Governance, Accountability, Participation and Performance ...

l~' USAID I UGANDA FROM THE AMERJCAN PEOPLE

~ ~

~~

uKaid from the British people

Governance, Accountability, Participation and Performance (GAPP) Program Quarterly Report Januaryl - March 31, 2019

April 2019 This publication was produced for review by the United States Agency for International Development and the United Kingdom Department for International Development. It was prepared by RTI International.

Governance, Accountability, Participation and Performance (GAPP) Program Quarterly Report

Januaryl - March 31, 2019

Ending Period: November 2019 Contract AID-617-C-13-00002

Prepared for [REDACTED] Contracting Officer' s Representative USAID/U ganda Democracy, Rights and Governance Office

[REDACTED] Governance Advisor Governance, Security and Resilience Team DFID Uganda

Prepared by RTI International 3040 Cornwallis Road Post Office Box 12194 Research Triangle Park, NC 27709-2194

RTI International is one of the world's leading research institutes , dedicated to improving the human condition by turning knowledge into practice. Our staff of more than 3,700 provides research and technical services to governments and businesses in more than 75 countries in the areas of health and pharmaceuticals , education and training, surveys and statistics, advanced technology , international development, economic and social policy, energy and the environment, and laboratory testing and chemical analysis.

RTI International is a registered trademark and a trade name of Research Triangle Institute.

The author's views expressed in this publication do not necessarily reflect the views of the United States Agency for International Development, the United States Government, the United Kingdom's Department for International Development, or the United Kingdom Government.

Table of Contents

Page

List ofFigures ... .. ... ... .............. .... .... ........ ....... ...... .... .. .. .. .......... .... .. ......... .... ........ ......... ............. iv

List of Tables .... ... ... ............................. ... .................. ........... ............. ....... ..... .. .... .... ..... ... ....... ... iv

Acronyms and Abbreviations ... ..... .. .... ... .. .. .. ......... .. .. .. ... .. .. .... ....... ..... ............ .. .... ........ ... .......... v

Executive Summary ..... ...... ... .. ................. ... ............. ............. .... ... .. .... .. ........................... ........ .. . I

Introduction .. ..... .. ........ ...... ... ..... .... .. ... ..... .... ... ........... .. .. ... .. ...................... .. .. .... .. .. : ...... .. . 4

1.1 Background ...... ..... ... ................. ... .................. .......... .... ...... .... ..... .. .. .... ... .... .. ....... 4

1.2 Implementation Approach .... .. ... ............ ... .. .. .. .... ............ .. .... .. ....... ... ... ................ 4

2 Component 1: Improving the legal, policy, regulatory, and institutional environment. 7

2.1 Sub-IR 1.1: Improved capacity of national accountability institutions to support LG accountability ....... .. .......... ... .... .. ... ... ........ ........ .. .... .. ... ...... .. ... .. .. .......... ... .. .. ... 9

2.2 Sub-IR 1.2: Strengthened national stakeholder policy collaboration and dialogue on LG accountability, financing, and serv ice delivery ... .. ..... .. .... ... ... . 11

3 Component 2: Strengthened LG fiscal management, accountability, and decision making ... ........ ... ...... ... ............. .. ... .. .......... ... .. .... ... ........... ...... ... ............. ..... ........ ..... ... .. . 12

3.1 Sub-IR 2. 1: LG revenue generation and management improved .... .. .. .......... .. .. 13

3.2 Sub-IR 2.2: Strengthened LG accountability systems ... ....... .. ....... .. .... ... ... ... ..... 14

4 Component 3: Voice and Accountability ................. ..... .......... .......... ............. ..... ... .. .... 24

4.1 Sub-IR 3.1 Increased private sector participation in local governance ........... .. 25

4.2 Sub-IR 3.2 Improved institutional capacity of CSOs and PSA ..... ........... .. .. ..... 26

4.3 Sub-IR 3.3 Increased advocacy by CSOs and PSAs ........ ... .... ...... ........... ..... ... . 28

4.4 Sub-IR 3.4 Increased citizens' awareness and engagements with LGs ............ 28

4.5 National-level lobbying and advocacy to influence policy .. .. .. .. .......... .... .. .. .. ... 29

4.6 Refugee intervention ........ .. .. .. .. ........................... .. .. .. ............................... .. .. .. ... 32

5 Techn ical Assistance to Ministry of Health ............ .. .... ... .. ............... .......... .... ............. 34

6 Collaboration, Learning, and Adapting (CLA) .... .... ... ... .. .... ... .................. ... ....... ......... 38

7 Management and Administrative Issues (Operations) ...... ... .. ......... .. .. .. ... ............. ...... .40

8 Conclusion ..... .. ............ .......... ...... ......... ..... ... ............................................................... 46

Annex 1: LGPAC Public Hearing Schedule and Status to Date for OAG's Audit Report for FY 2017/18 ...... ....... .. .. ... .. .... .. .. ... ... .................... ..... ........ ... .. .... .. ..... .. .. ..... .... ... .... .. ....... 47

Annex 2: Policy Issues Handled During FY 2019 ............ .. .... .. ... .......... ... .. ... ... .. .. .. ........ .. ..... . .49

GAPP-Quarterly Report January 1-March 31, 2019 iii

Annex 3: Analysis of Savings for MOH (In-house versus Outsources Vehicle Servicing) .... 54

Annex 4: PMP/Project Indicator Progress - Performance Indicator Table October 1, 2018-March 31 , 2019 ... .. ............................................. .......... .... .. ... ......................... ....... .. ..... 55

Annex 5: Financial Management .......... .. ....... ..... ..................................................................... 62

List of Figures Figure 1: GAPP theory of change ...................... ... ... ..... ............. ....................................... 5

Figure 2: GAPP implementation districts ........ .... .............................................................. 6

Figure 3: GAPP DLGs with unqualified audit opinions, FY 2012-FY 2018 ................. 15

Figure 4: GAPP regional performance in the FY 20 l 7 / 18 OAG audit report ............ .. .. . 15

Figure 5: Analysis of participants' feedback .............. .... .. .. ............................................. 17

Figure 6: MOLG meetings with various LG officials, Quarter 2, FY 2019 .. .. .. .. .... ........ 18

List of Tables Table 1: GAPP methodologies ......................................... .. ......................... .......... .. ......... 5

Table 2: Summary of progress under Component 1 in Quarter 2, FY 2019 .................... 7

Table 3: Summary of performance data for LGPACs .. .. .... .. .......... .. .. .. ...... ........ .... .. ..... 10

Table 4: Planned activities for Quarter 3, FY 2019 (Component 1) .... .... .. .. .. .. ...... ...... .. 11

Table 5: Summary of progress under Component 2 in Quarter 2, FY 2019 .. ................ 12

Table 6: Planned activities for Quarter 3, FY 2019 (Component 2) .................. .. .......... 23

Table 7: Summary of progress under Component 3 in Quarter 2, FY 2019 .................. 24

Table 8: Planned activities for Quarter 3, FY 2019 (Component 3) .. ...... .. .................. .. 33

Table 9: Staff movement, Quarter 2, FY 2019 .............. .. .... .. .......... .. .................... .. .. .. .. .42

Table 10: Realized savings in grant expenditures .............. .. .. .. .. .. ................ .. .................. 44

Table 11: Planned activities for Quarter 3, FY 2019 (Grants) ........................................ .45

GAPP-Quarterly Report January 1-March 31, 2019 iv

Acronyms and Abbreviations ACODE

APSEDEC

AYDL

CAO

CEPA

CIDI

CLA

CNOOC

CODNET

COSASE

CSBAG

csco cso DAI

DFID

DLG

DSC

EITI

ETS

FOWODE

FY

GAPP

GESI

GIZ

HEPS

HUDIP

JPS

IR

IT

JEFORD

HCA

KICSON

LACWADO

LG

LGPAC

LLG

Advocates Coalition for Development and Environment

Acholi Private Sector Development Company

African Youth Development Link

chief administrative officer

Centre for Policy Analysis

Community Integrated Development Initiatives

Collaboration, Learning, and Adapting

China National Offshore Oil Corporation

Community Driven Network

Committee on Commissions, Statutory Authorities and State Enterprises

Civil Society Budget Advocacy Group

Civil Society Coalition on Oil and Gas

civil society organization

Development Alternatives Inc.

UK Department for International Development

district local government

District Service Commission

Extractive Industries Transparency Initiative

Embedded Technical Specialist

Forum for Women in Democracy

fiscal (financial) year

Governance, Accountability, Participation and Performance Program

gender equity and social inclusion

German Agency for International Cooperation ( Gesellschaft fur Internationale Zusammenarbeit)

Coalition for Health Promotion and Social Development

Hoima District Union of Persons with Disabilities

Institute for Parliamentary Studies

intermediate result

information technology

Joint Effort on Rural Development

Japanese International Cooperation Agency

Kibaale Civil Society Organisation Network

Lake Albert Children and Women Advocacy and Development Organization

local government

Local Government Public Accounts Committee

lower local government

LRM local resource mobilization GAPP-Quarterly Report January 1-March 31, 2019 V

MIRAC

MOFPED

MOH

MOLG

MOU

NPA

NURDEF

OAG

OPM

PAC

PEA

PEMCOM

PLOCA

PPDA

PSA

PWD

REAP

RHD

SEATINI

SIFOD

SITA

TIU

UgIFT-P4R

UGX

UK

ULGA

UNCDF

UNHCR

UNICEF

URMCHIP

us USAID

USSIA

UWONET

VFM

Mid-Western Anti-Corruption Coalition

Ministry of Finance, Planning and Economic Development

Ministry of Health

Ministry of Local Government

memorandum of understanding

National Planning Authority

Northern Uganda Regional Development Forum

Office of the Auditor General

Office of the Prime Minister

Committee on Public Accounts (parliamentary level)

political economy analysis

Public Expenditure Management Committee

Participatory Local Organizational Capacity Assessment

Public Procurement and Disposal of Assets Authority

private sector association

persons with disabilities

Revenue Enhancement and Accountability Program

refugee-hosting district

Southern and Eastern African Trade, Information and Negotiations Institute

Samaritan Initiative for Development

short-term technical assistance

Transparency International Uganda

Uganda Inter-Governmental Fiscal Transfer Program for Results

Uganda schilling

United Kingdom

Uganda Local Government Association

United Nations Capital Development Fund

United Nations Refugee Agency (Office of the United Nations High Commissioner for Refugees)

United Nations Children's Fund

Uganda Reproductive, Maternal and Child Health Services Improvement Project

United States

US Agency for International Development

Uganda Small Scale Industry Association

Uganda Women ' s Network

value for money

GAPP-Quarterly Report January 1-March 31, 2019 vi

Executive Summary The priorities for the Governance, Accountability, Participation and Performance (GAPP) Program in fiscal year (FY) 2019 are to con sol id ate Program investments, ensure sustainability of outcomes, distill lessons and models for future programing, and meet contractual obligations for closeout. GAPP made progress under each of these themes, commencing w ith a national stakeho lders' meeting on a national stakeholders ' meeting on February I, 2019, to communicate lessons learned in the Program in FY 2018 and Program direction in FY 2019. The participants were drawn from national-level non-state actors and national accountability institutions, including Parliament, Public Procurement and Disposal of Assets Authority (PPDA), and Office of the Auditor General (OAG). Others present were representatives from Ministry of Local Government (MOLG); Ministry of Finance, Planning and Economic Development (MOPPED); national-level civil society and private sector organizations; and representatives from the US Agency for International Development (USAID) and the UK Department for International Development (DFID). In the meeting, GAPP presented results attained in FY 2018 and lessons learned. In addition, GAPP presented the Program 's direction for FY 20 19 and elicited Program partners ' inputs for improvements.

To further strengthen linkages between national-level accountability institutions and local government (LG) institutions, GAPP supported OAG to disseminate the audit report for FY 20 l 7 / 18 to all GAPP-supported Local Government Public Accounts Committees (LGPACs).

This dissemination activity, which was conducted on a regional basis1 by the regional Auditor General ' s offices, was directly influenced by earlier feedback from LGPACs during previous tripartite activities. LGPACs had informed the Program that their delays in reviewing OAG reports was caused by delays in receipt of the reports from OAG. This dissemination activity expedited action on the FY 2017/18 report tabled in Parliament during December 2018.

To further so lid ify and continue the progress that has been made in the parliamentary accountability committees-progress that effectively elim in ated backlog in Parliament's Committee on Public Accounts-Local Government (PAC-LG)-and to ensure that these good practices spread to all accountabi lity committees, GAPP, through Centre for Policy Analysis (CEPA), facilitated the induction of the Committee on Public Accounts responsible for Commissions, Statutory Authorities and State Enterprises (PAC-COSASE), whose leadership and membership changed in December 2019. Further inductions will be conducted in the next quarter to cover all accountability committees in Parliament and to ensure that good practices that were developed continue to be utilized for greater efficiency of the accountability oversight process.

Another key feature for sustainabi lity rests upon the ab ility of MOLG to provide oversight, technical support, and policy direction and to undertake a mediation ro le between LGs and other ministries, departments, and agencies.

To strengthen MOLG in this role, GAPP continued to work "behind the scenes" in supporting MOLG to host platforms for information sharing and dialogue with many actors at the LG level. The platforms supported were (1) between MOLG and local- level chief administrative

1 Bunyoro, Central , Acholi , Lango, and West N il e Regions.

GAPP-Quarterly Report January 1-March 31, 2019

officers and town clerks on January 14, 2019; (2) between MOLG and municipal council leadership (mayors and town clerks) on February 8, 2019; (3) between MOLG and chairpersons and secretaries of District Service Commissions on February 15, 2019; and ( 4) between MOLG and chairpersons ofLGPACs and internal auditors on March 25, 2019. Various national-level entities such as Ministry of Public Service, MOFPED, Ministry of Works and Transport, Operation Wealth Creation, and OAG attended these meetings and provided relevant information.

These platforms have greatly improved relationships between MOLG and actors at the LG level, providing opportunities for dialogue, policy clarification, and resolving impasses. GAPP also undertook an institutional assessment of MOLG to lay the groundwork for direct strengthening of the Ministry, given its pivotal role in local governance and in ensuring an effective environment for LG functioning.

To further consolidate Program investments and strengthen outcomes from various training modules used with LGs across the life of the Program, the GAPP Embedded Technical Specialist (ETS) team developed capacity building modules that they deemed most important for lower LGs and began rolling them out in Quarter 1, FY 2019. During Quarter 2, GAPP continued capacity building trainings for local leaders and technical staff in 149 sub-counties and town councils in 19 districts.2 The training objectives included clarifying roles and responsibilities, effective management by LGs, and the functions of councils. A total of2,109 participants attended these sessions during Quarter 2, of which 911 were women and 183 were representatives of people with disabilities.

GAPP continued to provide technical and logistical support to eight refugee-hosting districts (RHDs). The Program facilitated integration of refugee support activities into LGs' planning and budgeting processes for FY 2019/20. GAPP also supported and conducted three joint inter-agency coordination meetings-in Kiryandongo, Arua, and Yumbe Districts-where collaboration and alignment were strengthened among different actors in the RHDs.

