1. Presenter Ashaba-Aheebwa Jim

2.  Objective of the Study  Methodology and scope  Limitations of the study  Concept Definition  Organization of the Report

3.  The Global Trend  The African Situation  Uganda’s Case

4.  The Legal Provisions  The Policy Guidelines  The Institutional Framework for the NGO sector

5.  There are persistent gaps in the law  The clarity of what constitutes an NGO not dealt with  No clarity of the mutual roles and responsibilities, rights and obligations of parties  No efforts to enhance the capacity amongst NGOs to support PPP in national development;

6.  The integrity of some NGO actors is still wanting  There is no harmonized mechanism yet for the INGOs  There are Issues with Operational Guidelines  There are Issues to do with the Institutional Framework

7.  The Multiparty Political System  The enactment of the NGO Policy  The opportunity to explain more the role of the NGO sector  The Regional Integration Process  Limited information on NGOs work

8.  Areas of Operation  The Human Resource Situation  The Worldview and Strategic Direction  Funding Sources  Expenditure Patterns  Monitoring and Impact Assessment  Leadership  Governance  Accountability

9.  Impact in the area of Lobby and Advocacy  Impact in Health and Social Services

10.  Setting Ambitious expectations  Diversity of Activities carried out  Vague objectives for activities  The tools used to conduct impact assessments  The absence of baseline information and adequate monitoring systems  Deciding what should be measured

11.  The Nature of Government /NGO Relationship  Causes  Effects

12.  The NGOs with a clear shared vision  The NGO that remains on course  The NGO with Integrity  The NGO with Beneficiary-centered programmes  The NGO that acts Professionally  The NGO which aspires to sustain itself

13.  No mechanism to discipline NGOs  NGOs overestimate the value of their services  Under-performing NGOs be blacklisted and performing NGOs are rewarded  Funding a small number of NGOs saves some funds in the short run, but skews growth and development of the NGO sector in the long run

14.  Donors should focus more on building capacity for better management of NGOs.  Development education and public accountability concerns could be addressed

15.  Scholars and practitioners are not yet agreed on what constitutes impact  The management of NGOs is sometimes ill understood  We need to decide whether the management of CSOs varies from that of business or is closer to public management  NGOs suffer challenges associated with too many actors, too many chiefs, and too much mission (and expectations).