RESULTS REPORT 2012
KASESE DISTRICT POVERTY REDUCTION PROGRAMME
Navision code UGA 0601011 DGDC code NN 300 31 96
Insert partner logo here
Kasese District LG Belgian Development Agency
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ACRONYMS .......................................................................................................... 3
1 INTERVENTION AT A GLANCE (MAX. 2 PAGES) ................................ 3
1.1 PROJECT FORM ........................................................................................ 5
1.2 PROJECT PERFORMANCE ......................................................................... 6 1.3 BUDGET EXECUTION ................................................................................ 6
1.4 SUMMARY ................................................................................................. 7
2 ANALYSIS OF THE INTERVENTION ...................................................... 8
2.1 CONTEXT .................................................................................................. 8
2.1.1 General context .................................................................................... 8 2.1.2 Institutional context ............................................................................. 9
2.1.3 Management context: execution modalities ......................................... 9 2.1.4 Harmo-context ..................................................................................... 9
2.2 OUTCOME ............................................................................................... 11 2.2.1 Analysis of progress made ................................................................. 11 2.2.2 Risk management ............................................................................... 13
2.2.3 Potential Impact ................................................................................. 16 2.2.4 Quality criteria................................................................................... 17
2.3 OUTPUT 1 ............................................................................................... 20 2.3.1 Analysis of progress made ................................................................. 20
2.3.2 Budget execution ................................................................................ 24 2.3.3 Quality criteria................................................................................... 24
2.4 OUTPUT 2 ............................................................................................... 26
2.4.1 Analysis of progress made ................................................................. 26 2.4.2 Budget execution ................................................................................ 28 2.4.3 Quality criteria................................................................................... 29
2.5 OUTPUT 3 ............................................................................................... 30 2.5.1 Analysis of progress made ................................................................. 30
2.5.2 Budget execution ................................................................................ 32 2.5.3 Quality criteria................................................................................... 32
3 TRANSVERSAL THEMES ........................................................................ 36
3.1 GENDER ................................................................................................. 36
3.2 ENVIRONMENT ........................................................................................ 37 3.3 OTHER .................................................................................................... 39
4 STEERING AND LEARNING ................................................................... 40
4.1 ACTION PLAN ......................................................................................... 40
4.2 LESSONS LEARNED ................................................................................ 40
5 ANNEXES .................................................................................................... 46
5.1 ORIGINAL LOGICAL FRAMEWORK ........................................................... 46
5.2 UPDATED LOGICAL FRAMEWORK ........................................................... 46 5.3 MORE RESULTS AT A GLANCE ................................................................ 51
5.4 “BUDGET VERSUS CURRENT (Y – M)” REPORT ...................................... 51
5.5 RESOURCES ........................................................................................... 51 5.6 DECISIONS TAKEN BY THE JLCB AND FOLLOW-UP ................................ 52
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Acronyms
BMU Beach management Unit
BTC Belgian Technical Cooperation
BTVET Business, Technical and Vocational Education Training
CAO Chief Administrative Officer
CBO Community Based Organisation
CBT Community Based Trainer
CDO Community Development Officer
CFO Chief Financial Officer
DCDO District community development officer
DDF District Development Fund
DDP District Development Plan
DEC District Executive Committee
DLG District Local Government
DPAC District Public Accounts Committee
DSC district service commission
DTPC District Technical Planning Committee
FAL Functional Adult Literacy
FIEFOC Farm Income Enhancement and Forest Conservation Project
FIT Financial Information Tool
FY Financial Year
GFS Gravity Flow Scheme
GoU Government of Uganda
G-Tax Graduated Tax
HLG Higher Local Government
HoD Head of Department
HPI Heifer Project International
IPF Indicative Planning Figure
JA Junior Assistant
JARD Joint Annual Review of Decentralisation
JLCB Joint Local Consultative Body/Steering Committee
KADUPEDI Umbrella organisation PWD in Kasese
KDLG Kasese District Local Government
KDPRP Kasese District Poverty Reduction Programme
KIL Kilembe Investment Limited
KMC Kasese Municipality Council
LC Local Council
LC5 District Chairperson
LDF Local Development Fund
LED local economic development
LG Local Government
LGMSD Local Government Management of Service Delivery
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LGSIP Local Government Sector Investment Plan
LLG Lower Local Government
LOGICS local government information and communication system
LST Local Service Tax
M&E Monitoring and Evaluation
MoES Ministry of Education and Sports
MoLG Ministry of Local Government
MoPS Ministry of Public service
MTR Mid-term Review
NAADS National Agriculture Advisory Services
NDP National Development Plan
NPA National Planning Authority
O&M Operation and Maintenance
OAG Office of the Auditor General
OBT Output Budgeting Tool
OVC Orphans and vulnerable children
PACA Participatory Appraisal of Competitive Advantage
PDC Parish Development Committee
PDU Procurement and Disposal Unit
PFAA Public Finance and Accountability Act
PFM Public Financial Management
PMT Programme Management Team
PPDA Public procurement and Disposal of Assets
PPO Principal personnel officer
PPP Public Private Partnership
PWD People with Disability
REA Rural Electrification Agency
RR resident representative
SACCO Savings and Credit Cooperative
SC Steering Committee
SC Sub County
SFG School Facilities Grant
SMART Specific Measurable Achievable Relevant Time-bound
SMC School Management Committee
TA technical adviser
TC Town Clerk/Council
TFF Technical and Financial File
ToT Training of Trainers
UBOS Uganda Bureau of Statistics
ULGA Uganda Local Government Association
VFM Value for Money
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1 Intervention at a glance
1.1 Project form
Project name Kasese District Poverty Reduction Programme
Project Code UGA 0601011
Location Uganda / Western Region/ Kasese District
Budget
4,042,715 euro or approx 11.5 billion Ush
(3,071,200 euro co management + 971,515 euro “regie”)
Key persons CAO Kasese - Kanyesigye William 0772 424 623
TA KDPRP – Steven Hollevoet 077 999 28 94
Partner Institution national partner institution Ministry of Local Government
implementation agency: Kasese District LG
Date of implementation Agreement 11th January 2009
Duration (months) 60 months (54 for implementation and 6 for phasing out)
Target groups Local government structures (district, sub counties and town
councils), community based organisations, population in Kasese.
Global Objective Incomes of the population especially the most disadvantaged
improved in a sustainable manner.
Specific Objective The Kasese Local Authorities’ Capacities for Improved Service
Delivery and Local Economic Development Strengthened.
Results
The Kasese District Local Government capacity for improved
service delivery and local economic development is strengthened
through 4 results:
Result 1: Prioritized investments in the District and Lower
Local Government Development Plans are implemented by
block grants to the District and LLGs which are flexible but
emphasize local economic development and poverty focused
activities
Result 2: Local revenue generation and collection improved in a
sustainable manner that balances the need for local economic
development with the need for resources required to meet
service delivery standards
Result 3: The district capacity to deliver improved incomes and
poverty alleviation strengthened while improving democracy
and accountability in the district local government
Result 4: The lower local government capacity to deliver
improved incomes and poverty alleviation strengthened while
improving democracy and accountability in their respective
jurisdictions
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1.2 Project performance
Intervention logic Efficiency Effectiveness Sustainability Relevance
KDLG capacity for improved
service delivery & LED B C B A
1.Prioritized investments
emphasizing LED & poverty
focused activities
A B B A
2.Revenue enhancement B C B B
3.District capacity building C C B B
4.LLG capacity building C C B B
1.3 Budget execution
Total Budget Accumulated
Expenditure
30/12/2012
Balance Total
Disbursement
rate
4.042.715 euro 2.945.948 euro 1.096.766 euro 73%
According to the financial year 2012-13 (half way) and local government cost centres:
Budget Vs Actual Expenditure FY 2012/2013 at 31st January 2013 in Ush
Code Department Budget Ush Expenditure Ush Balance Ush %
B_01 Management 39,818,500 26,308,561 13,509,939 66%
B_02 Finance 266,970,000 33,828,619 233,141,381 13%
B_03 Statutory Bodies 14,500,000 2,146,750 12,353,250 15%
B_04
Production&
Marketing 322,496,122 83,490,798 239,005,324 26%
B_05 Health 50,352,956 37,534,120 12,818,836 75%
B_06 Education & Sports 539,192,314 249,775,641 289,416,673 46%
B_07 Works 2,866,567,658 1,199,043,284 1,667,524,374 42%
B_08 Natural Resources 49,837,492 43,962,663 5,874,829 88%
B_09 Community 9,170,000 1,445,000 7,725,000 16%
B_10 Planning 27,000,000 13,481,416 13,518,584 50%
B_11 Internal Audit 19,100,000 5,882,400 13,217,600 31%
4,205,005,042 1,696,899,252 2,508,105,790 40%
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1.4 Summary – 5 major points
After having overcome the long hurdles of public procurement and with the pro-
active approach of the new senior district management, the implementation has
picked up drastically in 2012 and stands at 73%. All funds will be absorbed by the
end of the project in 2013-Q2.
On request of the district, the steering committee agreed to re-allocate funds from
software capacity building activities to strategic LED infrastructure. Important
economic infrastructure is being constructed (electrification sub counties,
international border market, bridges) and innovative pilots are implemented (coffee
wet processing, intensification fishery sector, support pastoralism). The electrification
of 10 sub counties and the construction of the Congo border market will have a
lasting contribution to the long term economic development of the district.
Through the intensive follow-up of the district, MoFPED allocated 654 million Ush
for the VAT liabilities of rural electrification, markets and the social hall clearing the
way for those projects.
The midterm review observed that the multiple sector approach (local economic
development, revenue enhancement, poverty alleviation, capacity building as
proposed in the TTF) resulted in an overly complex programme. The steering
committee agreed to focus on local economic development in the remaining years
2012-2013.
KDPRP helped Kasese District to improve considerably the national scores of the LG
annual assessment and to meet the deadlines. On the other hand, the supported
internal audits reveal persistent weak financial management in the majority of sub
counties.
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2 Analysis of the intervention1
2.1 Context
2.1.1 General context
Economic context
2012 was a year with excellent rainfall but also with many floods destroying infrastructure.
Both cotton (1.200 Ush/ kg seed cotton) and coffee (3.000 Ush/ kg druga) production were up but
prices were down. There was a bumper crop of maize. The privatisation of Kilembe Mines has been
driven forward by the presidency. KCCL however plans to close in Dec 2013 as no additional tailings
are made available for extracting cobalt. The Mubuku irrigation scheme is being re-habilitated. The
connection to the grid of the Bujagali hydropower scheme (250 MW) terminated most of the load
shedding. Uganda expects a lot from the ongoing oil exploration around Lake Albert. Commercial
production is expected to start in 2018.
Fiscal policy and euro exchange rate
The high inflation rate of 2011 stabilised in 2012-Q1 due to tight fiscal discipline and remains at 15%.
The exchange rate was extremely volatile in 2012. In 2012-Q1 during the height of the Greek crisis, the
devaluation of the euro (down to 2.800 Ush/ euro) caused concern about the ability of the programme to
finish its strategic infrastructure. In December 2012, as a consequence of the donor aid suspension, the
Ush devaluated to about 3.400 Ush/ euro reducing the pressure on the KDPRP budget.
Decentralisation
The creation of more local governments in Uganda remains controversial but is still being considered
by parliament. The split of the district has been submitted to parliament. There is no empiric evidence
that increasing sub-counties leads to better service provision. Stronger output oriented budgeting
processes (OBT) and performance contracts of key district staff are further pursued to boost the
efficiency of districts. Exposed high levels of corruption lead to donor aid suspension to Uganda. As a
consequence, the disbursements from the centre to the local government have met delays. The
percentage of local revenue towards the average district budget remains low at 1-2%. The Kasese
district was granted an additional budget to employ 310 health-workers. The government has
reintroduced the “force account” principle for road works and all districts received Chinese road
equipment. The crucial Kasese works department continues to struggle with good government issues.
Demography
The strong population growth of 3.6% creates market demand but also out-competes service delivery
efforts of the government. It has increased poverty levels due to land shortage and a lack of
employment opportunities. The strong demographic growth induces an over-exploitation of natural
resources, destroying the resource base of many rural households.
1 In this document: Impact is a synonym for global objective, Outcome is a synonym for specific objective, output is a synonym for result
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2.1.2 Institutional context
Score: “appropriate”.
KDPRP is embedded as an area based programme in the Kasese District Local Government structure.
Strengths
1. Excellent starting point for future sustainability, as local governments will remain for some time to
come.
2. The local government has well laid down procedures and a strong organisational setting that
provide guidance for interfacing with the community and the implementation of development
activities.
3. The local government has checks and balances that hinge on the interaction of the civil servants and
the elected representatives of the population.
4. The district offers a large outreach area and a potential leverage for successful development
concepts through the sub counties and parishes.
Weaknesses
1. The LG context has many actors and interest groups, leading to fragmented plans and budgets with
reduced impact in the short term and slow decision making. Political and geographical equity and
adherence to procedures are more important considerations than impact, efficiency and value for
money.
2. The general problems related to LG human resource management (recruitment, remuneration,
induction & on the job backstopping, supervision, performance review and career development).
3. As public institutions, District LG and the programme are bound to follow procurement regulations
which involve lengthy procedures, increase costs and have no provisions for co-funding by the
community or the collaboration with NGOs and CBOs.
4. Apart from the steering committee, there is no linkage with the Ministry of Local Government as
KDPRP is an area based programme. An embedding of KDPRP in a broader national programme
would have formalised feedback linkages and allowed for a policy dialogue.
5. The LG planning cycle emphasize a lot planning/ budgeting; but there is little time available for
implementation during the financial year.
6. The ultimate target groups of the programme’s overall goal i.e. the poor and business communities
are not directly reached but only through the intermediate of the local (lower) government.
2.1.3 Management context: execution modalities
Score: appropriate.