On the civil society front, GAPP concluded the private sector roundtable activity for Hoima District that had been deferred in Quarter 1. In addition, the Program closed seven grants after the civil society organizations successfully achieved their programmatic goals under GAPP in Quarters 1 and 2. The closed grants are Southern and Eastern African Trade, Information and Negotiations Institute (SEA TINI Uganda); African Youth Development Link (A YDL ); Uganda Women' s Network (UWONET); Coalition for Health Promotion and Social Development (HEPS) Uganda; Kwize Development Initiative; Centre for Policy Analysis (CEPA); and Transparency International Uganda (TIU) . GAPP also modified seven other grants to allow for greater impact before the grants close out in Quarter 3, FY 2019.

Previous national-level engagements also yielded results, with the Cabinet of Uganda endorsing Uganda' s accession to the Extractive Industries Transparency Initiative (EITI), a global standard for the good governance of oil, gas, and mineral resources that one of GAPP's partners, Advocates Coalition for Democracy and Environment (A CODE) pursued in FY 2017 and FY 2018. In addition, the Forum for Women in Democracy (FOWODE) provided data to inform more effective utilization of the gender and equity certification process after studying

2 Arua, Kayunga, Masaka, Kalungu, Mubende, Buliisa, Masindi, Kibaale, Kagadi , Kakumiro, Omoro, Nwoya, Kitgum, Gulu, Amuru, Amolatar, Otuke, Alebtong, Apac.

GAPP-Quarterly Report January 1-March 31, 2019 2

its implementation in three districts. FOWODE also facilitated a pre-budget dialogue at the national level and analyzed the gender sensitivity of the FY 2019/20 draft budget, especially for the key sectors of education and health . These engagements continued to strengthen the environment for more transparent, accountable, and inclusive use of Uganda' s resources.

In Quarter 2, GAPP continued technical assistance for the Ministry of Health (MOH) in auditing, procurement, legal guidance, quality assurance, and financial management. GAPP added a ninth member to the technical assistance team to provide planning and budgeting support to the MOH Department of Planning and to provide technical support to resolve major budget preparation and execution bottlenecks. Significant cost savings and system improvements continue to be made by the entire team.

GAPP concentrated on conducting end-of-project evaluations for grants that are closing. A joint team comprising GAPP staff member from Grants; the Collaboration, Learning, and Adapting (CLA) team; and technical monitors for the respective grantees conducted the evaluations. This activity's purpose was to take stock of what had been achieved and ensure each grantee ' s compliance with the grant's terms/conditions.

Toward distilling lessons and models for the future, GAPP began the process of procuring documentary teams and writing stories that will be available at the close of the Program as part of the effort to document and share lessons learned over the life of the Program.

On the operational front, GAPP continued to pursue value for money and efficiency in Program operations while supporting staff retention and recruitment efforts to address staff turnover. Grantee monitoring continued at pace, with GAPP completing 100% of the required monitoring visits of al I 13 grantees active in the quarter.

As the GAPP enters Quarter 3 of FY 2019, the objectives remain targeted toward consolidating Program investments, ensuring sustainability of outcomes, distilling lessons, and meeting contractual obligations for closeout. In Quarter 3, RTI will submit the closeout plan to USAJD for approval while targeting the finalization of major Program implementation as described in the work plan.


1 Introduction

1.1 Background

The United States Agency for International Development (USAID) awarded the contract for the implementation of the Governance, Accountability, Participation and Performance (GAPP) Program to RTI International on November 29, 2012. The GAPP implementation team consists of RTI as the prime contractor, Development Alternatives Inc. (DAI), and Palladium.

In January 2015, the RTI contract for GAPP was modified to add the UK Department for

The GAPP Team

RT/ International

Local governance, local government finance and management, civil society strengthening, policy reform

DAI

Audit policy, parliamentary strengthening

Palladium

Gender integration, social inclusion

International Development (DFID) as an equal funding partner with USAJD to expand and extend the depth, duration, and scope of the GAPP Program.

GAPP's overarching goal is to increase participation and accountability and improve local governance for effective service delivery. GAPP is designed to achieve three principal results under this goal:

1. Improve the legal, policy, regulatory, and institutional environment to meet demands for more democratic governance;

2. Enhance fiscal management and accountability processes in the delivery of services in targeted districts;

3. Build the capacity of citizens and communities to participate in local governance-voice and accountability.

1.2 Implementation Approach

Theory of Change

RTI uses a blended approach to implement the GAPP Program.

The Program theory of change (Figure 1) is that if local government (LG) systems are strengthened and nongovernment-led (citizen) efforts are supported to oversee service delivery, service delivery at the local level will be more efficient, equitable, and effective.

Underlying this theory are three assumptions:

1. Political will exists to make policy and financing shifts at the national level in favor of LGs.

2. LGs assimilate technical assistance and support provided.

3. The democratic space for civil society remains open to engage with the national level, LGs, and communities.


Figure 1: GAPP theory of change

Equitable, Effective and Efficient Service Delivery

Table 1: GAPP methodologies ,.

Methodology Itµ. Approach

Integrate GAPP components • Recognize interrelationships among the three components and ensure programming that builds on synergies across components and external actors.

• Bui ld bridges between civil society and government and between tiers of government.

Build sustainable capacity • Use a capacity building approach that is based on a process of innovations dissemination .

• Plan with local partners .

• Work through local partners .

• Build the capacity of local partners .

Promote partnersh ips and • Promote policy dialogue for reforms.

dialogue • Bring LG and stakeholders together to promote resource mobilization and service improvements.

• Build dialogue between the GAPP team and the Program's stakeholders.

GAPP-Quarterly Report January 1~March 31, 2019 5

Figure 2: GAPP implementation districts

/

,,

-, ' ,: .. \ .. " ~ ·:/,, Kampala

- Districts with GAPP Reg ional Offices

- Original districts (when GAPP was founded by USAID alone)

! · 41+1 New districts (added after DFID joined USAID as an equal funder)


,I

6

2 Component 1: Improving the legal, policy, regulatory, and institutional environment

Component 1 aims to improve the legal , policy, regulatory, and institutional environment to

meet demands for more democratic governance. It contributes to two key intermediate result (IR) areas: (1) strengthening the capacity of national accountability institutions to support LG accountability and (2) strengthening national stakeholder policy collaboration and dialogue on

LG financing, accountability, and service delivery.

In this regard, GAPP achieved the following results:

✓ Support to strengthen the capacity c~fthe Office c~fthe Auditor General (OAG) to oversee Local Government Public Accounts Committees' (LGP A Cs') f unctionality

✓ Support to strengthen the capacity of Parliament 's Committees on Public Accounts (PACs) to oversee LG accountability

These results contributed to the following intermediate outcomes:

Table 2:

*

• Improved capacity of OAG to support LGPACs to carry out their LG functions • Impro ved capacity of Parliament 's PA Cs to support LGPACs and oversee LG

accountability

Summary of progress under Component 1 in Quarter 2, FY 2019

Planned activities •:.,:i@,7cc Statu~:iw Summary narrative '1

., -«%:/' .. , H, ,

Activity 1.1.1: Support improvements in the quality and coverage of the OAG and PPDA audits

1. Support OAG to clear LLG audits for Completed scoping GAPP, with OAG, completed scoping of the FY 2015/16 and transfer skills to and selection of assignment and identifying six consultants to OAG team consultants support the OAG. In Quarter 3, FY 2019,

GAPP, with OAG, will deploy the consultants to conduct the activity .

2. Support OAG to attend LGPAC Completed GAPP worked with OAG and MOLG to meetings disseminate the OAG audit report and

develop a schedule for LGPAC hearings, and tasked OAG to support LGPAC hearings.

3. Commence 6 procurement audits and Selection of In Quarter 1, FY 2019, GAPP, with PPDA, 18 inspections targeted LGs completed the selection of entities to be

completed targeted for audit and inspection. 3 Actual

Audits and audit and inspections will commence in

inspections to be Quarter 3, FY 2019.

conducted in the next quarter

3 6 procurement audits: Agago, Lira, Pader, Yumbe, Maracha, and Otuke district local governments (DLGs); 18 procurement inspections: DlGs - Amolatar, Apac, Arna, Kitgum, Lamwo, Gulu, Oyam, Moyo, Ko le, Alebtong, Pakwatch, Omoro, Kwania, Koboko, Mityana; municipal councils - Gulu, Arna and Lira


4. Support PPDA to revise Audit Manual workshop with social inclusion lenses (gender equity and social inclusion [GESI))

5. Study and ascertain for PPDA service delivery areas for reservation schemes

6. Commence procurement of consultant to document procurement inspection model

Activity 1.1.2: Support Parliament's PACs

1. Support Parl iament to re-induct PAC members

2. Support mentorship of investigative journalists in the oil and gas sector

3. Commence procurement of consultant to document the PAC-LG model

Activity 1.1.4: Support policy advocacy

Re-scheduled to Quarter 3, FY 2019

Call for consultants was placed; selection to be completed in Quarter3, FY 2019

Deferred until after completion of the PAC-LG activity

Completed 1 of 3 Committees

Rescheduled to Quarter 3, FY 2019

STTA approved by Client

Local consultant and implementation scheduled for Quarter 3, FY 2019

GAPP, with PPDA, rescheduled the activity to Quarter 3, FY 2019, to allow adequate time to onboard needed technical assistance to address factors regarding environment, health and safety , and GESI. The activity will be com leted in Quarter 3, FY 2019.

GAPP placed a call for consultancy firms to bid-two bids have been received . Upon advice from PPDA, the approach changed from individual consultant to a firm as the more viable approach; this sift resulted in delays and the process recommenced . The assignment will be conducted in Quarter 3, FY 2019.

Activity was deferred until completion of activity on documenting the PAC-LG model. Reason: Knowledge transferred from STTA on the PAC-LG model to the GAPP local team will then drive this articular activi

GAPP supported IPS and CEPA to re-induct Parliament's PAC-COSASE.

Grant awarded to CEPA on 14 March 2019. CEPA is mobilizing to undertake this activity in the next quarter.

Client approval obtained for STTA support by Dr. Anna Wetterberg. Research design , terms of reference for the local consultant, and the calendar for key activities to be conducted are now completed . In Quarter 3, FY 2019, GAPP will identify and contract a local consultant to conduct the task, with STTA oversi ht assistance.

1. Support policy advocacy on refugee Ongoing During Quarter 2, FY 2019, GAPP carried out i----a_n_d_l_e~g_al_f_ra_m_e_w_o_rk _______ +----------; grant modifications for the key sub-grantees

CEPA and ACODE to commence advocacy. 2. Support advocacy for review of Ongoing Will act more fully in Quarter 3, FY 2019.

decentralization policy

ACODE = Action for Development and Environment; CEPA = Centre for Policy Analysis ; COSASE = Committee on Commissions, Statutory Authorities and State Enterprises; IPS = Institute for Parliamentary Studies; LLG = lower local government; MOLG = Ministry of Local Government; PAC= Committee on Public Accounts (Parliament); PAC-LG = PACLocal Governments; PPDA = Public Procurement and Disposal of Assets Authority; STTA = short-term technical assistance


2.1 Sub-lR 1.1: Improved capacity of national accountability institutions to support LG accountability

❖ Support OAG to attend LGPAC meetings

During Quarter 2, FY 2019, GAPP disseminated the OAG audit report for FY 2017/18 to all GAPP-supported LGPACs in the five regions.4 In part, this dissemination activity was directly influenced by feedback from LGPACs during previous tripartite activities. LGPACs informed the Program that they experienced delays in their work because OAG audit reports were not disseminated in a timely manner. The regional OAG Principle Auditor for each respective region led the dissemination activity to issue audit reports for all DLGs

OAG Principal Auditor, Northern Region{REDACTED] emphasizes a point during the dissemination

workshop for Acholi and Lango Regions

and municipal councils. As an output of the dissemination activity, which MOLG oversaw, the LGPACs jointly agreed to a calendar for their respective public hearings, to be attended by the OAG for technical guidance.

The dissemination activity enabled timely delivery of the OAG report, enhanced LGPACs' technical capacities, and improved OAG's and MOLG's collaboration with LGPACs.

Agreed-on action points for LGPACs (together with OAG and MOLG)

1. The teams jointly agreed to a consolidated schedule of planned LG PAC hearings across the subregions as a major output of the dissemination activity.

2. The MOLG was tasked with writing to all chief administrative officers (CAOs), directing them to provide the necessary facilitation to enable LGPACs to meet their schedules and carry out their plans.

3. The regional OAG Principle Auditors committed to support the LG PAC hearings at the appointed dates, with GAPP facilitation.

4. All the LGPACs aimed to conclude their hearings and submit their reports to the designated agencies/bodies by March 31, 2019.

5. MOLG was tasked with tabling those reports in Parliament upon receipt from the LGPACs.

Overall results of the actual hearings:

During Quarter 2, FY 2019, there were 39 LGPACs in the GAPP region, 97% (38) of which were fully constituted. Of those fully constituted, 89% (34) conducted hearings during the quarter as scheduled. Those that did not hold hearings cited the absence of an accounting officer, among other reasons. Of those that held public hearings, 59% (20) received OAG technical assistance during the public hearing to strengthen their outcomes. The OAG did not support the rest of the LGs due to parallel commitments to complete LLG audits in the same regions (which had not been anticipated).

4 Bunyoro, Central , Acholi , Lango, and West Nil e Regions.


Table 3: Summary of performance data for LGPACs

Total number of LGPACs in the GAPP regions 39

Total LGPACs that are fully constituted and in place 38 97%

Number of LGPACs that held hearings on the OAG audit report in Quarter 2 34 89%

Number of LGPACs supported by OAG to conduct the hearings in Quarter 2 20 59%

See Annex 1 for the detailed schedule of public hearings planned and conducted by the LGPACs. In Quarter 3, FY 2019, GAPP will follow up with the five LGs5 that did not conduct hearings.

❖ Conducted technical assistance to foster improvements in Parliament's accountability committees and plenary processes by re-inducting PAC-COSASE

GAPP enabled CEPA and IPS to facilitate a reinduction workshop for PAC-COSASE members. The main objective was to strengthen the capacity of COSASE members, including parliamentary technical staff.

Presentation topics for PAC-COSASE members • Understanding the legal and

institutional frameworks for accountability

• l/nderstanding the OAG '

The Honourable [REDACTED} presenting to the PAC-COSASE members and Parliament's

technical staff

• f'unctions. of the committee

• Effective inquiry management

• KE;y abstracts of t~.e 9AG report FY.2017/18 . . ... '

~ction points for COSASE

During the induction, COSASE members observed that using the briefs provided by the OAG was a very necessary step to guide them during their meetings, especially when probing during inquiries.

• Members should consider making actionable recommendations that will be acted upon by the Executive. · · ' '

Members should deal with witnesses appearing before the committee embarrassing them. ·· ·· • .. ;:

courtesy, without

• The Auditor General should act on recommendations from COSASE, especially when asked to carry out very important audits such as forensic audits.

