EVALUATION OF DANIDA’S FELLOWSHIP/media/UM/Danish-site/Documents/Danida/...Evaluation of...

October 2012

EVALUATION OF DANIDA’S FELLOWSHIP

PROGRAMME

Uganda Country Case Study Report

Mike Kiernan

Peter Ssentengo

Ritah Naggayi

Evaluation of Danida’s Fellowship Programme: Uganda Case Study

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Acknowledgements

Two country case studies were carried out as part of the evaluation of the Danida Fellowship Programme (DFP), in Ghana and Uganda. This report sets out the findings of the Uganda case study.

The evaluation team would like to express their sincere thanks to the Head of Development, Mr. Henrik Larsen, and his staff at the Royal Danish Embassy in Kampala for their warm cooperation and assistance with the case study, and in particular to Mr. Peter Ogwel who, in his role as focal point for the Fellowship Programme, provided invaluable help in facilitating the practical arrangements for the study, in setting up meetings and in helping us to understand how the Programme operates. Mr. Ogwel’s predecessor, Ms. Miriam Kutessa, also provided insightful information. We are very grateful to the Director of the Danida Fellowship Centre in Copenhagen, Ms. Anne Christensen, and her staff for the extensive information they made available to us before and during the case study visit and for their help in interpreting it.

We would also like to thank very warmly all those – former DFP Fellows, their managers and other stakeholders – who kindly gave up their time to meet the evaluators and to provide us with the information and opinions on which this report is based. To respect the confidentiality of these interlocutors we have refrained from attributing the views cited here to identifiable individuals.

This case study will not be printed but will be available from www.evaluation.dk.

Responsibility for the content and presentation of the findings rests with the authors.

http://www.evaluation.dk/


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Table of contents

Acknowledgements 2

Abbreviations 4

1 Introduction 5

1.1 Purpose of the case studies 5

1.2 Methodology 5

1.3 Conduct of the Uganda case study 7

2 Country Profile 8

2.1 Danida’s engagement with Uganda 8

2.2 The policy framework for capacity development 9

3 The Danida Fellowship Programme in Uganda 13

3.1 Overview of the DFP in Uganda 13

3.2 Country Southern Training Institutes 18

4 Findings 20

4.1 Relevance 20

4.2 Effectiveness 20

4.3 Efficiency 23

4.4 Impact and sustainability 23

5 Implications for the Evaluation 24

Annex A Country Case Study programme – people met 26

Annex B Survey of participants 29

Annex C Profile of DFP Partner Institutions in Uganda 36


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Abbreviations

aBi Agribusiness Initiative Trust

BUDS Business Uganda Development Scheme

DFC Danida Fellowship Centre

DFP Danida Fellowship Programme

DGF Democratic Governance Facility

DKK Danish Kroner

ILI-ACLE International Law Institute-African Centre for Legal Excellence

MAIFF Ministry of Agriculture, Animal Industry and Fisheries

MDG Millennium Development Goal

MFA Ministry of Foreign Affairs

MoFPED Ministry of Finance, Planning and Economic Development

NDP National Development Plan

NGO Non-Governmental Organisation

OPM Oxford Policy Management

PEAP Poverty Eradication Action Plan

PSFU Private Sector Foundation Uganda

SME Small and Medium Enterprise

STI Southern Training Institute

TA Technical Assistance

ToR Terms of Reference

TSA (earlier name for Danida’s technical services division, now UFT)

UFT (see TSA)

UGOGO Uganda Good Governance Programme

UJAS Uganda Joint Assistance Strategy

UMI Uganda Management Institute


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1 Introduction

1.1 Purpose of the case studies

This country case study is one component of an evaluation of the support provided by the Ministry of Foreign Affairs (MFA) and Danida programmes to the Danida Fellowship Programme (DFP). The overall purpose of the evaluation is to document and assess both the activities supported and the results they have achieved. The evaluation is intended to cover the entire geographical scope of the DFP, which is very wide: in 2011, for example, 1260 Fellowship holders from 41 countries participated in DFP activities in Denmark and abroad. In order to ensure sufficient depth and specificity in the analysis, including the possibility of locating specific examples of changes induced by the activities at the level of outcome and impact, the Terms of Reference (ToR) for the evaluation determined that fieldwork would be conducted in two selected partner countries.

Uganda and Ghana were proposed in the ToR as possible locations for these country case studies, as both have provided substantial numbers of participants for the DFP, and in both the Danida Fellowship Centre (DFC), which administers the DFP, is working with local training institutions to run training courses in-country (making possible direct comparisons between the provision of training in Denmark and locally). This choice of locations was confirmed during the inception phase of the evaluation.

The country case studies are only one among several approaches being adopted to the collection of evidence for the evaluation; others include online surveys of DFP participants, training providers and Danish Embassies, and analysis of the DFC database to examine the composition of the DFP training portfolio and the population of fellowship holders. These will enable quantitative evidence to be generated regarding the programme as a whole. The purpose of the country case studies is to provide supporting qualitative analysis, which is intended to allow greater insight into how the DFP operates in practice, the value placed on it by participants, Danida programmes and partner organisations, and the kind of results that can be attributed to it.

1.2 Methodology

Interviews with key informants were the core of the case study. The interviews were framed according to the ‘Mapping of Questions’ as articulated in the Inception Report but expanded as required by the context.

A series of meetings were held with the senior staff of the Danish embassy, in particular the key programme officers, with Danida programme Advisers, with the staff of relevant Danida partner institutions and with DFP Fellows (details are in Annex A). However, it was not possible, in the limited time available, to meet other aid agencies.

Visits were made to two DFP Southern Training Institutes (STIs), and to four organisations that were supplying fellows to DFP:

Democratic Governance Facility (DGF) (and Ministry of Justice)

The Agribusiness Initiative Trust (aBi)


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Private Sector Foundation Uganda (PSFU)

The Ministry of Agriculture, Animal Industry and Fisheries (MAAIF).

The information obtained from the country visit is supplemented by information from the on-line surveys (DFP Fellows, embassies and course providers).

Draft findings and Emerging Issues were discussed at a debriefing meeting at the Danish embassy. The findings and comments on issues, however, are those of the consultants alone.

The collection of evidence was structured so as to contribute to answering, within the country context, the four key evaluation questions on which the evaluation as a whole is focused:

A. Relevance: are the objectives and approach of the DFP consistent with priorities, policies and needs?

B. Effectiveness: have the objectives of the DFP been achieved?

C. Efficiency: how economically have resources applied been converted to results?

D. Impact and sustainability: to what extent has wider and lasting impact been achieved?

Within this overarching framework, particular issues were identified which needed to be investigated through the country case study. These were:

The linkages between the goals of Danida’s Uganda programmes and the training provided by DFP, including

o The ways in which appropriate interdisciplinary training courses are identified;

o The methods by which participants are selected;

o The effectiveness of the training received in furthering programme goals, and any factors which limit effectiveness;

The role of the embassy in

o shaping the DFP portfolio of training opportunities;

o participating in the selection of participants;

The perceived effectiveness of exposure to Denmark through the DFP in furthering Denmark’s public diplomacy objectives;

Former fellows’ perceptions of the effectiveness of the training received and the extent to which they have been able to put their learning into practice;

Perceptions from STIs of their relationship with DFP, including

o ownership of the courses;

o process for commissioning courses;

o DFP support for training preparation, delivery and evaluation;

o quality assurance;

o capacity building;

The perceived results of the DFP within counterpart organisations who have sent substantial numbers of staff on DFP courses, including

o the benefits experienced within the organisation from the training;


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o the extent to which the learning acquired has been retained and utilised within the organisation;

o any efforts that have been made internally to increase the chances of retention and utilisation through disseminating and recording what has been learned.