There is a mix of “co-management” and “regie” interventions. The co-management emphasises
alignment with LG procedures. However, the steering committee and the technical assistant play an
important role which is challenged from time to time by the district. The regie interventions allow for
flexibility and piloting. Funds have not been decentralised to the LLGs given the risks involved and the
weak capacity of some sub counties. This was criticised by the MTR but justified by the poor LLG
financial track record as documented by audit reports. As a consequence, ownership of the programme
by LLGs is limited. The project management team was created as a subcommittee of the district
technical planning committee to enhance ownership by front line departments and strengthen
monitoring. A major constraint is the long public procurement process that delays the implementation of
the activities. It absorbs valuable human resources for capacity building and monitoring. Due to the
nature of public procurement regulations, contracts are often awarded to brief case companies that are
compliant with PPDA regulations but lack the expertise and financial modalities. Due to these
constraints, some activities (irrigation, arch bridges, coffee processing) were transferred to regie.
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2.1.4 Harmo-context
Harmonisation
The KDPRP actively coordinates with other donors and development actors in Kasese -see table below.
TFF result area Interaction other actors/ alignment
Local economic
development
1. Co-funding with Rural Electrification Agency and alignment
with the national electrification programme.
2. co-funding and implementation for livestock production with
Heifer International, a leading NGO in this field
3. collaboration with directorate of fisheries for piloting fish
farming
4. Interaction with Naads – the national agricultural programme-
should be strengthened.
5. Collaboration with Oxfam GB on coffee value chain
development – expertise sub sector mapping and market linkage
models
6. Microfinance; alignment with CARE international VSLA
methodology for promotion of access to financial services
among the poor; implemented in partnership local CBOs
Poverty alleviation 1. collaboration with the UBOS was tried for the poverty survey
but later abandoned due to important delays
2. adoption construction standards of the Ministry of Education for
the staff houses
3. involvement of Kadupedi (local umbrella organisation for
people with disabilities) for selection trainees vocational
training
4. Streamlining vocational training with the Save the Children/
MasterCard programme.
LG capacity building 1. strong support LG planning & budgeting cycle (funding
participatory planning, budget framework conference, DEC
session for review plan & budget etc)
2. strong support for the roll out and mentoring of the annual
assessment of MoLG
3. strong support for the roll out of LG personnel performance
assessment of MoLG
4. Scholarships: alignment with the LG procedures for career
development.
5. Involvement district executive committee for monitoring
infrastructure projects
6. Alignment with LG procurement.
There are different approaches by NAADS and FAO e.g. distribution of free inputs, payment of
facilitation allowances to district staff.
Ownership
Implemented activities were selected by the sub counties and the departments. They feature usually
high on the community priority list. Key interventions (electricity, water supply, staff houses, small
bridges, coffee processing) require an important community contribution which is an important tool to
enhance local ownership. Community contribution will however slow down implementation and
increase the need for monitoring. While KDPRP is aligned with the district structures, KDPRP is
perceived as a project for a number of reasons: separate financial management, the prominent role of
the TA and the steering committee and the general tendency to assign activities to a specific donor.
Ownership by individual departments has varied in function of link with TFF results, commitment, staff
availability and allowance expectations.
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2.2 Outcome
Give an overview of the likely achievement of the Outcome (i.e. outcome) and the dynamics surrounding the Outcome (see figure below).
2.2.1 Analysis of progress made
Outcome2: “The Kasese Local Authorities’ Capacities for Improved Service Delivery and Local Economic
Development Strengthened”
Indicators3 Baseline
2008-09
Progress
2009-10
Progress
2010-11
Progress
2011-12
Target
2012-13 Comments
4
40% of sampled businesses perceive an
improvement in LED extension & support
services
data not
available
data not
available
data not
available
data not
available
40%
Survey still to be carried
out. Sub sector analysis
available: fisheries, coffee
and dairy value chain.
Perception to be done at
end KDPRP
District & 50% LLGs consistently receive a
reward during the annual assessment
district
reward
LLGs reward
42%
district
reward
LLGs reward
44%
district
reward
LLGs reward
64%
district
reward
LLGs reward
69%
district
reward
LLGs reward
42%
Growth of private sector investments as
measured by pay of LST in Kasese District
should increase by 20% per annum
data to be compiled
data to be compiled
data to be compiled
data to be compiled
20%
Productivity (as measured by output/input)
in supported LED subsectors5 increased by
10% by end of project
data not
available
data not
available
data not
available
data not
available
10%
Monitoring framework to
collect data on
productivity yet to be
rolled out
Analysis of progress made towards outcome: Analyse the dynamics between the outputs achieved and the likely achievement of the Outcome (see Results Report Guide):
2 Use the formulation of the outcome as mentioned in the logical framework (DTF) or the last version of the logical framework that was validated by
the JLCB. 3 Use the indicators as shown in the logical framework
4 Comments about progress realised, namely assessment of the achieved value of the indicator at the end of year N compared to the “baseline”
values (time 0) and/or the value of the preceding year, and compared to the expected intermediate value for year N. If the intermediate value is not available, the end target will be the reference. Comments should be limited to a minimum.
5 Dairy, coffee, fish, tourism, woodlots
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Analysis of progress made towards outcome: Analyse the dynamics between the outputs achieved and the likely achievement of the Outcome (see Results Report Guide):
Relation between outputs and the Outcome. (How) Are outputs (still) contributing to the achievement of the outcome:
Block grants have been provided to the district and lower local governments. Next to Naads,
KDPRP funding is the most important district development grants. KDPRP provide 36.7 % of
the development budget in 2011/12 and 42% in 2012/13. The block grants provide for an
action learning opportunity. LED has had a very strong practical focus and is firmly anchored
in the development priorities of the district. The infrastructure will be long term and have a
strong impact on business and employment creation. There is now a need for stronger
institutionalisation of the LED concepts and processes to ensure sustainability.
In the current fiscal context, it is highly unlikely that Kasese District can generate the required
local revenue to maintain and operate investments/ services and fund discretional development
priorities. The contribution of local revenue to the overall district budget has steadily declined
to 1.05% hardly enough to settle outstanding debts and operational costs. The link between
local economic development and local revenue enhancement has been weakened given the
fiscal legislation (no taxation commercial farmers) and the proliferation of local governments
which increases administrative costs drastically.
The capacity building efforts that are mainstreamed in the LG processes (annual assessment,
internal audits, LG planning and budgeting, career development) are highly relevant and
appreciated by the districts and sub counties alike. The KDPRP capacity building efforts
improved the national scoring of the district and sub counties. For the piloting of some LED
concepts, new systems were experimented (co-funding NGOs/ CBOs, community trainers).
They have a direct tangible impact for the population but were seen by MTR as less
contributing to the capacity of the local government given the lack of embedding in existing
LG regulations & systems. Progress made towards the achievement of the outcome (on the basis of indicators):
Most of the indicators were not measured as they were only established in 2012.
Regarding capacity building LG assessment results are improving with KDPRP assistance.
Indicators for local revenue are dropping or at best stagnant. There is a weak link between
revenue collected and public service provided as most revenue is needed for operational costs
such as organising the councils and standing committees.
Issues that arose, influencing factors (positive or negative):
Inflation rate stabilised at about 15% which was very important for restoring business
confidence. The high euro exchange rate volatility threatened in 2012-Q1 the ability to
implement the infrastructure works but provides currently a surplus. The strong population
growth of 3.6% however offsets many of the development efforts of the government and
donor community. Much bigger financial flows will be required to sustain the existing public
service delivery indicators.
Unexpected results:
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2.2.2 Risk management
Risk Identification Risk analysis Risk Treatment Follow-up of risks
Description of Risk Period
identification Risk
category Probability
Pot. Impact
Tot Action(s) Resp. Deadline Progress Status
The combination of introducing the new
LED concept while addressing poverty
reduction and revenue enhancement,
makes KDPRP a highly complex and
diverse programme.
implementat
ion & MTR general D D D
reduction intervention areas
in function commitment
departments
CAO Feb
2012
no renewed funding long
outstanding activities OK/
pendi
ng focus primary on LED less
poverty alleviation and
revenue enhancement
steeri
ng
Aug
2012
approved steering with budget
allocation to infrastructure
At the current rate of 3.6% the population
growth in Kasese outruns development
efforts for public service delivery, induces
over exploitation of natural resources
while the private sector is not be able to
provide sufficient employment
opportunities.
baseline general D D D
available family planning
increased education girls
increase sensitization
population
DHO
politi
cal le
aders
ongoing
no progress growth rate
but emphasis family planning
during public speeches
political leadership
pendi
ng
Procurement of critical services and
supplies is delayed due to inefficiencies TFF general C B C
pro-active procurement
management
PDU
KDP
RP
March
2013
major procurement finalized
but important delays
encountered Ok
move difficult procurement to
regie budget
steeri
ng
Aug
2013 implemented
Continued high inflation in Uganda
combined with devaluation of euro implement general C D D
exchange euro in Ush before
end year dip
no adjustment contracts
inflation
Acco
unts
Nov
2012
inflation stabilized 14%
euro exchange rate high Ok
Election violence disrupt supply chains to
Uganda leading to high cost and shortages implement general C C C
monitor situation & stockpile
essential supplies if necessary BTC
Feb
2013
critical supervision by
international community but
Kenyan politics strongly along
ethnic lines + ICC indictment
2 main candidates
pendi
ng
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Risk Identification Risk analysis Risk Treatment Follow-up of risks
Description of Risk Period
identification Risk
category Probability
Pot. Impact
Tot Action(s) Resp. Deadline Progress Status
Local/community contribution for major
activities (extension electricity grid, arch
bridges, abattoir, coffee) not forthcoming or
late yet important for local ownership and
sustainability.
implement &
MTR LED D C D
arch bridges only where stones
available SC Dec 2012
all bridges selected but usually
end construction shortage stones Ok
electrification spilt – grid and
connections to spread community
contribution
SC March
2012 connection fees pending
pendin
g
intensive follow-up KMC for
abattoir
KDP
RP Jun 2012 contribution finished Mar 2013 OK
The local revenue of the district and sub
counties is inadequate to pay for VAT on
markets, electricity and abattoir and to provide
for the maintenance
implement &
MTR LED C D D
request VAT funding from
MoFPED CAO Jun 2012 budget 654 million obtained
finali
sed
management arrangements for
major economic ventures
KMC
MLT
C Muhokya
Jun 2013 draft versions available
pendi
ng reserve 5% revenue transferred
maintenance account
KMC
MLT
C
Jun 2013
incorporated in MoU –
cofounding and precondition
funding
Contractors not adhering to contractual
obligations. Inadequate site supervision and
professional ethics while dealing with
payment of contractors
implement LED D C D
intensive follow-up
clerks to works important
construction sites
additional quality control
consultant
stricter selection procurement
works
,
PDU
March
2012 mitigation measures implemented OK
Electrification – some landowners do not sign
way leave and demand compensation – implement LED C D D
evict squatters from land
RDC March
2012
problems encountered Nyakatonzi
seed-farm with cost increase 70
million Ush
finalis
ed
precondition for co-funding REA
– forms signed before start SC
March
2012
implemented but potential
problem Bugoye
finalis
ed
Electrification: REA contribution is delayed
given current financial constraints central
government and long procurement
implement &
MTR LED D C C early start procurement
enforce penalties delay contractor
REA March
2012
delay by procurement cluster 2
and contractor cluster 1
pendi
ng
Continuous fiscal transfers from central
government to Kasese district TFF
Loc
revenue &
finance B D C
none
MoL
G -
MPs
ongoing funding still assured but
sometimes delayed
ongoi
ng
Adequate guidelines are disseminated by
MoLG to facilitate the collection of meaningful
local revenue.
TFF Loc
revenue & finance
D B C production guidelines to replace
graduated tax
MoL
G ongoing
guidelines inadequate to
compensate loss graduate d tax
pendi
ng
Creation of additional town councils leads to
the loss of the best markets, taxi park revenue
and trading licenses for the district.
baseline Loc
revenue &
finance D C C
before town councils are created
look into fin sustainability both
old & new
KDL
G ongoing
KDLG lost all major revenue
centres to town councils NOK
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Risk Identification Risk analysis Risk Treatment Follow-up of risks
Description of Risk Period
identification Risk
category
Proba
bility Pot.
Impact Tot Action(s)
Resp
.
Deadlin
e Progress Status
Critical human resource management
bottlenecks are addressed by MoLG and
Public service
implementat
ion
human
resource C C C
follow-up CAO additional
wage funding MoFPED to
increase health workers and
teachers
MoL
G ongoing
additional 310 health workers
and 240 teachers employed
shortage works remains
absenteeism widespread
remuneration package remains
disincentive employment
ok /
pendi
ng
The proliferation of many new local
governments further aggravates the critical
staffing levels
implementat
ion
human
resource C C C
review policy massive creation
local governments
KDL
G
MoL
G
ongoing pending
spilt district submitted
pendi
ng
senior LG positions manned with qualified
& motivated staff with sufficient incentive
packages
TFF &
implementat
ion
human
resource C C C
review positions
MoL
G
Publi
c
servi
ce
ongoing
good improvement since 2011
– new CAO and senior
political leaders pro-active
Ok/
pendi
ng
further deployments which are
commensurate to the training level
received
implementat
ion
human
resource C C C
scholarship evaluation
PPO
DSC
Aug
2012 interviews conducted
pendi
ng
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2.2.3 Potential Impact
Through the implementation of practical development activities, KDPRP has contributed to the
capacity building of Kasese District. Emphasis has been on local economic development through the
introduction of innovations and partnerships with the private sector. From the district perspective, the
core legacy of KDPRP will be the expansion of the electricity grid in 10 additional rural sub counties,
the construction of the Congo border market in Lhubiriha, the Muhokya irrigation scheme and the
improvement of the transport network (100% more district road bridges constructed). In the long term,
the improved infrastructure will contribute to an enabling business environment.
KDPRP has initiated a number of important LED innovations: emphasis on feasibility studies and
maintenance, piloting low cost fish farming to halt the declining fish stocks of the lakes, piloting wet
processing equipment for Arabica coffee in the Rwenzori Mountains, dairy value chain, and arch
bridges as a low cost appropriate technology for rural roads and tangible public private partnerships.
KDPRP has tested a “LED menu option” that can guide other local governments in the future. In
response to the efforts of KDPRP, local programs like NAADS and local CBOs have fully appreciated
value chain development and Business Development Services (BDS) as sustainable and effective
approaches to enterprise development.