• Membws should emphasize val~e-for-money (VFM) audits becau~~Jre Governm~pt injects a lot of . money into statutory corporations and public enterprises/ but the gains are not commensurate with the input.

Recommendation:

GAPP will continue to engage with COSASE so as to fully mentor the chairperson and the vice chairperson, both of whom are new to the committee and need guidance.

5 Kiboga, Kayunga, Buliisa, Nebbi, and Yumbe.


2.2 Sub-lR 1.2: Strengthened national stakeholder policy collaboration and dialogue on LG accountability, financing, and service delivery

Overall policy progress

During Quarter 2, FY 2019, GAPP extended grant agreements for CEPA and ACODE using a grant modification approach. ACODE .commenced the study that will inform the transfer of funds for FY 2019/20 to LGs to ensure increased financing for LGs.

Table 4: Planned activities for Quarter 3, FY 2019 (Component 1)

Planned activities 'w•

Expected outputs 1%? j/k

Activity 1.1.1: Support improvements in the quality and coverage of the OAG and PPDA audits

1. Support OAG to clear LLG audits for FY 2015/16 and transfer skills OAG review for LLGs for FY 2015/16 to OAG team completed

2. Support OAG to attend the remaining five6 LG PAC public hearings Technical support provided to LGPACs to handle OAG reports

3. Support PPDA to conduct 6 procurement audits and 18 inspections Audits of 6 procurement audits and 18 inspections completed

4 . Support PPDA to revise Audit Manual workshop with social PPDA Audit Manual revised and GESI inclusion lenses incorporated

5. Support PPDA's reflection activity Lessons learned from PPDA support recorded and documented

6. Study and ascertain for PPDA service delivery areas for reservation Study finding completed schemes

7. Undertake documentation of the procurement inspection model Lessons learned from the procurement inspections documented

Activity 1.1.2: Support Parliament's PACs

8. Support Parliament to re-induct PAC members for PAC-Central Parliamentary committees inducted in Government and PAC-LG, led by CEPA their roles and responsibilities

9. Support mentorship of investigative journalists in the oil and gas Investigative journalists mentored sector, led by CEPA

10. Undertake documentation of the PAC-LG model PAC - LG model documented

Activity 1.1.3: Strengthen national-level institutions' oversight for LGs through tripartite outreaches

11 . Support tripartite outreach hearings in all DLGs and municipal Tri-partite hearings conducted councils - assisted by CEPA

Activity 1.1.4: Support policy advocacy

12. Support policy advocacy on refugee and legal framework - led by Policy advocacy on LG financing CEPA and ACODE conducted

Policy advocacy on refugee response conducted

13. Support advocacy for review of decentralization policy - ACODE Advocacy on decentralization conducted.

6 Kiboga, Kayunga, Buliisa, Nebbi, and Yumbe.


3 Component 2: Strengthened LG fiscal management, accountability, and decision making

The primary objective of Component 2 under the GAPP Program is to enhance fiscal management and accountability processes in the delivery of services in GAPP-focus districts.

Key activities conducted during the quarter included the following:

• Provided capacity building sessions at LLG levels for all sub-county councilors and technical staff in all sub-counties in 19 districts,7 reaching 2,109 participants

• Provided technical and logistical support to 8 refugee-hosting districts (RHDs) in integrating refugee support activities in LGs' planning and budgeting process for FY 2019/20

• Continued to support RHDs in planning and sector budgeting for FY 2019/20

• Provided follow-up technical assistance to previous interventions around LGPACs and the internal audit and procurement function

• Disseminated OAG audit report for FY 2017/18 to 40 targeted LGPACs

• Supported coordination meetings in the RHDs


✓ Enhanced knowledge and skills for political and technical leaders in LLGs ✓ Improved financial management systems at the sub-county level ✓ Increased coordination and harmonization in the refugee response


✓ Strengthened LG.fiscal management, accountability, and decision making ✓ Improved capacity ofLLG councilors to provide leadership, scrutinize budgets, and

allocate resources

Table 5: Summary of progress under Component 2 in Quarter 2, FY 2019

Planned activities "\!@> Status Summery narrative

1. Conduct capacity building training for 33 districts Ongoing Capacity building trainings conducted for 139 sub-counties in 19 districts

2. Continue support to the midterm review process Technical Technical assistance provided, throughout the 39 partner LGs assistance although not all LGs completed in

provided time

3. Target support to 39 LGs for the planning and Ongoing Draft budget presented to council for budgeting process for FY 2019/20 approval

7 Arua, Kayunga, Masaka, Kalungu, Mubende, Buliisa, Masindi, Kibaale, Kagadi, Kakumiro, Omoro, Nwoya, Kitgum, Gulu, Amuru, Amolatar, Otuke, Alebtong, Apac.


Planned activities ' di Status Summery narrative .

4. Conduct Leadership Expedition 3 Rescheduled Rescheduled to Quarter 3, FY 2019 to Quarter 3, FY 2019

5. Provide in-kind grants to RHDs to support planning Ongoing Approval received; procurement in and coordination process

6. Conduct political economy analysis for MOLG Completed Completed; report being finalized

7. Organized and facilitated a retreat for the Northern Completed Completed Uganda Regional Forum Steering Committee meeting

3.1 Sub-lR 2.1: LG revenue gener~tion and management improved

During Quarter 2, FY 2019, GAPP conducted capacity building trainings for LLGs in 19 di stricts to orient local leaders and technical staff on their respective roles and responsibilities in the management of LG affairs. GAPP emphasized the Program ' s

"I appreciate GAPP that they did not just come themselves but trained the DRPs [district resource persons] who would stay with us."

Deputy CAO, Kibaale District

core techn ical areas, including local revenue mobilization (LRM), with GAPP explaining the LRM process and the role of LLG leaders in this process.

The Embedded Technical Specilist (ETS) in West Nile facilitating the experience-sharing session among

different LLGs at Pujulu sub-county

Many issues were clarified during these trainings. For instance, in Buliisa, LLGs were concerned that employees of foreign organizations, such as employers working on roads and World Vision, were not remitting the local service tax because they believed that they were exempt. GAPP provided guidance on this issue, clarifying that only employees of foreign missions and embassies are exempt from payment of the local service tax.

In some LLGs, the three LRM committees that are required in each LLG to support LRM had not been constituted, while others had LRM committees that were nonfunctional. GAPP trained and mentored finance district resource persons who will continue support ing the LGs.

Key action points for improving local revenue During the trainings, the following key action points were identified:

• Reconstitute LRM committees and ensure their functionality ..

• Review revenue mobilization and collection strategies.

• Carry out awareness-raising on potential local revenue sources.

• Ensure local revenue collections are shared among all key departments.

At the end of the trainings, councilors realized their key role in the local revenue mobilizat ion cycle, especially through mobilization and accountability for allocation of local revenue.


3.2 Sub-lR 2.2: Strengthened LG accountability systems

❖ Strengthened LG planning and budgeting functions

In Quarter 2, FY 2019, GAPP, in collaboration with the National Planning Authority (NPA), continued to support partner LGs in conducting a midterm review. The GAPP ETSs worked closely with district planners and departmental heads to conduct the midterm review process. Midterm reports form a basis for kick-starting the next five-year planning process and have provided LGs with a

"I want to thank you (GAPP), wherever you come, you come with answers to the governance challenges we are facing. Reporting of statutory bodies like LGPAC was a challenge, and how to handle the report by Executive Committee to Council was unclear. We are now comfortable with the process following your intervention."

District Chairperson, Masindi District

status update concerning the performance of their district development plans and the extent to which cross-cutting issues, induding GESI, are mainstreamed in these plans.

Secretary of Finance, Planning, and Administration, Arua municipal council, laying draft

budget FY 2019/20 before council

GAPP also supported the preparation of LG budget estimates for FY 2019/20, using the Program Budgeting System. As an example of positive outcomes from this support, in Bunyoro (Western Region), eight districts and two municipal councils laid their budgets before council.

❖ Provided follow-up technical assistance to previous interventions around LGPACs and the internal audit and procurement function

During Quarter 2, FY 2019, GAPP provided hands on technical support to the District Executive Committees on the procedure for presenting the LGPAC reports and action report (Treasury Memorandum) to council. In Kibaale, Kagadi, Masindi, and Hoima, the District Executive Committee members, LGPAC chairpersons, chief finance officers, internal auditors, and secretaries of the LGPACs attended these support sessions. By the end of the quarter, three of the four districts (Kibaale, Masindi, and Kagadi) presented LGPAC reports to council.

❖ Disseminated OAG audit report for FY 2017/18 to 40 targeted LGPACs

During Quarter 2, GAPP, in collaboration with OAG, disseminated the FY 2017/18 OAG reports through regional meetings. A total of 80% (32/40) and 84% (l 1 /13) of GAPP target district and municipal LGs received unqualified audit opinions, respectively (see Figures 3 and 4). GAPP facilitators also responded to issues raised by the LGPACs, such as the procedure for handling LGPAC reports in council structures.


Figure 3:

120

100 --

60

40

' 20

0 FY13

Figure 4:

GAPP DLGs with unqualified audit opinions, FY 2012-FY 2018

FY 2014 FY2015 FY2016 FY2017 FY 2018

GAPP regional performance in the FY 2017/18 OAG audit report

LGs with qualified audit opinion

• Lango: Apac, Kole,

Amolatar:Districts

AcHoli: Pader, Amuru,

K,.itgum Districts

1111 Tota l LGs • LGs with Unqualified Audit Opinion m LGs with Qualified Opn

Central; Mukono Municipality

Commonfindings of the FY 2017/18 OAG audit report

Nationally, all districts received money that was budgeted for their road fund, and the status of their use of those funds was in line with the level of payments made. The OAG report rated routine road maintenance at 76% for districts and 92% for municipal councils. The Youth Livelihood Programme performed poorly due to underfunding, noncompliance with the repayment schedule, and failure to transfer recovered funds to the recovery account at the Bank of Uganda. Other audit findings included significant under-collection of local revenue, understaffing (national staffing levels were at 34%), unsatisfa<;:tory and incomplete works in 31 districts and 8 municipal councils (nationally attributed to heavy rains), unaccounted-for funds, and unspent balance (money returned to the Central Treasury).


❖ Supported training of elected leaders and strengthening of council operations in LLGs to carry out their representational, oversight, and legislative roles and functions

Details of LLG training sessions

• 19 districts, 149 (sub-counties and town councils) covered

■ 2,109 political and technical LG staff inducted

During Quarter 2, FY 2019, GAPP continued capacity building trainings for local leaders and technical staff in 149 LLGs in 19 districts. 8 The training objectives included clarifying roles and responsibilities

in management of LG affairs.

■ 373 youth leaders oriented

■ 911 female councilors inducted

■ 183 representatives for people with disabilities trained

Emerging.issues identified in LLG capacity buildi~g trainings

• There is an urgent need to train local council courts on how to hear cases and make judgements ·· that are within their authority.

• Joint working proc~sses between technical a.nd political teams in areas such as monitoring project~ need to be 'strengthened. .

• The Program provided clarity to many LLGs on the expected remittance of local revenue from

•

•

•

the district as per their collections in. the financial year. b

qf,EP emphasized t~e need foL LLG councfors to development plans. ' .· . . ' .

Facilitators discussed how to handle councilors who misbehave in the commuhity and how to handle technical staff that misuse council property. •

In some LLGs, clerks to council did not provide councilors with minutes of the previous council meetings. . •· a • •

In Quarter 3, FY 2019, GAPP will conclude the trainings that started in Qua1ter I , covering the remaining 14 districts (Kiboga, Mukono, Mityana, Pakwach, Nebbi, Maracha, Kole, Oyam, Dokolo, Lira, Hoima, Kagadi, Agago, Pader).

Feedback from participants

• 80% of participants strongly agreed that the workshop objectives were clear.

• 72% strongly agreed that the facilitators were knowledgeable and well prepared.

• Over 80% agreed that the workshop was relevant and that they clearly understood what was presented.

• The majority of participants requested more · training on LRM, financial

Participants during a group work session at Alango sub-county, Otuke District

management, procurement, and standard rules of procedure.

Figure 5 shows a breakdown of participants ' feedback by topic.

8 Arna, Kayunga, Masak.a, Kalungu, Mubende, Buliisa, Masindi, Kibaale, Kagadi , Kakumiro, Omoro, Nwoya, Kitgum, Gulu, Amuru, Amolatar, Otuke, Alebtong, Apac.


Figure 5: Analysis of participants' feedback

PAR T ICIPANT'S WORKS H OP EVALUAT I ON OKWAN G - ALA NG O SU B COUN TY

80.0%

28.0%

32.0%

FACILITATOR'S KN OWLEDGE ·:::: ):p::·:zj!'~b$'.:;:r:::/:I 72.0%

4.2% FACI LIT ATOR ' s RES PO NSE S 111]8 :·+::·:1:·••'• 4M?.f ::+·--:,,:>, :::J 48.0%

40.0%

INFO RMA T IVE &VA LUABL E 44.0%

■ l =Strongly Disagree l'/l 2=Disagree m:J 3=Agree D 4=Strongly Agree

However, one issue voiced by participants concerned timeliness; the 12.5% who strongly disagreed indicated that their capacity needed to be built a long time ago, when they had just taken office or begun thei r technical work, so that they would not have made as many mistakes in their duties.

❖ Supported coordination meetings in the RHDs

During Quarter 2, FY 2019, GAPP supported and conducted three joint inter-agency coordination meetings in Kiryandongo, Arua, and Yumbe Districts. The main objective was to improve coordination between government structures and partners; harmonize integration of refugee activ ities in LG work plans and budgets for FY 2019/2020.

I

Emerging issues identified during joint inter-agency coordination meetings • There is a need for all partners to mainstream environmental conservation due to the level of

environmental stress.

• Partners need to liaise with DLGs to recru it more teachers because the districts have very many applicants, yet few positions are advertised.

• There is a need to educate parents on the school feeding program and how it should be carried out according to Ministry of Education guidelines.

• There is a need to code the schools that have been constructed by partners and 'register them under district schools for sustainability and to facilitate handover.

• Partners and agencies need to consider the host community and the role it has played in hosting refugees; host community dissatisfaction affects the relationship cycle with refugees.


❖ Supported MOLG quarterly meetings with district officials

The main objective of this activity was to develop and strengthen MOLG' s capacity to provide leadership to LGs. During Quarter 2, FY 2019, GAPP provided technical and logistical support to the MOLG aimed at strengthening the Ministry's leadership role in the social service sectors as well building a platform for dialogue on national-level policies that affect LGs.

Figure 6: MOLG meetings with various LG officials, Quarter 2, FY 2019

Meeting with CA Os and town clerks, January 14, 2019

GAPP supported MOLG to hold a meeting with 115 CAOs and 34 town clerks from all over the districts and municipalities of Uganda on January 14, 2019. In addition, representatives from the Ministry of Works and Transport; Ministry of Agriculture, Animal Industry and Fisheries; NP A; and Ministry of Gender, Labour and Social Development attended the meeting. All these entities provided sectoral updates and having national-level representatives participate meant that the meeting served as a platform through which the CAOs could raise their questions and concerns.