1.3 Conduct of the Uganda case study

The case study was carried out by Mr M. Kiernan (external consultant to OPM/SIPU) and by Mr. P. Ssentengo and Ms. Ritah Naggayi (Director and staff member of the Centre for Performance Management, Kampala). The study was carried out in the week June 10-15, 2012. Discussions were held with Danish embassy leadership, embassy programme officers, programme advisers, partner institutions/ministries, the two STIs (Uganda Management Institute and the International Law Institute). A visit was made to Makerere University for comparison purposes and to investigate its role and potential in national capacity development. The team also had the opportunity to observe training at the two STIs and to interview a number of course participants as well as past fellows. See Annex A: Consultancy Schedule.

The team was not able to meet with the Danish Ambassador who had left on the completion of her term of office and had not yet been replaced. However, the Head of Development, Mr. Henrik Larsen, had the institutional memory of the embassy and was extremely helpful. The DFP Contact Person, Mr. Peter Ogwal, had only been in position for one week as the long-term (three years) Contact Person, Miriam Mutessa, had terminated her contract. However, Ms. Mutessa was kind enough to meet with the team and provided valuable insights.

Meetings were held with five partner institutions (MAIFF, DGF, Ministry of Justice (Rights, Justice and Peace Project), the Private Sector Foundation, Uganda, and the Agribusiness Initiative Trust (aBi). For logistical reasons it was only possible to meet with past DFC fellows in MAIFF and DGF. It was possible however to observe training courses being conducted by the two Ugandan STIs.

Responses from Ugandan course participants to the general survey of course participants are also provided and are presented in Annex B.


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2 Country Profile

The purpose of this chapter is to present a summary of Denmark’s evolving development cooperation relationship with Uganda and the part played in this by support to capacity development, as context for and background to an examination of the contribution made by DFP to these broader capacity development efforts.

2.1 Danida’s engagement with Uganda

Actively implementing the Paris Declaration on Aid Effectiveness, among many other things stressing the need for better harmonisation, Denmark has joined other development partners in the Uganda Joint Assistance Strategy (UJAS), the strategy setting out the overall framework for cooperation between development partners and the Government of Uganda. In a significant break from past practice, Danida/Uganda has not developed a specific Danida Uganda Strategic Plan (the last ended in 2008). Instead, Danida support is based on the National Development Plan (poverty alleviation), following the principles of the UJAS, and aligned to Danida’s global policies.

Danida’s programme in Uganda is also guided by the Danida’s latest (2011) development policy strategic directions: ‘Towards a Better Life’, as articulated in its four strategic components: a) Human Rights & Democracy, b) Green Growth, c) Fragility and d) Human Development. Coordination and harmonisation with other development partners is central to this approach and Danida current programmes are mostly joint programmes with other major donors. The embassy will however develop a Uganda Development Policy paper but this is more focused on the home (DK) constituency, and will address not only development aid, but the political, commercial and trade issues.

Denmark is the third largest donor in Uganda, and currently provides sector budget support to a) water and sanitation, b) local roads in the poorest districts and c) to the government’s peace and reconstruction activities in Northern Uganda. Denmark also provides programme support to growth and employment to assist in the Government’s export-driven economy. Support is provided to the agricultural sector, in particular to agro-industry for small and medium enterprises. This support is concentrated in North Uganda where poverty is double that of the rest of the country. Major specific Danida programmes include the following:

Growth and Employment

Danida Business Finance targets key infrastructure and industry sectors where investment improves the climate for economic development, in particular for the private sector. Danida Business Partnerships facilitate establishment of partnerships that have significant impact on development in poor communities. The aim is to create value both for partners and for the local society. U-Growth (Uganda Growth) is a rural economic development programme focusing on growth and employment creation with agriculture and agribusiness at its core, with three components: Public Sector Agriculture Support, Rural Transport Infrastructure, and the Agribusiness Initiative.

Good Governance

Denmark has supported activities in the area of governance in Uganda for more than fifteen years with programmes for democratisation, justice, peace and conflict resolution, human rights, public service management and reform and anti-corruption. In July 2011 the new Uganda Good Governance Programme – UGOGO – formally commenced. This comprehensive programme is Denmark's


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support to good governance in Uganda until June 2016. Danida support to good governance is also coordinated with other development partners by participation in various development partner groups and on-going dialogue with national stakeholders and development partners about aligned funding mechanisms and intervention priorities outside the DGF. This programme has developed into a multi-donor programme – Democratic Governance Facility (DFG). Most of the UGOGO staff were transferred to the DGF and had already benefitted from on-the-job and specific course participation (esp. on Human Rights Approaches to Development). The Rights Justice and Peace Project is a component of the DGF and is located in the Ministry of Justice.

Human Development

Denmark's aid in this area is focused around the following programmes: HIV/AIDS Programme Phase II, the MDG3 Campaign in Uganda: Promoting gender equality and women's empowerment, and the Joint Water and Sanitation Sector Programme Support (2008-13).

Danish Support to Climate Change activities in Uganda

Danish support in this area has included contributing to the establishment of a Climate Change Unit under the Uganda Ministry of Water and Environment, preparation of Uganda’s participation and follow-up to the COP15, work on mainstreaming of climate change adaptation throughout the sectors, and on tree planting and Climate Change Awareness.

Danida/Uganda’s country strategy has also gone through the process of alignment with Danida’s new policy direction. For example, Danida/Uganda is heavily engaged in the water sector and therefore water management (incl. sanitation) are major capacity concerns. Thus a discrete sector approach has now to be integrated into the overall thrust of the new policy priorities. In the case of the water sector, the focus will be on the ‘human development’ concepts and on decentralisation in the context of effective democratisation (ownership, accountability, women’s empowerment, etc.).

2.2 The policy framework for capacity development

Between 1997 and 2008, as Uganda consolidated its move out of conflict and enjoyed a period of rapid economic growth and falling poverty, the Poverty Eradication Action Plan (PEAP) provided the overarching planning framework for the country, while also serving as Uganda’s Poverty Reduction Strategy Paper for the purposes of debt relief and the alignment of aid.

The new National Development Plan (NDP) 2011-15 was formulated after an evaluation of the PEAP. The main principles are set out below. Uganda’s development partners have aligned support on the NDP through the Uganda Joint Assistance Strategy (UJAS). Main features of the NDP include the following: quoted from the NDP:

a) While the PEAP stressed poverty eradication and prioritised social services, the NDP maintains the poverty eradication vision, but with an additional emphasis on economic transformation and wealth creation thereby intertwining sustainable economic growth with poverty eradication.

b) The NDP is intended to be an instrument of evidence-based political commitment and will be used to capture the public imagination and commitment for the next phase of nation building.


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Coordination of the political aspirations and the implementation of key interventions will be a critical defining factor in the successful implementation of the NDP.

c) The NDP is designed to be the primary government national strategic plan, the anchor for Government fiscal strategy, and lower level or sectoral plans. It will provide a guide for the allocation of resources through the Medium Term Expenditure Framework.