The enterprise development interventions (business & technical training & extension services, value
addition, financial services, access to inputs, market linkages and entrepreneurship development)
particularly in the tourism, fisheries, dairy, coffee and timber value chains are anticipated to result into
increased investment in technology and improved productivity and by so doing help generate
employment, raise house incomes and create additional business opportunities for MSMEs.
The practical impact of KDPRP on poverty reduction will be limited to the water supply and teachers
and health staff houses in poor areas that will help to reduce staff absenteeism – a first step to improve
public service delivery. In addition, specific enterprise development projects have been designed for the
marginalised groups (minority, elderly, women, youth, disabled etc). For example, village loan and
saving associations will help women to mobilise local resources for the start of small business and the
acquisition of productive household assets. The provision of exotic dairy and Boer goats to pastoralist
women under ‘’pass on gift’’ mechanism coupled with training in animal husbandry, food security and
hygiene have enabled women to join generate income, improve household nutrition and improve their
social status.
In addition, mechanisms were developed for affirmative funding of poorer sub counties. Unfortunately,
the quality of the vocational training for orphans and people with disabilities has been inadequate to
make a meaningful contribution to their economic empowerment.
Due to the delay, the poverty profiling of Kasese will not be used as a baseline to assess the impact of
KDPRP, However, it was the first in depth survey of its kind in Uganda. The sample size (9400
households) and a combination of quantitative and qualitative techniques make it unique. The survey is
an important input for future pro-poor planning of the district and sub counties.
The impact on revenue collection will be limited to long term revenue generating ventures (social hall,
urban markets, municipality abattoir) and efficient collection of cess on cotton and coffee. Influencing
the determining factors for enhanced local revenue is beyond the mandate of an external programme
such as KDPRP.
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In an original patronage and donor dependency context, KDPRP has put a lot of emphasis on local
contribution of the beneficiaries as a tool to identify genuine priorities, improve communication with
the grassroots and contribute to improved local ownership and sustainability. This groundwork will
help future development organisations and the district.
The KDPRP capacity building efforts have contributed to an improved annual assessment of the lower
local governments and LG planning & budgeting cycle. With the help of KDPRP, the internal audit
developed an excellent review of the financial management of sub counties. However, the high reliance
on donor funding for these activities will imply that the intensity will be scaled down.
In a context of limited resources and large development needs, KDPRP tried to introduce a system of
cost efficient management and enhanced transparency/ competition in public procurement. Higher
quality standards were introduced for contractors, consultants and LG staff.
2.2.4 Quality criteria
For each of the criteria (Efficiency, Effectiveness, Sustainability and Relevance) a number of sub-criteria have been formulated. By choosing the statement that fits your intervention best, you can calculate the total score for that specific criteria (see below for calculation instructions).
1. RELEVANCE: The degree to which the intervention is in line with local and national policies and priorities as well as with the expectations of the beneficiaries
In order to calculate the total score for this Q-criterion, proceed as follows: ‘At least one ‘A’, no ‘C’ or ‘D’ = A; Two times ‘B’ = B; At least one ‘C’, no ‘D’= C; at least one ‘D’ = D
1.1 What is the present level of relevance of the project?
A Clearly still embedded in national policies and Belgian strategy, responds to aid effectiveness commitments, highly relevant to needs of target group.
B Still fits well in national policies and Belgian strategy (without always being explicit), reasonably compatible with aid effectiveness commitments, relevant to target group’s needs.
C Some issues regarding consistency with national policies and Belgian strategy, aid effectiveness or relevance.
D Contradictions with national policies and Belgian strategy, aid efficiency commitments; relevance to needs is questionable. Major adaptations needed.
1.2 As presently designed, is the intervention logic still holding true?
A Clear and well-structured intervention logic; feasible and consistent vertical logic of objectives; adequate indicators; Risks and Assumptions clearly identified and managed; exit strategy in place (if applicable).
B Adequate intervention logic although it might need some improvements regarding hierarchy of objectives, indicators, Risk and Assumptions.
C Problems with intervention logic may affect performance of project and capacity to monitor and evaluate progress; improvements necessary.
D Intervention logic is faulty and requires major revision for the project to have a chance of
success.
2. EFFICIENCY OF IMPLEMENTATION TO DATE: Degree to which the resources of the intervention (funds, expertise, time, etc.) have been converted into results in an economical way (assessment for the whole of the intervention)
In order to calculate the total score for this Q-criterion, proceed as follows: ‘At least one ‘A’, no ‘C’ or ‘D’ = A; Two times ‘B’ = B; At least one ‘C’, no ‘D’= C; at least one ‘D’ = D
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2.1 How well are inputs (financial, HR, goods & equipment) managed?
A All inputs are available on time and within budget.
B Most inputs are available in reasonable time and do not require substantial budget adjustments. However there is room for improvement.
C Availability and usage of inputs face problems, which need to be addressed; otherwise results may be at risk.
D Availability and management of inputs have serious deficiencies, which threaten the achievement of results. Substantial change is needed.
2.2 How well are outputs managed?
A All outputs have been and most likely will be delivered as scheduled with good quality contributing to outcomes as planned.
B Output delivery is and will most likely be according to plan, but there is room for improvement in terms of quality, coverage and timing.
C Some output are/will be not delivered on time or with good quality. Adjustments are necessary.
D Quality and delivery of outputs has and most likely will have serious deficiencies. Major adjustments are needed to ensure that at least the key outputs are delivered on time.
3. EFFECTIVENESS TO DATE: Degree to which the outcome (Specific Objective) is achieved as planned at the end of year N
In order to calculate the total score for this Q-criterion, proceed as follows: ‘At least one ‘A’, no ‘C’ or ‘D’ = A; Two times ‘B’ = B; At least one ‘C’, no ‘D’= C; at least one ‘D’ = D
3.1 As presently implemented what is the likelihood of the outcome to be achieved?
A Full achievement of the outcome is likely in terms of quality and coverage. Negative effects (if any) have been mitigated.
B Outcome will be achieved with minor limitations; negative effects (if any) have not caused much harm.
C Outcome will be achieved only partially among others because of negative effects to which management was not able to fully adapt. Corrective measures have to be taken to improve ability to achieve outcome.
D Project will not achieve its outcome unless major, fundamental measures are taken.
3.2 Are activities and outputs adapted based on the achieved results in order to the outcome (Specific Objective)?
A The project is successful in adapting its strategies / activities and outputs to changing external conditions in order to achieve the outcome. Risks and assumptions are managed in a proactive manner.
B The project is relatively successful in adapting its strategies to changing external conditions in order to achieve its outcome. Risks management is rather passive.
C The project has not entirely succeeded in adapting its strategies to changing external conditions in a timely or adequate manner. Risk management has been rather static. An important change in strategies is necessary in order to ensure the project can achieve its outcome.
D The project has failed to respond to changing external conditions, risks were insufficiently managed. Major changes are needed to attain the outcome.
3. POTENTIAL SUSTAINABILITY: The degree of likelihood to maintain and reproduce the benefits of an intervention in the long run (beyond the implementation period of the intervention).
In order to calculate the total score for this Q-criterion, proceed as follows: At least 3 ‘A’s, no ‘C’ or ‘D’ = A ; Maximum two ‘C’s, no ‘D’ = B; At least three ‘C’s, no ‘D’ = C ; At least one ‘D’ = D
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3.1 Financial/economic viability?
A Financial/economic sustainability is potentially very good: costs for services and maintenance are covered or affordable; external factors will not change that.
B Financial/economic sustainability is likely to be good, but problems might arise namely from changing external economic factors.
C Problems need to be addressed regarding financial sustainability either in terms of institutional or target groups costs or changing economic context.
D Financial/economic sustainability is very questionable unless major changes are made.
4.2 What is the level of ownership of the project by target groups and will it continue after the end of external support?
A The JLCB and other relevant local structures are strongly involved in all stages of implementation and are committed to continue producing and using results.
B Implementation is based in a good part on the JLCB and other relevant local structures, which are also somewhat involved in decision-making. Likeliness of sustainability is good, but there is room for improvement.
C Project uses mainly ad-hoc arrangements and the JLCB and other relevant local structures to ensure sustainability. Continued results are not guaranteed. Corrective measures are needed.
D Project depends completely on ad-hoc structures with no prospect of sustainability. Fundamental changes are needed to enable sustainability.
4.3 What is the level of policy support provided and the degree of interaction between project and policy level?
A Policy and institutions have been highly supportive of project and will continue to be so.
B Policy and policy enforcing institutions have been generally supportive, or at least have not hindered the project, and are likely to continue to be so.
C Project sustainability is limited due to lack of policy support. Corrective measures are needed.
D Policies have been and likely will be in contradiction with the project. Fundamental changes needed to make project sustainable.
4.4 How well is the project contributing to institutional and management capacity?
A Project is embedded in institutional structures and contributed to improve the institutional and management capacity (even if this is not a explicit goal).
B Project management is well embedded in institutional structures and has somewhat contributed to capacity building. Additional expertise might be required. Improvements in order to guarantee sustainability are possible.
C Project relies too much on ad-hoc structures instead of institutions; capacity building has not been sufficient to fully ensure sustainability. Corrective measures are needed.
D Project is relying on ad hoc and capacity transfer to existing institutions, which could guarantee sustainability, is unlikely unless fundamental changes are undertaken.
Assign a final score to each criterion. If a monitoring criterion has been marked a 'C' or a 'D', measures have to be proposed, as part of the Action Plan (4.1)
Criteria Score
Relevance A
Effectiveness C
Sustainability B
Efficiency B
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2.3 Output 16
2.3.1 Analysis of progress made
Output 1: Prioritised investments in the District & LLGs Development Plans are implemented by block
grants to the District and LLGs which are flexible but emphasize local economic development & poverty
focused activities Indicators Baselin
e 2008-09
Progress 2009-10
Progress 2010-11
Progress 2011-12
Progress 2012-13
Comments
10%of LG annual
work plans
developed and
implemented with
a minimum of
15% of funds
allocated for and
spent on
marginalized
groups7, 15% for
environment
protection and
40% for LED-
DLG
allocate
d 1% to
commu
nity,
3%
environ
ment
and
12% to
LED
(works
and
product
ion)
DLG allocated
2% to poverty
(community
development), 2
% to natural
resources and
19% to LED
(production &
works);
KDPRP
margin
environ
LED
DLG
dev.budget
margin 6%
environ 6%
LED 53%
KDPRP
margin 17%
environ 9%
LED 56%
DLG – no
target
KDPRP
margin 15%
environ 15%
LED 40%
KDPRP
margin
>15%
environ 15%
LED >40%
environment and gender
mainstreamed in
department budgets; a
number of investments
in education and
production are poverty
focused
10 economic
infrastructure
projects8 designed
& constructed with
upfront indication
of viability &
operation &
maintenance
measures
bridges
0
modern
abattoir
0
market
0
Irrigatio
n 0
Electric
ity lines
0
bridges 0
modern abattoir 0
Irrigation 0
Electricity 0
bridges +2
modern
Irrigation 1
Electricity
lines 1
bridges +6
modern abattoir
1
border market
1
Irrigation 1
Electricity lines
2
bridges
+8
modern
abattoir 1
border
market 1
Irrigation 1
Electricity 3
KDPRP will have added
14 permanent bridges or
100% district network
km electricity grid
erected
1000
households/busines
ses connected to
the national
electricity grid by
end of project
0 0 0
49 km lines
11 trading
centres
0 HH
1 seed farm
138 km lines
26 trading
centres
1450
connections
Grid constructed in 4 sub
counties but metres not yet delivered. Procurement
additional sub counties still
under way by REA
10,000 businesses
provided
technical/business
training &
extension services
0 9,124 10,000
11,957: Dairy (995)
Commerce (294) Coffee (5300)
VSLA (2,717)
SACCOs (1,833) Tourism (30)
Woodlots (514)
Fisheries (274)
10,000
Implementation through local partners, though
challenging in terms of
procurement and supervision, has increased
outreach of the services
6 The template accommodates up to 3 Outputs (chapters 2.2, 2.3, 2.4). If the intervention has more outputs, simply copy and paste additional
output chapters. If the intervention has less than 3 outputs, simply delete the obsolete chapters) 7 Women, youth, orphans, disabled, elderly, minority
8 Bridges, markets, abattoirs, irrigation schemes
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Indicators Baseline 2008-09
Progress 2009-10
Progress 2010-11
Progress 2011-12
Progress 2012-13
Comments
10 pro-poor LED
initiatives for
marginalized
supported by the
project9
0 8 9
9 initiatives:
VSLA (3)
vocational skills OVC (1)
dormitory
disabled children (1)
Loan fund to
pensioners’s SACCO(1)
FAL (1)
Dairy & Boer goats (1)
Youth fish cages
(1)
10
These targeted
interventions have increased the social status
of the marginalised groups
and enabled them to come into the mainstream
economic activities
100 hectares of
trees planted on
bare hills, water
catchments and
private/public land
with survival rate
over 70%
0 92 ha 92 ha 100 ha 100 ha
Additional planting to
be verified in April-May
2013. Average survival
rate at 78%,
2 towns have
physical
development plans
approved &
implemented
0 0 0 2 2
Rugendabara & Kinyamaseke finalised.