Meeting with mayors and town clerks, February 8, 2019

GAPP supported MOLG to hold a meeting with 150 mayors and town clerks from all of the municipal councils. Speakers included Ministry of Lands, NPA, and the Ministry of Finance, Planning, and Economic Development (MOFPED).


Action points (meeting with mayors and town clerks)

• Prioritize physical planning and development, especially those LGs that do not have these plans in place.

• Central government should initiate development (building, installing) of public infrastructure such as roads and street lighting, and LGs can take o~er their maintenance.

• Adapt modern communication technology media such as domain emails and websites for LG officers to discourage personalization of offices.

• Establish registration and regulation of the boda boda industry, including assessing and levying taxes on them.

• Regulate and operationalize the use of the urban markets that are already constructed because they contribute to income generation as well as job creation .

• Pursue avenues by which the government can compensate taxpayers for locally generated income lost as a result of the injunction on park user fees.

• Keep proper records of data, perform audits, and build credible profiles that stand up to challenges, such as garnishee cases and negative pol icies.

• Fill all vacancies for heads of departme~t by June 2019.

• Carry out affirmative action for female applicants for the position of town clerk (aiming for one-third, i.e., at least 14 out of 41 ).

Meeting with chairpersons and secretaries of District Service Commissions (DSCs), February 15, 2019

GAPP fac ilitated MOLG' s meet ing w ith 95 chairpersons and 91 secretaries for DSCs. In addition, MOFPED, Ministry of Public Service, Public Service Commission, MOLG staff, and development partners attended.

Key highlights:

The Minister of Local Government pointed out that publ ic service positions are open to all Ugandans who meet the des ired quali ficat ions and stated requ irements (and judging by the many people looking for jobs, there are thousands of possible cand idates). He categorically decried the habit of hoarding vacancies for tribe-mates, saying thi s leads to fa ilure in de livery of services because it creates gaps th rough the hiring of unqualified people.

Challenges faced by DSCs:

• Lack of cooperation between them and the di strict poli tical leadership-th is was the biggest cause of long, drawn-out recruitment processes.

• Meagre allocations to the DSC subj ected to the council 's discretion.

• Lack of techni cal supervision and support fo r district technical teams.

• Pol itical interference in appointments.

• Failure to adopt modern means of communication and technology to increase efficiency.

• Indefin ite ind ictments and perpetual act ing and caretaker appointments that stagnated the process of fil ling acti ng positions.

GAPP-Quarterly Report January 1- March 31, 2019 19

Action points toward improving the prevailing poorly facilitated DSCs and .. the resulta11t~11~atisfactory labor recruitment process ·

• Mini~try of ~ublic Service should ~pdate the Public Service Commission Guidelines (2006).

• Embar~. qn vigorous systems strengthening in the DSC . .

• CAOs ; hould cease paying acting and caretaker allowa~ces and appoint substantive officers.

• MOLG should clearly stipulc1teremuneration of DSC,personnel via official circulars.

• Ministry o{ Public Service/.should liaise / link up with training institutions to updpte acpdemic qualifications and empirical criteria.

• · Where indictment takes more than 6 months, CAOs should proceed through the admihistrative procedures.

• DSCs should make use of the central government by seeking guidance as to the proper application of DSC. standard operating procedures.

• · CAOs should engage personnel who are already serving in refresher training and further career development sessions. ..

Meeting with LGPAC chairpersons and internal auditors, February 15, 2019

In addition to the platforms mentioned above, GAPP supported a MOLG meeting with 300 LGPAC chairpersons and internal auditors. Speakers included the Internal Auditor General, the Auditor General, and PPDA. Representatives from the development partners United Nations Capital Development Fund (UNCDF), USAID, the Democracy Governance Facility, and United Nations Children ' s Fund (UNICEF) attended.

• Mr. Ben Kumumanya, Permanent Secretary, MOLG, indicated that financial management is one of the powers that was devolved to LGs, and hence it required strict adherence to procedures that were laid down and practices orchestrated in the Financial Management Laws. He further emphasized that the quality ofreports from LG internal auditors and LGPACs has a positive and significant correlation to the way that LGs manage public funds.

• Mr. Aloysius Byaruhanga, Executive Director, PPDA, emphasized that works, services, and supplies must be economically, efficiently, effectively, equitably, and fairly distributed, which is only possible if proper PPDA guidelines are followed. He further, summarized the PPDA audit performance and appealed to LGPAC chairpersons to include PPDA audit report findings as part of the agenda for meetings and accountability hearings.

• Mrs. Keto Kayemba, from OAG, commended LGs for a reduction in qualified opinions over the last three years. She noted, however, that common areas of weakness still persisted, including the Youth Livelihood Programme, implementation of projects using road funds, unverified pension and gratuity, under-collection of local revenue, mischarge of expenditure, and unspent balances, among others.

These platforms are designed to strengthen MOLG' s leadership role in regard to LGs, provide policy clarifications, and serve as platforms for dialogue between central government and LGs.

LGs have expressed their appreciation for this direct meeting approach, and the meetings have strengthened MOLG's central role on mediating with and negotiating for LGs with other central government entities.


❖ Supported MOLG in reviewing the LGPAC regulations and handbook

During Quarter 2, FY 201 9, GAPP supported MOLG to review the LGPAC manual and handbook. The review workshop included 9 GAPP techn ical staff and 12 MOLG techn ical staff. Both the regulations and the handbook were rev iewed and updated to enable them to confo rm with various laws by 2019. A select MOLG committee was ass igned to fi nalize the documents and subm it them to MOLG's legal department. In Quarter 3, GAPP will fo llow up w ith the select committee to finalize the handbook and regul ations.

❖ Supported coordination meetings in the RHDs

During Quarter 2, FY 201 9, GAPP continued to work on Refu gee Response activities, w ith a focus on Arua, Kiryandongo, Yum be, and Adjumani . The Program supported four coordinat ion meetings w ith implementing partners to ensure integration of refugee activit ies into LG work plans and budgets fo r FY 201 9/20. The LGs co-chaired each meeting to increase visibility of LG leadership. Key partners included the Offi ce of the Prime Minister (OPM), Office of the United Nati ons H igh Commiss ioner fo r Refugees (UNHCR), the Resident District Commissioner, private sector representatives, and implementing and operating partners.

Commitments and action points from inter-agency coordination meetings in RHDs

• All Implementing partners should share work plans with DLGs.

• The district should strengthen sectoral working groups, both at the LG level and in refugee settlements.

• Nongovernmental organizations that had not signed memoranda of understanding (MOUs) with the LGs were asked to do so and to share quarterly reports.

• Refugees and host community representatives should be involved in the inter-agency meetings following Comprehensive Refugee Response Framework principles.

• District authorities should be consulted and involved in project planning, implementation through joint monitoring, and harmonizing the planning cycles.

GAPP also fo llowed up on key issues fl agged durin g prev ious monitoring visits and communi ty meet ings (barazas) in Koboko, Lamwo, and Kiryandongo (refer to Annex 5) . These included, minimal school inspection together w ith teacher absenteeism and high school dropout (often because of early marriages), significant deforestation, refugee encroachment on hostcommun ity land, no livelihood opportunities fo r the host community, and inadequate health fac ilities due to increased numbers ofrefu gees.

The fo llowing are exam ples of actions taken in response to issues fl agged during monitoring.

Increased pressure on education facilities in RHDs

Parent-teacher associat ions have been empowered to inspect schools, and an education ordinance was launched in Koboko, with harsh penalities for parents fo rcing their children into early mariage. Koboko DLG and Fin Church Aid (a F inni sh nongovernmental organizat ion) conducted awareness-raising sessions fo r the refugee commun ities on the dangers of early marriage.

Ongoing deforestation (cutting down trees) by the refugees in Palabek

An emergency council meeti ng was called to deal w ith the deforestation issue, and a committee

was set up to handle the matter. Vehic les carry ing logs were impounded and paid


UGX 16 million. The money was used to fund council meetings and support the Resident

District Commissioner as well as police monitoring. However, some political leaders were involved in the logging, which created a conflict and compromised the committee's work.

❖ Supported Northern Uganda Regional Development Forum (NURDEF) working retreat

During Quarter 2, FY 2019, GAPP supported a two-day working retreat for the membership of

NURDEF's interim Steering Committee. The purposes of the meeting were as follows:

1. Undertake a final review of the draft constitution.

2. Discuss the operation of the Steering Committee to date and design corrective interventions.

3. Identify actionable points as a way forward .

4. Identify concrete areas of collaboration with the German International Cooperation Agency (GIZ).

Key takeaways from the NURDEF meeting , :<:':){

• NURDEF will change draft constitutional clause regarding the Steering Committee .elective term of _office from five-year terms to three years (renevyable once) .

• NURDEF will launch its strategy and elect a new Steering Committee during the launch.

• ~articipants agreed thatexisting inter-Steering Committee issues ~ave been iQterfering y.Jth .me committee's effective functioning. ·

Participants resolved Jo organize further technical collaboration and partnership meetings b~tyveen NURDEF anq GIZ; with additional increased efforts to reach out to other identified potential partners.

• P~rticipants visited twl 'success +story enterprises whose activities are relevant to NURDEF development strategy Ri}.lars; insights gained during these visit~ S$>QtribY!r~ -.. t9 .a~9ptions of approa9hes for implementing the development strategy. .., ' . , : . . . «



I 11&@!)1Jt"';. IIR.l,ffii'led lictivities ,, 1

, diMf@@?>::11~ :1 ' \Fvne~tedc'But~;i · 11nL",\\\wffi/%1

1. Conduct regional training for LGPACs Increased local oversight for LG accountabi lity alongside the tripartite hearings planned under Component 1

2. Continue capacity building training for Improved leadership skills and decision making at the LLG level LLGs

3. Provide continued support to the Draft midterm review report presented to council for approval midterm review process throughout the 39 partner LGs

4. Provide targeted support to 40 LGs in Draft budget presented to council for approval the planning and budgeting process for FY 2019/20

5. Leadership Expedition 3 Improved leadership capacities of local leaders

6. Continue to support RHDs Well-coordinated refugee response interventions

Conflict resolution interventions between refugees and host communities

7. Continue follow-up on action points Improved coordination with the decentralization sector from MOLG/LG staff meetings

8. · Support a MOLG top management Improved leadership environment at MOLG retreat

9. Support two platform meetings Improved coordination among MOLG; ministries, departments, and between MOLG and LG staff agencies; and LGs

10. Support the NURDEF strategy launch NURDEF strategy launched


4 Component 3: . Voice and Accountability In Quarter 2, FY 2019, Component 3 of the GAPP Program and its implementing partners have continued to contribute to the overall Program goal of increased participation, accountability, and local governance for effective service delivery through strengthening the capacity of non-state actors--civil society organizations (CSOs) and private sector associations (PSAs)-in mobilizing citizens/communities to participate in local governance for improved service delivery.


✓ Enhanced institutional capacity of civil society and private sector organizations in

governance and sustainability

✓ Empowered and active private sector groups engaging duty bearers, resulting in

better responsiveness from duty bearers toward private sector concerns in different

sectors: farmers and other traders and transporters, especially at district and sub

county levels

✓ Improved service delivery as a result of increased citizen participation in local

governance, resulting in re.sponsive and accountable leadership, e.\pecially at district and community (village and parish) levels


• Improved capacity o,fcitizens and communities to participate in local

governance and accountability p rocesses

• Improved service delivery from health, education, and agricultural service

providers at specific delivery points

Table 7: Summary of progress under Component 3 in Quarter 2, FY 2019

dialogue in Hoima

2. Dispense technical assistance in Commenced financial management through consultants

3. Provide continuous technical Completed assistance to CSOs/PSAs (grantees and PLOCA organizations) in advocacy and institutional strengthening

4. Conduct proposal writing for PLOCA Completed organizations and active grantees

PLOCA = Partner Local Organizational Capacity Assessment.


ound table conducted; it attracted key takeholders such as Uganda Revenue uthority, oil companies, the town clerk, the ommercial office, and the mayor, among others.

aterials concluded. Ro ll-out in 5 regions to be onducted in Quarter 3.

LOCA organizations and grantees received echnical assistance in the different aspects of ork being supported by GAPP.

onducted proposal writing and skills training to ctive grantees and PLOCA organizations.

24

4.1 Sub-lR 3.1 Increased private sector participation in local governance

GAPP organized a roundtable engagement in Hoima between private sector actors and the LG in March 2019. Both the municipal LG and Hoima DLG attended the PSA roundtable. The municipality was represented by the mayor, principal town clerk, principal treasurer, assistant town clerk (Kahoora Division), commercial officer, procurement officer, and the revenue officer. The Hoima DLG was represented by the CAO, production officer, district agriculture officer, and district commercial officer. Other key stakeholders attending the meeting included the Uganda Revenue Authority, China National Offshore Oil Corporation (CNOOC), National Water and Sewerage Corporation, and Umeme Limited.

The business community raised issues that were similar to those raised in the previous quarter, including the following:

• Losing business to foreign investors who start up small businesses

• Double taxation without assessments; municipal enforcement officers manhandling traders

• Limited access to information on opportunities available in the oil and gas sector

• Power cutoffs in the market despite the vendors making the required payments; non-1 icensed vendors hawking food items outside the market; poor hygiene conditions; and conflicting political interests that are affecting the market zoning

• Water-logged conditions in the park due to the poor drainage system, lack of public toilets, taxes loading and offloading in un-gazetted stages, and insecurity in the park as a result of the poor lighting system

• Encroachments into wetlands affecting water systems

• Fake agro-inputs being sold to farmers, poor hygiene conditions in the abattoir, and restrictive access to opportunities for farmers in the oil and gas sector

• Limited access to oil and gas information by the business community

In addition, during the quarter, GAPP grantees implementing private sector work received modification grants to establish and nurture sustainable advocacy forums. The grantee Mid North Private Sector Development Company established a district advocacy forum for Kole District. GAPP's Contracting Officer's Representative participated in the consultative meeting to establish the district advocacy forum for Kole District.


4.2 Sub-lR 3.2 Improved institutional capacity of CSOs and PSA

USA/D's Governance Specialist, [REDACTED}, delivering remarks during the PSA-LG engagement meeting in Kole

District on March 29, 2019

Observations during the training indicated that this training was an awakening moment for the · civil society and private sector organizations to reflect on the changing funding landscape. For example, the training emphasized using a private sector angle for retaining clients as well as strengthening relationships with donors through means such as ensuring compliance. The training also stressed the understanding that proposal development should not be solely in the executive director' s docket-it is a team effort.

As part of continuous institutional strengthening for civil society and private sector organizations, GAPP conducted capacity building on positioning for resource mobilization and sustainability through proposal development and how to maintain longterm relationships with donors.

The Mid-Western Anti-Corruption Coalition (MIRAC) Executive Director expressing a point

during proposal development training for PLOCA organizations


Dear Sarah,

I would like to express my deep appreciation to you for the training on positioning for resource mobilization and sustainability that was conducted last month. As Build Africa Uganda, we are highly obliged for the information shared as this was very useful. The training was very informative and interactive.