The NDP reiterates the main principles of ‘The Uganda Vision’:

a) Independence and sovereignty: Ugandans aspire for a country that is both independent and sovereign in every aspect, a country free to govern itself and having complete power with freedom from undue political control by other countries and with the citizens determining their political destiny.

b) Democracy and the rule of law: Democracy and observance of the rule of law is a major pillar of a modern society. In the next 30 years, Uganda needs to consolidate and enhance the democracy so far attained to provide a solid foundation for transformation into a modern and prosperous society.

c) Stability and peace: An important pre-requisite for the development of any country is peace, stability and social cohesion in an environment of democracy, political and social tolerance. Ugandans aspire to live peacefully with other countries and in harmony within their social cultural and ethnic diversity.

d) Knowledgeable and skilled: Knowledge, information and skills are a pre-requisite for a modern society. Uganda aspires to equip the population with the relevant knowledge, information and skills to enable them improve their quality of life, respond to development challenges and compete nationally, regionally and internationally.

e) Able to exploit and use its resources gainfully and sustainably: Ugandans should be able to exploit and use national resources gainfully and sustainably to promote competitiveness, independence, self-sustenance and a dynamic economy, which is resilient to any external shocks; an economy which supports stability and protection of biological and physical systems.

f) In a strong federated East Africa with an effective African Common Market and a strong African Defence Mechanism: To realise its 30-year vision of a modern and prosperous country, Uganda aspires to become a major player in East Africa, regional and other international markets. In addition, Uganda will embrace being a member of a strong African Defence Mechanism.

The NDP is the framework for Danida/Uganda’s country strategic plan. Objectives b), c) and e) above are directly addressed in the current Danida programme and will be continued in the next phase. The fourth strategic objectives (d, above) focuses on the enhancement of human capital development, and the DFP programme can be seen as a contribution to the fulfilment of NDP objectives. The DFP programme has thus increased skilled manpower among nationals and increased institutional capacity for relevant skills development.

However, while the NDP provides a framework and spells out the challenges that need to be addressed for the country to move to the next level of the development paradigm, it does not address capacity issues in any strategic manner. Also most sectors that are the cornerstones of NDP implementation do not comprehensively address the issue of capacity development to support the strategic implementation of the NCP. There is no specific national capacity development policy document as such, although it is reported that the National Planning Authority is preparing a comprehensive capacity development plan,


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but there is as yet no information as to when this will be completed. Turnover rates in the civil service are reported high, have not been addressed by civil service reform efforts undertaken so far, and are particularly severe at the decentralised level of government.

While the UJAS does seek to ensure greater harmonisation of external support for capacity development – thus ensuring that development agencies work within the framework of the National Development Plan – the fact remains that the absence of a national Capacity Development policy and strategic plan prevents adopting a holistic and coordinated approach to capacity development at national, regional and district levels. While many development agencies may not have their own specific capacity development strategic plans, there are efforts at harmonisation and coordination, mainly through sharing of information and the tradition of strong inter-agency cooperation. There are, however, no pooled TA arrangements though there was considerable coordinated TA support in the development of the NDP. There are Sector Leads, but as they are held for only one year at a time they are not able to do consistent follow-up. There can be a high level of coordination among donors but the absence of sector and programme capacity building strategies makes this somewhat ad hoc.

There are a number of pooled funding arrangements. Specific to this study is the development of the Democratic Governance Facility (DGF) which has grown from a specific donor (Danida/UGOGO) project into a multi-donor programme. Given the increased international attention to capacity development Danida is more conscious of capacity issues. The embassy is currently planning a new phase of its Water Programme and will carry out an extensive capacity assessment as part of the programme preparation.

The overall conclusion is that while capacity development is a professed priority of government, in practice the Ugandan Government has not formulated a clear strategy to achieve this, nor has it devoted substantial resources to this end. No sectors have a clear capacity development strategy and rely on offers from donors to provide training. It appears that despite some coordination of training activities by donors, training is in practice often ad hoc and dependent on donor efforts.

There is, however, a very strong demand for training at the personal level. Promotion in the civil service generally is dependent upon accredited training, even if there are alleged cases of patronage and favouritism. Demand is evidenced by the number of institutions providing training, and by the very large numbers of Ugandans who are sacrificing time (most often evenings and weekends) to obtain further education and training. Both of the STIs visited for this case study are undertaking expansion of their facilities to accommodate increasing demand.

Actively implementing the Paris Declaration on Aid Effectiveness, among many other things stressing the need for better harmonisation, Denmark has joined other development partners in the UJAS, the strategy setting out the overall framework for cooperation between development partners and the Government of Uganda. The embassy will however develop a Uganda Development Policy paper but this is more focused on the home constituency, and will address not only development aid, but the political, commercial and trade issues.

Denmark is the third largest donor in Uganda, and currently provides sector budget support to a) water and sanitation, b) local roads in the poorest districts and c) to the Government’s peace and reconstruction activities in Northern Uganda. Denmark also provides programme support to growth and employment to assist in the Government’s export-driven economy. This support is concentrated in Northern Uganda. Denmark has supported activities in the area of governance in Uganda for more than 15 years with programmes for democratisation, justice, peace and conflict resolution, human


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rights, public service management and reform and anti-corruption. In July 2011 the new Uganda Good Governance Programme – UGOGO – formally commenced.

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3 The Danida Fellowship Programme in Uganda

3.1 Overview of the DFP in Uganda

According to DFC sources, to date 467 Ugandan Fellows have participated in almost 60 different DFP courses. These reflect a wide spectrum of types of courses but it is clear that interdisciplinary courses have been the most frequent:

Table 3.1 DFP Participants from Uganda (2008-11)

Activity type Total

% of total

Admin (research visits) 35 7.5

Business Fellowships 1 0

Commercial Services 7 1.5

Degree programmes 5 1.0

Developing Country 85 18.0

Emerging Leaders Scholarship programme 9 1.5

Other 6 1.2

Private Sector 96 20.6

Interdisciplinary 123 26.4

Study Tour 20 4

Tailor made 79 16

Total 467 <100%

Source: DFC database, accessed 13.04.12.

Since 2008, the distribution of Fellows in relation to Danida priority objectives is as follows:

Democracy and Human Rights: 101 Fellows

Growth: 88 Fellows

Human Development: 27 Fellows

Stability/Fragility 18 Fellows

Total: 234 Fellows


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That is, out of the 467, 234 attended courses specifically targeting Danida Priority objectives and from partner institutions that relate to the four major Danida priority areas.

Table 3.2 Participants from Uganda: Standard Courses

Course name 2008

2009

2010

2011

2012

(Jan-A

pr)

To

tal

1 Rural Environmental Management 5 0 0 0 0 5

2 Financial Management/Good Governance 2 1 0 6 0 9

3 Organisational Change Management 2 0 0 2 0 4

4 Conflict Management 5 2 1 0 0 8

5 Gender Mainstreaming 3 0 3 0 0 6

6 Water Supply and Sanitation in Emergencies 1 0 0 0 0 1

7 A Rights-Based Approach to Development Planning 0 1 0 0 0 1

8 Integrated Environment and Water Management 5 0 0 0 0 5

9 The Role of Media in the Democratic Process 0 1 1 0 0 2

10 HIV-Aids Mainstreaming 4 0 4 0 0 8

11 Capacity Development, Adult Education and Training Delivery

0 0 0 4 0 4

12 Public Sector Leadership 3 0 0 4 2 9

13 Information and Communication 2 0 0 0 0 2

14 Anti-Corruption 2 11 0 0 0 13

15 Towards 2015: Effective Management for Development / Meeting the MDGs: Results-based Management for Sustainable Development

0 2 0 1 1 4

16 Environmental Mainstreaming 3 5 0 0 0 8

17 Public Private Cooperation: Roles, Responsibilities & How to Make It Work

1 0 1 1 1 4

18 Farmers Advisory Services 1 3 0 0 0 4


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Course name 2008

2009

2010

2011

2012

(Jan-A

pr)

To

tal

19 Addressing Climate Change in Development Assistance 0 2 2 2 0 6

20 Role of Civil Society in Aid Effectiveness 0 9 0 0 0 9

21 Capacitation of Journalists Covering COP15/Climate Change Journalism beyond COP15

0 1 2 0 0 3

22 Natural Resources Management 0 0 3 1 0 4

23 Disaster Risk Reduction: Planning, Budgeting and Action 0 0 0 4 0 4

Total 39 38 17 25 4 123

All of the above courses can be said to be ‘relevant’ in relation to generic development issues and can reflect the changing focus of a) Danida policies and strategic directions and b) Danida/Uganda’s ‘refining’ of its programmes for greater alignment with Danida’s emerging policy changes.