When implemented, the
physical plans will help improve the business
environment and facilitate
increased investment
Over 10,000 people
benefit from 3 well
protected water
schemes
constructed in hard
to reach areas
0 0 0
Kalyabakwend
a 6500 people/
8.5 km pipe
Kyabikekuru
6500 people,
8.3 km pipe
Muroho 3300
people 7.6 km
pipe
Kalyabakwe
nda 6500
people/ 8.5
km pipe
Kyabikekuru
6500 people,
8.3 km pipe
Muroho
3300 people
7.6 km pipe
5 schemes designed
3 schemes constructed
water catchment
encroachment & poor
maintenance attitude
affects water supply
30 staff houses
constructed in hard
to reach areas and
used by end of
project
mud &
wattle
4*2=8
units
Irish
Aid
+ 8*2 Luwero
Rwenzori not
finished
= 24 units total
+7*2 = 14
units Save
Child= 38 units
total
+12*4=48 units
KDPRP
86 units total
+ 15*4= 60
units
KDPRP &
1*2 Save
Child – total
148 units
teachers only
Captured – KDPRP 108
units = 3% teachers &
78% permanent housing
units. health yet to be
9 Pro-poor LED initiatives: vocational training, micro-finance, pastoralists, women initiatives
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Progress of main activities 10
Progress: Comments (only if the
value is C or D)
A B C D
Local Economic Development: infrastructure
1. Design, tendering, construction of 4 bridges in difficult
but productive areas X
2. Pilot construction stone arch culverts & bridges. X
3. Feasibility study, design and construction small scale
irrigation in Muhokya X floods & incompetent
contractor
4. Construction abattoir in Kasese Municipality X
finished
5. Design, tender and construction of Lhubiriha border
market X
6. Construction Market shed in Hima Town Council X
finished
7. Extension electricity grid cluster 1 to Karambi, Kyondo,
Kyarumba sub counties for local economic development X
8. Extension electricity grid cluster 2 to Maliba,
Munkunyu, Nyakiyumbu, Kisinga, Kitswamba,
Kyabarungira for local economic development X
delay procurement and
local contribution
Local economic development: software activities
1. Physical planning: Tender and preparation physical
plans for Kinyamaseke and Rugendabara trading centres X
2. Investment promotion: tender and survey and profiling
of Investment opportunities in Kasese District X Removed after tender
failed to attract bidders
3. Tourism: support to tourism promotion business plans:
establishment of tourism information centre tourism
maps Kasese, consultative meetings X
Consultative meetings
removed to avoid overlap USAID/START
4. Commerce: business and entrepreneurship skills training
and advisory services X
5. Livestock: dairy value chain – pastoralists rift valley sub
counties in collaboration Heifer International X HR management, cultural values pastoralists
6. Supervision and monitoring; review existing PPP
projects, re-activation of PPP/District Investment
Committee meetings X
Investment committee
functions to be performed
yet to be functionalised LED forum
7. Fisheries: patrol boat, evaluation fish ponds and farming X
8. Agriculture: coffee husbandry & processing & soil
conservation, X
9. Business and entrepreneurship skills training and
advisory services X
10. Business plan competitions and call for proposals X
11. Ordinance and bye-laws to improve business
environment X
Limited follow up by
relevant staff. Activity removed
Environment
1. Water catchment protection of crucial water supply
scheme Muhokya -land use planning, buffer zones,
MoU land use X
Limited scale due delays
local contributions
Poverty focused activities
1. Poverty profiling and mapping of Kasese district –
funding by the Belgo-Ugandan Study Fund. X
incompetent consultant, much larger sample
required UBOS, higher
costs
2. Construction of staff houses in poor sub counties and
remote primary schools and health centres and
strengthening management committees X
Delay competence contractors & accessibility
some sites with heavy
rainfall.
3. Construction dormitory for disabled pupils in
Kinyamaseke primary school X
10
A: The activities are ahead of schedule B The activities are on schedule C The activities are delayed, corrective measures are required. D The activities are seriously delayed (more than 6 months). Substantial corrective measures are required.
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Analysis of progress made towards output: Analyse the dynamics between the activities and the probable achievement
of the Output (see Results Report Guide).
Relation between activities and the Output. (how) Are activities contributing (still) to the achievement of the output (do not discuss activities as such?):
Local Economic Development (LED);
Bridges, markets, electricity, irrigation, production and marketing activities and investment
promotion expected to contribute to locality development while pillar of LED. Especially the Congo
border market and the electrification of sub counties have the potential to transform the local
economy. The improved physical environment resulting from these facilities is expected to result
into reduced transaction costs and hence increased attractiveness of the localities for private sector
investment. Increasing access to quality inputs (semen, irrigation water, fish fingerlings, pesticides,
coffee & tree seedlings etc), intensifying business & technical extension services targeting priority
subsectors (tourism, dairy, coffee, fisheries and woodlots) and investment promotion are expected
to stimulate the enterprise development pillar of LED. Through transfer of knowledge/skills and
technologies, piloting of tested models and acting as inspirations, the interventions are expected to
create multiplier effects to other subsector and hence stimulate private sector development in the
district.
Poverty focused activities;
Poverty profiling
The results of the poverty profiling of 9.500 households are an important input to make the Sub
County and district planning more pro-poor. However due to the delay; the poverty profiling cannot
be used as the KDPRP baseline survey.
Public service delivery in poor areas
In 2012, 20 staff houses were finalised as a first step to reduce teachers’ absenteeism in poor rural
areas. Now proactive personnel management by the school committees is required to make a
difference. Three water supply systems in poor areas have been constructed Access to quality
education and health services will enable the poor to more meaningfully participate in income
generating activities.
Affirmative action for marginalised groups - orphans and people with disabilities.
The construction of a dormitory & the training of teachers allow Kinyamaseke primary school to
specialise in special need education so that pupils with disabilities can have a meaningful education.
Other poverty alleviation activities for the marginalised groups
The pastoralist programme has booked good results for goat production, range land management,
animal health and food security. However, the adoption of artificial insemination is slow and
marketing / processing has not yet been addressed.
Progress made towards the achievement of the output (on the basis of indicators):
Implementation of some of the prioritised LED & poverty reduction investment projects is complete
while for others it is still on-going. Contrary to the previous mindset where district leadership focus
was only on delivery of social services, there is now a strong appreciation of the role of LED and
poverty focused activities in transforming localities. Full functionality of economic infrastructure,
implementation of physical plans and adoption of best practices by the business community will
provider encouragement and motivation for increased investment in LED and poverty focused
activities. The indicators are encouraging: 50% increase of permanent district road bridges in 2012,
construction markets and abattoir, 49km of electricity supplying power to 11 trade centres. By the
end of the programme KDPRP will have increased 79% of the housing units providing
accommodation for 3% of the teachers.
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Issues that arose, influencing factors (positive or negative):
Existence of Rural Electrification programme and local concession holder facilitated
electrification of sub counties.
Public procurement requires strong follow-up with a need of often directly addressing day-to-
day management issues to move on.
Often inadequate quality of local contractors (financial resources, equipment and technical
expertise) requiring a lot of backstopping to meet minimum quality standards. Given the
substandard work, it was necessary the retender the irrigation works and the consultancy of the
district poverty profiling study.
Slow mobilisation of local contribution notably for electrification, annexes of the staff houses
and abattoir. There are allegations of embezzlement of community contribution for electricity
that are investigated.
Inadequate quality of vocational training provided by the informal and formal sectors.
Long delay in the shipment & clearing of coffee processing equipment and the realisation of
local contribution by some organisations.
Slow pace of adoption of genetic and herd improvement practices among pastoralist
communities degraded the feasibility of investment in milk cooling facilities and negatively
affected financial turn over for the project.
The prices of major agricultural commodities (coffee, milk, cotton) coupled with stable rainfall.
Encroachment of water catchment areas and destruction of the vegetation cover (charcoal
burning) areas has resulted in a drop of spring yields in almost all water schemes in the district.
Unexpected results (positive or negative):
>Request district executive to convert capacity building funds into economic infrastructure for long
term results and political accountability.
>The heavy rainfall in 2012-Q3 resulted in the delay of works (irrigation, staff houses, bridges) and
additional cost for erosion protection and flood damage. However it provided as well for bumper
crop yields in the lowlands.
>Land encroachment is a serious problem for construction works (social hall, staff houses, abattoir,
and electricity) and LG have been advised to formalise their title deeds.
>After 3 years of stagnation, arch bridges have become very popular and many communities are
ready to contribute.
>The MasterCard – Save the Children vocational programme is large scale (14.000 trainees) and
was the motivation to phase out KDPRP assistance in this sector. The program partners have
prioritised sub counties where KDPRP is implementing strategic economic infrastructure projects
for their vocational skills development interventions.
> NASECO, a local seed company has entered an agreement with Muhokya Irrigation Framer
Association to undertake the production of irrigated hybrid maize seed on contract basis. This will
enable the farmers improve land and labour productivity and invest in the maintenance of the
scheme.
> Bukonzo Joint increased investment in coffee warehousing, hulling and roasting machines in
response to extension of electricity, technical assistance washed coffee feasibility funded by
KDPRP and export market orders from USA & UK
2.3.2 Budget execution
Budget Execution by Local Dimensions
Item Code Description Budget
Actual
31/12/2012
Balance
31/12/2012 %
A101_15% Develop Annual Plans 100,000.00 60,541 39,459.00 61
A102_25% Implement Activities 500,000.00 607,309 107,309.00 121
A103_40% Implement LED 1,226,200.00 1,111,514 114,686.00 91
A104_15% Servicing Costs 460,000.00 160,340 299,660.00 35
A105_15% Reserve Fund 460,000.00 524,434 -64,434.00 114
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2.3.3 Quality criteria
Criterion Score Remarks
Effectiveness
A Once constructed, the bridges, Congo border market, electricity in sub counties will contribute to
significant increment in private sector investment, economic growth and employment opportunities.
Current LED interventions focus on micro enterprises while definition private investment relevant for
medium & large enterprises (total assets exceeding USD 50,000) aims alleviating poverty while
creating a strong supplier base for medium & large enterprises. Affirmative action projects
(vocational training, LED projects for women, youth and elderly etc) are expected to contribute to
poverty alleviation.
Efficiency B delays in procurement and implementation, inadequate supervision & monitoring, poor quality
contractors
Sustainability B Local contribution for major investments improved, project management committees formed &
strengthened, Operation & Maintenance (O&M) incorporated in Memorandum of Understanding
(M.O.U), private public partnerships encouraged for revenue generating ventures. Environment
adequately mainstreamed in all interventions. LED propagation teams & district LED strategy needed
to sustain the momentum generated. Modalities for involvement of civil society in to be incorporated
in the revised district PPP strategy. The program piloted the delivery of business development
services (e.g. artificial insemination, animal health services, provision of tree & coffee seedlings &
veterinary inputs, extension services etc) on cost –recovery basis as opposed completely subsidised
free services and inputs. The Artificial inseminators, nursery operators, animal health workers, input
dealers will sustain their business development services through the revenues from their operations.
Relevance A Local Economic Development (LED) frame work & PPP adopted by Ministry of Local Government
(MoLG); also in line with Universal Primary Education (UPE), rural electrification program and
Millennium Development Goals (MDGs). Major infrastructure works on top of the priority lists of
the LLGs.
@A very satisfactory, B satisfactory, C unsatisfactory, D very unsatisfactory, X not assessed
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2.4 Output 2
2.4.1 Analysis of progress made
Output 2: “Local revenue generation and collection improved in a sustainable manner that balances the need
for local economic development with the need for resources required to meet service delivery standards”. Indicators Baseline
2008-09 Progress 2009-10
Progress 2010-11
Progress 2011-12
Target 2012-13
Comments
50% LGs with locally generated revenue as a
share of LG budgets increasing by 10% per
annum.
Data not available but revenue collection
stagnant or declining for sub counties and
district. Exception: newly created town
councils.
50%
data sub counties lacking,
no revenue ledger and apart
from larger market no
revenue assessment –
inadequate data
15% LGs with tax collection costs as a
percentage of actual revenue of 5% or less 40% 60% 100% 100% 100%
Markets are now
outsourced and collection
cost limited. Only cost is
difference reserve price and
actual income remitted by
contractor.
10% of LGs invest at least 15% of locally
generated revenue in LED promotion
investments in order to sustain revenue
collection by end of project
0% 10% 40% 42% 0%
sub counties co-funded
strategic infrastructure &
Naads
20%LGs have developed and operationalised
local revenue enhancement strategies 0% 11.5% 27% 27% 20%
Not LG requirement for sub
counties but good practice.
Only requirement for town
councils.
15% LGs consistently meet the national
criteria on local revenue performance 70% 87% 80% 88% 15%
Progress of main activities
Progress: Comments (only if the value is C or D)
A B C D
1. Enumeration & assessment fish landing sites
X
Other enumeration activities
phased out since 2012 as
KDPRP supported activity –
now funded by local
revenue- only fish landing
sites remained.
2. Cess tax - explore revenue sharing w commodity boards
X
since 2012 phased out as
KDPRP supported activity –
now funded by local
revenue
3. By laws to facilitated revenue enhancement X
4. District social hall X
late no objection BTC delayed start contract
5. Other economic infrastructure that will raise LG revenue (Congo
border market, Hima market , municipality abattoir) X
Analysis of progress made towards output: Analyse the dynamics between the activities and the probable achievement of the Output (see Results Report Guide).
Relation between activities and the Output. (how) Are activities contributing (still) to the achievement of the output (do not discuss activities
The social hall was selected as the strategic intervention by the revenue department. Precious donor funds
should not be spent on routine software activities but on lasting capital projects that will generate revenue
during the decades to come. The social hall has been selected in order to create revenue from workshops
and weddings and substitute the high outside catering cost. The economic infrastructure (market, abattoir)
will boots town council revenue; although the Congo border market expansion will still need investments
for the coming 10 years. The creation of new enterprises with the electricity grid expansion and the
increased investment in commercial and residential properties will increase the amount of revenue
generated from trade licenses and property tax in urban centres. Enumeration has not contributed to
BTC, Belgian development agency 9/04/2013
27
as such?): increased revenue due to weak contract management by the sub counties and an increasing number of
town councils with the best revenue centres.
Cess tax (albeit it’s potential of 60 million Ush per year) met with hurdles of double taxation by the local
government and the respective crop boards. The district has an excellent district revenue enhancement
plan which outlines solid strategies to improve enumeration, assessment, collection and supervision but
implementation is the limiting factor.
Progress made towards the achievement of the output (on the basis of indicators):
Since 2009-10, the revenue of sub counties and the district is stagnant or dropping. The district has not
again achieved its 2002 revenue of 543 million despite inflation. The modest improvements are due to:
more committed KDLG senior management to plug the loopholes, introduction of a fee on loan
recommendation forms for KDLG staff, re-allocation of royalties from lime and cement works, stronger
follow-up revenue of fish landing sites.