I was inspired especially by the following quotes from trainers/facilitators:

• "Donors carry out internal assessments sometimes informally by talking to staff. The biggest informants about the organization are its staff. No one sells an organization like a committed and motivated staff." Eva Matsiko

• "Once donors find that you are abusing your financial system through own practices, they will reject you." Sarah Okwaare

• "If the donor's motivation is in line with what the organization is doing, then they will be willing to support. Therefore, as an organization, you must have a niche. You should be known for something, and this is what will interest donors." Sarah Okwaare

• "During proposal writing, some CSOs propose their own activities, disregarding donor requirements and interests." Chris Gumisiriza

Regards,

Umar Tumwine Head of Programmes, Build Africa Uganda

Young People Challenging Poverty Combining learning and earning opportunities

As a result of GAPP's capacity strengthening

activities, several PLOCA organizations have made institutional improvements.

• Kibaale Civil Society Organisation

Network (KICSON) conducted a capacity

assessment of all its member organizations,

identified members ' capacity gaps, and

developed a capacity development plan.

KICSON is currently looking for resources

to ensure the plan is implemented.

• KICSON's resource mobilization strategy,

Regional Coordinator, GAPP Bunyoro office, during PLOCA action plan follow-up with

LACWADO staff

communication strategy, and monitoring and evaluation plan were all approved by the

board and have been operationalized in this quarter.

• KICSON also elected a new board following the previous board members ' expiry of

term, and the organization is planning to partner with GAPP to ensure the capacity of

the new board is built.

• Lake Albert Children and Women Advocacy and Development Organization

(LACWADO) has improved because of the strong internal systems supported by

feedback and analysis from the PLOCA, and it has attracted resources from the Belgium

D evelopment Agency (Enabel), Global Human Rights, and U ganda Law Society.


4.3 Sub-lR 3.3 Increased advocacy by CSOs and PSAs

During Quarter 2, FY 2019, Community Driven Network (CODNET), working in partnership with its partner organization, formed a regional joint advocacy forum that developed an issue paper on oil and gas in the region.

The issue paper was jointly developed by the following organizations:

• Joint Effort on Rural Development (JEFORD)

• Navigators of Development

Issues captured in the CODNET paper

• Low and delayed compensation for land taken for oil and gas activities

• Limited capacity of LGs to participate in the oil and gas sector

• Poor"waste management resulting in environmental degradation

• Limited affirmative action by communities to participate in the oil and gas sector

•

• • •

• •

•

Association (NAVODA)

Kitara Heritage Development Agency (KHEDA)

MIRAC Kakindo Orphans Care (KOC)

Hoima District Union of Persons with Disabilities (HUDIP) LACWADO ACEU Community Empowerment Uganda Limited EN-REACH Uganda

This issue paper shall be presented to the Minister of Energy and Mineral Development for further action.

Executive Director of CODNET Uganda leading a group at the CSO advocacy forum on gas and oil in Hoima to develop an issues paper to be presented to the Minister

of Energy and Mineral Development

During Quarter 2, COD NET Uganda intensified its monitoring support visits to partner organizations and PSAs. CODNET reported visiting and supporting four organizations in Hoima District-HUDIP, Kwataniza Women ' s Group, JEFORD, and Hoima Cattle Traders and Butchers Association; and three organizations in Nwoya District-Green Growers, Anaka Foundation, and Bangkok. CODNET provided the organizations with guidance on how to engage with communities to identify issues affecting them as a result of the extractives industry and then engage

with local leadership. Some of the key issues identified during the support visits included alleged bribery and tribalism for jobs in some companies constructing infrastructure, land grabbing (without compensation), and limited ability to meet quality standards required in the oil and gas industry.

4.4 Sub-lR 3.4 Increased citizens' awareness and engagements with LGs

❖ District-level engagement around oil and gas issues

CODNET organized two engagement meetings in Kikuube and Nwoya Districts that brought together LGs and members of communities that deal with oil and gas-related activities to discuss issues that were previously raised during community dialogues. The DLGs (both Nwoya and Kikuube) promised to work together with CODNET in engaging the relevant


i

k I

authorities to ensure the issues that are affecting the community are handled. Among the issues presented were unfair and late compensation payments for land taken for oil and gas act ivities, increased land grabbing (without compensation), and local communities not benefiting from the oil job opportunities. Participants developed an action plan and agreed on how to push forward with these issues.

In Nwoya, further issues identified included the following:

• The continuous effects of dumping waste: it was agreed that a petition letter wou ld be written and addressed to the General Manager of the company Total, with copy to the Ministry of Energy and Mineral Development and the local leadership to raise this concern.

• The communities, especially in Nwoya, were encouraged to start planting trees to reduce the negative environmental effects of oil and gas activities in their communities.

• The Nwoya District Land Board was requested to harmonize and set up compensation rates based on the compensation matrix in other di stricts.

• The district was requested to establish a coordination office handling oil and gas issues at the district level.

• The district was requested to compel oil companies to have liaison offices in the district so that they can easi ly be reached in case a need arises.

During the dialogue, a website to access oi l and gas information was given to participants: www.pau.go.ug

Challenges

LGs have been generally slow to respond to and address issues raised by communities through engagement. While it is true that some factors are beyond the LGs ' ability to provide responses, their wi llingness to be responsive where they are able is key to maintaining community trust.

4.5 National-level lobbying and advocacy to influence policy

National-level efforts during Quarter 2, FY 2019, focused on influencing policymakers to require gender eq uity mainstreaming in LGs and the Extractive Industries Transparency Initiative (EITI).

Gender and equity intervention

The Forum for Women in Democracy (FOWODE), with support from GAPP, faci litated a pre-budget dialogue at the national level and analyzed the gender sensitivity of the FY 20 19/20 draft budget, especially for the key sectors of education and health . Sub-national stakeholders, CSO representatives, and government officials attended the dialogue.

Recommendations from the pre-budget dialogue

• There is need to address the unit cost for various items. This will enable more accurate allocations for issues such as gender equality . To address this recommendation , FOWODE is engaging with PPDA to arrive at the requisite figures.

• Capacity building should be a core activity-specifically for people who are benefiting from government programs such as the Youth Livelihood Programme and the Uganda Women Entrepreneurship Programme-so that planned interventions are not short-circuited by implementers' limited capacity.


Participants at the pre-budget meeting organized by FOWODE

Also during Quarter 2, with GAPP support, FOWODE disseminated a study report on the adherence of government ministries, departments, and agencies to gender equity practices and commitments made by LGs toward qualifying for the Certificate of Gender and Equity (case study of Amuru, Gulu, and Masindi).

The report observed that whereas budgets may include the provision of allocations that enable the budget to receive an acceptable rating (in terms of qualifying for a Certificate of Gender and Equity) , implementation falls short of those allocations. Policy recommendation were generated by the study. Below are some of the key policy recommendations;

Key policy recommendations from the FOWODE study report

• It should be impressed upon DLGs that mainstreaming gender and equity is not the responsibility of the Department of Community-Based Services alone-it should be addressed by the entire DLG.

• To avoid "evaporation" of gender and equity efforts in program and project implementation, it is important that funds allocated for addressing all identified gender and equity concerns are indicated in sectoral BudgetFramework Papers (BFPs). '

• To ease tracking of funds allocated to address gender and equity issues up to expenditure level, spending and targets achieved in the previous fiscal year that are reported in the subsequent fiscal year BFP should be not only for the first quarter of previous fiscal year (as at the end of September of thafprevious fiscal year)-it should be for the entire fiscal year.

• Most of the prioritized gender and equity interventions in the Health Sector have been women focused. It is essential that the gender and equity concerns that address the needs of youth, the elderly, persons with disabilities (PWDs), and men are also prioritized in the health sector for all-inclusive growth an? health . These include adolescents' reproductive and sexual health, PWDs' reproductive and sexual health, men's reproductive and sexual health; prostate cancer, and geriatric health.

• It is crucial that gender does not "evaporate" in gender and equity planning and interventions in favor of equity. Trends analysis in budgetary allocations toward gender and equity-specific interventions in the Education Sector indicate that the allocations were skewed more toward equity than gender. Yet even among the equity categories of age, disability, and remote locations, gender is present; there are female youth, female elderly, female PWDs, and women in remote locations.


Oil and gas intervention

The Cabinet of Uganda resolved to join EITI in January 2019, a landmark decision following advocacy by both civil society groups and development partners over several years. A coordinator has since been appointed, and a multi-stakeholder group that will be responsible for producing reports is also being constituted. This decision has since been publicized by ACODE on local media to amplify the achievement and notify the public of this decision, which will provide opportunities to enhance transparency and accountability in the oil and gas

sector.

Furthermore, A CODE, through periodic engagement with the three major oil companies (Total, CNOOC, and Tullow Oil PLC), secured a commitment to share information periodically on oil licensing and project developments. During Quarter 2, FY 2019, ACODE hosted a meeting that brought together civil society, under the umbrella Civil Society Coalition on Oil and Gas (CSCO); the Government of Uganda, represented by the Petroleum Authority, Uganda National Oil Company, and the Ministry of Energy and Mineral Development; and oil companies Uoint venture partners). Participants discussed issues regarding governance of the petroleum sector. Several recommendations, including provision of information on a quarterly basis regarding developments in the oil sector, were agreed upon .

ACODE, with GAPP support, has also strengthened evidence-based advocacy and stakeholder engagement; these have enabled public disclosure on national resource allocation, contracting and licensing for natural resource extraction, and transparency and accountability. Utilizing the MOU with MOFPED under the Budget Transparency Initiative, ACODE has advocated for up-scaling technology tools to improve national budget information dissemination. As a result, MOFPED has acknowledged that the dissemination of budget information has not been effective due to the technical nature of the information. ACODE accordingly provided recommendations on ways to simplify budget documents and easily disseminate information

to stakeholders.

4.6 Refugee intervention

During Quarter 2, FY 2019, GAPP organized a one-day U-Bridge training for GAPP grantees implementing U-Bridge in RHDs; UNICEF facilitated the training. Key aspects of the training included use of mobile devices for communication between right holders (citizens) and duty bearers on service delivery. The training provided hands-on experience on how the system works. At the end of the training, participants tested their skills and received real-time feedback from individuals to whom they sent messages.

There were delays in implementing the U-Bridge messaging system due to the fact that the GAPP team had limited control of the platform. This platform is owned and managed by UNICEF, and staff changes and routines within the organization occasioned delays.

The community dialogue aspect in RHDs, however, continued to progress. During Quarter 2, FY 2019, GAPP-supported grantees conducted nine community dialogue meetings and discussed service delivery issues identified during community sensitization meetings affecting the six project sub-counties in Moyo and Adjumani. Commitments were enlisted from duty bearers to address the service delivery issues raised, including specifying the next courses of action.


Community dialogue meeting in a refugee-hosting community


"ID, H @ Planned activitieS Ji% 111 ·» Expected outputs ,sffti/Ji /+ 1. Dispense technical assistance in financial Improved CSO/PSA knowledge and skills in financial

management through consultants management.

2. Provide continuous technical assistance to Improved CSO/PSA knowledge and skills in PLOCA CSOs/PSAs (grantees and PLOCA organizations) in subject areas and advocacy advocacy and institutional strengthening, as well as

Project exit reports developed project closure/exit

3. Commence the process of conducting final PLOCA PLOCA exercise commenced for participating exercise organizations


5 Technical Assistance to Ministry of Health This Component aims to support the Ministry of Health (MOH), through the Permanent

Secretary in MOH, to improve operations and management within the Ministry to resolve key

management challenges by providing technical support for key areas, including planning,

auditing, procurement, legal guidance, and financial management.


✓ Accountability.fimctions within MOH strengthened

✓ Timely and high-quality il//<Jrmation fiJ r decision making provided ✓ Procurement processes supported and strengthened

✓ Quality assurance strengthened

Recruitment of a Senior Technical Advisor-Budgeting

At USAIDs request, GAPP recruited a Senior Technical Advisor-Budgeting who will be embedded in the MOH Department of Planning, to support the budget/procurement process internally and assist the MOH in improving its budget processes for the current financial year. This would include being a key part of implementing identified solutions to resolve major budget preparation and execution/procurement bottlenecks. He will assist the Ministry to develop a more realistic fund-release plan that considers seasonal needs, including lump-sum budgets for commodity procurement. He will support the MOH' s budget preparation process and procedures; and develop and assist the MOH in implementing recommendations to improve budget preparation.

Key procurement technical assistance tasks in Quarter 2, FY 2019, included the following:

• Supported finalization of the MOH Procurement Plan 2018/19, pending Permanent Secretary's signature.

• Supported user departments to submit procurement requests for the last quarter of the financial year.

Mechanical engineering tasks in Quarter 2, FY 2019, included the following:

• Continued an ongoing process to perform vehicle servicing and minor repairs at the MOH in-house garage. The team of mechanics, assembled and supervised under GAPP technical assistance, are successfully carrying out this task.

• Supported compilation of data on vehicle utilization report to be submitted to the Parliament of Uganda.

• Supported the framework contract for supply of motor vehicle parts.

• Supported analysis of funds saved when the vehicle service for MOH fleet vehicles is performed at the MOH in-house garage, which is under GAPP technical assistants ' supervision, as compared with servicing performed at outsourced garages. (See Annex 3 for the analysis report.) The computation shows that there will be a savings of US$264,000 annually if MOH uses the in-house servicing system.


Since February 2019, MOH directed that servicing of all vehicles shall be serviced at the inhouse garage and not anywhere else. This directive is being complied with and is supported by GAPP technical assistants.

Civil engineering tasks in Quarter 2, FY 2019, included the following:

• Supported routine supervision for quality checks and verification of payments on the Kawolo Hospital refurbishment project. The works are currently approximately 97% complete.

• Conducted consultative meetings with National Advisory Committee on Medical Equipment, the consultant, contractor, and hospital administration to improve and approve specifications of pending medical equipment. This activity aimed to help the hospital get value for money on medical equipment that was to be procured.

• Supported pre-shipment inspection of medical equipment, which was conducted to check that all equipment to be shipped complies with approved specifications. A similar exercise will be conducted in Germany soon (during the April-June 2019 period).

• As a result of cost-cutting measures at Kawolo hospital spearheaded by GAPP technical assistance, a saving ofUS$400,000 is being realized; this is earmarked for construction of a perimeter wall around Kawolo hospital.

• Continued to provide support to the Inter-Governmental Fiscal Transfer Program for Results (UglFT-P4R), in which a total of 124 health center level IIs across the country are being upgraded to health center IIJs. Supported preparation of indicative planning figures for MOFPED, and prepared lists of beneficiary LGs to ensure that there is no duplication in terms of LGs benefitting from two other related projects-Uganda Reproductive, Maternal and Child Health Services Improvement Project (URMCHIP) and the Karamoja Region Project. GAPP technical assistants are working alongside the Program Management Unit.