Table 3.3 Participants from Uganda: Private Sector Courses1

Course name 2008

2009

2010

2011

2012

(Jan

To

ta

l

1 Corporate Social Responsibility 4 2 2 4 0 12

2 General Tools and Concepts in Agribusiness SME Development

2 2 2 3 0 9

3 Course for SMEs within Productive Industries and Services 3 0 4 0 2 9

4 Course for Export-oriented SMEs 3 0 1 2 0 6

5 Occupational Health and Safety Training Course 0 3 7 3 3 16

6 Entrepreneurship and Innovation in the Agricultural Industry 0 3 3 4 3 13

7 Social Partnership for Business Development 0 0 2 0 0 2

1 The promotion of the private sector – in particular the Business to Business programme – could be said to be a Danida

‘flagship’ as it highlights the importance a) of the private sector in generating economic growth and b) of the need to address governance and the environment (‘green growth’) in the private sector.


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8 Organic Agriculture and Products in Developing Countries 0 0 4 6 0 10

9 Public Private Cooperation 0 0 0 0 0 0

10 Food Safety and Traceability 0 5 2 5 0 12

11 Green Energy and Carbon Markets 0 0 4 3 0 7

Total 12 15 31 30 8 96

There would appear to be a more focused approach in the private sector courses as they reflect the main issues of the Private Sector Programme in Uganda: agri-business and SME in productive industries and services. Another key concept in the Danida/Uganda profile is ‘Green’ growth’ and courses have been provided to promote this.

The private sector component of the DFP is highly appreciated among Danida’s partners in the private sector and there was considerable disappointment at the news that this aspect of the programme may be phased out. This is now being reconsidered.

This programme is also a good example of the impact of the close cooperation between the relevant embassy programme officers, programme advisers/consultants, the partner institutions and DFC. Discussions with a number of the institutions expressed a high degree of satisfaction with the courses and requests for a replication of the courses (adapted as necessary) at district levels.

Table 3.4 Participants from Uganda: Developing Country Courses

Course name Provider 2010 2011 Total

1 Promoting Government Integrity and Anti-Corruption

International Law Institute – African Centre for Legal Excellence, Uganda

28 0 28

2 Public Sector Procurement Management

Uganda Management Institute 40 4 44

3 Public Policy Analysis Kenya Institute of Administration 0 2 2

4 Democracy, Human Rights and Rights-based Approach to Development

International Law Institute – African Centre for Legal Excellence, Uganda

0 1 1

5 Monitoring and Evaluation Uganda Management Institute 0 10 10

Total 68 17 85

Again, these courses show a good mix of generic development issues (monitoring and evaluation, procurement management) and more specific Danida policy country-needs courses (Rights-based Approach to Development).


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Table 3.5 Training Institutions providing Tailor Made Courses (in Denmark)

Course name Provider 2008 2009 2010 2011 Total

Law and Justice as Tools of Democracy

CBS Centre for Continuing Education

18 13 13 13 57

Anti-corruption Course COWI A/S 0 22 0 0 22

Total 18 35 13 13 79

It would appear from Tables 3.4 and 3.5 (and from the surveys) that Ugandans have access to a range of high-quality courses in the key areas of democracy, good governance, anti-corruption etc. in Uganda itself and/or in Kenya. This raises the question as to the necessity for holding courses of this type in Denmark. During discussions throughout the period of the field visit, the idea of replacing courses with targeted Study Tours for key high-level personnel (government and private sector) in order to engage with their counterparts (e.g. the Ombudsman’s Office) in Denmark. Such tours would need to be carefully planned and prepared but it was felt that tours of this type may have a bigger impact than on regular courses.

Management issues

In the case of Uganda the management of the DFP has been successful, more on account of good personnel relations between DFC, the embassy contact person and the STIs. However, in the case of one STI – the International Law Institute – it was reported that the only communication was with the DFC and not with the embassy.

The role of the embassy in the DFP has expanded significantly in recent years to an active engagement in the programme, compared to an earlier situation where the embassy’s role focused on visa and administrative arrangements. This expansion of role has been associated with a heavy time commitment from the DFP Focal Point, who estimated that she spent 50% of her time of DFP related business, although her principal role was as a programme officer. This has recently been addressed with the appointment of an administrative officer to assist the Focal Point. Regular visits from a DFC adviser were also seen as valuable for strengthening links. There is thus a strong dialogue with DFC which has both benefited the programme and contributed to aligning training with the embassy’s programme priorities.

There is, however, a strong perception of DFP as a supply-side programme: ‘we get the menu and chose what we feel is relevant’. There was a feeling that the DFP was not an essential part of the embassy’s overall business plan. One experienced programme officer responded that ‘no-body would notice if the DFP stopped’ though this position was not reflective of the consensus view. Capacity development assessments have not generally been carried out as part of programme preparations but with the new Danida Guidelines on Capacity Development, it is expected by TSA/UFT that Capacity Development will become more central to planning. The new phase of the water programme will include a comprehensive capacity analysis and will feature specific capacity development strategies.


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Among Danida programme staff and advisers there is support for the new directions in DFP with greater use of national and regional training institutions and a much more demand-driven approach and they pointed out that flexibility of approach was essential: ‘training’ as such should be broadened to include other modalities of capacity development.

Danida programme officers interviewed showed strong support for strengthening the demand side approach and for prioritising STIs for a number of reasons: a) Programme officers and programme advisers are more in tune with the capacity needs of the sectors they work in; b) courses run in STIs would be more cost effective; c) STIs have considerable expertise and when absent, this could be provided by external expert inputs from Denmark; d) there would be possibilities for better ad hoc and systemic follow-up.

3.2 Country Southern Training Institutes

DFC has Memos of Understanding with the two Ugandan STIs. In both cases the Danish embassy is not involved. The MoUs are standard documents outline the responsibilities and duties of both partners.

The Uganda Management Institute (UMI)

UMI was established in March 1992. Its aim is to strengthen the management and institutional capacity of the public, private and non-governmental sectors in Uganda and beyond by offering a blend of short and long courses for middle, senior, and executive level managers; facilitating conferences, seminars and workshops; and providing research, consultancy and distance learning services. UMI is the national centre for training, research and consultancy in the field of management and administration.

Within the context of its strategic plan, the Institute is structured into three specialized but complementary schools, a department for higher degrees and three regional centres namely:

1. School of Civil Service, Public Administration and Governance,

2. School of Business, Productivity and Competitiveness,

3. School for Distance Learning and Information Technology,

4. Higher Degrees Department,

5. Mbarara, Gulu and Mbale Centres.

The Institute is currently undergoing a major physical expansion to cater for increased demand. It is reported that the private sector expansion in Uganda is a major drive for Ugandans to get higher qualifications especially in the business and financial areas.

The Institute has a high reputation. In the case of a Danida supported course, the Danish consultant appointed to assist in developing the course and in capacity building of staff reported that he did not think his services were required. This (consultant) opinion is also supported by DFC professional staff who reported a high level of competency. During the case study visit, the evaluation team was able to observe a training course on Procurement. The materials were carefully selected and presented and the


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participants expressed a high level of satisfaction. They particularly appreciated learning from the experiences from colleagues from neighbouring countries.

