Development Goals (SDGs), Africa Agenda 2063, EAC Vision 2050, Vision 2040,
Fourth National Development Plan (NDP IV), and Fourth District Development Plan
(DDP IV).
1.3 Rationale for designing the Strategic Plan for Statistics
Availability of good quality statistical information is vital for effective and efficient
planning and decision-making. Quality statistics are needed for measurement of
progress made in the implementation of development programmes and to facilitate
research and policy formulation on economic, social and environmental development
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agenda, also effective valuable measurement of the impact of policy decisions and
their implementation required quality statistics. Therefore, improving the generation,
use and dissemination of quality data in Tororo is essential for fulfilment of the district’s
mandate. This plan has been developed to facilitate generation, management,
dissemination and use of quality information to aid policy and decision making, and
implementation of development programmes in Tororo Local Government and to
facilitate overall national development.
1.4 Process of Developing the LGSPS
The process of developing the Tororo District Local Government Strategic Plan for
Statistics (LGSPS) was participatory to maximise the benefits of inclusive strategic
planning and stimulate ownership and usability of the plan by all staff. Under the
guidance of UBOS, a comprehensive departmental statistics assessment was
conducted, as well as document review which culminated into drafting of this LGSPS.
Specifically, the process entailed the following steps:
i. Sensitization of the LG Stakeholders on LGSPS concept
ii. Constitution of the District Statistics Committee
iii. Review of documents to ascertain the status of LG Statistical System
iv. Drafting of the LGSPS
v. Dissemination of the Draft LGSPS
vi. Refinement of the Draft LGSPS
vii. Stakeholders meeting to validate the LGSPS
viii. Review of the LGSPS by the District Executive Committee
ix. Approval and endorsement of the LGSPS by District council
1.5 Scope and Coverage of the Plan
The plan is inclusive and consultative with key stakeholders that include, Government
Agencies, Lower Local governments, Private sector and NGOs.
The plan documents the achievements registered during its implementation,
understanding and evaluating the challenges encountered; and generating consensus
on key emerging issues to be addressed in the district.
1.6 Structure of the Strategic Plan
This Tororo District LGSPS is divided into six chapters and annexes.
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Chapter One provides the background, legal framework and mandate, the process
and rationale of developing the LGSPS and the structure of the plan.
Chapter Two presents a situational analysis of data collection in the district. This
includes the status of the district Statistical system, the statistical programmes in the
District, stakeholder analysis, data production process, coordination mechanisms in
the District, the data production schedule, an overview of the current data sources in
the district, the various data products currently being produced by the district, a
reflection on the quality of data currently produced, and the challenges associated with
statistics production in the district, and SWOT analysis.
Chapter Three highlights the strategic framework for the LGSPS, namely: the vision,
mission, strategic goals, values and principles that shall guide the implementation of
the LGSPS.
Chapter Four presents the strategic goals, strategies and specific actions for improving
statistics production in Tororo district.
Chapter Five presents the cost and the financing plan
Chapter Six presents the plan’s implementation mechanism, monitoring and
evaluation framework.
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CHAPTER TWO: SITUATION ANALYSIS
2.1 Introduction
This chapter presents the Status of the Tororo LG Statistical System, stakeholders’
analysis, data production, management and use, challenges, risks and Mitigation
measures in statistical development as well as the analysis of the Strengths,
Weaknesses, Opportunities and Threats (SWOT).
2.1.1 Status of the Tororo District Statistical System
Tororo district status of the statistical system based on the implementation of the
PNSD III Strategic goals;
Goal 1: Strengthen Coordination, Cooperation and Partnership in the NSS
Tororo District Local Government has undertaken deliberated efforts to strengthen
coordination, cooperation, and partnerships both within the district and with external
stakeholders. Internally, the district has enhanced collaboration among departments
by establishing clear communication channels and promoting joint planning and
reporting mechanisms. This has fostered a more integrated approach to statistical
production and utilization across sectors.
Externally, the district has built strong partnerships with the Uganda Bureau of
Statistics (UBOS), particularly in areas of data collection, and capacity building. UBOS
has provided technical guidance and training to support the district’s statistical
activities, ensuring alignment with national standards. In addition to UBOS, Tororo
District has engaged with development partners, civil society organizations (CSOs),
community-based organizations (CBOs), and faith-based organizations (FBOs) to
enhance data sharing, promote transparency, and support evidence-based decision-
making. These partnerships have contributed to improved data quality, broader
stakeholder participation, and increased public trust in the district’s statistical outputs.
The district also coordinated regular Technical Planning Committee (TPC) meetings
and community barazas, which served as platforms for disseminating statistics,
gathering feedback, and strengthening accountability. Through these efforts, Tororo
District continued to build a collaborative environment that supports the effective
production, management, and use of statistics for development.
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Goal 2: Increase Statistical Capacity in the NSS:
Tororo District Local Government has made deliberate efforts to enhance the human
resource capacity for statistical production and management. Each department within
the district has nominated a statistics focal person responsible for coordinating data-
related activities, ensuring that statistical functions are mainstreamed across all
service sectors.
To further reinforce institutional capacity, the district has recruited a qualified
Statistician and Senior Planners who oversee the production, validation, and
dissemination of official statistics. These officers play a critical role in ensuring that
data is accurate, timely, and aligned with national standards.
In addition, the district continues to build capacity through targeted training,
mentorship, and collaboration with the Uganda Bureau of Statistics (UBOS). These
efforts aim to improve technical competencies in data collection, analysis, and
reporting, while promoting a culture of evidence-based planning and decision-making
across all departments.
Goal 3: Strengthen Systems for data production and development in the NSS
Tororo District Local Government has adopted sector-specific data production
systems to enhance the generation and management of statistics. In the education
sector, the Education Management Information System (EMIS) is utilized to capture
and report data on school enrolment, staffing, infrastructure, and performance.
Similarly, the health sector employs the District Health Information System version 2
(DHIS2) to collect and analyse data on service delivery, disease surveillance, and
health outcomes.
Goal 4: Enhance dissemination, uptake and use of statistics:
Tororo District Local Government has made significant strides in promoting the
dissemination and utilization of statistics for informed decision-making. The district
routinely collects, analyses, and shares statistical data with the District Technical
Committee, which serves as the executive body responsible for planning and guiding
development initiatives. This data-driven approach ensures that district-level decisions
are grounded in evidence. To foster transparency and community engagement, the
district also disseminates key statistical findings through quarterly community
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meetings known as Community Barazas. These forums provide an interactive platform
where residents engage directly with district officials, receive updates on development
indicators, and offer feedback. Community members are encouraged to ask questions
and receive immediate responses, thereby strengthening public trust and promoting
the use of statistics in local governance.
[
2.1.2 Statistical programmes
The data is collected using different tools designed by the different departments,
including questionnaires which may be administered online or by interviewing.
The district has a Planning Department that consolidates statistics from the various
departments providing adequate information systems, hence facilitating subsequent
dissemination. The statistics is currently presented in the
• Departments’ progress reports.
• Annual Progress Reports.
• District Budget Reports
• Synthesis reports.
• Annual Assessment Report for all Local Governments.
• Quarterly Inspection Reports.
• Inventory of Local Councils.
• Statistical Abstract
• Annual Statistical Outlook
2.2 Stakeholders Analysis
2.2.1 Key Stakeholders
This section highlights the various key stakeholders of the District Statistical System
(DSS). The matrix below shows the different stakeholders and their levels of influence
in district operations and reasons as to why they regularly demand for statistics.
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Table 2.1: Stakeholder analysis
No. Stakeholder Stakeholder’s
category
Level of
stakeholder
Influence
Interest in
statistics
Challenge in working
with the stakeholders
1. Business
communities
e.g. input
dealers,
traders,
agricultural
credit
institutions
and
Processors
Users Medium • Demand and
Supply
opportunities
• Measuring
production and
consumption
levels
• Existing market
prices.
• Inaccessibility
• Bureaucracy in
accessing
information required
• Communication
Barriers
• Changing business
needs
• Data insecurity and
Confidentiality
2. Politicians
such as
Councillors
Users High • Figures for
accountability
• Monitoring
service delivery.
• Lack of statistical
literacy
• Politization of data
• Pressure to produce
favourable results
• Communicating
complex data
3. Departments
within the
District e.g.