The local revenue is a small and declining share of the realised total LG income. Its share declined from
2.13% in financial year 2007/08 to a projected 1.05% n FY 2012/13. This low percentage is common in
many districts in Uganda: central government funding increases (more staff & development) while
revenue is lost to town councils.
-
100.000.000
200.000.000
300.000.000
400.000.000
500.000.000
600.000.000
2008-09 2009-10 2010-11 2011-12 2012-13
Local Revenue KDLG only (in Ush)
Local Revenue
-
0,20
0,40
0,60
0,80
1,00
1,20
1,40
1,60
1,80
2008-09 2009-10 2010-11 2011-12 2012-13
local revenue as % overall KDLG budget
BTC, Belgian development agency 9/04/2013
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Issues that arose, influencing factors (positive or negative):
General decline of local revenue due to :
The Congo border market and Hima market and their parking fees were already transferred to town
councils. More profitable markets will follow pending the approval of town council status.
Salt works Katwe – although legal ruling revenue sharing with Katwe Kabatoro town council
remains difficult. The good rainfall in 2012 prevented salt extraction as water levels remained high.
The Local Hotel Tax which was being remitted by Hotel Margarita stopped due to the expansion of
the Kasese Municipal Council boundaries.
The depletion of the fish stocks in the lakes is lead to a considerable drop in fishery taxes.
Banana bacterial wilt and cassava mosaic virus caused widespread yield reduction with less produce
being sold and taxed.
Other factors that contribute to the decline:
Inefficiencies in local revenue mobilisation and collection:
The revenue collection of sub counties has many challenges: poor revenue sources in rural areas,
ambitious revenue budgeting, no assessment, poor recording, inadequate follow-up and
documentation of the market contracts, high default rate of tenderers and a challenging political
environment. A pilot of the privatisation of collection of business licenses was done in 2 sub
counties with strong economic activities and the results are encouraging.
Some of the potential local revenue sources are not being utilised royalties power generation plants,
mobile phone masts, land-fees).
National political pronouncements that affect local revenues:
No real strong alternative of the graduated tax for rural districts and sub counties. Other examples
are motorcycle taxis and commercial farmers that should not be charged. These have led to loss of
one of the promising local revenue sources.
Inadequate link between the payment of taxes and service delivery:
The majority of the local revenue is used for council operations including: councillor’s emoluments,
operational costs, clearing outstanding bills and court cases. The main funds invested in public
service delivery are those where co-funding is mandatory. Revenue generating sectors do not receive
commensurate share of services (infrastructure, extension etc) demoralising tax payers.
Unexpected results (positive or negative):
>Royalties (104 million budgeted – previously 240 million Ush) from cement and lime works were
resumed after the dispute with Hima Town Council was legally resolved.
>Large revenue gains that were made in 2004-2005 due to the 3% tender tax levied on BTC I
procurements could not be repeated under BTC II as the tender tax was not applicable on donor
procurements (see specific agreement). The procurement tax of 3% is an important income of the district.
However, at the same time it makes the implementation of development infrastructure more expensive
for donor agencies. Overall “revenue” is not increased but shifted from the development to the
operational budget of Kasese DLG.
>With the strengthening of large markets (Lhubiriha, Kasese, Rwimi) the smaller markets loose out.
2.4.2 Budget execution
Budget execution has been very low: 4 %. The only KDPRP supported revenue enhancement activity is
the construction of the social hall. A BTC no objection for the procurement was given after it was clear
that the VAT refund on electricity is made available by MoFPED. Construction started in November
2012 and all the funds will be absorbed as the best evaluated bid is higher than the KDPRP budget.
Item Code Description Budget
Actual
31/12/2012
Balance
31/12/2012 %
A201_6% Local Revenue 65,000 euro 2,675 euro 62,325 euro 4
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2.4.3 Quality criteria
Criterion Score Remarks
Effectiveness B The selected revenue generating ventures (markets and
social hall) and re-investment of own source revenues into
key sectors like coffee & cotton will ensure sustainable
revenue collections in the long run.
Efficiency C Tax collection hampered by LLG staff commitment, CFO
supervision and contract management.
Sustainability B
Revenue generating ventures expected to generate adequate
revenues to meet O&M costs and reproduce the results.
Leadership at district & LLG levels agreed on measures to
improve compliance and increase tax collection efficiency
both in the short and medium term.
Relevance B
Revenue enhancement is a core criterion of the national
annual assessment. Need to improve the link between
revenue and public service delivery to justify taxation.
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2.5 Output 311
2.5.1 Analysis of progress made
Output 3: “District capacity to deliver improved services and poverty alleviation strengthened while improving
democracy and accountability in the district local government”. Indicators Baseline
2008-09 Progress 2009-10
Progress 2010-11
Progress 2011-12
Progress 2012-13
Comments
A comprehensive district HRD strategy
and plan developed and integrated into
DDP
yes
yes
yes
yes
yes
criterion LG
assessment
KDPRP funding
improved quality &
coverage
District Capacity Building Plans meet the
national assessment criteria (Indicator 3.4,
LGSIP, admin decentralization, adjusted
for relevance)
yes
yes
yes
yes
yes
LGSIP phased out
A Comprehensive District LED strategy
by June 2013 and existing PPP strategy
revised by the end of December 2012
0
Formation
LED
Forum
Preparations
LEBA
LED
strategy
LED project implementation
guided by
strategy
Absence of popular
support for LED institutionalisation
35 district staff awarded scholarships to
undertake bonded capacity development
courses
Others 0
KDPRP0 LGDP 2
KDPRP 5 LGDP 1
KDPRP 3 LGDP 1
KDPRP 4 LGDP 0
KDPRP 1
career demands high
but limited funding
total 17 with KDPRP
contributing 76%
district scholarships
25 pilot Public Private Partnership
projects designed and implemented in
accordance with district PPP strategy 0
24
projects
27
projects
28
projects
25 PPP
projects
Co-funding innovative
coffee, microfinance,
fisheries, tourism, dairy,
irrigation, maize, electricity, catchment
protection PPP projects
Progress of main activities
Progress: Comments (only if the value is C or D)
A B C D
1 LG Annual assessment and mentoring B
2 LG planning and budgeting cycle B
4 Retooling of district departments (transport, IT equipment,...) B
5 Scholarships B phased out 2012-13
6 On job training/ mentoring production & works B
7 Monitoring by councillors B
8 Monitoring by departments B
9 Development of 5-year district LED strategy C Serious doubt cast
about relevance &
sustainability
10 Preparation & implementation private public partnership projects
(coffee wet processing, pastoralist programme)
C Machines delivered 3
months behind
schedule,
11
If the Logical Framework contains more than three Outputs, copy-paste the 2.4 chapter and create 2.6 for Output 4 , 2.7 for Output 5, etc.
BTC, Belgian development agency 9/04/2013
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Analysis of progress made towards output: Analyse the dynamics between the activities and the probable achievement of the Output (see Results Report Guide).
Relation between activities and the Output. (how) Are activities (still) contributing to the achievement of the output (do not discuss activities as such)?:
>KDPRP support for the LG annual assessment improved the score of the sub counties
considerably and as a consequence more LGMSD funding was received.
> The support to national systems such as the annual assessment, LG budgeting & planning
cycle and internal audits are very much appreciated by the district. Retooling and facilitation
of the district are equally welcome.
>KDPRP funding offers many opportunities for action learning and backstopping especially
in the sectors of works, production, planning and internal audit.
>Scholarships have improved the career perspectives of staff. An assessment is being carried
out of the impact of scholarships. KDPRP trained 4 medical doctors which were in serious
shortage at the district.
>The process of preparation of LED strategy expected to increment capacity of district staff
in LED project analysis, design and implementation while the district will be able to tap into
the resources of other development partners using the strategy. Through PPP, the expertise,
knowledge and resources of private sector actors are shared with the district thereby
increasing capacity.
>KDPRP has tried to contribute to better accountability of the district through funding the
budget frame work conference, systematic information sharing about procurement and
involvement of the district political wing in the monitoring of field activities.
Progress made towards the achievement of the output (on the basis of indicators):
>The HRD department carried out the capacity need assessment (functional and institutional
gaps) in all LLGs on the basis of which a comprehensive capacity building plan was prepared
and approved by council. This was co-funded by KDPRP and LGMSDP. During the annual
assessment, this was one of the criteria where the district scored high: 9/10. According to
LGMSDP operational guidelines, the capacity building plan addresses 3 major areas: career
development courses (20%), basic function skills development (40%) and discretionary
activities (40%). KDPRP prioritised capacity building activities covered all 3 categories.
>At the level of the formal LG indicators progress has been made especially with regards to
retooling, career development and practical LED piloting. Through capacity building efforts,
KDPRP helped Kasese District LG to meet the national requirements and deadlines for the
annual assessment which increased its funding from LGMSDP. There is a need that the
benchmarks for the annual assessment are adjusted and that the financial assessment is
aligned with the (internal) audits to build better accountability.
>KDPRP provided 76% of the district staff scholarships for the period 2010-2013. Issues that arose, influencing factors (positive or negative):
>The overall LG human resource management (remuneration, selection, TOR, induction, on
the job training, supervision, and monitoring) remains an important challenge. The new LC5
and CAO emphasise proper performance by department and sub county staff. In line with LG
regulations, performance agreements were signed and KDPRP funded activities included in
the relevant documents.
>The works department has been affected by leadership and professional ethics issues. As a
consequence, the opportunity of “on the job” training of staff for bridges and buildings was
not fully seized by the department.
>The small/ aging transport pool and the lack of maintenance have been constraints for
service delivery.
>MOLG launched Local Economic Development financing Initiative. The major focus is to
mobilise resources for execution of key LED catalytic projects.
>The public private partnership policy is finalised and the national LED strategy is under
review.
>If KDPRP would adopt the OBT reporting format, strong backstopping can be provided to
the departments with regards to computerised reporting.
>On request of the district executive, the capacity building grant was reduced to fund
strategic infrastructure in the district. The district will have more funding for capacity
building in the future but not for large infrastructure works.
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Unexpected results (positive or negative):
2.5.2 Budget execution
Item Code Description Budget
Actual
31/12/2012
Balance
31/12/2012 %
A301_12% District Capacity 130,000 euro 39,139 euro 90,861 euro 30
The TFF “budget” for capacity building was a maximum ceiling: . The district and the steering
committee reviewed the capacity building budget downwards in order to make more funding available
for economic infrastructure.
2.5.3 Quality criteria
Criterion Score Remarks
Effectiveness C Current human resource management issues including staff
remuneration and supervision might undermine staff motivation to
improve performance following capacity building.
Efficiency C Adoption of best practices and operationalisation of
strategies/systems still slow. A concerted and comprehensive
approach still needed. Next to workshops, alternative capacity
building efforts should be more explored.
Sustainability B capacity building embedded in LG and according to LG procedures –
Relevance B
Capacity building activities in line with MoLG requirements, strong
alignment annual assessment and roll out good governance and
financial management.
@A very satisfactory, B satisfactory, C unsatisfactory, D very unsatisfactory, X not assessed
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2.6 Output 4
2.6.1 Analysis of progress made
Output 4: “The lower local government capacity to deliver improved services and poverty alleviation
strengthened while improving democracy and accountability in the LLGs”. Indicators Baseline
2008-09 Progress 2009-10
Progress 2010-11
Progress 2011-12
Target 2012-13
Comments
65% of LLGs consistently meet
national LG assessment criteria
reward
42%
reward
44%
reward
64%
reward
69% 65%
30% LLGs have mainstreamed &
implemented LED, gender and
environment activities
gender 71%
environ 75%
LED 20%
gender 91%
environ
78% LED 35%
gender 88%
environ
92% LED 60%
gender 96%
environ
96% LED 62%
gender 30%
environ
30% LED 60%
additional templates
provided – benchmark
should have been higher
80 LLG staff mentored or awarded
bonded capacity development
scholarships
LGDP 3 KDPRP0
LGDP 2 KDPRP 5
LGDP 1
KDPRP
15
LGDP 2
KDPRP
14
LGDP 3 KD PRP 4
Total LLG scholarships
48 (KDPRP 79%)
70% LLG submit final accounts in
time 80% 100% 100% 100% 100% minimum requirement
75% LLGs audited within the statutory
time 60% 65% 75% 80% 75%
indicator auditor
general
20 mentored parish development
committees have quality development
plans
10 30 40 50 50
65% of LLGs meet minimum audit
standards NA 33% 45% 5% 65%
3SCs did not show up
audit 2011-12. Based on IA
Progress of main activities
Progress: Comments (only if the value is C or D)
A B C D
1 LG Annual assessment and mentoring B
2 LG planning and budgeting cycle B
3 Internal audit of LLGs – mentoring financial management B
4 Value for money audit C
5 HR audit D delayed since 2011 but
crucial exercise
6 Retooling of sub counties & town councils B
7 Scholarships B
8 Training on gender tools C planned April 2013
9 On job training/ mentoring works & production (coffee extension
workers, pastoralists groups, CBTs fishery, beach management
committees, arch bridge masons....)
B
Analysis of progress made towards output: Analyse the dynamics between the activities and the probable achievement of
the Output (see Results Report Guide).
Relation between
activities and the
Output. (how) Are
activities (still)
contributing to the
achievement of the
output (do not
discuss activities as
such)?:
>KDPRP support for the LG annual assessment improved the score of the sub counties
considerably and as a consequence more LGMSD funding was received. Through capacity
building efforts, KDPRP helped Kasese LG to meet the national requirements and deadlines
for the annual assessment which increased its funding from LGMSDP. There is a need that
the progressive benchmarks and an alignment with audit results
>The quarterly LLG internal audits are a mentoring process for financial management. The
exercise remains very important however, there is little follow-up of the audit queries by
the respective LLGs and as such the mentoring is failing to build accountability see graph
below). Three critical issues of financial management were: local revenue collection,
advances and follow-up of audit recommendations. Other items that require intensive
BTC, Belgian development agency 9/04/2013
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follow-up are: financial reporting, asset management & procurement (including monitoring
of projects up to full conclusion). However, the value for money audits provide important
feedback to the senior management about a variety of projects including Naads.