By virtue of its three regional centres, UMI is ideally placed to cater for meeting decentralised capacity needs.

The International Law Institute-African Centre for Legal Excellence (ILI-ACLE)

An affiliate of the International Law Institute in Washington, DC, the Uganda branch is at the forefront of legal, judicial and economic reform in sub-Saharan Africa. Over the past 15 years, ILI-ACLE has established itself as a respected provider of professional-level certificate training seminars, technical assistance and advisory programmes, conferences, and workshops in subjects broadly related to law, finance, management, and governance. By having a regional focus in sub-Saharan Africa and through its wide network of both regionally and internationally renowned experts, ILI-ACLE has successfully been able to ensure that its efforts address the unique challenges confronting Africa with the most contemporary and relevant international best practices. In collaboration with all major bilateral and multilateral development partners, ILI-ACLE has been working to develop a sustainable legal framework across the region in an effort to enhance economic development.

The ILI mandate would appear to be almost ‘tailor-made’ for Danida capacity development purposes, given its strong focus on governance and human rights.

The evaluation team was also able to observe a training programme and to explore in depth the considerable training materials and discuss the follow-up strategies adopted by course tutors.

Discussions with senior staff of the ILI and with course participants reflected the high level of professional competencies, the wide-ranging networking with high level legal bodies, the high demands on course participants and a strong internal monitoring of the conduct of trainings. Web-sites are development for each course and there is a voluntary/informal follow-up programme.


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4 Findings

4.1 Relevance

While there is no specific capacity development strategy for Danida in Uganda, the close process of discussion between DFC, the embassy and programmes means that the DFP appears to be relevant to Danida’s overall priorities, as well as to the needs of organisations supplying training participants, despite concerns expressed by Danida programme staff that the DFP remained to a significant extent supply-driven. The findings from the survey of course participants found that courses were generally well prepared and responded to the needs of participants, with ratings by Ugandan participants on relevance being similar to those of the average in other countries (see Annex B).

However, while the demand for training is high, reflecting serious capacity problems particularly at all levels of the public service, especially at decentralised levels, the current government policy thrust is not committed to capacity building, as discussed in Section 2.1 above. As a result, the environment for effective capacity development is poor. This is supposedly being addressed by the civil service reform programme but progress has been slower than expected.

There is strong support from all those interviewed, but particularly from embassy staff for the DFP to be more demand driven, partly in order to strengthen its relevance. Programme officers, programme advisers and their local development partners are better able to identify the kinds of training necessary to strengthen capacity within the relevant sectors. An example was given in relation to the Private Sector component of DFP. This has been discontinued but the information was not made known to the relevant persons at the embassy; the training had been of great value to the private sector programme and was an integral part of private sector capacity building.

While allocating DFP funds to the country level would facilitate the demand-side approach, current staffing levels at the embassy would make this impracticable. However, if funds were allocated according to country specific programmes, a strong argument could be made for hiring a designated programme officer who would work with the sector programme officers and advisers liaise with the STIs and other providers.

The position of DFP Contact Person at the embassy is difficult. In the first place it is an additional task on a programme officer – the previous Contact Person reported that the DFP was taking up to 50% of her time, obviously to the detriment of her ‘official’ work. This situation has been addressed with the new Contact Person having the assistance of an administrator. There are no specific Terms of Reference for DFP Contact Persons and there is a general lack of overall clarity. There is a heavy reliance on good personal relations – which is very good but not a substitute for clear guidelines. One of the STIs reported that they had no contact with the embassy: they dealt directly with DFC.

4.2 Effectiveness

Several observations can be made on the effectiveness of the DFP in Uganda:

The absence of any monitoring or follow-up process (other than informal reports on Action Plans), or of a Uganda-specific capacity development plan to which the DFP is seen as


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contributing, and hence of any clear results framework to assess success limits the extent to which any systematic assessment of effectiveness can be made.

Self-assessment by Ugandan course participants rates the effectiveness of training highly (and more highly than the average for participants from other countries).

Interviews carried out with four organisations supplying participants to DFP courses also yielded a high level of satisfaction with the effectiveness of the training:

o Key DGF personnel have benefitted from DFP courses. The two senior DGF programme officers both reported that the courses they attended were a) relevant and b) helped them to be more professional and technically sound in their everyday work.

o aBi staff expressed high level of satisfaction with Danida support, especially in the areas of new knowledge and technologies. The focus now, however, would have to be on the low level of private business skills in rural areas and aBi would like to have more middle/lower level trainings for district members, whose skills levels were very low. It was felt that this kind of training was available in Uganda. aBi felt that Danida support at this level would be very welcome.

o DFP support was provided to PSFU in the form of study tours and in SME courses. There was an appreciation of the opportunity to learn through the study tours especially as it exposed senior staff to world-wide trends in private sector development.

o MAAIF focuses on building capacity in strategic areas. DFP has provided courses in such areas as bio-technology, food safety and export-driven SMEs. DFP Fellows reported strong satisfaction with the content of courses but stressed that while the impact of the training was strong at the personal level, impact at organisational or institutional levels was a problem – except in the case of new areas of knowledge (e.g. Occupational Health and Safety) where it is possible to introduce change without opposition from any existing vested interests.

Most participants interviewed however expressed the view that while there was improved personal/professional behaviour, it was difficult to make an impact (especially as an individual) at organisational or institutional levels.

There is a high level of satisfaction with the two Ugandan STIs despite some complaints about per diem levels and course lengths.

Interviews suggested that the DFP seems to work best where there is a Danida adviser attached to a programme. In some cases, the DFP can be successful because a particular programme (e.g. the Private Sector) has a strong advocate. The DFP also works best where there is a Programme Adviser who has more hands on experience with the relevant sector and can help identify more strategic people.

Much depends on the abilities and commitment of the DFP Contact Person. In the Uganda case, the DFP had the advantage of the continuation over a period of three years of a very committed person who was able (with some difficulty) to devote a substantial proportion of her time to this role. In addition, DFC staff paid quite a number of visits to Kampala in support of the DFP.


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The two Ugandan STIs (UMI and ILI) are course providers for DFP, both having agreements with DFC. Both are highly competent and can offer a wide range of topics relevant to Danida’s priority areas. Both expressed confidence that they have both the relevant content and the appropriate methodology to meet DFP demands. Both also welcome technical assistance from DFP, though in one case the consultant reported that he did not feel his input was necessary in view of the high standards already obtaining in the institution concerned. It was, however, also reported that in another (isolated) case, the external consultant was not sensitive to the local context, but that in general, expert DFP assistance was very welcome.

There was strong support for Masters and PhD level further education. It was felt that this kind of support has the possibility of longer-term impact. Many embassy staff felt that short-term courses had little impact, especially as there is no systematic follow-up to the courses.

There was also support in most quarters for the idea that current Danish (relevant) Course Providers (which have not only specialist knowledge of the relevant disciplines but also knowledge of development issues and developing country contexts) should move to becoming STI Course Advisers. This approach, it was suggested, would ensure a) larger numbers of participants as unit costs would be lower, b) greater local ownership, and c) better chances of sustainability.

Has collaboration with Southern Training Institutions has contributed to capacity building in these institutions?

The STI training is of high calibre and is appreciated by fellows. There is also a high appreciation of developing country trainings as participants can share with colleagues facing similar problems but addressing them in different ways. The methodology in use in all the courses used the approaches advocated by DFC. In particular the Action Plans2 are used in all courses, though while every effort is made to ensure that these are realistic, no monitoring is undertaken as to whether the proposed actions are actually implemented.