Service
commission,
Land board,
Procurement,
LLGs
Producers High • Accountability
• Planning and
budgeting.
• Reporting
• Lobbying for
more funds
• Delayed submission
tendencies of
required statistical
information
• Limited resources
• Data sharing and
coordination
• Competing Priorities
4. General
Public.
Users High • To determine
the Market Price
of goods,
availability and
location.
• Misinformation and
mistrust
• Limited attention
span
• Accessibility and
inclusivity
• Crisis
Communication
• Emotional
Responses
• Difficulty in
communicating
complex data
5. Line
Ministries
and
Departments;
MAAIF,
MWE,
Producers
Users
Funders
High • Planning and
Budgeting
• Monitoring
Service Delivery
and
Accountability
• Delays in releasing
funds.
• Limited capacity and
resources
• Data quality and
inconsistency
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No. Stakeholder Stakeholder’s
category
Level of
stakeholder
Influence
Interest in
statistics
Challenge in working
with the stakeholders
MoFPED,
OPM, MoLG,
UBOS, OP,
MoWT,
MoPS, NPA,
by OPM, MoLG
and OP
• Methodological
Differences
• Institutional and
structural barriers
6. Researchers Users Low • To inform further
studies
• Different
Interpretation of
results
• Non-harmonized
replicability and
reproducibility
standards
• Different Statistical
Methodologies
• Communication
barriers
• Publication bias and
selective reporting
• Different statistical
software and tools
7. Development
Partners
NGOs e.g.
World Vision,
Plan Uganda,
TASO,
Uganda
Cares,
Infectious
Disease,
PACE
Funders
Users
Medium • To determine
baselines/Needs
of districts to be
supported.
• Planning
• Monitoring
donor fund
utilisation and
service delivery
• For
accountability
• Resource
allocation
• Budgeting
• Delays in releasing
funds.
• Inconsistent
methologies
• Over dependence on
external Funding
• Non-Harmonized
Data Standardization
• Sustainability of
Statistical Activities
leading to limited
resources and
competing Priorities
Inter and intra Departmental linkage
The planning unit is the main coordinating body for production of statistics in the
district. The existing linkages relate to information sharing within and between
departments and is mainly through Technical Planning Committee meetings and
District Executive Committees, mandatory reports and documents, management and
monitoring meetings planning workshops, media among others. However, the
information shared in these forums is more generic than specific to statistical
production.
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Table 2.2 shows the coordination and collaboration mechanisms for statistics
production that exist within the Tororo Local Government, with other LGs and line
MDAs and development partners.
Table 2.2: Inter and Intra Sectorial Linkages
Name Coordination Mechanisms
Departments
within LG
• Quarterly meetings to share reports and develop strategies
• Provision of statistics of targeted areas especially schools
• Budget compliance and TPC meetings,
• Sharing of Information and Consultations at individual level
Other LGs • Regional workshops
• Quarterly Reports
• Association of CAOs meetings
• Sharing of ideas and comparative analysis of data
MDAs • Sharing reports and data on emails
• Collaborative undertaking data collection activities in the district with
line ministries.
• Trainings and capacity building of staff
• Regular support supervisions
• Workshops such as National Symposium, Regional Budget conference
& JARD meetings
Development
partners
• Meetings and sharing data when needed
• Budget compliance workshops
• Mentorship and trainings
• Support data collection, entry and analysis.
• Review meetings and Coordination meetings for sharing quarterly
reports.
UBOS • Collaboration in data collection exercises in the district and provision
of needed statistics at District level.
• Support capacity building programmes in data management
• Mapping all administrative units in the district during the National
Population and Housing Census 2024.
• Mobilising and sensitizing all the major stakeholders in the district on
the importance of the National Population and Housing census.
Source: District departmental assessment
2.2.2 Data production process
The data is collected using well developed tools; it is then captured in specific data
bases for each department before it is validated across various levels of reporting.
Data analysis is then carried out and a report is produced which is disseminated to
various stakeholders.
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2.2.3 Coordination Mechanisms
Sharing of information among the departments exist at the district headquarters such
as quarterly and annual reports. However, individual departments undertake their own
data collection without the involvement of other departments.
This is mainly done with the related departments in the District Local Governments,
depending on the information needed. Most of the data is collected from Lower Local
Governments and is mainly administrative data.
Data from district is also utilized by the LLGs to inform decision making. However, with
setting up SC comprising representatives from all departments is expected to meet
quarterly and annually to discuss and approve statistics related matters. This will go a
long way in harmonizing statistics and enhancing coordination and management of
the statistics function in the district
2.3 Data Production
2.3.1 Data User Needs
Data is needed to inform decision making process. Data is collected from LLGs and
analysed at the district headquarters.
The data collection tools are developed by the departments in consultation with
stakeholders through, carrying out a data needs assessment; however, manuals and
statistical standards are always referred to while developing the tools for the quality of
statistics production. Data management is mainly supervised and validated with field
visits.
2.3.2 Statistical Production
Under statistical production the District planned to produce statistics in the following
areas:Deliveries in health facility, Availability of essential medicines, Contraceptive
prevalence rate Staffing for health workers, Latrine coverage, Health Infrastructure,
Mothers receiving complete antenatal services , Immunisation coverage, Number of
land titles issued out, school drop outs rates, Performance Index, Pupil Teacher Ratio,
Pupil Classroom Ratio, Pupil Stance Ratio, Pupil Desk Ratio, Teacher House Ratio,
farmers receiving advisory services on crop production, acres planted for the major
crop enterprises, estimated crop yield, farmers adopting modern crop production
technologies, Incidence of crop, livestock by category owned, farmers receiving
livestock extension services, Animals vaccinated by type, Livestock slaughtered by
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category, existence of slaughter structures, functional valley dams / valley tanks, cattle
crashes / spray races / DIPS, No. of fish ponds constructed, fish ponds stocked, tsetse
traps procured and installed, Bee hives procured and distributed to farmers, farmers
practicing bee keeping, Apiary demo sites established, functional SACCOs, No. of
producer Cooperatives, No. of cooperatives accessing credit finance, tourism sites
identified and developed, pests and diseases, farmers practicing bulk marketing,
farmers adopting recommended post-harvest handling, No. of Households that are
food secure, Environment waste statistics, social statistics, structure statistics, Means
of transport and housing stock statistics.
2.3.3 Gender statistics Production
Gender statistics are defined by the sum of the following characteristics:
a) Data are collected and presented by sex as a primary and overall classification.
b) Data reflect gender issues.
c) Data are based on concepts and definitions that adequately reflect the diversity
of women and men and capture all aspects of their lives.
d) Data collection methods consider stereotypes and social and cultural factors that
may induce gender bias in the data.
Gender statistics cut across traditional fields of statistics and can serve as useful input
in planning and designing policies that will consider addressing possible disparities
between men and women.
2.3.4 Data Sources
The data produced in Tororo District is mainly obtained from administrative sources.
The district statistical products include Statistical Abstract and GIS maps, but statistics
are also presented in departmental reports such as Animal Disease report, Food price
report and Crop Pest report for the agriculture department, Community Service
reports, Health, Education reports, Quarterly Audit reports and Operating Budget
Tools.
At the district level, the following indicators are some of data generated;
▪ Number of administrative units in Local Government
▪ Statistics on special investigations
▪ Staffing position of each LG/ Vacant posts
▪ Status of administrative blocks (dilapidated)
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▪ Local revenue budgeted and collected
▪ Contact addresses of LG leaders
▪ Number of LG leaders
▪ Members of District Service Commissions and Public Accounts Committees
▪ Number of NGOs operating in LGs
▪ Funds transferred to Lower Local Governments
▪ Number of village health teams inspected, etc.
2.3.5 Data Management Systems
The core objective of the Planning Department is to coordinate, provide and support
ICT infrastructure and systems for the production and dissemination of statistics in the
district and spearheading automation of the processes. The department is responsible
for designing, implementing and maintaining reliable ICT infrastructure including data
processing, system support services and assisting their application in work processes.
The department does Data processing, Management Information Systems, and
Network & Systems Administration. The core products of these include Website, Data
portals, internet services, Management Information systems, Operational
Communications Networks and data processing.
The department is enhancing data production through the development of computer
applications for use in data collection using the Computer Assisted Personal Interview
(CAPI), a shift from the predominantly Paper assisted Personal Interview (PAPI).