>LLG retooling which focused on IT equipment, while very popular, has only a limited
contribution to the administrative performance of sub counties. On average, only 1
document is produced per week. About 60% of the sub counties use the IT equipment for
their accounts.
>Scholarships have improved the career perspectives of staff. An assessment is being
carried out of the impact of scholarships. KDPRP trained 4 medical doctors who were in
serious shortage at the district. KDPRP provided 79% of the LLGs scholarships for the
period 2009-2013. Lower local governments received 48 scholarships (38 KDPRP + 10
LGDP) or 74%. This is a marked departure from the past when scholarships focused on
district headquarter staff only.
>On the job learning and backstopping remains an important capacity building tool
especially in the sectors of production and works.
>Follow-up of participatory planning in 26 LLGs was supported. Few embraced the
practice due to a lack of funds and skills. Templates for poverty focus, LED and
environment should be customised in the participatory planning manual. Progress made towards the achievement of the output (on the basis of indicators):
The results of the LG annual assessment have been consistently improving with 69%
rewarded LLGs.
According to the internal audit the financial management of the sub counties dropped
considerably from an average score of 41% to 30%. The deliberate absenteeism of 3 sub
accountants during the audit 2012 contributed to low score.
0%
20%
40%
60%
80%
2008/9 2009/10 2010/11 2011/12
% lo
cal g
ove
rnm
ents
Kasese District LLG annual assessment scores
reward
static
penalty
0%
20%
40%
60%
80%
2009/10 2010/11 2011/12
internal audit assessment of sub counties in Kasese District
extremely poor (<30%)
good >60%
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Issues that arose, influencing factors (positive or negative):
>The new district leadership enhanced the capacity building of the lower local governments
a lot by better supervision. After years of indifference, poor performing sub county chiefs
were suspended, inducing a more output related work attitude of LLGs staff.
>LG performance contracts have yet to make a clear impact on the performance of sub
county chiefs and sub accountants.
>The creation of many new lower local governments further aggravates their staffing and
funding gaps.
>The community contributions for the electrification were managed by the sub counties.
There are a number of embezzlement cases that are under investigation. They affected the
credibility of the sub county leadership and outlined the risks of financial decentralisation
to sub county level when minimum requirements are not in place.
>Together with save the Children and the district chairperson, KDPRP has spearheaded the
concept of local contribution as a mechanism to improve local ownership, to identify
critical development priorities and to mobilise local resources.
>On request of the district executive the capacity building grant was reduced to fund
strategic infrastructure in the district. The district will have more funding for capacity
building in the future but not for large infrastructure works.
>Scholarships were given to LLGs staff in remote areas. However, the bonding principle
did not work well to retain them there as other administrative consideration were
overruling. Unexpected results (positive or negative):
The budget allocation of more teachers and health staff overcomes the human resource gap
in the education and health sector.
.
2.6.2 Budget execution
Item Code Description Budget
Actual
31/12/2012
Balance
31/12/2012 %
A401_12% LLG Capacity
130,000
98,216 31,784 76
The TFF “budget” for LLG capacity building was a maximum ceiling: . The district and the steering
committee reviewed the capacity building budget downwards in order to make more funding available
for economic infrastructure (market, bridges, social hall). The higher budget turn-over for LLGs
emphasises the support to “front line” staff and the grassroots.
2.6.3 Quality criteria
Criterion Score Remarks
Effectiveness C Current human resource management issues including staff
remuneration and supervision might undermine staff motivation to
improve performance following capacity building.
Efficiency C Adoption of best practices and operationalisation of
strategies/systems still slow. A concerted and comprehensive
approach still needed. Next to workshops, alternative capacity
building efforts should be more explored.
Sustainability B Capacity building embedded in LG and according to LG procedures
however it is unclear whether future funding will be available at the
same level.
Relevance B
Capacity building activities in line with MoLG requirements, strong
alignment annual assessment and roll out good governance and
financial management.
@A very satisfactory, B satisfactory, C unsatisfactory, D very unsatisfactory, X not assessed
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3 Crosscutting Themes
3.1 Gender
The Village Savings and Loan Association (VSLA) methodology specifically targets marginalised and
resource poor women – over 80% of beneficiaries are women. Over 90 women groups (with a total
membership of over 2,717) are organised into groups and taught how to save, borrow, invest in
productive venture or meet emergency needs. The model is highly appreciated for enabling women to
access affordable capital to invest in economic ventures and buy household assets. Beyond the
financial literacy and business skills women acquire community leadership and social skills that they
use to influence decision making in their homes and communities.
Women constitute a significant portion of beneficiaries under the pastoralist dairy value chain project.
Over 314 women will benefit from original Boer and Dairy goats under a ‘’pass on gift’’ mechanism
that has been designed to ensure that as many women as possible benefit from the program. This is
intended to address the issue of ownership and control over economic resources which was identified
as one of the constraints to women empowerment. Women are also taught kitchen gardening practices
and supported to cost effectively raise vegetables and food crops in order to improve food security.
The poverty profiling collected aggregated gender data and the situation of women and female headed
households was assessed. Gender analysis was done at the inception of the Congo border market and
the support to pastoralist communities. Gender was also mainstreamed in the poverty profiling of the
district. In 2011, the gender analysis was carried out for major economic activities: irrigation scheme,
woodlots, coffee production and processing, fish farming and micro finance. The analysis provides
information and data on the differential impact of KDPRP interventions on women and men and on
gender relations. The data highlights the key differences between incentives and constraints under
which men and women work.
Gender sensitive activities remarks
gender analysis of the Congo border market
gender analysis of livestock production
poverty profiling of Kasese district
Incorporated in baseline surveys and special focus
on female headed households.
Gender specific activities remarks
village savings and loan associations target resource poor women and empower them
through acquisition of productive assets
equitable allocation vocational training
opportunities to female OVCs and PWDs
out of 89 trainees 54 are female
Functional adult learning programme out of 146 trainers – 70 are female
Support to LED initiatives implemented by
women & OVC groups
Planned activity under community development FY
2011/2012 but modalities yet to be worked out
Goat component under the pastoralist dairy
chain support
>314 women will benefit from goats. Ownership
and control over economic resources is being
discussed
increased enrolment of female staff for KDPRP
scholarships
4 female staffs granted scholarship out of 20
Support gender “machinery” remarks
no particular support not objective of KDPRP
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Activity Gender Analysis Major finding
Irrigation
scheme “Moser” Analysis
Erroneous perception that men spend more time on productive tasks due to the
involvement of women in a wider range of productive tasks. As a result, women
carry a bigger work load than men. In addition to cultural constraint, this prevent
women to engage in community work and attend participatory water management
meetings
Coffee
farming
Agricultural gender-
workload analysis in
coffee zones
The study found that while coffee could be considered as a “male crop”, most of
agricultural production (e.g. cassava, beans, bananas, etc.) could be considered as
“female crop” since most of the workload is supported by women. Planting seasons
and periods with heavy sunshine were reported as the hardest for women.
Fish
farming
Comparison of male
and female
Community Based
Trainers (CBTs).
Out of 21 CBTs, only 2 are female (<10%) despite the perceived significant
implication of spouses in pond management (as part of their domestic
responsibilities). High propensity of women CBTs to cover female fish farmer
(female constitute 20% of their coverage while average is 9% for their male
counterparts). Noteworthy, female CBTs have a better inclination to adopt a
business approach while they show similar technical performances than their male
counterparts.
3.2 Environment
KDPRP fully mainstreamed the environment component in its activities. There are strong inter linkages
between environment and LED and major infrastructure works. Capacity building in environment
focused on environmental impact assessment, strengthening grassroots institutions for the management
of natural resources and developing templates for environmental planning of LLGs. The following
table gives an overview of the environment specific activities involved.
Environmental damage in Kasese is related to:
The high population growth rate of 3,6% destroying the resource base of many rural households
(soil erosion, encroachment water catchment areas, depletion soil fertility, range land and fish
stocks) and leading to unplanned urban development.
Inappropriate farming techniques of the mountain slopes lead to heavy erosion and silting of the
lakes.
Industrial pollution by the mining companies (water contamination by old copper tailings of the
Kilembe Mines, air pollution of the Hima Cement factory and smaller lime works).
Environment specific period Remarks
1. Revision of the state of the district
environment report
2010-11 advise concept to department, funding roll out in 2 pilot
sub counties, slow uptake department
1. Training natural resource staff on
environmental impact assessment
2011 The head of department was trained on environmental
impact assessment. Short training for focal staff sub
counties.
2. Conducting environmental assessments
for all major infrastructure and economic
activities.
2010-
2013
Environmental assessments were done for the electricity
grids, markets, irrigation schemes, coffee processing and
abattoir.
3. Integrating environmental issues in the
MoU with community based
organisations such a school management
committees and beach management
committees and irrigation associations
2010-
2013
Mitigation efforts were included in the MoU for those
investments and for water and staff houses.
4. Soil and water conservation in the
highlands for coffee farmers and the
lowlands for cotton farmers & Muhokya
irrigation scheme
2010 –
2013
60 Community based trainers were trained on soil &
water conservation in coffee farms and 200 on farm
demos are implemented – 15km contour lines.
In exchange for financial support to the electrification of
their factory, Nyakatonzi Cooperative growers installed
25 demonstration sites on contour ploughing and
ridging. The target for 2013 is to install 35 more
demonstrations
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5. Range land management and sustainable
agriculture were integrated in the dairy
value chain project
2010-
2013
reduction of weeds to improve range land productivity
and reduce the pressure of pastoralist herds on the
natural parks
6. Protection of water catchment and
lobbying for a regulated water
distribution through a basin authority.
2011-12 Adherence to national regulations for water and
irrigation schemes. protection of the catchment areas by
water user groups is a precondition for KDPRP financial
support – by-laws and stop logging charcoal burning are
part of the MoU
7. Urban plans for major town boards in
order to enhance organised development -
Kinyamaseke and Rugendabara.
2011-
2012
tenders in progress
focus on fast growing trade centres
8. Practical pilot on the feasibility of plastic
bottle recycling in Kasese Municipality.
2010 very interesting pilot – unfortunately plastic recycling
was not feasible due to the high transport costs but the
study revealed that there is a strong market for private
rubbish disposal that will complement municipality
services
9. Reduction illegal fishing on Lake George
and Edward
2010-
2013
through provision patrol boat, training of beach
management units and piloting fish farming to reduce
pressure on lake fishing
10. Afforestation 2009-
2012
Establishment of woodlots with CBOs, schools and
churches to reduce erosion and increase water retention
as secondary objectives
11. Promotion of community tourism to
enhance the local support for national
parks
2010-
2012
Improved livestock husbandry and range land
management are promoted in order to reduce the need of
pastoralists to encroach on the national parks.
linking the local hotels stronger to park activities and
tourists
Environment - institutional Remarks
1. Sub county environmental focus person
in 2011
Sub county environmental focus persons were trained on
environmental assessment. LG environmental guidelines were
distributed
LLG are now in the position to assess and monitor the environmental
impact of development activities.
2. Sustainable water distribution regulation
through a basin authority. In 2012
adherence to national regulations for water and irrigation schemes
protection of the catchment areas by water user groups is a
precondition for KDPRP financial support – by-laws and stop
logging charcoal burning are part of the MoU
3. Reduction illegal fishing through
effective 6 beach management units
(BMUs). 2010-13
purchase patrol boat that enables regular patrols by BMUs and
special task force, improvement data collection of fish catches for
sustainability
Environment - responsive Remarks – management project
1. Reduction electricity consumption computers & other devices are systematically switch off after work
2. Reduction fuel consumption Fuel consumption is systematically monitored and cars repaired if
too high. Motorcycles are used as much as possible for field work.
3. Proper garbage disposal & avoidance Garbage is burnt and not allowed to pollute the surroundings.
Drained engine oil is recycled for school & bridge construction.
Drinking water in the office is provided by using a filter to purify the
tap water instead of using bottled water. Promotion of double sided
printing and copying
4. Promote arch bridges Arch bridges have reduced energy requirements (less need
cement and imported building materials).
Better integration of natural stone in the environment
preserves the beauty of landscape and attraction tourism.
5. Extension of electricity line rural areas Will improve access to clean hydro power energy and thus
reduce the consumption of fuel wood. This will reduce the
rate of deforestation
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3.3 Other
Social economy
There has been an effective utilisation of actors and interventions that are neither strictly public sector nor private
sector in nature. Aspects such as community contribution for construction projects, providing a buffer to the poor
through utilisation of cooperatives, SACCOs, VLSAs, farmer associations, user committees, local artisans and
NGOs to complement the public sector investments. Irrigation, water supply schemes and coffee processing are
implemented through CBOs. A call for proposals was launched to select innovative LED investments in
collaboration with the private sector and CBOs.
Children’s rights
The right of children to quality education has been addressed through responding to teacher absenteeism
occasioned by lack of teachers’ housing in remote and poor areas. KDPRP invested in teachers’ housing to
accommodate at least four teachers in 27 selected hard-to-reach schools. In addition, KDPRP invested in training
of special needs coordinators in all primary schools to meet the education needs of children with disabilities.
Under community development, 60 vulnerable children are undergoing vocational training in the informal sector.
A dormitory was constructed for pupils with disabilities so that the Kinyamaseke primary school becomes a
centre of special need education where teachers can specialise.
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4 Steering and Learning
4.1 Action Plan
Recommendation Source Actor Deadline
General 1. Focus on closure activities, assessments and capitalisation
of experiences as outlined in the planning of the closure
3.3.3. KDPRP staff steering committee
30th
June
2013
2. A conducive human resource policy (staff selection, TOR,
on the job backstopping, supervision, remuneration, career
promotion, and evaluation) is required for an efficient LG
civil service so that capacity building efforts translate into
improved service delivery.
3.2.3 Ministry Public
Service, DSC
ongoing
Local Economic Development: infrastructure 1. The second phase of the Congo border market (construction
of lock-ups) needs to be pushed to all the early return of
business activities. The public private partnership with
traders should be finalised as a top priority.