The value of training in Denmark should be revisited. There is a need for high level interaction in areas of critical expertise. However, this could be achieved by more focused study tours, networking etc. Much of the interdisciplinary courses it was felt could be delivered by national and/or regional STIs.

It was suggested that many of the interdisciplinary courses could be provided by STIs for both national development partners and across countries in the region.

The STIs visited reported that they – and other national and regional STIs – could deliver many, if not all, of the standard/interdisciplinary DFP courses.

2 Action Plans are the objectives, activities and time schedules that course participants are required to develop prior to their

departure at the end of training courses. See the relevant chapter of the main report (Course Materials) for a more in-depth study of Action Plans.


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4.3 Efficiency

No analysis has been carried out on the cost-effectiveness of the Uganda courses. Course providers reported very efficient dealings with both the embassy and DFC. Discussions with DFC Fellows confirmed the survey data that courses were efficiently implemented. Largely as the result of a highly efficient and committed DFP Focal Point, all preparatory activities have been carried out on time. Post-course evaluations point to well-prepared courses, sufficient support materials and efficient use of the time available, both for courses provided in Uganda and Denmark.

4.4 Impact and sustainability

Since 2008, 467 Ugandans have participated in DFP trainings. Basic information on these is available (computer based) in DFC and in addition the embassy Contact Person has computerised participant information on cohorts from 2010 onwards. This latter data set (336 Fellows) is valuable because the institutions of origin have been captured (information which is not maintained by DFC). The data bases at embassies and DFC should be compatible. However, this data set has not so far been used for follow-up or monitoring purposes and time did not permit this to be done during the evaluation visit (particularly because while recording the employing organisation it did not have specific contact names as sponsors or employers).

It is estimated by some embassy programme officers that about 50% of the fellows have probably left their original place of work. This would appear to lessen the possibility of impact and sustainability. However, the embassy believes that one should take a broad view of the DFP – trainings are not ‘lost’ – the participants can enrich whatever area to move to. Indeed, it was suggested that because of training some fellows seek out more promising work places where they can put into effect the skills learned. Both DFC and the embassy apparently have access to information that could be used to assess progress made with Action Plans, and to make some measure of impact, but they have not sought to do so. Again, this would point to the need to make the capacity development a corner stone of all Danida supported programmes.

The programme is well thought of by former fellows and their managers but there is a general feeling that the impact is strongest on the personal level; however lack of impact at the organisational and institutional levels results in even the impact at personal level being short-lived.


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5 Implications for the Evaluation

In spite of the absence of a) a definitive national capacity development plan and b) a Danida Country Programme capacity development strategy, the DFP appears to be well aligned to key national and Danida development objectives and capacity needs. As indicated earlier, at least 50% of courses are directly linked to Danida priority objectives and the others are relevant in an aid generic sense (poverty reduction, management, procurement, for example). Demand is driven by the reported low capacity levels in all relevant sectors. The regular visits by DFC to Ugandan partner institutions, and the commitment of the DFP Contact Person in the embassy also contributes to the success of the DFP in Uganda DFP. The question as to the extent to which the DFP makes an impact on improved capacity in Danida supported sectors cannot be answered as there is no provision for impact assessment in the current DFP programme.

The case study team would conclude that there is a need for capacity development to become a more integral part of Danida sector programme support, and that embassy programme officers and programme advisers should have a more central role in the DFP. The essential link should be between the embassy programme officer, the relevant sector advisor(s) and the partner institutions. Capacity assessments should become a normal exercise.

The case study team also supports the feeling among embassy and advisory staff that national and regional training institutions could play a larger role in DFP trainings.

In the opinion of a number of programme personnel there is a need for a clearer DFP strategy with greater clarity on the roles of MFA/UFT, Country programme officers, and programme advisers (where technical knowledge is anchored) in the DFP decision making process: both at overall Danida policy level and at country programme level.

There is a need for a greater and more systematic focus on capacity development – taking a much broader scope than DFP, and integrating Danida’s Capacity Development Guidelines into programme development. The development of the new Water Programme in Uganda – which will include a capacity assessment – should be taken as a test case.

With respect to a demand-side approach, it is necessary to see beyond short-term training and for a more strategic approach to be adopted. This would need a collaborative effort between programme advisers, programme officers, potential course providers and development partners. The new Danida Capacity Development Guidelines provide an excellent basis to begin with; all new programmes, for example, could require a discrete Capacity Development sub-programme. UFT appraisals could include an assessment of capacity needs.

Decentralisation is a key Danida policy and capacity building at decentralised levels is a critical issue for many Danida supported programmes. Developing trainings for this level cannot be done externally and a focus on decentralised needs could lead to very fruitful collaboration between country programme officers and advisers and national counterparts with a view to utilising national and regional training institutions.

There is divided opinion among embassy staff, programme advisers, partner institutions regarding STIs. In general, most support the increased use of STIs, but with DFP technical assistance to strengthen STI capacity, esp. with respect to ‘new’ focus/new knowledge areas (e.g. climate change). The value of


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visiting Denmark was seen as relevant for clearly targeted purposes – such as for specific networking purposes – but only for influential people – those who could make change.


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Annex A Country Case Study programme – people met

Date Time Stakeholders Names Venue Key issues

Sunday June 10

16.00 Consultancy Team

M. Kiernan, Lead consultant P. Ssentongo, National consultant R. Naggyai, National consultant (CPMER) 3

Hotel Discussion on week’s programme ; roles and responsibilities

June 11 Monday

9:00 am Embassy Management

Henrik Larsen Head of Development Peter Ogwal, DFP contact person

Embassy Outline of county programme strategy, key issues in capacity development

10:00 am DFP Contact Person

Peter Ogwal Embassy Programme details, meetings etc.

11:00 am Programme officers

Growth and Danida Business Instruments; Warwick Thomson Agriculture: Mette Pilgaard Per Hartmann (Programme Advisor) Stephen Ajalu (Roads)

Embassy Capacity development in private sector and public service areas; decentralisation; DFP processes and ideas for change.

2:30 pm Programme Course Participant Analysis CPMER Office: Exploration of data sets

4:00 pm Team Briefing Review of day’s events

June 12 Tuesday

9:00 am

Programme officers

Good governance Charles Magala and Enock Nyorekwa

Embassy Discussion on development partners and role of embassy Programme officers

11:00 am Programme Partners:

Good Governance, Ministry of Justice, Katja Kerschbaumer, Danida Senior Advisor

Ministry of Justice

Discussion on trainings in DK: pros and cons; use of STIs.

12:00 pm Programme Partners:

Growth: aBi Trust: James Byekwaso, Chief Manager ,

Nakasero Towers 4th floor

Discussed value of training for a wide variety of clients; needs for low-medium skills level training esp. as decentralised levels

3 CPMER is the Centre for Performance Management and Evaluative Research. The Director, Peter Ssentongo, and Ms Ritah Naggayi are the national consultants for the

case study.


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1:00 pm Programme Partners

Democratic Governance Facility (DGF) Lars P. Christensen

EADB Building 1st Floor

Discussed role of DFP/DFC – capacity building for national and regional STIs

2:00 pm Programme Partners: DFC Fellows

Ministry of Agriculture Animal Industries and Fisheries. Mr. Thomas Ojok, Dr. James Tumwine Beneficiary. Ms. Rose Kwagala

MIAF Discussion on Action Plans and ability to implement them.