The planning division reports to the CAO and is responsible for managing the district’s
human resources, assets and general day-to-day administrative tasks.
2.3.6 Data Quality Mechanisms
Tororo District has put in place some mechanisms to ensure data quality. For example,
it has undertaken sensitization of respondents so that they give correct information,
training of data collectors, development of quality data collection tools and regular
quality checks and data validation. In addition, data is manually checked from the
source and regular monitoring of data collection activities is done. The harmonised
database is also deployed in the district and competent members of staff are selected
to manage data. The existing mechanisms are, however, not clear and most of the
data is analysed outside the district. There is also lack of clear guidelines and
standards for production of the statistics.
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The process of assessing data quality at the district involves data cleaning, manual
and automated data validation exercises and carrying out comparisons with other data
sets to check for consistency.
The district does not adhere to internationally accepted guidelines and standards.
However, it adheres to some developed standard manuals and guidelines for data
collection such as the HMIS Manual, EMIS, PBS and District Road Manual and UBOS
statistical manuals.
Table 2.3: Rating the quality of data produced in Tororo District (Scale 4: Good,
3: Acceptable, 2: Questionable and 1: Poor)
No. Criteria Rating Implicatio
n
1. Relevance 3.4 Acceptable
2. Prerequisites
(statistical laws, staff level and expertise,
infrastructure, Organizational focus on data quality)
2.8 Acceptable
3. Integrity
(Independence of statistical operations, culture of
professional and ethical standards)
3.5 Acceptable
4. Methodological soundness (international/regional
standards)
2.9 Acceptable
5. Accuracy and reliability
(source data adequacy, response monitoring,
validation of administrative data, validation of
intermediate and final outputs)
2.9 Acceptable
6. Serviceability
(user consultation, timeliness of statistical outputs,
periodicity of statistical outputs)
3.1 Acceptable
7. Accessibility (effectiveness of dissemination,
updated metadata)
3.2 Acceptable
8. Interpretability and Comparability 3.3.2 Acceptable
9. Gender responsiveness 3.2 Acceptable
10. Average score 3.4 Acceptable
Source: Departmental Assessment tools
2.4 SWOT Analysis
A scan of the Strengths, Weaknesses, Opportunities and Threats (SWOTs) in the
District Statistical System is shown in Table 2.3.
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Table 2.4: SWOT Analysis Matrix
Strengths Weaknesses
1. Highly committed human resource
with skills
2. A supportive legal and institutional
framework.
3. Flexible management structure.
4. Clear governance structure.
5.Existence of effective coordination
and collaboration mechanisms and
structures.
6. Open door policy.
7. Teamwork.
8. Good leadership.
10.Regular staff performance appraisal.
11. A permanent office centrally located
within district headquarters
1. Irregular feedback between data producers
and users within the district.
2. Limited data and information sharing due to
inadequate data dissemination channels.
3. Inadequate structure and financial resources
for continuous capacity building.
4. Limited documentation (archiving) of used
resources for institutional memory.
5. Absence of a documented succession plan.
6. Weak time management and reading culture.
7. Statistical processes and administrative data
systems are not audited.
8.Inadequate resources
9. Unsound methods of data management
10. Inexistence of a central one-stop database
11.Low IT capacity in LGs
Opportunities Threats
1. Increasing demand for and use of
statistics
2. Existence of the decentralization
policy that mandates Lower local
governments to compile their own
statistics.
3. Increasing visibility of UBOS
regarding provision of technical
assistance in statistical production and
development.
4 Advances in ICT that make it possible
to improve systems for data collection,
management, archiving, analysis, and
dissemination.
5. Presence of development partners in
Local Governments
6.Routine monitoring and supervision
are the mandate of the district
1. Limited infrastructure for statistics especially
at LLGs e.g. lack of electricity and internet
connectivity in some districts and sub-counties.
2. Continuous creation of new administrative
units– e.g. districts, counties, sub-counties and
parishes – which is changing geographical
boundaries and affecting budgetary
requirements.
3. Little appreciation of administrative records as
a source of statistics, leading to incomplete and
questionable administrative data
4. Rapidly changing information technology
systems, rendering IT systems to quickly
become obsolete.
5. Questionable quality of administrative data
sources
6.Lean structures of staff at the district and in
Lower Local Governments
2.5 Challenges in Tororo District Statistical production
The district is faced with several challenges in the production of statistics, which include
the following;
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Key challenges include;
i. Respondent refusal in surveys and censuses
ii. Inadequate staff to compile statistics
iii. Poor ICT infrastructure
iv. Inadequate skills in data management
v. Limited transport facilities
vi. Inadequate funding for statistics activities
vii. Late submission of data
viii. Negative attitude towards statistics
ix. Submission of wrong and incomplete data by respondents
x. Lack of harmonised data bases
2.5.1 Risks and Mitigation Measures
The following challenges persist and must be addressed to ensure successful
implementation of the plan:
i. Capacity gaps at various levels – From the onset, most of the statistics will be
collected from the Local Government level. However, there exists huge capacity gap
at these levels.
ii. Lack of equipment – Data collection and management require use of equipment’s
such as computers, scanners, etc. However, there is a problem of lack of the requisite
equipment. The available equipment is old or outdated and users are either ill
equipped to use them or have limited skill in using the equipment. The situation is
further compounded by inefficient communication infrastructure for data collection and
information sharing.
IV. Data collection fatigue – Local Governments are subjected to various data
collection regimes by various government agencies and non-governmental
Organizations. Further, the frequency of the data collection can potentially bring about
data collection fatigue as LGs throughout the year are doing some sort of data
collection. Sometimes, the various data collection efforts duplicate rather than
complement each other.
iv. Multiplicity of Management Information Systems – The success of a data
collection and management plan depends on the credibility of a management
information system.
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2.6 Priorities over the next five years
Outstanding Issues: To successfully implement this strategic Plan, the following
major issues need urgent attention:
Recruitment of a Statistician: The filling of human resource gaps to spearhead
statistical production in the district will be essential in the successful implementation
of this Strategic Plan.
Budget Line function for statistics in the Budget Framework Papers: Creation of
budget line for statistics and related outputs will impress upon the district to work with
LLGs to develop statistics related outputs as part of performance contracts for Lower
Local Government accounting officers.
Revamping of the LOGICS: Information that was developed some years back needs
to be revamped and increased in terms of content and scope. Assessment of the
current state of the MIS for departments will be undertaken to ascertain the gaps, and
devise strategies to re-engineer the system.
Capacity building in data management: Continuous refresher trainings will be
organized to build capacity in data management, use and interpretability of the
statistics among the key stakeholders of the district. This will be by an assessment of
statistical capacity needs of the departments.
Real time data collection and dissemination: It is also necessary to improve
dissemination of the district data to stakeholders by establishing functional website for
disseminating of statistics in analytical formats.
Harmonized data production systems: It is necessary to produce and publish all
data according to internationally agreed reporting formats and standards. This will
increase data usability as it will be easier to compare data across the district.
Production of an annual statistical publication: The Ministry needs to consolidate
all its annual statistics into an Annual Statistical Abstract. This will improve the visibility
of the statistics function in the Ministry, increase use and demand for the statistics,
and enhance coordination amongst the Departments.
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CHAPTER THREE: STRATEGIC FRAMEWORK
3.0 Introduction
This chapter presents a reflection on the vision, mission, strategic goals, values and
principles that will guide Tororo District for the next five years (2025/26 – 2029/30).
3.1 Vision and Mission
Vision
“A world class Tororo District Local Government Statistical System”.
Mission
“To provide quality statistics and services that support evidence-based decision in
Tororo district and development agendas.”
Culture
i. Integrity
At all stages of production, management and dissemination of official statistics, the
public interest shall prevail over organisational, political or individual interests, whilst
maintaining strict adherence to ethical and professional codes.
ii. Professionalism
To retain trust in official statistics, the district values outputs that are produced
following strict ethical codes, professional considerations and internationally
acceptable standards.
iii. Gender Responsiveness
The district will ensure gender responsiveness in statistical production, management
and use.
iv. Transparency:
The District’s Statistical System shall strive to promote accountability to the public
through provision of reliable data, and to ensure transparency in statistical production
Values and Principles
I. Relevance
All district statistics produced shall meet user needs. The district aims to produce
demand-driven statistics that offer practical utility for users.
