KASESE DISTRICT POVERTY REDUCTION PROGRAMME

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

BTC, Belgian development agency 9/04/2013

2

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


3

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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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


15



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.


17

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)



18

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


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


19

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


20

2.3 Output 16


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


21

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


22

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.


23

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.


24


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


25


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


26

2.4 Output 2


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


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.


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


28


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.


>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.


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.


Actual

31/12/2012

Balance

31/12/2012 %

A201_6% Local Revenue 65,000 euro 2,675 euro 62,325 euro 4


29



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.


30

2.5 Output 311


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



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.


31

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.


>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.


32




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.



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.



33

2.6 Output 4


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



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


34

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%


35


>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.

.



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.



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.



36

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


37

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


38

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


39

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.


40

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


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


41

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


42

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


43


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


44


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


45

& 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


46

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



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.)


47

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



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



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


48

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


49



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,


50



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


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


51

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


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


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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