3:30 DFC Fellows Met DGF Fellows: Doreen Kyaligonza Rose Kusingura

EADB Building

Detailed discussion on specific training- process and impact

4:30 pm Team Briefing CPMER office

Review of day’s evants

June 13 Wednesday

9:00 am DFP Contact Persons

Miriam Kutessa (ex Contact Person) & Peter Ogwal & Godfrey Ssendawula

Embassy Discussion on work of DFP Contact person; process and problems

10:00 am Business Associations

Private Sector Foundation of Uganda Gideon Badagawa

Nakasero Road

Importance of training opportunities for private sector partners

11:00 am

Uganda Management Institute (UMI)- Fellowship Students: 4 of group of 12

UMI Admin. Block

Observation of training (methodology, inter-actions etc)

2:00 pm Service Providers International Law Institute: Ms Neha Pandya

EADB Building

Explanation of courses offered and potential of ILI for other relevant areas

3:30pm Programme officers, Danish Embassy

Human Development Peter Ogwal and Grace Waako

Embassy

Discussion of roles of Programme officers – links with TSA,

4:00 pm Team Briefing

Thursday June 14

9:00 am

Service Providers Ugandan Management Institute: management Director of Programmes: Mr Kasozi Rose Kwatampora Paddy Mugambe OLuka Prossy Nagitta

UMI Admin Block

Exploration of opportunities for increased engagement of UMI. Experiences to date with DFC; need for technical assistance for course development;


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Adakin Harmat

2:00 pm Prospective service providers

University (Makerere) Dr. Ddumba

College of Economics

Discussion on possible role for the university to deliver courses for Danida programmes

4:00 pm Team Briefing Review of day’s events

June 15 Friday

09:00 am The Consultants Meeting

Final Write up of the draft findings and recommendations

Embassy

12:00 pm Embassy management and team

Wrap up Meeting Embassy With Head of Development and Programme officers

2:00 pm Team Wrap up mtg.

Meeting Hotel Follow-up work to be done

4:00 pm MK Departure


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Annex B Survey of participants

UGANDA Please indicate the types of DFP training that you have received

Answer Options Response Percent

Response Count

Short course in Denmark 54.1% 53

Short course in your home country 24.5% 24

Short course in a third country 5.1% 5

Private sector fellowship 4.1% 4

Postgraduate training 8.2% 8

Study tour 3.1% 3

Other 1.0% 1

ALL EXCLUDING UGANDA Please indicate the types of DFP training that you have received


Response Count

Short course in Denmark 65.1% 440

Short course in your home country 8.3% 56

Short course in a third country 7.4% 50

Private sector fellowship 4.1% 28

Postgraduate training 9.8% 66

Study tour 3.3% 22

Other 2.1% 14

UGANDA

How would you rate the quality of the DFP training in which you participated?


Response Count

Very low 0.0% 0

Low 0.0% 0

Moderate 4.4% 4


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High 60.0% 54

Very high 35.6% 32

answered question 90

skipped question 0

ALL EXCLUDING UGANDA

How would you rate the quality of the DFP training in which you participated?


Response Count

Very low 0.7% 4

Low 0.0% 0

Moderate 6.7% 41

High 52.6% 323

Very high 40.1% 246


skipped question 0

UGANDA Please indicate to what extent you would agree with the following statements, in relation to the DFP training in which you have participated

Answer Options Strongly disagree

Disagree Neither agree nor disagree

Agree Strongly agree

No view/not applicable

The training was relevant to my job 0.0% 1.1% 0.0% 11.2% 87.6% 0.0% The level of training was appropriate to my skills and

knowledge 0.0% 1.1% 0.0% 31.5% 67.4% 0.0% Course tutors were well qualified 1.1% 0.0% 1.1% 25.6% 71.1% 1.1% The course was well taught 0.0% 1.1% 2.2% 39.3% 57.3% 0.0% There was a good follow-up process to the training

provided 6.7% 22.2% 22.2% 34.4% 13.3% 1.1% Travel and accommodation arrangements were well

organised 0.0% 2.2% 1.1% 26.7% 68.9% 1.1%


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The training enhanced my technical skills 0.0% 1.1% 0.0% 22.2% 75.6% 1.1% The training enhanced my skills in managing people,

resources and work 0.0% 2.2% 6.7% 44.4% 43.3% 3.3%

The training has helped advance my career 1.1% 0.0% 8.9% 31.1% 53.3% 5.6% The training provided me with relevant examples of

good practice 1.1% 0.0% 1.1% 31.5% 65.2% 1.1% The training provided me with a better

understanding of Danish life and values 4.4% 6.7% 14.4% 38.9% 28.9% 6.7% The training provided me with a better

understanding of Danish aid policies and practices 2.2% 13.3% 17.8% 40.0% 21.1% 5.6%

ALL EXCLUDING UGANDA Please indicate to what extent you would agree with the following statements, in relation to the DFP training in which you have participated




No view/not applicable

The training was relevant to my job 1.3% 0.3% 0.7% 23.5% 73.7% 0.5% The level of training was appropriate to my skills and

knowledge 1.2% 0.7% 1.3% 36.5% 59.7% 0.7% Course tutors were well qualified 0.8% 0.7% 1.2% 34.0% 62.7% 0.7% The course was well taught 1.3% 0.8% 1.5% 44.4% 51.3% 0.7% There was a good follow-up process to the training

provided 3.4% 14.6% 18.2% 36.1% 21.3% 6.2% Travel and accommodation arrangements were well

organised 1.0% 3.1% 3.1% 28.1% 63.1% 1.5%


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The training enhanced my technical skills 1.3% 0.5% 2.6% 35.6% 58.9% 1.1% The training enhanced my skills in managing people,

resources and work 1.0% 1.0% 7.1% 42.6% 45.4% 3.0%

The training has helped advance my career 0.7% 3.0% 12.9% 40.2% 39.9% 3.3% The training provided me with relevant examples of

good practice 1.0% 1.0% 3.8% 40.0% 53.1% 1.2% The training provided me with a better

understanding of Danish life and values 1.5% 4.0% 9.6% 41.2% 37.5% 6.3%

The training provided me with a better understanding of Danish aid policies and practices 1.7% 5.3% 15.2% 42.8% 29.9% 5.1%


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UGANDA

To what extent have you been able to apply what you have learned from DFP training in your job?


Response Count

Not at all 0.0% 0

To a limited extent 1.1% 1

To a moderate extent 22.2% 20

To a considerable extent 48.9% 44

To a very great extent 27.8% 25


skipped question 0

ALL EXCLUDING UGANDA To what extent have you been able to apply what you have learned from DFP training

in your job?


Response Count

Not at all 1.1% 7

To a limited extent 5.7% 35

To a moderate extent 23.9% 147

To a considerable extent 47.9% 294

To a very great extent 21.3% 131


skipped question 0


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UGANDA

Please indicate to what extent you would agree with the following statements in relation to the DFP training in which you participated




Not applicable/No view

Response Count

At the time of the training I was working in a job for which the training was relevant 1.1% 0.0% 0.0% 18.9% 80.0% 0.0% 90

I am currently working in a job for which the training was relevant 1.1% 0.0% 2.2% 16.7% 77.8% 2.2% 90 My ability to apply what I learned has been limited by my position in the organisation for which I worked 12.2% 42.2% 13.3% 23.3% 4.4% 4.4% 90

My ability to apply what I learned has been limited by lack of management support 11.5% 51.7% 10.3% 17.2% 6.9% 2.3% 87

My ability to apply what I learned has been limited by lack of resources 12.5% 34.1% 5.7% 23.9% 20.5% 3.4% 88

My ability to apply what I learned has been limited by lack of follow-up support 11.4% 45.5% 8.0% 19.3% 12.5% 3.4% 88


skipped question 0


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ALL EXCLUDING UGANDA Please indicate to what extent you would agree with the following statements in relation to the DFP training in which you participated




Not applicable/No view

Response Count

At the time of the training I was working in a job for which the training was relevant 1.0% 2.0% 3.4% 34.3% 57.0% 2.3% 609