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II. Quality
The district is committed to producing increasingly better-quality data conforming to
the key components of relevance, accuracy, timelines, reliable, methodological
soundness, interpretability, coherence and comparability, accessibility, completeness,
etc.
III. Timeliness
District statistics shall be disseminated in good time and as far as possible, according
to a pre-determined release calendar.
IV. Confidentiality
The district shall guarantee protection and observe strict confidentiality of individual
data on the private life and businesses of data providers (households, companies,
public institutions and other respondents), provided for strictly statistical purposes.
V. User Satisfaction
Focus will be on how statistical products and services produced by the district meet or
surpass user expectations. User satisfaction is, therefore, an important strategic
outcome of this plan.
VI. Efficiency
Efficiency is the corporate prerogative for success. To promote efficiency, the district,
stresses the importance of teamwork, networking, co-operation, competence,
motivation, responsibility, innovation, resource awareness and adequacy.
3.2 Strategic Goal
A demand driven Tororo DLG Statistical System that supports development.
Strategic Objective 1: Strengthen systems for data production and development
in Tororo district
The district has a well-designed structural system in place that support data production
and development. The ICT system is well connected to the NITA-U internet that helps
to facilitate data transfer and communication faster. The availability of computer soft
and hardware devices has strengthened data production and development in the
district. The availability of statistical data bases i.e. DHIS2, EMIS, PBS, IFMIS and
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NGBV have strengthened data production and development in the district. The District
Statistical Committee has been a pivot in data production and development because
they help to coordinate all statistical related issues in the departments.
Strategic Objective 2: Enhance dissemination, uptake and use of statistics
Tororo district has a functional system to disseminate statistics to consumers and the
public. Electronically data has been uploaded on the district website for the public to
access and another means has been done by sharing on emails and WhatsApp
groups etc. The district notice board has been used as a dissemination tool where
statistical reports are published to the public.
The uptake and use of statistics have been encouraged by sensitizing the staff and
public on the importance of statistics. Its uptake has been increased by creating
access and availability of statistics to the public who may desire to use. Statistics has
been of great importance to the district in facilitating planning and policy formation by
the district political leadership.
Strategic Objective 3: Enhance human resource capacity for statistics
production in the Tororo district.
The district is dedicated to improving its capacity in statistical management through
several strategies which have been put in place. Capacity building/training of staffs is
always facilitated by human resources sector using Capacity Building Grant. This grant
is used to support staffs on short courses such as Post Graduate courses and
Certificates. Planning department has facilitated and trained LLG staffs on the
statistics management and planning.
Strategic Objective 4: Strengthen Coordination, Cooperation and Partnerships
for statistics production
Tororo district is committed to strengthen coordination and cooperation with partners
through an interactive forum of meetings and workshops. It has always participated in
coordination meetings with UBOS, NPA and other partners on issues of strengthening
cooperation between the different government agencies and other partners on
statistical issues. The District Statistical Coordination Committee regularly meets at
least once a quarter to strengthen internal coordination. To strengthen the
partnerships with other LGs, CSOs and NGOs, quarterly District Coordination
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Committee meeting is held where various issues affecting the district and the sub-
region is discussed and possible interventions are made.
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CHAPTER FOUR
STRATEGY FOR IMPROVING STATISTICS PRODUCTION
4.0: Introduction
To realize the vision and mission of the district statistical plan over the next five years
(2025/26-2029/30), the following interventions have been earmarked for
implementation under the four strategic goals
4.1.1 Strategic objective 1: Strengthen systems for data production and
development
Statistics production and management involve broadening the generation of quality
statistical information aligned to the requirements of international and national
development frameworks. It also involves improvements in administrative data
production and enhancing linkages between databases.
Key issues
Existence of poor data storage mechanisms at the district such as data stored in hard
copies, there is also absence of back up and backlog of unprocessed data. In addition,
there is lack of skilled personnel to analyse data, and wrong statistics are sometimes
reported due to inaccurate data provided by respondents. The existing data bases are
also not harmonised and lack of timeliness in data production. Furthermore, there are
inadequate tools for Data capture and lack of commitment from departments.
There is also a challenge of submission of inaccurate data and incompletion data.
Strategic intervention
To ensure proper management and timely production of District statistics.
Main strategies
i. Ensuring the compilation of data and production of quality statistics
ii. Improving data production and management for timely reporting and
dissemination
Specific actions
i. Automate data management systems to limit data loss
ii. Procure data storage devices
iii. Put in place a system to back up data
iv. Develop and regularly update the data production schedule
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v. Sensitize respondents on the importance of providing accurate data
vi. Increase funding for statistics and data management
vii. Regularly update software for data analysis
viii. Develop new data bases
ix. Harmonize existing data bases
x. Improve data storage mechanisms
xi. Produce the annual statistical abstracts
4.1.2 Strategic objective 2: Enhance dissemination, uptake and use of statistics
Usability and Dissemination of Statistics involve identifying mechanisms that increase
statistics user engagements; Statistics User satisfaction; mechanisms that enhance
timely availability, and access to statistical information; aligning statistical
products/outputs to user needs; enhancing stakeholders’ capacities in the use of
statistics; and developing and managing on/offline data dissemination portals.
Key issues
Data demands are not met on time and there is limited number of platforms for data
dissemination making it difficult for users to access data. Additionally, there is limited
use of data produced at the district and poor data interpretation by users coupled with
lack of sufficient information among users about available data. There is also a
challenge of obsolete reports and some data produced does not suite user needs and
lacks necessary disaggregation. These issues have been accelerated by lack of funds
for data dissemination and user engagement exercises.
Strategic intervention
To promote access to statistics and increase usability of statistics produced by the
district.
Main strategies
i. Ensure the dissemination of statistics and ensure timeliness in meeting data
demands
Specific actions
i. Develop a data dissemination schedule
ii. Develop a dissemination strategy
iii. Produce and share quarterly statistical reports
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iv. Disseminate data on various platforms such as meetings, websites and
workshops
v. Sensitize potential data users on the available data produced
vi. Advocate for use of statistics in planning and decision making
vii. Carry out user-producer workshops
viii. Lobby for funds to cater for data dissemination activities
ix. Undertake user needs assessments
4.1.3 Strategic Objective 3: Enhance human resource capacity for statistics
production in the district.
Statistical Capacity and management involve identification of mechanisms for ensuring
availability of competent manpower for Statistics Production. Focus is on adequacy in
numbers, capacity and motivation of staff. Proper planning for human resources is key
to building and maintaining manpower capacity for statistical production and
development.
Key issues
The district currently employs several permanent staff and there is a low staff turnover
due to motivation and support given to staff, however there are no staff dedicated to
statistical production and management. Office space is also limited to accommodate
more staff. Data requests are handled by any staff selected in the department and the
burden usually falls on the head of the department. In addition, the staff that handles
data lack requisite skills in data management and limited office space is also a
challenge.
Strategic intervention
To maintain motivated and competent Statistics capacity for production and utilization
of quality statistics.
Main strategies
i. Ensuring availability of human resource personnel that handle statistics.
ii. Strengthening statistical capacity.
Specific actions
i. Advocate for revision of the District Human resource structure to include
statisticians.
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ii. Equip staff with necessary skills and environment for production of statistics.
iii. Train existing staff in computer skills, data analysis and data management
skills.
iv. Recruit statisticians for the district.
v. Create office space for statistics production.
vi. Organise refresher trainings for staff handling data.
vii. Train staff in mainstreaming gender into the data production and dissemination
processes.
viii. Conduct Mentoring and coaching of new staff designated to do data
management.
ix. Lobby for mentorship in data production from other stakeholders
4.1.4 Strategic objective 4: Strengthen coordination, cooperation, partnerships
for statistics.
Improving coordination, cooperation partnership and management of the Tororo District
Local Government Statistical System involve identifying mechanisms for enhancing
collaborative partnerships; strategic statistical planning; statistical advocacy; monitoring
and evaluation of statistical activities; improving institutional governance and resource
mobilization for statistical development. It also involves the acquisition of necessary
physical, ICT and statistical infrastructure as well as mainstreaming gender and other
cross cutting issues such as Human right, Environment and HIV/AIDs in the data
production cycle. The District Planning Unit is responsible for coordination. However
given its other responsibilities, this function cannot optimally be performed. There is
therefore need to extend it to other departments.