• GAPP technical assistants inspected the construction works at the isolation unit, Naguru Hospital. Issues with this facility's finishing touches were highlighted. The meeting resolved that the specifications will be redone to improve the facility's aesthetics.

• GAPP participated in the final inspection of the staff houses that were constructed under funding from the Global Alliance for Vaccines and Immunization. This was a directive from the Minister because the MOH has failed to close the project due to defects that are not being dealt with by the contractors. As a result of the inspection, the contractors were given instructions to rectify the defects, which they have since reported to have done. Final inspection was ongoing at the time of this report, and about 60% of all the houses so far inspected were satisfactorily constructed.

Electrical engineering tasks in Quarter 2, FY 2019, included the following:

• Supported preparation of bills of quantities for electrical works at Kawempe and Kiruddu referral hospitals.

• Held a meeting with the Executive Director of the Electricity Regulatory Authority. The meeting specifically targeted the following:


- The mechanism of reducing frequent power surges in health centers. These destroy equipment, and subsequently the Ministry incurs high costs for either repairing machines or procuring new ones.

- Reducing frequent power outages that result in the Ministry paying high prices for fuel to run generator engines.

- Over-charging health facilities by billing them with incorrect metering tariffs.

• Supported standardization of the specifications for solar installation packages in 180 health centers across 42 districts to utilize US$2,200,000 in allocations.

• Reviewed bills of quantities submitted and evaluated work for local area network installations for level 3 block B at the MOH. The initial requisition was UGX 140,683,107 (US$38,020) to install a local area network. GAPP reviewed the submitted documents and reduced the cost estimates. The final figure for the awarded contract was UGX 61,853,902 (US$16,700), a savings of UGX 78,829,205 (US$21,300).

• Conducted monitoring and supervision of 24 health center llls that are being constructed in 15 districts. These visits were quality assurance checks.

Finance and accountability tasks in Quarter 2, FY 2019, included the following:

• Followed up on accountability of advances for first and second quarter 2018/19. Total funds advanced was UGX 8,282,468, 72 I; total funds accounted for during second and first quarter was UGX 7,302,376,768. Outstanding balance for the period (unaccounted for advances) was UGX 980,091,953. This is a marked improvement in levels of accountability compared with those in FY 2017/18 when GAPP support had just began. This change demonstrates that with increased scrutiny and supportive oversight from senior management, accountability for funds can improve.

Legal tasks in Quarter 2, FY 2019, included the following:

• Reviewed 31 case files and opinions rendered and 9 MOUs/agreements drafted; also secured requisite approval from Solicitor General. Attended 16 court sessions.

• Negotiated with Buganda Land Board and Kampala Capital City Authority with respect to securing land for constructing a lagoon for Kiruddu regional referral hospital, which currently is causing public health concerns due to its sewerage emissions. After acquiring this land, construction is expected to commence.

• Co-opted on Global Fund Private Sector Co-Payment Mechanism Task Force, aimed at reducing the cost of antimalarial medicine and enforcing the private sector's compliance with price restrictions; also appointed as member of inter-sectoral committee to draft Alcohol Control Bill (ongoing).

• Supported MOH to enforce the refund of UGX 38 million in funds allegedly misappropriated by Pader District officials. After writing demand notices and conducting regular follow-ups, these funds were returned to the Ministry account.

• Provided legal advice and input on the draft Human Organ Donation and Transplant Bill, which is projected to occur in the foreseeable future.


• GAPP legal technical assistance registered the following two administrative interventions:

- Abscondment case of principal lab officer in Masaka, leading to disciplinary action and his removal from payroll. Currently working with the pol ice to ensure he is charged criminally with a view to enforcing a refund of salary received during his period of abscondment.

- Unearthed a case of pension fraud, where an ineligible person was irregularly put on the payroll. The matter was referred to the police, and the culprits have been formally charged. ·

• Supported vacation of garnishee court order that had frozen MOH accounts following a protracted payment dispute with contractor.

• Negotiated with contractor to reduce a UGX 6 billion claim by UGX 147,753,141.

• Negotiated a settlement with a former staff member who had filed a case of unfair suspension from duty (six years on interdiction). Asked court to mediate and reduce the amount of damages and costs; a consent judgment was entered, paving the way for the claimant to resume her duties without making a claim for damages.

• Successfully defeated a UGX 500 million copyright claim filed by a musician whose music was used by the MOH without his consent (in an Ebola advertisement) . Successfully defended the claim using a "fair use" defense, considering that the infringement was educational in nature and based on public interest, not for commercial purposes.

• Defended an arbitration claim filed by a claimant who delivered defective medical equipment to hospitals but is seeking payment. GAPP advised the Ministry not to pay, and the matter is currently filed at the Centre for Arbitration.

• Filed an appeal to set aside a ruling by the High Court in favor of medical interns that seeks to empower the interns to dictate the method and period of training, which is contrary to medical ethics and minimum standards of training for the medical cadre.

• Supported establishment of a contracts management unit to consolidate the supervision of all ongoing contracts in the Ministry, aiming to reduce instances of breach that give rise to legal claims.

• Negotiated with the nurses' fraternity to call off intended strike action caused by the leadership vacuum created after suspension of the Acting Registrar and the ongoing legal impasse.

• Successfully negotiated with a supplier (ACE Consult) to abandon a claim ofUGX 100 million, reducing the claim to UGX 30 million to avoid litigation.

• Participated in an evaluation committee meeting for selecting contractors for the EA Laboratory Project, which will construct the labs in Mulago, Entebbe, and Karamoja.


6 Collaboration, Learning, and Adapting (CLA) ❖ Conducted political economy analysis (PEA) for MOLG

In February 2019, GAPP conducted a PEA for MOLG to generate increased understanding of its institutional successes, challenges, and opportunities to strengthen its ro le in support of LGs. Ms. Lisa McGregor, RTI Senior Research Governance Specialist and a PEA expert, conducted the PEA with other GAPP senior staff and selected ETSs. The respondents included MOLG officials at all levels, LG officials, and officials from CSOs who have direct engagement/ corroborative activities with MOLG. Key findings and recommendations are below.

Positive findings

• There appears to be a window of opportunity for change with the repositioning of MOLG.

• Ministry management is trying to strengthen consultation and coordination among LGs and other ministries, departments, and agencies:

• The Ministry is playing a valuable role in mediating conflict at the LG level.

• Regular meetings among MOLG, LGs, and other ministries, departments, and agencies (Finance, Health , Education, Works , and Agriculture) are having positive e!fects.

Challenges that require attention

• Lingering corruption investigations are hampering the ability of Ministry leadership to move forward an agenda to improve its internal functioning and external reputation .

• Related , it was observed that internal competition and cliques within the Ministry are significantly hampering staff performance.

• Internal coordination and staffing levels within MOLG are significant challenges .

• External coordination with donors and CSOs is weak.

• MOLG is not supporting LGs st'r~ngly enough to 'cope with new reforms, such as those relating to public finance management.

Recommendations

• Invest in change management and team building to nurture a stronger team culture.

• Support leadership development across all levels of the Ministry.

• Strengthen the ability of the Ministry to advocate for local governance needs.

• Revitalize donor and Ministry relationships and coordination-rebuilding donor trust will be quite important.

• Strengthen management systems such as realigning asset management practices.

• Encourage the conclusion to corruption investigations.

• Prioritize LG inspections for accountability.

• Increase attention to GESI in inspections, hiring, promotions, and other Ministry functions.

• Standardize CAO transfer system and consider GESI considerations.

• Improve data management and communication, internal and external, through a strategy.

• Advocate for increased unconditional fund ing for LGs.

• Enforce performance standards for LG and MOLG staff.

• Restore, identify, and expand LRM authority , capacity, and accountability at the LG level.

,


Collaborations

• During Quarter 2, FY 2019, GAPP continued a collaborative arrangement with the Japanese International Cooperation agency (JICA) for sharing information and approaches to strengthen planning processes at the LLG level. Through the collaborative efforts, GAPP is harmonizing and strengthening key performance areas in planning (e.g., timeline for LLGs' submission of planning data to the district), which has led to improvements in the quality of annual work plans and budgets.

• GAPP collaborated with Ministry of Agriculture and Feed the Future in planning for training on the village agent model in various LGs. Participants at the meeting included the GAPP Chief of Party, the MOLG ETS, a representative from the Ministry of Agriculture, the district chairperson of Lwengo District, and Feed the Future (Chemonics International). This activity is geared toward local economic development for local revenue enhancement. GAPP provided input on LRM processes for the various tax categories and the legal implications of the village agent model in LG operations.

• During Quarter 2, GAPP collaborated with United Nations Refugee Agency (UNHCR) and the Office of the Prime Minister (OPM) during inter-agency meetings to streamline the agreed-upon coordination activities. Both UNHCR and OPM were very instrumental in coordinating and mobilizing implementing and operating partners and opted to co-fund the next coordination meetings.

• On January 2, 2019, GAPP provided technical support to MOLG's Public Finance Management office and Techno Brain Ltd. on a proposal for an integrated revenue mobilization system, based on a conceptualization of the GAPP LRM model using information technology (IT). This proposal is in preparation for the rollout of the Revenue Enhancement and Accountability Program (REAP).

• GAPP participated in the Public Expenditure Management Committee (PEMCOM) meeting at MOPPED. Participants reviewed the domestic revenue mobilization strategy and REAP, resulting in finalization and approval ofREAP's strategy and work plan.

Learning and adaptations

❖ Conducted national stakeholders' meeting

Following approval of the GAPP FY 2019 Work Plan by USAID and DFID, GAPP organized a national stakeholders ' meeting to foster synergies and broker linkages for improved execution of GAPP interventions, using lessons and adaptations from past implementation. The participants were drawn from national-level non-state actors and national accountability institutions, including Parliament, PPDA, MOLG, MOPPED, as well as USAID and DFID. Workshop presenters offered information on GAPP' s status, including key highlights, results for FY 2018, priorities for FY 20 I 9 and feedback, key emerging issues, and lessons learned/observations from Program partners and GAPP as a whole.


❖ Documented the lessons learned study on institutional strengthening - the PLOCA model

GAPP chief of party highlighting FY 2018 achievements and FY 19 priorities during the stakeholders

During Quarter 2, FY 2019, GAPP began documenting key lessons from the PLOCA model. This activity is a continuation of other documentation work-the lessons learned report on the tripartite model and the ETS model , fact sheets, and brochures that were written and disseminated in Quarter 4, FY 2018 through FY 2019-all with the common goal of sharing information to improve governance work beyond the life of the Program. The study is ongoing, with STTA support from RTI home

office Senior Monitoring, Evaluation, and Learning Specialist Gregor Young and Urban Resilience Specialist Kara Reeve. The findings of the institutional strengthening study will be disseminated in Quarter 3, FY 2019, to various stakeholders, including DFID and USAID. Findings will also be used for future programming and will contribute to the international body of knowledge.

❖ Supported video documentary and story booklet production for GAPP

During Quarter 2, FY 2019, GAPP began producing a "stories of change" video documentary covering GAPP ' s seven years. The documentary will include 5- to 10-minute segments on selected themes, including gender and social inclusion. Moreover, GAPP is in the process of contracting consultants to produce booklets of success stories, including the multi-themed lessons learned booklet, and stories of change from Parliament, OAG, LGPACs, MOH, MOLG, and LGs. GAPP has selected two firms for this work, and products will be finalized in Quarter 3 and used during the Program 's closeout conferences and showcasing.

7 Management and Administrative Issues (Operations)

Finance

During Quarter 2, FY 2019, GAPP steadily rolled out its FY 2019 work plan activities, with an

average monthly burn rate of US$542,3 75. GAPP improved its mobile money practices used

while supporting workshop activities for LLG council training completed in this quarter in 19

targeted districts ( 42 workshops total). As a result, 2,242 program beneficiaries and local

vendors received reimbursement for travel expenditures and were paid for services via the

mobile money platform in a timely manner. As a matter of policy, RTI/GAPP does not make

cash payments to third parties or employees and keeps a low UGX 100,000 allowability

threshold for its petty cash transactions.


Procurement

During Quarter 2, FY 2019, Program management initiated a transition from an exceptionally low competition threshold of US$500 per purchase (which was established at the Program's inception) to a more productive competition threshold of US$3,500, which is recommended by RTI for its international projects worldwide. To preserve a tight control on the integrity of procurement processes, GAPP amended the competition threshold to this higher US$3 ,500 level only for procurement of selected types of goods and services that have been supported by extensive prequalified vendors databases, specifically in the following instances:

Services:

• Lodging; conferencing services, including but not limited to hall rental and catering; transportation; printing

Commodities: stationary, office supplies

The change in per purchase threshold, which was effected on February 7, 2019, enabled GAPP to optimize Program operations and increase VFM in procurement processes.

GAPP also successfully addressed another challenge related to procurement. The absence of prequalified suppliers at the sub-county level was negatively affecting provision of meals to participants at the LLG council capacity building activities. In January 2019, GAPP dispatched its operations staff to the sub-counties where the LLG activities had been planned, and within two weeks, the staff completed a prequalification exercise that identified rel iable local vendors with adequate capacity and experience for all prospective training sites. A total of 110 new vendors have been identified and prequalified-18 of them are local women's groups, 2 are owned/operated by youth, and 1 is owned by a PWD.

This proactive approach has resulted in secure ownership of the workshops by the respective LGs, active participation in coordination and preparation of workshop logistics, and VFM because vendors at the LLG level (sub-counties) tend to charge lower rates. GAPP has also realized savings on transport costs that were incurred the previous year when district-level hotels/outside caterers had to transport food to LLGs.

Information Technology (IT)

• The IT unit updated the GAPP Procurement Plan through the end of the Program and started conceptualizing the Program closeout process related to IT equipment and services.

Human resources and administration

With GAPP having entered its final year of implementation, staff attrition is slowly building, although management is responding by quickly filling the vacancies. The recruitment strategy hinges on bringing on board qualified staff who became available due to another project's closeout or targeting underutilized professional segments of the labor force whose capacities are known and suit the position, such as former GAPP consultants.

The total number of staff working for the project is 67, with all vacancies but two having been filled .


Table 9: Staff movement, Quarter 2, FY 2019

Exits experienced New Positions Internal movements Replacements

Programs Operations Filled Pending Concluded Pending Concluded Pending

00 01 01 00 02 01 06

Also during Quarter 2, staff participated in the Dynamic Development check-in process, during which they met individually with their supervisors to review performance and assess progress toward achieving their annual goals-91 % of all staff completed their check-in meetings.

On the administration side, accomplishments in Quarter 2 included inventorying and boxing for shipment the Program operations files for 2013-2016, initiated in preparation for closeout.

Grants management

Monitoring and capacity building for grantees

In Quarter 2, FY 2019, GAPP concentrated on conducting end-of-project evaluations for closing grants. This was accomplished by a joint team comprising Grants, CLA, and technical monitors for the respective grantees. The purpose was to take stock of what had been achieved and ensure each grantee ' s compliance with the grant's terms/conditions. The Program also increased its physical attendance for grantees' on-site program activities.

