Reflections and Recommendations on Uganda’s Parish Development Model (PDM)

As someone who has followed the evolution of Uganda’s Parish Development Model (PDM) with keen interest, I commend its ambition to transform the country’s development trajectory by placing the parish at the centre of economic planning and service delivery. The model, in many ways, marks a bold shift from top-down development to localised, people-centred economic transformation. However, having closely studied its roll-out and early implementation phases, I believe the PDM can be significantly enhanced to serve not just as a vehicle for household upliftment, but as a catalyst for regional economic growth and social renewal.

Why PDM Matters

The PDM has emerged as Uganda’s most comprehensive strategy to address rural poverty and exclusion by institutionalising the parish as the lowest operational unit for government intervention. With its focus on transitioning millions of households from the subsistence economy into the money economy, the model rightly identifies rural transformation as essential for national growth.

Structured around seven pillars, including financial inclusion, production, mindset change, and governance, the PDM presents a solid foundation for inclusive development. Its core feature, allocating UGX 100 million per parish per year, is a significant attempt at decentralising both resources and decision-making.

Current Challenges and Missed Opportunities

Despite the promise, several critical gaps have emerged that risk limiting the transformative potential of the PDM:

 1. Over-Reliance on Direct Household Transfers

While the idea of channelling funds through SACCOs to individual households is well-intentioned, it has resulted in fragmented, low-impact investments, with minimal linkage to broader market systems or sustainable enterprise development. In many cases, households lack the technical support, entrepreneurial training, and enabling infrastructure to convert small loans into viable businesses.

2. Limited Positioning of Parishes as Economic Centres

Currently, the parish primarily functions as an administrative recipient of funds rather than a strategic hub for economic activity. There’s limited emphasis on value chain development, market access, or rural enterprise incubation, all of which are essential for systemic rural transformation.

3. Erosion of Social Capital

Ironically, while the PDM is community-based, its focus on individual financing may be undermining traditional communal structures, such as farmer cooperatives, village savings groups, and community action groups, which have historically formed the backbone of rural resilience and solidarity.

4. Capacity and Governance Weaknesses

Many parishes still struggle with inadequate technical capacity, governance oversight, and data systems. Parish chiefs, SACCOs, and sub-county teams often lack the tools and training to execute effective planning, monitoring, and coordination.

 Recommendations: Reimagining the PDM for Greater Impact

To truly harness the power of this model, Uganda should consider a paradigm shift, from a cash-transfer-focused model to a territorial development approach that leverages parishes as engines of enterprise, innovation, and social cohesion.

1. Transform Parishes into Rural Economic Growth Hubs

Parishes should be strategically developed as microeconomic zones equipped with production facilities, aggregation centres, digital access points, and extension services. Establishing Parish Enterprise Centres can support business incubation, training, cooperative development, and value addition.

2. Shift from Household Loans to Shared Investment in Community Assets

Rather than channelling all funds to individual households, allocate a portion to shared infrastructure e.g., irrigation systems, drying sheds, seed banks, and cold storage facilities. This approach enhances collective benefit and enables economies of scale.

3. Leverage PDM to Reinvigorate Social Capital

The PDM should intentionally rebuild communal trust and networks by incorporating social dialogue forums, participatory planning processes, and community-managed development contracts. Reintroducing traditional communal initiatives like bulungi bwansi can inspire collective ownership and accountability.

4. Integrate Market Linkages and Value Chains

Align parish-level production with district and national value chain strategies. Facilitate partnerships with anchor buyers, agro-industrial parks, and digital platforms to guarantee market access and price stability. This will ensure that what is produced locally has clear, predictable demand.

5. Professionalise Local Governance and Data Systems

Invest in building the capacity of Parish Development Committees, deploy trained development officers, and equip parishes with digital tools to track funding flows, monitor impact, and inform policy decisions. This is crucial for transparency and adaptive learning.

6. Design for Impact, Not Just Disbursement

Finally, shift the performance focus from "how much money has been disbursed" to "what change has been achieved." Introduce performance-based funding triggers, tied to measurable improvements in livelihoods, productivity, and community participation.

 Uganda’s PDM is a groundbreaking model with the potential to deepen decentralisation, spur inclusive rural development, and rebuild the social fabric of communities. But to fully achieve this, we must go beyond simply placing money in the hands of households. We must use the model as a framework to transform parishes into vibrant, self-reliant economic and social units, where enterprise flourishes, local institutions are empowered, and communities thrive together.

 As an ardent supporter of the PDM’s vision, I believe now is the time for course correction and bold reimagination. If we do this right, Uganda will not only reduce rural poverty, it will redefine the future of grassroots development for the region and beyond.

Office of the Prime Minister Uganda ; Ministry of Local Government-Uganda ; Ministry of Finance Planning and Economic Development Uganda Bureau of Statistics (UBOS); UNDP Uganda; MoES World Bank Projects Uganda ; European Union  International Fund for Agricultural Development (IFAD), SEATINI UGANDA SEATINI-Southern Africa ; CIVIL SOCIETY BUDGET ADVOCACY GROUP-CSBAG AGRA ;  International Cooperative Alliance Robina Nabanja ; Raphael Magyezi; Hon.Matia Kasaija