The Issue
There are delays in data collection caused by poor attitudes towards statistics and a
problem of respondent refusal resulting into late reporting. In addition, the ICT
equipment and transport facilities are inadequate. Furthermore, there is lack of a
harmonised data base and there is less involvement with development partners in
generating work plans. Inadequate funds for statistics is also a challenge and therefore
only ad hoc committees are created and meetings held hence resulting into poor
coordination.
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Strategic Objective
To have a well-developed and coordinated District statistical system
Main strategies
i. Establishing well-coordinated statistical system at the district.
Specific actions
i. Lobby for funds to carry out statistical activities.
ii. Appoint a focal person in charge of statistics in all departments.
iii. Establish and functionalise a District Statistics Committee to oversee statistical
activities at the district and integrate coordination meetings at all levels.
iv. Procure ICT equipment.
v. Procure vehicles to support District statistical activities.
vi. Integrate work plans and support supervision with Development partners.
vii. Harmonization of existing data bases and reporting mechanisms.
viii. Carry out sensitization workshops.
ix. Procure servers for internet connection at the district.
x. Develop mechanisms for Information sharing within District departments.
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CHAPTER FIVE: FINANCING PLAN
5.1 Introduction
This chapter presents the cost of the plan and the financing plan for the Tororo District
Strategic plan for statistics
5.2 Cost of the Plan
Table 5.1: Tororo LGSPS Summary Budget (Ugx “000”)
Strategic Objectives Budget Total
Cost
2025/26 2026/27 2027/28 2028/29 2029/30
SO1:
Strengthen Systems for
Data production and
Development
85,294 85,294 85,294 85,294 85,294 426,470
SO2:
Enhance Dissemination,
Uptake and Use of
statistics.
63,000 63,000 63,000 63,000 63,000 315,000
SO3:
Enhance human resource
capacity for statistics
production in the district
11,000 11,000 11,000 11,000 11,000 78,342
SO4:
Strengthen Coordination,
Cooperation and
Partnerships for statistics
production
7,000 7,000 7,000 7,000 7,000 35,000
Total 166,294 166,294 166,294 166,294 166,294 484,812
5.3 Financing the Plan
The Tororo District Strategic Plan for Statistics will be financed by Government of
Uganda, Local revenues and contributions from development agencies over the next
five years (FYs 2025/26-2029/30). However, it is expected that GOU will at one time
take over provision of all conditional and unconditional grants for statistical
development to ensure sustainability given the fluctuations in donor funding.
It is also anticipated that the district will integrate the LGSPS into the District
Development Plan, National Development Plan IV and Annual Budget Framework
Papers as a way of attracting support for implementation from the government.
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CHAPTER SIX
IMPLEMENTATION, MONITORING AND EVALUATION
6.1 Introduction
This section presents the implementation, monitoring and evaluation mechanisms of
the district Strategic Plan for Statistics (FYs 2025/26-2029/30).
6.2 Implementation Mechanisms
This involves translating the strategic plan into action. It focuses on efficiency,
coordination and sound leadership skills.
The district Statistics Committee (SC) shall be responsible for coordinating and
managing the implementation of the district SPS under the Planning department.
Implementation will be phased over a period of five years with each financial year
constituting a phase.
Scheduling of the priority needs and the linkages of the strategic goals could be
achieved guided by funding requirements, availability of funds that will bring the
Successful implementation of the plan.
Strengthening partnership and collaboration among key stakeholders e.g. Central
Government, LLGs, UBOS, NPA and other Ministries, Departments and Agencies that
work closely with Tororo Local Government.
The Chief Administrative Officer shall take the overall responsibility of supporting and
overseeing the implementation of this SPS. The Heads of Departments and Planning
Department shall be the coordinating links in the implementation of this plan.
The constituted SC shall be the technical steering team and will meet at least once a
month to execute its mandate.
Each department shall, regularly update the SC on the implementation of the statistical
activities by their departments.
Annual coordination meetings involving representatives of key stakeholders such as
data users, politicians and government partners, will be organized by the district to
review progress in the implementation of this SPS.
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6.3 Monitoring and Evaluation
Monitoring and Evaluation is important to measure progress of implementing the plan
and its effectiveness. The LGSPS will be in line the M& E framework of National
Statistical System. This will be done through regular technical support supervision on
data management at all levels.
While the responsibility for monitoring and evaluation will be vested in the DSC, it will
be essential for the committee to adopt a participatory approach. This will be essential
for all the various stakeholders to be actively involved in determining the direction of
the LGSPS.
6.3.1 Monitoring
The planning unit will be the repository of all data generated and will provide regular
updates to all stakeholders on the nature and form of information in the data bank.
6.3.2 Evaluation
The Logical framework (see Annex 1) will be the major tracking tool for monitoring and
evaluating implementation of the plan. In addition, quarterly, annual and mid-term
reviews and final evaluation of the plan will be undertaken. In addition, the district will
participate in the bi-annual inter local government meeting organised by UBOS.
6.3.4 Reporting arrangements
The CAO shall plan to regularly update the District Technical Committee on the
implementation of the LGSPS to ensure that they are well informed and involved. Effort
will be made to encourage the council to demand statistical update each time they
convene for meetings.
At the national level, monitoring of the plan will be undertaken by UBOS in
collaboration with the relevant line ministries. Quarterly progress reports on
implementation of the plan will be compiled and submitted to UBOS through the CAO.
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ANNEXURE
ANNEX 1: Data Production Schedule for Tororo District
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
A Health Department
1. OPD Utilization Administrative Sub county No Monthly Report High MDA/ LG, Dev’t
partners
2. Deliveries in health
facility
Administrative Sub county No Monthly Report High MDA/ LG, Dev’t
partners
3. Availability of
essential medicines
Administrative Sub county No Monthly Report High MDA/ LG, Dev’t
partners
4. Contraceptive
prevalence rate
Administrative Sub county No Monthly Report High MDA/ LG, Dev’t
partners
5. Staffing for health Administrative Sub county Yes Annual Report High MDA/ LG
6. Latrine coverage Administrative Sub county No Annual Report High LG, MDA
7. Number on ART & in
Care
Administrative Sub county No Quarterly Report High LG, MDA, Dev’t
partners
8. Health Infrastructure Administrative Sub county No Annual Report Medium LG
9. Number of mothers
receiving complete
antenatal services
Administrative Sub county No Quarterly Report High LG, MDA, Dev’t
partners
10. Immunisation
coverage
Administrative Sub county No Quarterly Report High LG, MDA, Dev’t
partners
B Natural Resources Department
30 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
1. Number of land
applications
Administrative Sub-county No Quarterly Report Medium MDA, LG
2. Number of land
disputes
Administrative District No Quarterly reports high MDA, LG
3. Number of land titles
issued out
Administrative sub county No quarterly report high MDA, LG
4. Number of land plots
surveyed
Administrative sub county No quarterly report high MDA, LG
5. Number building
plans approved
Administrative District No Quarterly reports high MDA, LG
6. Area (HA) of trees
established
Administrative Sub-county No Quarterly Reports Medium LG
C EDUCATION
1. No. of
Pupils/Students
Enrolled.
Census
Administrative
Data
School Yes Annually. DDP, Report High MOES, LG,
Partners.
2. Dropouts Rates Administrative
Data
School Yes Annually. DDP, Report High MOES, LG,
Partners.
3. No. of SNE pupils Administrative
Data
School Yes Annually. DDP, Report High MOES, LG,
Partners.
4. Pass Rate Administrative
Data
School Yes Annually. DDP, Report High MOES, LG,
Partners.
5. Performance Index Administrative School No Annually. Report High MOES, LG,
31 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
Data Partners.
6. Transition Rate Administrative
Data
School Yes Annually. Report High MOES, LG,
Partners.
7. Survival Rate Administrative
Data
School Yes Annually. Report High MOES, LG,
Partners.
8. Completion Rate Administrative
Data
District Yes Annually. Report High MOES, LG,
Partners.
9. Net Enrolment Rate
(NER)
Administrative
Data
District Yes Annually. Report High MOES, LG,
Partners.
10. Gross Enrolment
Ratio (GER)
Administrative
Data
District Yes Annually. Report High MOES, LG,
Partners.