GAPP exercised grants oversight using the following methods:

• Regular technical monitoring visits to grantees: GAPP completed I 00% of the required monitoring visits of all 13 grantees active in the quarter. The focus was on tracking progress of the grant toward expected results and effectiveness of converting outputs to outcomes. The visits were conducted by the technical monitors and joint monitoring teams. During these regular visits, the teams conducted a thorough analysis of the technical deliverables under the grant to make sure that the grantee is achieving the following :

- Capturing all the required accomplishments described in the project log frames

- Implementing recommendations from previous monitoring reports

- Staying on track with the implementation plan described in the grant agreement

- Performing activities according to the program description

Properly capturing "success stories"

• Grants financial monitoring visits . During the end-of-project evaluations conducted by the GAPP joint team, GAP P's role has been to ensure that all grantee invoices submitted during the project performance period agree with the accounting records in the grantee accounting system. As a result of this exercise, grantees reconciled identified differences, if any, before GAPP issued final payment to them .

Grants modifications

• Centre for Policy Analysis (CEPA): CEPA' s agreement was amended to extend the duration by six months so that CEPA could consolidate the gains made from the previous interventions. Under this added period, the grantee will be strengthening the centrality ofLGPACs in the accountability chain, documenting success stories from the


01

tripartite outreach activities, and outcomes in Parliament arising from and building on the training of journalists through mentorship. These interventions will ultimately contribute to improving governance, accountability, and service del ivery.

• Samaritan Initiative for Development (SIFOD): After receiving USAID approval for additional scope and funding, the SIFOD grant agreement was modified to incorporate a new scope of work and provide additional funding of UGX 195,327,000 needed to implement added activities. Under this modification, SIFOD will conduct a range of activities that increase youth participation in local governance targeting health, education, and agriculture sectors.

• Uganda Small Scale Industry Association (USSIA): The grantee agreement was modified to enable it to implement additional approved activities that will enhance sustainability of PSA's voice in three districts (Kiboga, Mukono, and Mityana).

• Community Integrated Development Initiatives (CIDI): CIDI's agreement was modified to enable it to undertake activities that will lead to the formation of a PSA engagement forum. The engagement forum is currently driving PSA advocacy engagement in each of the respective districts of Masaka, Mubende, and Kayunga.

• Acholi Private Sector Development Company, Ltd. (APSEDEC): The grantee's agreement was modified to enable CIDI to establish/nurture private sector engagement forums across the three districts of Oulu, Kitgum, and Pader.

• Mid-North Private Sector Development Company, Ltd.: The grantee's agreement was modified to enab le it to establish and nurture private sector advocacy forums across the three districts of Lira, Kole, and Oyam.

Pending grant signing

During Quarter 2, FY 2019, GAPP initiated procurement processes for in-kind grants to eight RHDs. The process has now reached it final stages, and equipment will be handed over to the districts in the next quarter.

Grants closeout

Seven grants have been formally closed in Quarter 2, FY 2019, with CSOs successfully achieving their programmatic goals under GAPP in Quarters 1 and 2. The closed grants are Southern and Eastern African Trade, Information and Negotiations Institute (SEA TINI Uganda); African Youth Development Link (AYDL); Uganda Women's Network (UWONET); Coalition for Health Promotion and Social Development (HEPS) Uganda; Kwize Development Initiative; Centre for Policy Analysis (CEPA); and Transparency International Uganda (TIU).

VFM practices in grants under GAPP

GAPP continued to closely monitor all grantees to make sure that there is value for money in grants implementation. The Program tracked progress on improvements for those grantees that were audited, to ensure that all identified audit gaps were being addressed. In the process of reviewing the grantees' monthly financial reports, Grant Officers disallowed some costs from grantees that did not meet the test of reasonability, allowability, and allocability. Below are a few examples.


• In the final report submitted by UWONET to GAPP, the organization had charged costs incurred on renovation of its office block. According to the signed grant agreement with UWONET, construction costs are not eligible for reimbursement under this grant award, and the cost was disallowed and hence excluded from the final report and reimbursement.

• SEATINI had funds disallowed due to a lack of sufficient documentation for reimbursable costs that had been advanced to the consultant that conducted the end-ofproject evaluation.

• GAPP disallowed costs by TIU due to lack of sufficient supporting documentation for travel of some participants who attended a national dialogue meeting.

• GAPP di sallowed some costs by A CODE that were meant for a civic engagement action plan because the costs were not adequately supported with documentation.

• For closed grants, the Program reconciled grantees' final reports against their own accounting software to ensure that the final bill to GAPP matched their own systems. As a result of this increased scrutiny and thorough reconciliation of financia l records, the following sav ings from grants ' budgets have been demonstrated, amounting to an average of3% of the approved budgets.

Table 10: Realized savings in grant expenditures gW f%F¥ !!ff'* Total budaet ,,; Total exoenses I ::,; Savinas " ff

# Grantee ~t1' lUGXl ' Vi (UGXl (UGXl

1 HEPS 481 ,807,999 428,573, 136 53,234,863

2 SEATINI 482,650,000 476,544,199 6,105,801

3 UWONET 889,127 ,480 863, 188,692 25,938,788

4 AYDL 628,682 ,000 618,692,628 9,989,372

6 TIU 425,091 ,089 417,672,156 7,418,933

7 Kwize 325,818,000 325,737,094 80,906

Total 3,233,176,568 3,130,407,905 102,768,663


Planned grants management activities for the next quarter

Table 11: Planned activities for Quarter 3, FY 2019 (Grants) ii ''Liifa%%Wi '®elanned activities& , %,,,J\!:lll!lit, .iAt+1J};!ilm& ,; m'ltExoected•··outout·,~ ,,1i1Im"

' Conduct regular techn ical and financial monitoring Monitoring visits conducted and risk assessments for all active grantees

Provide technical assistance to seven grantees to Grantees' operational systems strengthened strengthen their operational systems

Carry out, on a sample basis, comparison of All costs charged to GAPP well captured in grantee expenses reported in the grantee accounting accounting system system with financial reports submitted to GAPP

Initiate property disposition for grants that have Grantee property disposed of in accordance with ended , in accordance with USAID rules and applicable rules regulations and the GAPP contract

Sign in-kind grant agreements with eight districts Eight in kind grants signed and equipment handed under the Refugee Response over to the districts

Close out FOWODE grant that ended on March Grant closed in accordance with set procedures 31 , 2019

Conduct an operational review update meeting Grantees mentored on operational gaps identified with operational staff of active grantees through GAPP reviews


8 Conclusion In Quarter 2, FY 2019, with GAPP's own deadline for program closeout drawing nearer, implementation focused on GAPP's themes for the year, which covered consolidating Program investments, ensuring sustainability of outcomes, distilling lessons and models for future programing, and ensuring that the program is on track for closeout arrangements. These are all within the Program components of improving the legal, policy, and regulatory environment for LGs, strengthening LG fiscal management accountability and decision making, and increasing citizens' voice and accountability.

At the national level, activities continued that were targeted toward strengthening accountability institutions' linkages and learning, such as the national stakeholders ' meeting, the dissemination of the OAG report for FY 2017 /l 8 to LGPACs, and the induction of PACCOSASE members.

National advocacy also continued to generate results toward strengthening the accountability and equity legal framework, such as the adoption of EITI standards by the Cabinet of Uganda and FOWODE's hosting of a pre-budget meeting to advocate for more inclusive budgets in the health and education sectors in FY 2019/20.

Seven grantee programs came to a close in Quarter 2, and the Program focused on ensuring proper close-down processes for those grantees. Another seven grants were modified to strengthen program results toward strengthened community and private sector engagement. All grants are anticipated to close down by August 2019.

Toward strengthening LG fiscal management accountability and decision making, local council capacity building sessions continued this quarter in 149 sub-counties and town councils. This exercise is expected to be concluded in the next quarter.

Support to MOH continued in the accountability and quality assurance sectors, registering significant results in cost savings and systems strengthening.

In the next quarter, GAPP will be implementing the remaining major activities in the FY 2019 Work Plan and submitting a closeout plan for USAID and DFID review and approval.


Annex 1: LG PAC Public Hearing Schedule and Status to Date for OAG's Audit Report for FY 2017/18

• 'Ri'S" 1~ 1• "

1:;tirslr1&tuoeicl ~ 1aim:t1aatlr20:f§ I lrAW\'t,.,f1ol@i~o'1's oA'c;'Mffcci,n1f15' illf1'®'';1t,i;i ~ , , e ion ,, . ,;~ .. ,. , ·,, , .. , . " ,_,,,.~= .,$ ·-· ., . •.,i .. c ua a e •• .-r . --a . en a.nee.. , , 1. Central Kalungu Feb 20 Feb 28, 2019 OAG Participated 2. Bunvoro Kiryandongo Feb 20-22 Feb 20 & 22, 2019 Not attended bv OAG Due to ongoing LLG audits 3. Northern Lira Feb 21 -22 Feb 21-22, 2019 OAG Participated 4. Northern Gulub Feb 26-28 Mar 13-15, 2019 Not attended by OAG Due to onqoinq LLG audits 5. Central Masaka Feb 27 Feb 28, 2019 OAG Participated 6. Central Mityana Feb 27-28 Feb 28, 2019 OAG Participated 7. Northern Oyam Feb 27-28 Feb 27-28, 2019 Not attended by OAG Due to onqoinq LLG audits 8. Northern Alebtong Mar 04-05 Mar 19-20, 2019 Not attended by OAG Due to ongoing LLG audits 9. Northern Amolatar Mar 04-05 Mar4-5, 2019 OAG Participated 10. Northern Lamwo Mar 04-05 Mar 4-5, 2019 Not attended by OAG Due to ongoing LLG audits 11 . Northern Apac Mar 12-14 Mar 12-14, 2019 OAG Participated 12. Central Kayunga Mar 03-04 Not yet n/a Delayed due to absence of the CAO, who was sick 13. West Nile Arua Mar 04-05 Mar 4-5, 2019 OAG Participated 14. Bunyoro Kibaale Mar 04-06 Mar 4, 2019 Not attended by OAG Due to onqoinq LLG audits 15. West Nile Zombo Mar 04-06 Mar 4, 2019 OAG Participated 16. Northern Omoro Mar 05-06 Mar5-6, 2019 OAG Participated 17. Northern Pader Mar 05-07 Mar 20-21 , 2019 Not attended by OAG Due to onqoinq LLG audits 18. Northern Otuke Mar 06 Mar6-7, 2019 OAG Participated 19. Bunyoro Kagadi Mar 06-07 Mar 5, 2019 Not attended by OAG Due to onqoinq LLG audits 20 . Central Mubende Mar 06-07 Mar 11-12, 2019 OAG Participated 21. Northern Dokolo Mar 06-07 Mar 6-7, 2019 OAG Participated

22. Northern Nwoya Mar 06-07 Mar 6-7, 2019 OAG Participated 23. Northern Agago Mar 06-07 Mar 12-13, 2019 Not attended by OAG Due to onqoinq LLG audits 24. West Nile Yumbe Mar 07-08 Not vet n/a Rescheduled for Apr 18, 2019 25. Bunyoro Masindi Mar 11 Mar 28, 2019 Not attended by OAG Due to onqoinq LLG audits 26. West Nile Pakwach Mar11-12 Mar11 , 2019 OAG Participated 27. Bunyoro Buliisa Mar 12 Not yet n/a Rescheduled for Apr 16-17, 2019


ReQion District LGPAC Planned date 2019 Actual Date 2019 OAG attendance? Comments 28. West Nile Adjumani Mar 12 Apr 2, 2019 OAG Participated 29. Bunvoro Hoima Mar 12-13 Mar 12, 2019 Not attended by OAG Due to ongoing LLG audits 30. Northern Kitgum Mar 12-14 Mar 12-14, 2019 OAG Participated 31 . West Nile Moyo Mar 13 Mar 13, 2019 OAG Participated 32. West Nile Koboko Mar 13-14 Mar 13-14, 2019 OAG Participated 33 . Central Mukono Mar 14-15 Mar 14-15, 2019 OAG Participated 34 . Northern Kole Mar 18-19 Mar 18-19, 2019 Not attended by OAG Due to onqoinq LLG audits 35 . Central Kiboga Mar 20-21 Not vet n/a Rescheduled for Apr 18, 2019 36. West Nile Maracha Mar 21 Mar 21 , 2019 OAG Participated 37. West Nile Nebbi Mar 22 Not vet n/a Rescheduled for Apr 18, 2019 38. Bunvoro Kakumiro Mar 27 Mar 7, 2019 Not attended by OAG Due to onqoing LLG aud its 39. Northern Amuru Term expired n/a n/a LGPAC not in place


Annex 2: Policy Issues Handled During FY 2019 As of March 31, 2019 (Cumulatively tracked)

BARRIER CURRENT POLICY ISSUES ISSUE SOURCE APPROACH POLICY DEVELOPMENT OWNER STAGE

Issue 1: Reform the vertical fiscal flow mechanisms from central government to local governments (LGs) to enable LGs fully deliver decentralized services as listed in schedule 2 of Local Governments Act (LGA)

i). Transfer 1% VAT to LGs ULGA Advocacy Debate ULGA

ii). Increase grant allocations to LGs from the Policy study + ULGA Advocacy Debate ULGA current 12.6% towards the recommended 38%

Issue 2: Reform mechanisms and processes for raising of local revenue

iii). Allow LGs to collect and retain levies on Advocacy for a retention fisheries and forestry products under a sharing Policy Study

policy Debate ULGA

arrangement with NFA and Fisheries Dept.