3.3.4. CAO
DEC, town
council, private
investors, PDU
2013-Q1
2. The electrification of cluster II need to be speeded up by
REA. This will require high level follow-up. Sub counties
need to collect the connection fees and adjust development
payments in function of the new design of the grid. Internal
audit should investigate allegations of embezzlement of
community contributions. Document the experience in a
manual in collaboration with REA.
3.3.4. CAO, LC5, area
MPs, sub county
chiefs, electricity
task force
2012-Q1
3. Finalise erosion protection Muhokya irrigation scheme and
develop funding mechanism for operation and maintenance
through the seed production scheme.
3.3.4. sub county chief 2013-Q2
4. Follow-up of management agreements for major
infrastructure works (irrigation, social hall, markets and
abattoir)
3.3.4 LLGs, LED
adviser, CAO
2013-Q2
Local economic development: software activities
1. Elect District LED resource Team and develop LED
strategy to increase skill transfer, ownership &
sustainability
3.3.4 &
3.3.5
CAO 2013-Q1
2. Share with NAADS the LED menu and lessons learnt. 3.3.4 LED adviser
NAADS
coordinator
2013-Q2
3. Improve staffing, role clarity, capacity and supervision of
production extension staff for better service delivery
3.3.4 CAO continuous
Poverty focused activities
1. Integrate findings of the poverty profiling in LLG planning
cycle.
3.3.3 district planner
2013-Q1
2. Need follow-up staff houses: occupation, construction
annexes and impact on– teachers’ absenteeism
3.3.3 sub county chiefs 2013-Q2
Revenue enhancement
1. Finalise social hall as capital revenue project. Budget for
additional works, furniture and garden development.
3.4.2 DE, PDU,
CAO
2013-Q2
2. Broadening tax base : focus effort on revenue sources with
high yield potential: cotton & coffee cess, (mobile
telephone masts, billboards and royalties on hydro power
stations
3.4.3 CFO
commercial
officer
continuous
4. Before new LLGs and TC are created a in-depth analysis
should be made on the local revenue impact for the new and
old LLGs structures
3.4.4 CAO
council
continuous
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5. Balance local revenue spending between funding the
operations, service delivery and O&M. Publicise how local
revenue is spent to generate trust into the tax payers.
3.4.3 CAO
CFO
continuous
6. Through the association of local governments, lobby for
sustainable local revenue mechanism at central level.
3.4.4 LC5
CAO
continuous
7. Consider difficult experience of Kasese district (and other
districts) while reviewing fiscal reforms and the G-tax
compensation.
3.4.3 MoLG continuous
Capacity building 1. Include activities to promote downward accountability and
communication on LG resource flows and performance.
Examples are public expenditure tracking.
3.5.3
MTR
CAO continuous
1. Evaluation how scholarships affect the LG service delivery
and staff performance
3.5.3 PPO KDPRP accountant
2013-Q1
2. Broadened communication flow with LLGs through use of
local FM radio, SMS – official communication with Sub
County is not enough.
MTR KDPRP district communication
officer
continuous
2. Sharing of valuable LED experiences through established
decentralisation working group, public sector working
group and joint annual review of decentralisation
3.3.3
MTR
CAO
MoLG
2013-Q2
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4.2 Lessons Learned
Lessons learnt Target audience
Decentralisation
1. The TFF highlights the importance of capacity building of the lower local governments. In
line with NAADS and CDD, there has been a strong demand for full financial
decentralisation to the LLGs. However, many sub counties do not meet the minimum criteria
of sound financial management and there is an increased risk of fragmented budgets with
little impact. A balance has to be struck between the “political correct” local ownership and
capacity building on one side and the efficiency & impact of development programmes and
risk management on the other. Further mentoring, capacity building and a menu of standard
development packages can help to mitigate the shortcomings. It is recommended to have a
customised approach in function of the existing capacity of local lower governments and to
allow for a larger autonomy of the well performing LLGs. Further support to the internal
audits and assessment are anticipated.
MoLG
donors
District
Councils
Sub Counties
2. There is no automatism that decentralisation as such will enhance public service delivery.
Much depends on the already existing management capacity. Entities that are doing well will
do better with increased delegation. Entities that are managed poorly will further deteriorate.
Much depends on the quality of leadership in place which is difficult to address with external
assistance. While convenient from a local political perspective, the creation of more local
governments aggravates the existing gaps of human resources (engineering & accounting
staff), local revenue and development funding. Advantages of scale are lost.
MoLG
3. Delegation of activities to NGOs, private sector and the civic society is no guarantee for
quality implementation. Projects implemented by NGOs/ CBOs had the same success rate as
those implemented by the local government. The processing of call for proposals from NGOs
is very labour intensive and is therefore best carried out in 2 steps. The first step should just
involve a brief description of the idea and summary budget. Only shortlisted proposals
should then be selected on a more detailed budget and elaborated concept paper.
KDLG
BTC & other
donors
4. Limits to participatory planning & budgeting: costs, economies of scale and planning fatigue.
If done according to the requirements, the LG planning and budgeting cycle is very resource
intensive. Funding is usually not available to carry out the exercise at village and parish
level. The newly adopted 5 year development plan helps to reduce planning transaction costs.
Planning fatigue is widespread as many grassroots proposals are not included in the budget
due to funding constraints. Another constraint is that only micro projects are addressed and
large district or regional projects are left out. The planning guidelines should acknowledge
the funding constraints and give recommendations how to deal with the situation in practice.
MoLG
NPA
Fiscal decentralisation, local revenue and local contribution
5. There is a competing relationship between LLGs and the district for local revenue. The
impact of the creation of new town councils on the finances of the district and remaining
rural sub counties should be considered. For the central government, it might be appropriate
to review the relevant legislation and allow for revenue sharing.
MoLG
MoFPED
6. Local contribution is an essential tool for building local ownership, improved communication
between the different LG levels and local resource mobilisation for development. Given the
resource constraints and the overwhelming development challenges, it is recommended to
promote the principle of local contribution. The allocation of development funds based on
effective community contribution is a more just principle than electoral campaign
considerations. At the same time, it is acknowledged that local contribution will usually slow
down implementation and will require additional monitoring efforts.
MoLG
councillors
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Lessons learnt Target audience
Public procurement & consultancies
7. The alignment with LG public procurement is required for legal and capacity building
purposes. However, it comes at a cost of reduced efficiency, delayed implementation and
heavy investment of human resources. In order to get value for money through public
procurement, the process has to be managed rigorously. Competition is limited as many
genuine businesses fear canvassing, late payments, heavy taxation and corruption. During a
limited time-span of the 4-5 years of the average development programme, it is difficult to
implement 2 full procurement cycles (design and actual construction). It is recommended to
procure the design under regie to allow for sufficient implementation time of the actual
works.
BTC & other
donors
8. Consultants are often seen as a quick fix. However – much work has to be invested in the
TOR, the procurement and quality control of their work. Quite some consultants are not
performing up to standard. They are overstretched and work is delegated to junior staff
without quality control. Many departments lack the time and expertise to verify the quality of
the work of the consultant. As with construction contracts, design contracts should have
retention money that is paid once the structure designed is finally constructed.
KDLG
BTC
LED interventions & infrastructure
9. Electricity supply is crucial for business creation and social service delivery. However, the
standard costs of 12.000 US$/km electricity line is prohibitive even if co-funded by REA.
It is recommended to remove the VAT taxation and to open up the electricity market in
Uganda to increase competition and reduce costs. To reduce risks and enhance efficiency, sub
counties need stronger regulations and supervision for the design of the grid (minimum
standards to promote feasibility), respect available resources and the collection of community
contributions.
MoFPED
REA
10. Arch bridges are a strong and cost efficient technology for rural roads. While relying on local
resources, cost savings of >75% as compared to reinforced concrete structures are obtained.
It is recommended that arch bridges are included in the packages for Community Access
Roads and the technology is promoted country wide to have a major improvement of rural
transport.
MoLG
Min Works
donors
crossroads
11. Addressing maintenance in sustainable way through user contributions remains a big
challenge especially in rural communities. In line with the TFF, the approach of only funding
infrastructure works when maintenance modalities are in place should be sustained. Where
projects are implemented on private land, evidence of ownership transfer can help safeguard
the public investment from encroachment. LGs & beneficiaries should commit to set up a
fund to handle the operation and maintenance costs.
KDLG
MoLG
12. The budgets of works departments are typically 3-4 billion Ush per financial year . They are
the highest for development funding but involved also the highest risks. As a consequence,
capacity building should focus on works staff in order to strengthen technical expertise,
procurement and professional ethics of engineering staff. Districts are struggling to employ
qualified technicians as there is heavy competition from the private sector. The requirement
that the head of department should be a fully registered engineer is overstretching the
capacity of the local governments.
MoLG
Mo Works
13. Districts with a large fishery sector should consider to promote commercial fish farming to
reduce the pressure on the fish stocks of the lakes. Major limitations are the donor-
dependency (fully subsidized fry and feed in the past) and technical backstopping. NAADS
can play a role through the piloting of low cost locally-formulated feeds, cage fish farming,
community-based extension services and the technical assistance to fry hatcheries. The focus
should be on tilapia culture (herbivore, fast production cycle and easier multiplication).
NAADS
fishery
department
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Lessons learnt Target audience
14. Appreciation and adoption of Local Economic Development (LED) in the context of Local
Government takes time as different stakeholders have different approaches and perspectives.
Piloting new interventions such as Local Economic Development (LED) and associated
capacity development requirements should have a single focus. In the case of KDPRP, the
choice to combine LED with additional of issues related to poverty and environment has
resulted in a highly complex project that local partners can find challenging to implement.
MoLG
donors
Poverty Reduction
15. Increased funding allocation for poor areas where development challenges are the biggest is a
laudable principle. However, the LG absorption capacity might not be in place and LED
activities might be difficult to sustain given the limited market dynamics.
MoLG
16. Staff houses have been promoted to reduce teachers’ and health workers absenteeism. The
impact of staff houses however still has to be assessed. Staff houses are only a pre-condition
for combating teachers’ absenteeism. Supervision, the school inspectorate and school
management committee, involvement and appreciation of parents are equally important
factors.
MoES
KDLG
17. When well targeted proven pro-poor micro finance methodologies (e.g. Village Savings &
Loan Associations ) coupled with other business development services (e.g. business training
& extension, revolving input fund etc) not only improve the income earning capacity of the
poor but also increase social cohesion and self esteem. Access to pro-poor financial services
should be given priority in poverty reduction programs.
KDLG
18. The current level of vocational training (both formal and informal) is ineffective to combat
poverty. The low quality of the technical training, the lack of entrepreneurial skills training
and market saturation of the same trades are the main constraints. Innovation, stronger
selection of the trainees on business attitude, links with leading successful enterprises to lift
the standard of teaching are required to prepare trainees for the job market. Linkages with
microfinance institutions and pre-selection of trainees on entrepreneurial attitude and viable
trades are crucial considerations to enhance the start of their own business.
KDLG
LG Capacity building
19. A conducive human resource policy (staff selection, TOR, on the job backstopping,
supervision, remuneration, career promotion, and evaluation) is required for an efficient LG
civil service so that capacity building efforts translate into improved service delivery.
MoLG
civil service
district service
commission
20. Investment in LG assessment mentoring pays off as sub counties are able to access additional
funding. Criteria set out in the LG annual assessment should evolve over years. The current
criteria are minimum criteria. In order to step up public service delivery, those criteria need
to be strengthened to avoid that the assessment becomes a ticking exercise. The LG financial
assessment should be streamlined with the audit reports as sometimes they are contradicting.
The link between performance contracts and LG assessment should be established. In order
to keep the motivation, reward sub counties should effectively get a higher budget allocation
and the staff of sub-counties that are penalised should be automatically reprimanded.
MoLG
donors
KDLG
21. Regular involvement of political leadership and other key stakeholders in the project
activities is critical to ensure ownership, sustainability and effectiveness of interventions. On
the other hand, impartiality and non partisanship are required to avoid that development
programmes are taken over for electoral purposes.
MoLG
donors
Intervention models : area based & open ended programmes
22. In early 2000, area based programmes were seen as an outdated intervention model.
However, with the high level corruption scandals of sector support in Uganda, local
governments call for their direct funding by donors. Donor agencies should consider
combining sector support with the implementation at district level to test and develop
policies and aid modalities and get a direct feedback from the grassroots.
BTC
MoLG
23. KDPRP was designed as an open ended programme as a reaction of the tight defined
activities of phase 1. The open ended nature left room for opportunities such as electrification
BTC
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& the border market which were not identified during the formulation. On the other hand the
vast programme thematic coverage (capacity building, revenue enhancement, LED, poverty
reduction) reduced efficiency and impact. Given the large number of stakeholders, clear
priority setting is difficult and trade-offs are reducing efficiency. It is recommended to have a
limited menu option from which departments and lower local governments can choose. This
allows for specialisation, capacity building, economies of scale and impact.
Context factors – demography
24. The population growth off sets the development efforts. The population factor is not
sufficiently acknowledged in the context of Kasese. Although all the government and donor
efforts, development indicators for water, health and education are dropping. There is a need
to address the population growth for sustainable development more prominently in policies
and the district development plan.
KDLG
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5 Annexes
5.1 Original Logical framework
Annex 1: Logical framework KDPRP
Hierarchy of objectives
Key performance indicators Means of verification Critical assumptions
General
Incomes of the
population especially the
most disadvantaged
improved in a
sustainable manner
Poverty profiling reveals reduced
vulnerability in the general population
the population satisfaction with LG
services as defined by IGG survey
increased by 5% per annum (indicator
1.2, LGSIP, Service Delivery)
Ratio of households below the poverty
level
Food security situation in the district:
ratio of people undernourished (PEAP
indicator)
Average household expenditures
% increase of locally generated revenue
in LGs through pay of direct taxes and
revenue generating ventures (indicator
5.2, LGSIP LED)
Periodic poverty profiling
reports
IGG integrity survey
District aggregated
poverty indicators
Poll/survey
Household Budget Survey
Poverty Status Reports
National annual
performance monitoring
of local governments
Security prevails in
and around the
district & national
economic growth
continues
IGG survey
implemented as
planned
Specific
The Kasese Local
Authorities’ Capacities
for Improved Service
Delivery and Local
Economic Development
Strengthened
% LG meeting service delivery
standards (indicator 1.1, LGSIP service
delivery)
Increased access to public services
(LED, water, health etc.)