11. Net Intake Ratio (NIR) Administrative
Data
District Yes Annually. Report High MOES, LG,
Partners.
12. Learners Attendance
Rate
Administrative
Data
School Yes Monthly Report High MOES, LG,
Partners.
13. No. of Teachers Administrative
Data
School Yes Termly Report High MOES, LG,
Partners.
14. Teacher Attendance
Rate
Administrative
Data
School Yes Monthly Report High MOES, LG,
Partners.
15. Teacher Attrition Rate Administrative
Data
District Yes Termly Report High MOES, LG,
Partners.
16. Pupil Teacher Ratio
(PTR)
Administrative
Data
School No Annually DDP, Report High MOES, LG,
Partners.
17. No. of Classrooms Administrative School No Annually DDP, Report High MOES, LG,
32 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
Data Partners.
18. Pupil Classroom
Ratio
(PCR)
Administrative
Data
School No Annually DDP, Report High MOES, LG,
Partners.
19. No. of Stances Administrative
Data
School Yes Annually DDP, Report High MOES, LG,
Partners.
20. Pupil Stance Ratio
(PSR)
Administrative
Data
School Yes Annually DDP, Report High MOES, LG,
Partners.
21. No. of Desks Administrative
Data
School No Annually DDP, Report High MOES, LG,
Partners.
22. Pupil Desk Ratio
(PDR)
Administrative
Data
School No Annually DDP, Report High MOES, LG,
Partners.
23. No. of Teacher
Houses
Administrative
Data
School No Annually DDP, Report High MOES, LG,
Partners.
24. Teacher House Ratio
(THR)
Administrative
Data
School No Annually DDP, Report High MOES, LG,
Partners.
25. No. of Inspections Administrative
Data
District No Termly Report High MOES, LG,
Partners.
26. Pupil Book Ratio Administrative
Data
School No Termly Report High MOES, LG,
Partners.
27. No. of ECD Centres. Administrative
Data
School No Annually Report High MOES, LG,
Partners.
28. % of ECD Enrolment Administrative
Data
School Yes Termly/annually Report High MOES, LG,
Partners.
33 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
29. % of schools feeding. Administrative
Data
School No Termly Report High MOES, LG,
Partners.
30. No. of
Pupils/Students
Enrolled.
Census
Administrative
Data
School Yes Annually. DDP, Report High MOES, LG,
Partners.
D PLANNING
1. Existence of the 5-
year Development
plan
Abstract,
Administrative
data
District /Sub-
County/Divisions
No 5 years and
annually
DDP,
Website
High MDA, LG,
Development
Partners
2. No. of TPC
minutes/sets
produced, discussed
and action points
implemented
Administrative
data
Sub-
county/Divisions
Yes Monthly Minutes High MDA, LG,
Development
Partners
3. No of Monitoring
reports produced
discussed and action
points implemented
Administrative
data
Sub-
county/Divisions
Yes Quarterly Reports High MDA, LG,
Development
Partners
4. No of Quarterly
performance reports
produced and
submitted to line
ministries/Council
Administrative
data
Sub-
county/Divisions
No Quarterly Reports High MDA, LG,
Development
Partners
34 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
5. Existence of the
district statistical
abstract
Administrative
data, Surveys,
Sector reports
District Yes Annually Reports High MDA, LG,
Development
Partners
6. Existence of the
quarterly and Annual
work plans
Administrative
data
Sub-
county/Divisions
No Annually Reports High MDA, LG,
Development
Partners
7. No of Mentoring
reports Produced,
and action points
implemented
Administrative
data
District Yes Quarterly Reports High MDA, LG,
Development
Partners
8. Existence of Internal
assessment report
discussed, and action
points implemented
Administrative
data
Sub-
county/Divisions
No Annually Reports High MDA, LG,
Development
Partners
E WATER
1. % of people within 1.0
km (rural) and 0.2 km
(urban) of an
improved water
source
Census &
Administrative
Data
LC IV No Annually Annually High MWE, LG,LLGs
& Partners
2. % of improved water
sources that are
functional at the time
of a spot-check
Administrative
Data & Survey
LC IV No Annually Annually High MWE, LG, LLGs
& Partners
35 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
3. % of water samples
taken at the point of
collection or
discharge that comply
with national
standards
Survey LC IV No Annually Annually High MWE, LG, LLGs
& Partners
4. % of people with
access to (and use of)
improved and basic
latrines / toilets &
Hand washing
facilities
Survey &
Administrative
Data
LC IV Annually Annually High MWE, LG, LLGs
& Partners
5. No. of new customer
connections
Survey &
Administrative
Data
Urban No Annually Annually High MWE, LG, LLGs
& Partners
F PRODUCTION
Agriculture / Crops
1. No. of staff recruited
and disaggregated by
sex
Administrative ‘ District Yes Annually Report High LG, MDA
2. No. of reports
compiled & submitted
to the Ministry
Administrative Sub County No Quarterly Report High
LG, MDA,
Development
partners
3. No. of departmental
meetings held Administrative Sub County No Quarterly Report High LG, MDA
36 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
4. No. of technical
backstopping and
monitoring visits
Administrative Sub County No Quarterly Report High LG, MDA
5. No. of farmers
receiving advisory /
advisory services on
crop
Administrative,
Survey Sub County No Quarterly Report High LG, MDA
6. No. of acres planted
for the major crop
enterprises
Administrative Sub County No Biannual Report, DPP High LG, MDA
7. Estimated crop yield Administrative Sub County No Biannual Report, DPP High LG, MDA
8. No. of farmers
adopting modern crop
production
technologies
Administrative Sub County Yes Annually Report, DPP High LG, MDA
9. Incidence of crop
pests and diseases
Administrative,
Surveys Sub County No Quarterly Report High LG, MDA
10. No. of farmers
practicing bulk
marketing
Administrative Sub County Yes Annually Report, DPP High LG, MDA
11. No. of farmers
adopting
recommended post-
harvest handling
Administrative Sub County Yes Annually Report, DPP High LG, MDA
12. No. of Households
that are food secure Survey Sub County NO Annually Report High LG, MDA
37 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
Livestock
13. Number of livestock
by category owned Census Sub County Yes Annually Report, DPP High LG, MDA
14. No. of farmers
receiving livestock
extension services
Administrative Sub County Yes Quarterly Report High LG, MDA
15. No. of animals
vaccinated by type Administrative Sub County No Quarterly Report High LG, MDA
16. No. of livestock
slaughtered by
category
Administrative Sub County No Monthly Report High LG, MDA
17. Disease surveillance
conducted Administrative Sub County No Quarterly Report High LG, MDA
18. No. of private animal
service providers Administrative Sub County Yes Annually Report High LG, MDA
19. No. of Artificial
Insemination Service
providers
Administrative Sub County Yes Quarterly Report High LG, MDA
20. No. of slaughter
structures Administrative Sub County No Annually Report High LG, MDA
21. No. of functional
valley dams / valley
tanks
Administrative Sub County No Annually Report High LG, MDA
22. No. of cattle crashes /
spray races / DIPS Administrative Sub County No Annually Report High LG, MDA
Fisheries
38 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
23. No. of fishponds
constructed Administrative Sub County No Annually Report High LG, MDA
24. No. of fishponds
stocked Administrative Sub County No Quarterly Report High LG, MDA
25. No. of fish cages
established Administrative Sub County No Annually Report High LG, MDA
26. No. of fish cages
stocked Administrative Sub County No Biannually Report High LG, MDA
27. Quantity of fish
harvested from ponds Administrative Sub County No Quarterly Report High LG, MDA
28. No. of fish farmers
trained Administrative Sub County Yes Quarterly Report High LG, MDA
29. No. of fingerlings
distributed to farmers Administrative Sub County Yes Quarterly Report High LG, MDA
30. Quantity of fish
harvested by species Administrative Sub County No Biannually Report High LG, MDA
31. Quantity of fish
marketed by species Administrative Sub County No Quarterly Report High LG, MDA
32. No. of fisher-folk
sensitized Administrative Sub County Yes Quarterly Report High LG, MDA
Entomology
33. No. of tsetse traps
procured and
deployed
Administrative Sub County No Annually Report High LG, MDA
34. No. of tsetse surveys
conducted Administrative Sub County No Quarterly Report High LG, MDA
39 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
35. No. of bee hives
procured and
distributed to farmers
Administrative Sub County No Annually Report High LG, MDA
36. No. of farmers
practicing bee
keeping
Administrative Sub County Yes Annually Report High LG, MDA
37. Quantity of honey
produced Administrative Sub County No Quarterly Report High LG, MDA
38. No. of honey
collecting centres
established
Administrative Sub County No Annually Report High LG, MDA
39. Quantity of honey
produced per beehive
by type
Survey Sub County No Quarterly Report High LG, MDA
40. No. of Apiary demo
sites established Administrative Sub County No Annually Report High LG, MDA
41. Quantity of honey
processed and
marketed
Administrative Sub County No Annually Report High LG, MDA
42. No. of farmers
accessing advisory
services in
Entomology
Administrative Sub County Yes Quarterly Report High LG, MDA
43. No. of colony
multiplication centres
established
Administrative Sub County No Annually Report High LG, MDA
40 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
G Commercial Services
1. No. of functional
SACCOs Administrative Sub County No Quarterly Report High LG, MDA
2. No. of producer
Cooperatives Administrative Sub County No Quarterly Report High LG, MDA
3. No. of cooperatives
accessing credit
finance
Administrative Sub County No Quarterly Report High LG, MDA
4. No. of Market surveys
conducted Administrative Sub County No Quarterly Report High LG, MDA
5. No. of tourism sites
identified and
developed
Administrative Sub County No Annually Report High LG, MDA
6. No. of tourists Administrative Sub County Yes Annual Report High LG, MDA
H ROADS
1. Total
District
Road
Network in
Length.