I am currently working in a job for which the training was relevant 1.2% 1.7% 5.5% 34.7% 52.7% 4.3% 605 My ability to apply what I learned has been limited by my position in the organisation for which I worked 15.1% 37.8% 14.8% 19.7% 6.5% 6.1% 603

My ability to apply what I learned has been limited by lack of management support 12.7% 40.8% 13.7% 19.6% 6.9% 6.3% 606

My ability to apply what I learned has been limited by lack of resources 7.4% 29.9% 16.5% 30.2% 10.9% 5.1% 606

My ability to apply what I learned has been limited by lack of follow-up support 8.6% 34.1% 19.0% 24.8% 7.5% 6.0% 604


skipped question 1


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Annex C Profile of DFP Partner Institutions in Uganda

Democratic Governance Facility (and Ministry of Justice)

In response to the aspirations of the 1995 Constitution and Uganda’s National Development Plan (NDP) for 2010/11-2014/15, and in view of the governance deficits identified in among others the APRM (African Peer Review Mechanism) Programme of Action, eight Development Partners have undertaken to establish a Democratic Governance Facility (DGF). These partners are: Austria, Denmark, the European Union Delegation, Ireland, the Netherlands, Norway, Sweden and the United Kingdom. This facility harmonises support to selected public institutions and civil society organisations with a particular emphasis on the latter. The objectives of the DGF are as follows:

Development objective (goal): Equitable growth, poverty reduction, rule of law and long-term stability in Uganda.

Intermediate objective (purpose): Strengthened democratisation, protection of human rights, access to justice, peaceful co-existence and improved accountability in Uganda.

DGF addresses the governance challenges identified through three separate but interlinked programme components:

Component 1: Deepening Democracy

Sub-component 1: Political Responsiveness and Accountability

Sub-component2: Democratic Culture, Space and Values

Sub-component 3: Integrity of Democratic Processes

Component 2: Rights, Justice and Peace (direct Danida/DFP support)

Sub-component 1: Promotion and Protection of Human Rights

Sub-component 2: Access to Justice

Sub-component 3: Peace and Reconciliation

Component 3: Voice and Accountability

Sub-component 1: Local Accountability Networks and Partnerships

Sub-component 2: Improved Basic Service Delivery to Poor, Vulnerable and Socially Excluded Groups in Northern Uganda and other Areas with Poor and Excluded Groups

Sub-component 3: Harnessing Natural Resources for Better Service

DFP Impact: key DGF personnel have benefitted from DFP courses. The two senior DGF programme officers both reported that the courses they attended were a) relevant and b) helped them to be more professional and technically sound in their everyday work.


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The programme adviser for the Rights, Justice and Peace project reported that the visit to Denmark by Ugandan judges was an eye-opener for many as they experienced judges going to work on bicycles – emphasising the less formalistic and more humble approach to the legal system.

The Agribusiness Initiative Trust (aBi)

aBi is a multi-stakeholder entity devoted to private sector agribusiness development. aBi follows a long-term commitment by being both a catalyst in support of the Ugandan agricultural sector and a conduit through which development partners and investors can build the capacity of the agricultural sector. aBi provides both financing and technical support in selected agricultural value chains and offers an integrated approach on value chain development. The Trust can achieve scale in its investments through its partners.

As an entity without the limited life of a project, aBi represents a paradigm shift from prior agricultural support initiatives in Uganda. Activities undertaken by the Trust can focus on the medium and longer term to achieve results not possible in the programming cycle of typical development projects.

The Strategic Objective is to strengthen the competitiveness of Uganda’s agricultural and agri-processing sectors through the following services:

Value Chain Development leading to improved performance efficiency of actors and value chains (with focus on value chain actors and non-financial service providers) and including trade-related Sanitary and Phytosanitary and Quality Management Systems

Financial Services Development supporting agribusiness development (with focus on the relation between financial service providers and value chain actors)

Gender for Growth Fund that fully integrates gender equality in all aBi activities and manages a fund piloting innovative gender equality approaches in agriculture

DFP impact: aBi staff expressed high level of satisfaction with Danida support, especially in the areas of new knowledge and technologies. The focus now, however, would have to be on the low level of private business skills in rural areas and aBi would like to have more middle/lower level trainings for district members, whose skills levels were very low. It was felt that this kind of training was available in Uganda.

Private Sector Foundation Uganda (PSFU)

PSFU is Uganda’s apex body for the private sector. It is made up of 166 business associations, corporate bodies and the major public sector agencies that support private sector growth.

Since its founding in 1995, PSFU has served as a focal point for private sector advocacy as well as capacity building and continues to sustain a positive dialogue with Government on behalf of the private sector.

Right from its inception PSFU has been Government’s implementation partner for several projects and programmes aimed at strengthening the private sector as an engine of economic growth. Such programmes include; the implementation of the Business Uganda Development


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Scheme (BUDS), the BUDS-Energy for Rural Transformation programme, Second Private Sector Competitiveness Project (PCSP II) and advising Government on positive policy reforms.

In addition, PSFU also manages a five year cost sharing project funded to a tune of £13 Million by UK–Department for International Development project. The funding is channelled through the Office of the Prime Minister to support economic recovery under the Peace Recovery and Development Programme.

The PSFU has a Training Unit which could be a target for future DFP STI capacity development.

DFP impact: DFP support was in the form of study tours and in SME courses. There was an appreciation of the opportunity to learn through the study tours especially as it exposed senior staff to world-wide trends in private sector development.

Ministry of Agriculture, Animal Industry and Fisheries

The U-Growth programme has been jointly formulated by Governments of Uganda and Denmark. The appraisal team found the U-Growth programme was fully aligned to Danida and Government of Uganda policies and strategies, and highly relevant given agriculture sector and national context.

The U-Growth is a rural economic development programme with duration of four years scheduled to start in January 2010. The total budget frame is DKK 440 million of which DKK 40 million are for special interventions for gender equality.

U-Growth comprises of the following components:

1. Public Sector Agricultural Support, for the sector to effectively and efficiently deliver public Agricultural services which will improve the well-being of farmers and contribute to Economic growth. Implemented by the Ministry of Agriculture, Animal Industry and Fisheries (MAAIF)

2. Rural Transport Infrastructure Support, with the aim to rehabilitate district and community access roads amongst others to facilitate access to markets for Agricultural produce. Implemented by the Ministry of Works and Transport

3. Agribusiness Development Initiatives to strengthen the competitiveness of Uganda’s Agricultural and agro-processing Sectors. Implemented by the Ministry of Finance, Planning and Economic Development.

The U-growth development objective is aligned to the NDP overarching policy objective of “Achieving accelerated and sustainable growth, creation of gainful employment and socio-economic transformation for prosperity.”

The objective of the Public Sector Agricultural Support is “To support MAAIF in its preparation to receive sector budget support and subsequently to support the implementation of the Development Strategy and Investment Plan and its associated bankable programmes”.

This objective is to be achieved through provision of support for a mix of long and short term technical assistance as follows;


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• Long term International Advisor

• Short term consultancies to formulate bankable programmes

• Short-term TA to assist MAAIF in Building Capacity in Strategic Areas.

DFP impact: As can be seen from the above, MAAIF focuses on building capacity in strategic areas. DFP has provided courses in such areas as bio-technology, food safety and export-driven SMEs. DFP fellows reported strong satisfaction with the content of courses but stressed that while the impact of the training was strong at the personal level, impact at organisational or institutional levels was a problem – except in the case of new areas of knowledge (e.g. Occupational Health and Safety) where it is possible to introduce change without opposition from any existing vested interests.

Date post:	27-May-2020
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