District and LLG DPs execution rate
Implementation ratio of the investment
component of the budget
District and LLG plans
and budgets
Quartely progress reports
Project evaluations
National annual
performance monitoring
of local governments
Service delivery
standards are
developed at national
level
Continous fiscal
transfers from central
government to
Kasese district
Regional peace and
security
Continued central
government support
for decentralization
Adequate guidelines
are disseminated by
MoLG to facilitate
the collection of
meaningful local
revenue as per Bill
No. 16, Local
Government
(Amendment) Bill
2007”. (This bill was
disseminated in May
2008.)
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Results
Result 1: Prioritized
investments in the District
and Lower Local
Government Development
Plans are implemented by
block grants to the
District and LLGs which
are flexible but emphasize
local economic
development and poverty
focused activities
District and LLG annual work plans
developed and implemented with a
minimum of 15% of funds allocated for,
and spent on marginalized groups, 15%
for environmental protection and 40%
for LED
Growth of private sector investments in
Kasese District should increase by 20%
per annum (Indicator 6.3, LGSIP, and
LED. Progress per annum adjusted
Increase of % of local revenue relative to
investments
Gender and environment integrated into
100% of HLG and LLG plans and
Budget Framework Papers
District and LLG plans
and budgets
Progress reports including
financial reports
Private sector growth
surveys/Uganda
Investment Authority
National annual
performance monitoring
of local governments
Timely central
government fiscal
transfers to the
district in same or
higher proportions
Definitions of LED
and marginalised are
functional in
planning and
reporting
Result 2: Local revenue
generation and collection
improved in a sustainable
manner that balances the
need for local economic
development with the
need for resources
required to meet service
delivery standards
Locally generated revenue as a share of
LG budget increased by 10% per annum.
(Indicator 6.3, LGSIP, Fiscal
Decentralization)
Adequate support measures that promote
sustainable revenue generation are in
place
Internal revenue
departmental reports
Final accounts/LOGFIAS
(LGFC)
Interviews with revenue
generating sources
National policies on
revenue generation
are conducive to
increasing the
revenue base at
district and LLG
level
Result 3: The district
capacity to deliver
improved incomes and
poverty alleviation
strengthened while
improving democracy and
accountability in the
district local government
A comprehensive HRD strategy and plan
developed and integrated into DDPs
Improved extension & support services
in LED sectors
Kasese District Capacity Building Plans
meets the national assessment criteria
(Indicator 3.4, LGSIP, Admin Decent.,
adjusted for relevance)
% of LGs in Kasese District that have
ratified, applied and are implementing
the Charter on Accountability and Code
of Conduct (Indicator 5.8, LGSIP).
Good Governance
Increased public accountability of
resource allocation and expenditures at
all levels
CSO reports on Poverty
Resource Monitoring
LLG and district progress
reports
Specific reports on
capacity building
Community satisfaction
score cards
National annual
performance monitoring
of local governments
Central government
support to
decentralization
continues –
guidelines, capacity
building etc
Central government
ban on staff
recruitment is eased. Result 4: The lower
local government
capacity to deliver
improved incomes and
poverty alleviation
strengthened while
improving democracy
and accountability in
their respective
jurisdictions
Inputs
Support for District
Development Plans
Support Lower Local
Government
Development Plans
35% of total budget & includes the costs
for results 2,3 and 4
65% of total programme budget
Transfer remittances to
the district & LLGs
Annual financial reports
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5.2 Updated Logical framework
Hierarchy of objectives Key performance indicators Means of verification
Critical assumptions
General
Incomes of the population especially the most disadvantaged improved in a sustainable manner
The percentage of the district population below the poverty level reduced from 48.5% to 44% by 2014;
UBOS Household Poll/survey. Poverty profiling reports
Security prevails in and around the district & national economic growth continues
High population growth of 3.6% is reduced
10% increase of locally generated revenue in LGs through pay of direct taxes and revenue generating ventures
UBOS Household Poll/survey. Poverty profiling & participatory planning report
Specific
The Kasese Local Authorities’ Capacities for Improved Service Delivery and Local Economic Development Strengthened
40% of sampled businesses perceive an improvement in LED extension & support services
EOP evaluation Improved decentralization or improved LG capacity has a direct link with economic growth and employment creation.
The district is not fragmented into new local governments
District & 50% LLGs consistently receive a reward during the annual assessment starting 2010
National annual assessment report
Growth of private sector investments as measured by pay of LST in Kasese District should increase by 20% per annum
District & LLGs revenue reports
Annual business census reports
Productivity (as measured by output/input) in supported LED subsectors
12 increased by 10% by end
of project
Baseline surveys
EOP evaluation
Results
Result 1: Prioritised investments in the District and Lower Local Government Development Plans are implemented by block grants to the District and LLGs which are flexible but emphasize local economic development and poverty focused activities
10%of LG annual work plans developed and implemented with a minimum of 15% of funds allocated for and spent on marginalized groups
13, 15% for environment
protection and 40% for LED-
District and LLG KDPRP plans and budgets
National annual Assessments reports
Timely central government fiscal transfers to the district in same or higher proportions
10 economic infrastructure projects14
designed & constructed with upfront indication of viability & operation & maintenance measures
Quarterly reports. Field visit report, budget framework papers
No significant exchange rate devaluation
1000 households/businesses connected to the national electricity grid by end of project
KIL &UMEME reports
Inflation is managed within acceptable limits
Other stakeholders
10,000 businesses provided technical/business training & extension services
EOP evaluation reports. Annual business census
10 pro-poor LED initiatives for marginalized supported by the project
15
Community services quarterly monitoring report
100 hectares of trees planted on bare hills, water catchments and private/public land with survival rate over 70%
Forestry quarterly reports
12
Dairy, coffee, fish, tourism, woodlots 13
Women, youth, orphans, disabled, elderly, minority 14
Bridges, markets, abattoirs, irrigation schemes 15
Pro-poor LED initiatives: vocational training, micro-finance, pastoralists, women initiatives
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Hierarchy of objectives Key performance indicators Means of verification
Critical assumptions
2 towns have physical development plans approved & implemented
Quarterly reports do their work in time
Over 10,000 people benefit from 3 well protected water schemes constructed in hard to reach areas
Water & environment sector quarterly reports
30 staff houses constructed in hard to reach areas and used by end of project
EMIS. Quarterly inspection reports
Result 2: Local revenue generation and collection improved in a sustainable manner that balances the need for local economic development with the need for resources required to meet service delivery standards
50% LGs with locally generated revenue as a share of LG budgets increasing by 10% per annum.
Quarterly District, LLG & Municipality revenue reports
National policies on revenue generation are conducive to increasing the revenue base at district and LLG level
15% LGs with tax collection costs as a percentage of actual revenue of 5% or less
Final accounts/LOGFIAS (LGFC)
10% of LGs invest at least 15% of locally generated revenue in LED promotion investments in order to sustain revenue collection by end of project
Final accounts Continous fiscal transfers from central government to Kasese district
20%LGs have developed and operationalised local revenue enhancement strategies
District and LLG reports
15% LGs consistently meet the national criteria on local revenue performance starting 2010
National & internal assessment reports
Result 3: District capacity to deliver improved services and poverty alleviation strengthened while improving democracy and accountability in the district local government
A comprehensive district HRD strategy and plan developed and integrated into DDP
District personnel records
Central government guidelines, capacity building developed
District Capacity Building Plans meet the national assessment criteria (Indicator 3.4, LGSIP, Admin Decent’ion, adjusted for relevance)
DDP and HRD plans
National annual assessment of local governments
A Comprehensive District LED strategy by June 2013 and existing PPP strategy revised by the end of December 2012
District records
35 district staff awarded scholarships to undertake bonded capacity development courses
LLG, district progress reports
critical HR management issues are addressed
16
25 pilot Public Private Partnership projects designed and implemented in accordance with district PPP strategy
LLG, district & partner progress reports
Conducive PPP policy formulated by central government
Result 4: The lower local government capacity to deliver improved services and poverty alleviation strengthened while improving democracy and accountability in the LLGs
65% of LLGs consistently meet national assessment criteria
National & internal annual assessment reports
expertise and funding is available for CSO to do public expenditure monitoring
30% LLGs have mainstreamed & implemented LED, gender and environment activities
National annual assessment reports
16
Staffing numbers, remuneration, merit based selection, on the job backstopping,
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Hierarchy of objectives Key performance indicators Means of verification
Critical assumptions
80 LLG staff mentored or awarded bonded capacity development scholarships
LLG, district progress reports
70% LLG submit final accounts in time District progress reports
75% LLGs audited within the statutory time
Audit reports
20 mentored parish development committees have quality development plans
Progress reports
65% of LLGs meet minimum audit standards
Audit reports
Component Activities
Poverty focused activities
1. Water supply
2. Education – staff houses & dormitories
3. Health staff houses
4. Vocational training for disabled & orphans
5. Functional adult literacy
LED promotion activities
1. Economic infrastructure
2. Enterprise development
3. LED governance
4. Physical planning
5. Investment promotion
Capacity building activities
1. Retooling
2. scholarships
3. Training/mentorship/induction
4. Systems/guidelines/strategies
5. Internal audit
6. Participatory planning & annual assessment
Revenue generation
1. Revenue generating ventures (markets, abattoirs, social halls, stalls etc)
2. Review of revenue enhancement strategies
Assessments of revenue sources (markets, fish landing sites, hotels etc)
Inputs
Support for District Development Plans
Support Lower Local Government Development Plans
35% of total budget & includes the costs for results 2,3 and 4
65% of total programme budget
Transfer remittances to the district & LLGs
Annual financial reports
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5.3 MoRe Results at a glance
Logical framework’s results or indicators modified in last 12 months?
Yes and approved by steering committee 31/08/2012
Baseline Report registered on PIT? No
Planning MTR Q3 2011
Planning ETR Q3 2013
Backstopping missions since 01/01/2012
>Aka Gulten – decentralisation Feb 2012. >Rebecca Scheps – finance July 2012 (in Kampala) >Koen Goekint – operational manager Oct 2012 (in Kamp) >28-29
th November 2012 communication (in Kampala)
5.4 “Budget versus current (y – m)” Report
Provide ”Budget versus current (y – m)” Report (this can be annexed to this document and doesn(t have to be included in the report as such.)
5.5 Resources
Kasese District Poverty Profiling 2011
Brochure KDPRP interventions
Manual stone arch bridge construction 2012
Spreadsheet material calculation arch bridges
Video on junior assistants
Video on arch bridge construction
Piloting fish farming in Kasese
BTC, Belgian development agency 9/04/2013
52
5.6 Decisions taken by the JLCB and follow-up
Provide an overview of the important strategic decisions taken by the JLCB and the follow-up of those decisions.
Decision to take Action Follow-up
Decision to take Period of
identification
Source Actor Action(s) Resp. Deadline Progress Status
Adjustment contract price to cater for inflation
2011-Q4 impl. & MTR
contractors councillors
no adjustment in line PPDA regulations – contract period < 18 months
PDU May 2012
implemented F
Commitment community contribution 2011-2013
impl. & MTR
CAO, LC5, DEO,
LC5 and LC3 mobilise their communities Sub counties contribute from LGMSD funding
political leaders
sub county chiefs
ongoing
>electrification development ok, connection fee pending >staff houses 70% primary schools still to build annexes >arch bridges – done albeit slow mobilization stones >Muhokya irrigation – paid by sub county – irrigation association needs to take bigger role >Municipality finished almost contribution abattoir
P
Increased allocation to strategic economic infrastructure
2012-Q1 impl & TFF
DEC and KDLG
more funds allocated to works from capacity building
KDPRP FY 2012-
13 implemented F
Increased allocation for quality control Jul 2013
impl. & process no objection BTC
BTC Belgium
budget allocated under regie: clerks to works all important sites + consultancy quality control
KDPRP FY 2012-
13 implemented F
Enhance district revenue March 2012
chairperson
finance department
Reliable data base, enhance revenue contract, management, assess introduction crop cess, improve link service delivery – taxation.
finance departm
FY 2012-13
BMU revenue reviewed social hall under construction crop cess pending but stakeholders sensitized
P
BTC, Belgian development agency 9/04/2013
53
Decision to take Action Follow-up
Decision to take Period of
identification
Source Actor Action(s) Resp. Deadline Progress Status
LED strategy 2012 MTR / TFF
commerce LED
adviser
compose LED team linkages production, commerce, works
CAO/ comer
ce/ LED team
FY 2012-13
LED P
District tender tax not to be applied for KDPRP funded activities
March 2012
procur KDLG seek clarification
April 2012
district tender tax removed F
Midterm review recommendations 2012-2013
MTR steering
committee various recommendations
KDPRP KDLG
FY2012-13
majority implemented some ongoing
P
Reviewed log frame 2011 MTR KDPRP new log-frame elaborated with KDLG and approved steering committee
KDPRP Jun 2013 implemented F
Management arrangements for economic infrastructure (market, abattoir, irrigation scheme, coffee processing, social hall)
2011 impl.& MTR
KDLG KDPRP town
councils KMC
irrigation
Border market Muhokya irrigation scheme Social hall Municipality abattoir coffee processing equipment
KDLG KDPRP town
councils KMC
irrigation
FY2012-13
pending P
Approval work plan and budget FY 2012-2013
2012 bud cycle KDPRP none KDPRP Jul 2012 implemented F
Approval work plan 2012 March 2012
project cycle
KDPRP
PIA monitoring fin management, increase revenue – see below, develop LED strategy see below
KDPRP March 2012
implemented F
Approval audit report 2011 2011 audit
audit firm on behalf auditor general
resolve controversy as 2 audit opinion (finance and management controls) which is not standard recovery outstanding advances
audit firm
Aug 2012
implemented one audit opinion
advances considerably reduced
F
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