Kms
Survey
Sub-county No Annually Report, High LG, MoWT, URF,
MoFPED.
2. Total
District Paved Survey Per Road No Annually Report High LG, MoWT, URF,
MoFPED.
41 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
Road
network
by surface
type
Unpaved Survey
Per Road No Annually Report High LG, MoWT, URF,
MoFPED.
3. Total
District
Road
network
by surface
Conditions
Paved Survey
Per roads No Annually Report High LG, MoWT, URF,
MoFPED.
Unpaved Survey
Per Roads No Annually Report High LG, MoWT, URF,
MoFPED.
4.
Road
Network
by traffic
volume.
High
Survey Per Road No Annually Report High LG, MoWT, URF,
MoFPED.
Medium
Survey Per Road No Annually Report High LG, MoWT, URF,
MoFPED.
Low Survey Per Road No Annually Report High LG, MoWT, URF,
MoFPED.
5. Number of Bridges Survey Per Sub County No Annually Report Medium LG, MoWT, URF,
MoFPED.
6. Number of Culvert
lines
Survey Per Road No Annually Report High LG, MoWT, URF,
MoFPED.
7. Number of Bottle
necks.
Survey Per Sub County No Annually Report High LG, MoWT, URF,
MoFPED.
8. Number of
streetlights Administrative
Urban No annually Report Medium Urban Councils.
42 | P a g e
No. Statistics/Indicator
produced
Data Source
(Survey
Census
Administrative
Data)
Lowest level of
disaggregation
(District,
Urban/Rural,
Sub- County
etc.)
Is it Sex
disaggregated?
(Yes/No)
Frequency of
Production
(Annual,
quarterly,
monthly, Bi-
annually, etc.)
Accessibility
& availability
(Website,
Report,
DDP)
Level of
Demand
(High,
Medium,
Low)
Data Users;
Internal/External
(Indicate MDA,
LG,
Development
Framework)
9. Number of New
Building Plans
approved.
Administrative Per District No
Quarterly
Reports Medium Local Councils
(Urban Council)
MoFED),
10. Number of Public
Structures
constructed
/renovated
Administrative Per District No Annually Reports High
MoLG, District
Council, MoWT,
MoHUD.
43 | P a g e
ANNEX 2: Logical Framework Matrix
(A) Strategic Intervention (C) Activities (D) Objectively Verifiable
Indicators(OVIs)
(E) Sources of data for
indicators (MOVs)
(F) Risks and
assumptions
Strategic Objective 1: Strengthen systems for data production and development
Ensuring the compilation of
data and production of
quality statistics
Profiling Tourism and
Hospitality facilities
• Number of rooms in
Hospitality facilities
• Room Occupancy Rate
• LG Statistical Abstract
• LG Statistical Outlook
• Departmental
Report(s)
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Assessing
Performance and
financial health of co-
operatives
• Profitability ratios
• Liquidity ratios
• Efficiency Ratios
• Revenue Growth Rate
• LG Statistical Abstract
• LG Statistical Outlook
• Departmental
Report(s)
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
44 | P a g e
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
Collect and compile
agricultural data for
analysis and reporting
• Number of Statistical
agricultural reports
produced
• LG Statistical Abstract
• LG Statistical Outlook
• Departmental
Report(s)
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
45 | P a g e
Collect and compile
water, Sanitation and
Hygiene Data
• Proportion of Populates
using safely managed
drinking water, sanitation
services and
Handwashing facilities
• Sanitation supply
Coverage
• LG Statistical Abstract
• LG Statistical Outlook
• Departmental
Report(s)
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
Conditional Survey Number of Statistical
activities undertaken using
conditional survey grant
• LG Statistical Abstract
• LG Statistical Outlook
• Departmental
Report(s)
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
46 | P a g e
Competent personnel
Conducive working
environment
Timely release of funds
Purchase of Airtime
and Data for EMIS and
TELA system
monitoring
Amount spent on Airtime
and Data for EMIS and
TELA System monitoring
Number of EMIS and TELA
System generated Reports
Produced
• Departmental
Report(s)
• EMIS system
• TELA System
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
To prepare and
disseminate the
Statistical Abstract
• Number of Statistical
Abstracts produced
• LG Annual Statistical
Abstract
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
47 | P a g e
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
To guide lower local
councils in preparing
their workplan
2026/2027 and re-
orientation on
performance
assessment including
Preparation of Annual
Statistical Outlook
• Number of
Workplan(s) and Re-
Orientation on
Performance
conducted
• Annual Work plans
• Reports on
Re-orientation on
Performance
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
48 | P a g e
Strategic Objective 2: Enhance dissemination, uptake and use of statistics
Ensure the dissemination of
statistics and ensure
timeliness in meeting data
demands
Share and disseminate
agricultural data
• Number of Statistical
Agricultural Reports
disseminated
• LG Statistical Abstract
• LG Statistical Outlook
• Departmental
Report(s)
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
Share and Disseminate
Data on Water and
Sanitation
Management
Information System
• Number of reports on
water and Sanitation
Disseminated on the
System
• Water and Sanitation
Management
Information System
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
49 | P a g e
Engage users in data
production and use
Competent personnel
Conducive working
environment
Timely release of funds
Training schools on the
use of EMIS and TELA
System
• Number of trainings on
EMIS and TELA
Systems Conducted
• Training Reports
• Attendance Registers
of Stakeholders
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
To hold of 12 Technical
Planning Committee
meetings
• Number of monthly
Technical Planning
Committee Meetings
Held
• Monthly Technical
Planning Committee
Minutes
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
50 | P a g e
• Attendance Register
of Technical Planning
Committee
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
To design, maintain
and host the District
Website
• Functional Website
• Accessibility of Website
• Website URL Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
NITA (U) shall continually
guided
Conducting and
Dissemination of the
Internal Assessment
results to all the LLGs
• Number of Internal
Assessments Conducted
• Total Scores of LLG
results disseminated
• Attendance Sheets
• Internal Assessment
reports
OPAMS system shall be
functional all through
Funds shall be available
Competent personnel
51 | P a g e
Conducive working
environment
Timely release of funds
Data entry of Internal
assessment results in
Office of the Prime
Minister Assessment
MIS
• Number of LLGs entered
onto OPAMs
• Number of OPAMS
generated reports
• LLG Internal
Assessment System
generated reports. Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
To Hold a budget
Conference at the
District Head Quarters
• Number of Budget
Conference(s) held
• Budget Conference
Report
• Budget Conference
Minutes
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
52 | P a g e
Timely release of funds
To Conduct Mock
assessment on Local
Government
Performance
assessment at the
Higher Local
Government
• Number of Mock
Assessment reports
• Mock Assessment
Report
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
Strategic objective 3: Enhance human resource capacity for statistics production in Tororo District
Ensuring availability of
human resource personnel
that handle statistics
Acquire ICT equipment
for agricultural data
analysis, reporting and
storage
• Proportion of Budget
allocated towards ICT
equipment
• Number of ICT
equipment for
agricultural data
analysis, reporting and
storage procured
Annual Approved
Workplans
Annual Approved Budget
Estimates
Procurement Plan
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
53 | P a g e
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
Training of extension
staff in water and
sanitation management
Information System
• Number of trainings of
extension staff in water
and sanitation
management information
system conducted
Training Reports
Attendance registers of
invited participants
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
Assigning more
Inspectors of Schools
to support the
department in statistical
Management
• Number of Inspectors
assigned to support the
department in Statistical
Management
Assignment letters
Meeting Minutes
Training reports
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
54 | P a g e
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
Strategic objective 4: Strengthen Coordination, Cooperation and Partnerships for statistics production
Establishing well-
coordinated statistical
system at the district
Organize and
participate in
agricultural data and
statistics meetings and
workshops • Number of Agricultural
data and statistics
meetings and workshops
held
• Number of Meeting
Minutes of Agricultural
and Statistics meetings
Produced
Agricultural data and
statistics meeting Minutes
Attendance register
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
55 | P a g e
Timely release of funds
Organize and
participate in water and
Sanitation Coordination
Meetings
• Number of water and
Sanitation Coordination
Meetings held
• Number of Meeting
Minutes of water and
Sanitation Coordination
Meetings
Appointment Letters
water and Sanitation
Coordination Minutes
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
Organizing annual
coordination
dissemination of
departmental statistics
meeting
• Number of Annual
Coordination
dissemination of
departmental Statistics
Meeting Held
• Number of Meeting
Minutes of Annual
Coordination
dissemination of
departmental Statistics
produced
Minutes of Annual
Coordination
dissemination of
departmental Statistics
Meeting Held
Technical guidance on
mainstreaming quality
assurance in statistics will
be provided.