Issue 3 Promote local development and investment initiated by LG

iv). Revitalize the National LED resource team to BARRIER 1: oversee the coordination and implementation of the Policy study + ULGA Advocacy Debate ULGA Lack of LED policy adequate Issue 4: Reform mechanisms and processes for sector negotiations to enable enforcement of outcomes funding at the v). Have LGFC to revise the current lose LG level arrangement and put in place a guided Mechanism Policy study Advocacy Debate ULGA

for conducting sector neqotiations vi). Encourage Ministry of Local Government (MOLG) to put in place a statutory instrument to

Policy study Advocacy for statutory

Debate ULGA enforce mechanisms for implementation of the instrument sector ac:ireements ♦:♦ Harmonization of Section 80(3) of the Local SEATINI Q2/FY2018 Advocacy Policy Analysis Q2/FY2018 SEATINI

Government Act (LGA) with the Income Tax Act ♦:♦ Section 75(7) of the Electricity Act, chap. 145; SEATINI Q2/FY2018 Advocacy Policy Analysis Q2/FY2018 SEATINI

and include other Acts on Royalties ♦:♦ Remittance of revenue from urban local SEATINI Q2/FY2018 Advocacy Policy Analysis Q2/FY2018 SEATINI

councils to the district and justification of the rates


BARRIER CURRENT POLICY ISSUES ISSUE SOURCE APPROACH POLICY DEVELOPMENT

OWNER STAGE

♦:♦ Development of a revenue policy and creation SEATINI Q2/FY2018 Advocacy Policy Analysis Q2/FY2018 SEATINI of a fully-fledged department in charge of revenue collection across the different LGs

BARRIER 2: Issue 5: Improve the ability of LG councilors to meaningfully engage on the LG service delivery agenda and accountability thereof Inadequate

vii). Place minimum qualification for LCV (S.6) and Advocacy and petitions participation by Policy study Presented May 2018 ULGA local LCIII (S.4) Councilors from LGs

communities in viii). Reduce conflict between councilors and LG the development

administration by having MOLG adopt and ULGA Advocacy Policy Analysis ULGA

process implement Proactive Conflict Management Strategy

Issue 6: Strengthen organizational structure and operational guidelines for LG accountability bodies to effectively perform their oversight functions efficiently

ix). Have LGs recruit qualified Internal Auditors by Debate (also previously lifting their scale from U2 to U 1 E to enable Comp2 Advocacy to revise policy ULGA independence and seniority

presented)

x). Increase financing to Internal Audit department Advocacy for policy Policy Analysis (also previously

and LGPAC through a separate "Accountability" Comp2 change presented)

ULGA Vote xi). Have MOLG give clear guidelines for LGPACs

Advocacy and technical through development and adoption of LG PAC Comp2 Presented Comp2

BARRIER 3: manual assistance

Poor Issue 7: Strengthen government enforcement of LG ethics and accountability violations accountability xii). Have government adopt Charter of Ethics and

Advocacy for statutory at or related to Accountability as a statutory instrument for district ULGA Policy Analysis ULGA the LG level local qovernments (DLGs)

instrument

Issue 8: Strengthen framework and operating policies for Parliament Public Accounts Committees to oversee accounts xiii). Support Parliament to adopt improved Rules of Procedures to clarify or strengthen PAC roles CEPA (multiple)

■ Introduce into Parliament's Rules of Procedure the constitutional timeline of 6 months for presentation, debate and CEPA Study Advocacy Presented adoption of OAG's report upon receipt from the OAG



■ Provide in the LGA and the Parliament Rules of Procedure timelines for LGPACs'

CEPA Study Advocacy Presented consideration of OAG reports so as feed directly into the Parliamentarv orocess

■ Provide in Parliament's Rules of Procedure mechanisms for transition of

CEPA Study Advocacy Acted upon Q4/FY2017 Accountability Committee reports from one Parliament to another

xiv). Improve committee operating procedures Advocacy and technical through development and adoption of a Handbook CEPA Study assistance to draft Acted upon CEPA for Accountability Committees Handbook ♦:♦ Provide in the Rules of Procedure a mechanism

for conveying a Treasury Memorandum to OAG for audit. Introduced thus: "The Speaker shall,

CEPA study Advocacy Acted upon Q4/FY2017 CEPA after receiving_ the Treasu!Y_ Memoranda, submit it to the Auditor-General for auditing_ in accordance with the National Audit Act 2008."

•:• Support the OAG to reform Value for Money Technical assistance and

(VFM) procedures through revision and Comp 1 publication

Acted upon Q4/FY2017 Comp 1 publication of a VFM Procedures Manual

•:• Have Government improve funding to OAG and PPDA through increased appropriations to the Comp 1/Comp 3 managed Advocacy Debate Q4/FY2017 CSBAG two audit agencies (been pursued by CSBAG off-line this tracker over the last 1 year)

♦:♦ Have the MOLG table LGPAC reports in Parliament upon receipt from the LGPACs in GAPP/CEPA Advocacy Presented CEPA/GAPP the DLGs



NOTE: Issues based upon Component 2, 3 work that rise to policy level are incorporated here BARRIER 4: •!• Have the Ministry of Finance, Planning and Limited impact Economic Development (MOFPED) waive VAT of public (18%) and verification fees (2%) imposed on spending on rapid diagnostic tests (RDTs) so as to make Comp 3 Advocacy with MOFPED Presented Q4/FY2017 HEPS sector service them more affordable to the population and delivery promote implementation of Government's "lest

and treat" policy

Revisit Local •!• Retable the decentralization Policy Agenda in

Governance Parliament encompassing GAPP-targeted LG GAPP Advocacy Ongoing GAPP policy issues

•!• Move MOFPED to increase funding for the refugee-hosting LGs, starting with FY 2019/20 in light of the pressures exerted by the refugee

Presented to Budget influx and the open-door refugee policy. GAPP Study Advocacy with Parliament CEPA MOFPED should factor in the refugee Committee Q1 /FY2019

population while allocating funds for the refuqee-hosting LGs.

•!• The Office of the Prime Minister should institute Advocacy with Parliament a participatory monitoring and evaluation framework that includes the international

Presented to Presidential humanitarian agencies and refugee-hosting GAPP Study CEPA Refugee LGs to track funding commitments and actual Affairs Q1 /FY2019 Management

budget support to refugee-hosting districts and report to Parliament once every year.

•!• Cause cabinet to put in place a refugee policy Advocacy with Parliament Presented to C/PSLG that includes the LGs in the plann ing and GAPP Study Q1/FY2019

CEPA manaqement of refuqees.

♦:♦ Move the Executive to amend the Refugee Act Advocacy with Parliament Presented to C/PSLG to include the hosting LGs in planning and GAPP Study Q1 /FY2019 CEPA management of refugees.

•:• Move MOLG to amend the LGA Act to provide Advocacy with Parl iament Presented to C/PSLG for the roles and responsibilities of the LGs in GAPP Study Q1/FY201 9 CEPA refugee manaqement.



- Support DLGs to develop or review their 5-year GAPP/COMP 2 Technical Assistance Ongoing GAPP District Development Plans (DDPs)

- Support implementation of annual Sector GAPP/COMP 2 Technical Assistance Ongoing GAPP

Policy planning and budgeting in the DLGs

Implementation - Support DLGs to implement the GAPP/COMP 2 Technical Assistance Ongoing GAPP Support by Comprehensive Refugee Response Framework GAPP (CRRF) 2018-2020, and the Refuqees Act

- Support implementation of the Public Finance GAPP/COMP 2 Technical Assistance Ongoing GAPP Under Management Act requirements on Gender and Component 2 Social Inclusion Certificate at the DLG

- Strengthen the functional ity of DLGs and GAPP/COMP 2 Technical Assistance Ongoing GAPP municipal councils to perform their representation, oversight and legislation roles as envisaqed by the LGA


Annex 3: Analysis of Savings for MOH (In-house versus Outsources Vehicle Servicing) Summary of analysis showing savings when vehicles are serviced at the Ministry of Health (MOH) in-house garage compared with when they are serviced at outsourced garages

Assumptions:

I. 70% of all the MOH fleet (300/430) vehicles are station wagons.

2. Each station wagon gets 3 minor services per quarter.

3. Each station wagon gets a General service A once every quarter (4 per year).

4. One-third ofall station wagons (I 00 vehicles) will get one General service B once every quarter ( 4 per year).

From this estimation, it is expected that the MOH will save UGX 978,000,000 (US$264,300) per year on servicing of station wagon vehicles alone if all vehicle servicing can be done at the MOH in-house garage as compared with if it is done at an outsourced garage.


Annex 4: PMP/Project Indicator Progress - Performance Indicator Table October 1, 2018 - March 31, 2019

Indicator Data

source

Baseline data

Year Value

FY 2019

Annual Annual cumulative planned cumulative

tar et9 actual g

Quarterly Status - FY 2019

Q1 Q2 Q3 Q4

Annual performance achieved to

date(%)

Development Objective 3: Outcome: Key systems accountability and responsiveness to Uganda's development needs improved

Percentage of GAPP-supported LGs with performance score of "reward" on the LG annual performance assessment (LG PA)

Local Government Performance

f---------- ---------i Assessment Percentage of Local Governments Report receiving GAPP assistance that (LGPAR) improve performance based on the annual Local Government Performance Assessment

2018

2018

DLG: 78%

[30/38] Municipal

(MLG): 50% [3/61

Intermediate Result (IR) 3.1: Leadership in development supported

Percentage of GAPP-partnered Activity & leadership platforms supported to quarterly 2017 50% (4/8) perform their mandates reports

Percentage of GAPP-supported MLQ Survey 2018 0 leaders that improve performance on MLQ tool

9 When applicable.

GAPP-Quarterly Report January 1- March30, 2019

DLG: 80% [31/39]

Municipal (MLG): 66%

[4/6]

DLG: 80% [31/39]

Municipal (MLG): 66%

[4/61

National 67% [2/3]

District -70%(3/8)

0

NA

NA

63% (5/8)

NA

NA TBD

NA TBD

63% [5/8] 63%

NA NA

Comment(s)

LG PA results for FY 2018 not yet released by OPM

LG PA results for FY 2018 not yet released by OPM

Technical and financial support was provided to Northern Uganda Regional Forum, Decentralization Technical Working Group for MOLG, LGPACs and inter agency platforms to execute their mandate. Other Platforms included MLQ-5x to be administered for the second time in June 2019 during Leadership Expedition Ill in quarter 3.

54

Council meeting GAPP trained LLG political

Percentage of GAPP-supported LGs minutes, Order DLG:

DLG: 85% 87%( and technical support to

Paper, 2017 56% TBD 34/39 87% scrutin ize budgets with a with effectively functioning councils

committee [22/39] [33/39] ) gender equity and social

re orts inclusion lens.

IR 3.2: Citizens actively participate in development

Budgeting in progress. Integrating progress to be

Percentage of LGs in GAPP assessed on June 30 refugee-hosting districts (RHDs) District work GAPP is collaborating with integrating refugee support plans and 2017 0 50% [4/8] NA NA NA UNHCR and OPM to integrate projects/activities into their annua l budgets IPs work plans in the fina l work plan and budgets budgets by May 30th Next

quarter, GAPP will follow up on the u loads in the PBS.

Number of Barazas supported in GAPP conducted 12 RHDs focusing on conflict

District reports 2017 0 20 12 7 5 60% Barraza's in Quarters 1 and 2 mediation , flagg ing corruption of FY 2019. issues, e ui , and im roved service

GAPP- Quarterly Report January 1 - March30, 2019 55

Indicator

Number of local women participating in substantive role or positions in decision-making processes supported with GAPP assistance

Percentage of targeted non-state actors showing improvement on the Advocacy Index

Percentage of targeted non-state actors participating and engaging in LG processes

Data source

Grantee reports GAPP reports

PLOCN Advocacy index assessment re ort

GAPP activity reports Grantee reports

Baseline data

Year Value

2017 300

2015 47.4

2013 0

10 GAPP direct- 25, CIDI-9, UZZIAH -1 2, Mid North -1 2, UPSDEC -1 5

GAPP-Quarterly Report January 1- March30, 2019

FY 2019

Annual Annual cumulative

planned cumulative

target9 actual

400 1100

69(25/39)

PSAs: 80%(55/6310

)

CSOs: 55%(11 /20)

Quarterly Status - FY 2019

Q1 Q2 Q3 Q4

405 695

NA NA

PSAs: 65%

(48n3)

CSOs 60% (12/2

0

Annual performance achieved to

date(%)

275%

NA

65%

60%

Comment(s)

There has been over performance on this indicator because at the time of the revision of the GAPP AMELP in 2018, there was no determination yet to undertake lower local council inductions which has contributed the largest number to this total. This number includes women councilors at LLG and district level , LGPAC orientation and through gender budgeting by FOWODE

PLOCA assessment to be conducted in Quarter 3 -May FY 19

Four PSAs are facil itating and nurturing other PSAs in the

engagement process. CIDl-9, UZZIAH -12, Mid North -12, UPSDEC -15 Other PSAs receive direct support from GAPP.

56

I

Baseline data FY 2019 Quarterly Status - FY 2019 Annual . Data Annual performance

Indicator cumulative Annual h. d t Comment(s) source Year Value cumulative Q1 Q2 Q3 Q4 ac ,eve 0

planned t I date (%) target') ac ua

Number of food security private enterprises (for profit) , producers' Organizational development organizations, water users' GAPP Activity

2015 0 72 50 50 69% assistance extended to

associations, women's groups, trade Reports agriculture and trade learning and business associations, and organizations. CBOs receivin assistance

During the quarter, GAPP

Percentage of LGs on an annual strengthened PSAs and CSOs in engaging LGs; this

basis addressing at least 40% of the was done through dialogues

issues raised by non-state actors 2015 0 75% 76% 76% 76% and roundtables. LGs

during the private sector round Grantee reports targeted with PSA and CSO

tables and community dialogues engagement interventions were considered.

Percentage of NSAs implementing The assessment will be at least 50% of PLOCA 2015 0 N/A NA NA NA conducted in Quarter 3, May recommendations FY 2019.

IR 3.3: Key elements of systems strengthened

In Quarter 2, FY 2019, OAG released FY 2018 audit

DLG reports showing 80% of 15.77% GAPP districts return ing

Percentage of LGs yielding 2012

MLG 94% 96% 80% 80%

unqualified audit opinions. unqualified audit opinion annually 28.10% There was a drop in the

LLG performance of some targeted 22.82% districts. GAPP is exploring

possible reasons for the reduced erformance.

GAPP-Quarterly Report January 1- March30, 2019 57

Annual Indicator Data performance

source achieved to Comment(s) date(%)

GAPP conducted capacity

Number of individuals who received building trainings for LLG

USG-assisted training , including Training reports councilors and through

management skills and fiscal from GAPP and 2017 3,000 2800 3,370 1,261 2,109 120% grantees. All these were

management to strengthen local grantees. geared towards building

government and or decentralization capacity of both technical and political staff in GAPP-SU orted LGs.

Percentage of LGs achieving at MOFPED 59%

Health 75% Health 65% least 50% performance of their

reports 2015

Edu 81 % Edu 90% Edu 78% TBD TBD Data for this indicator not

annual sector targets A ri 41 %

Agri 55% Agri 40% available at reporting time

GAPP has trained and

Percentage of LG acting upon at mentored LGPACS through

least 50% of recommendations by 2013 0 96% 47% TBD 47% 47% direct technical assistance by

PPDA, OAG, LGPAC, and DIA ETSs and supporting OAG regional staff to attend LGPAC hearin s.

Although 97% of LGPACs in GAPP districts are now fully constituted, Most LGPACs are affected by limited funds to hold the

Percentage of LGs with a functional LG Public Accounts Committee

42.8% 65% 56% 56% 56% seating and delayed submission of reports to DEC. This triple criteria is used in assessing functionality. However it is anticipated that functionality will have improved by end of the financial ear.

GAPP-Quarterly Report January 1 - March30, 2019 58

Drafted 2018 2 2 0 0 Presentations were made to

Number of policies, laws, Budget Committee (1 ),

regulations, or administrative Presented 4 3 5 5 54% Presidential Affairs (1)

procedures that strengthen local Committees, Committee of governance drafted , presented, Acted upon 1 1 0 1 Public Service and Local acted upon, or implemented with Government (3) . The adoption GAPP assistance Implemented 4 5 0 0

of EITI by Cabinet (1)

GAPP-Quarterly Report January 1 - March30, 2019 59

Governance, Accountability, Participation and Performance ...

Documents

Transcript of Governance, Accountability, Participation and Performance ...