UBOS support for and
implementation of
statistical quality
assurance initiatives in
the NSS will continue.
56 | P a g e
Funds shall be available
Competent personnel
Conducive working
environment
Timely release of funds
57 | P a g e
Annex 3: TORORO LGSPS 5 YEAR BUDGET
Strategic
Intervention
Activities 2025/26
(‘000’)
2026/27
(‘000’)
2027/28
(‘000’)
2028/29
(‘000’)
2029/30
(‘000’)
TOTAL
(‘000’)
FUND SOURCES
BY AMOUNTS
Strategic Objective 1: Strengthen systems for data production and development
Ensuring the
compilation
of data and
production of
quality
statistics
Profiling
Tourism and
Hospitality
facilities
2,800 2,800 2,800 2,800 2,800 14,000 Tourism Conditional
Grant
Assessing
Performance
and financial
health of co-
operatives
3,094 3,094 3,094 3,094 3,094 15,470 Sector Conditional
Grant
Collect and
compile
agricultural
data for
analysis and
reporting
34,400 34,400 34,400 34,400 34,400 172,000 Central Gov’t
Transfers-AEG
Collect and
compile
water,
Sanitation
and Hygiene
Data
13,000 13,000 13,000 13,000 13,000 65,000 DWSG
Conditional
Survey
5,000 5,000 5,000 5,000 5,000 25,000 Uganda Road Fund
Purchase of
Airtime and
Data for EMIS
6,000 6,000 6,000 6,000 6,000 30,000 Education
Management Grant
58 | P a g e
and TELA
system
monitoring
Prepare and
disseminate
the Statistical
Abstract
1,000 1,000 1,000 1,000 1,000,000 5,000 UNW/LR
Guide lower
local councils
in preparing
their workplan
2026/2027
and re-
orientation on
performance
assessment
including
preparation of
Annual
Statistical
Outlook
14,000 14,00 14,000 14,000 14,000 70,000 UNW/LR
Strategic Objective 2: Enhance dissemination, uptake and use of statistics
Ensure the
disseminatio
n of statistics
and ensure
timeliness in
Share and
disseminate
agricultural
data
3,000 3,000 3,000 3,000 3,000 15,000 Central Gov’t
Transfers-AEG
Share and
Disseminate
Data on
Water and
Sanitation
Management
5,000 5,000 5,000 5,000 5,000 25,000 DWSG
59 | P a g e
meeting data
demands
Information
System
Training
schools on
the use of
EMIS and
TELA System
2,000 2,000 2,000 2,000 2,000 10,000 Education
Management Grant
Conduct 12
Technical
Planning
Committee
meetings
7,200 7,200 7,200 7,200 7,200 36,000 UNW/LR
Design,
maintain and
host the
District
Website
1,000 1,000 1,000 1,000 1,000 5,000 UNW/LR
Conducting
and
Dissemination
of the Internal
Assessment
results to all
the LLGs
33,000 33,000 33,000 33,000 33,000 165,000 DDEG
Data entry of
Internal
assessment
results in
Office of the
Prime
Minister
60 | P a g e
Assessment
MIS
Hold a budget
Conference at
the District
Head
Quarters
17,000 17,000 17,000 17,000 17,000 85,000 UNW/LR
Conduct
Mock
assessment
on Local
Government
Performance
assessment
at the Higher
Local
Government
2,000 2,000 2,000 2,000 2,000 10,000 UNW/LR/yDDEG
Strategic Objective 3: Enhance human resource capacity for statistics production in Tororo district
Ensuring
availability of
human
resource
personnel
that handle
statistics
Acquire ICT
equipment for
agricultural
data analysis,
reporting and
storage
0 0 23,342 0 0 23,342 Central Gov’t
Transfers-AEG
Training of
extension
staff in water
and sanitation
management
Information
System
10,000 10,000 10,000 10,000 10,000 10,000 DWSG
61 | P a g e
Assigning
more
Inspectors of
Schools to
support the
department in
statistical
Management
1,000 1,000 1,000 1,000 1,000 5,000 Education
Management Grant
Strategic Objective 4: Strengthen Coordination, Cooperation and Partnerships for statistics production.
Establishing
well-
coordinated
statistical
system at
the district
Organize and
participate in
agricultural
data and
statistics
meetings and
workshops
1,500 1,500 1,500 1,500 1,500 7,500 Central Gov’t
Transfers-AEG
Organize and
participate in
water and
Sanitation
Coordination
Meetings
2.500 2.500 2.500 2.500 2.500 12.500 DWSG
Organizing
annual
coordination
dissemination
of
departmental
statistics
meeting
3,000 3,000 3,000 3,000 3,000 15,000 Education
Management Grant
62 | P a g e
ANNEX 4: Tororo District Statistics Committee Members
SN. Name Department Title Telephone
Number
E-mail Address
1 Okware Patrick Production DPO 0787878280 patokware@yahoo.com
2 Etyang George TILED DCO 0772634735 etyang.george@yahoo.com
3 Obbo Boniface Water ADWO-
Sanitation
0773336799 obbobonefence@gmail.com
4 Asemenye Susan Administration SCAO- Admin 0772688690 susanasemenye@gmail.com
5 Owino Felix Planning District Planner 0787727627 felixtdlg2014@gmail.com
6 Onyango Robert.O. Statutory Bodies Clerk to Council 0782940007 onyangooyukar@gmail.com
7 Tukei Aaron Planning Statistician 0703572874 tukeiaaron@gmail.com
8 Aol Evelyne Mary Natural Resources Ag. DNRO 0783810003 evelynevanes@gmail.com
9 Oketcho Marki Finance Accountant 0702282427 markioketcho@gmail.com
10 Namugwere Sarah Audit DIA 0704598982 sarahnamugwere@yahoo.com
11 Mabuya Mugerwa Ali Health Bio Statistician 0772386239 mugerwauganda@gmail.com
12 Omijo Mathew Planning Planner 0752825409 matthewomijo@gmail.com
13 Daniel Waninda Education Education
Officer
0782590746 danielwaninda5@gmail.com
14 Owor Martin Planning Economist 0779386562 oworimartin22@gmail.com
15 Onyango Julius Works & Technical
Services
R/O 0789776624 ianjulius77@gmail.com
16 Oguti Vincent Community DCDO 0772555391 vincentoguti2014@gmail.com
