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BIDP FE FINAL REPORT 1_July 11

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Reducing Poverty Assisting the Vulnerable Helping People Help Themselves Belgian Development Agency FINAL EVALUATION REPORT Bundibugyo Integrated Development Programme People Help Themselves Belgian Development Agency Republic of Uganda Bundibugyo District - UGANDA - FINAL EVALUATION REPORT Bundibugyo Integrated Development Programme (BIDP), June 2011 Republic of Uganda Bundibugyo District Bundibugyo Integrated Development
BIDP Final Evaluation Report DGCD intervention number: Navision code BTC: Partner institution: Duration of intervention: Duration of Specific Agreement: Starting date of intervention End date of the Project: Belgian contribution: Intervention sectors: Project Summary Bundibugyo Integrated Development Programme (BIDP) was a 5 year program and extended year until the end of 2010. The BIDP strengthening of Bundibugyo local authorities’ capacity to im population. It was based on the idea that local, elected authorities have a comparative advantage in designing, managing, supervising and monitoring local development measures and initiatives aiming at alleviating poverty. In addition to an important capacity building component that as participatory planning and budgeting, financial management, resource mobilization, public/private partnership for service delivery, accountability and monitoring, the and reliable unconditional grants to Bundibugyo District Council and the 10 sub used on non-wage activities according to development plans and the approved budget. Block grants made available to support the district and the sub practically improve their management of infrastructure and public service provision to the communities of the districts, thereby increasing their legitimacy. Evaluation Team Dr. Henry H. Kellam III: Team Leader/FinCorp Silverius Ssewanyana: Winsor Consult/Socio Eng. Simon P. Otoi: COWI/Engineer Rogers Baguma: Tangaza Cinemas Ltd The BIDP Final Evaluation (FE) was funded out of the Belgo The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main report findings, lessons learned, conclusions, recommendations. accompanying brochures. Copies can be obtained from Belgian Development Agency 1942111 0400711 MoLG 5 Years 6 Years 28 April 2005 Dec 2009, Extension granted Dec 2010 EUR 3,500,000 Decentralisation, Rural Development Bundibugyo Integrated Development Programme (BIDP) was a 5 year program and extended until the end of 2010. The BIDP supported the process of decentralization by contributing to the strengthening of Bundibugyo local authorities’ capacity to improve service delivery to the local based on the idea that local, elected authorities have a comparative advantage in designing, managing, supervising and monitoring local development measures and initiatives aiming at y. In addition to an important capacity building component that focused as participatory planning and budgeting, financial management, resource mobilization, public/private partnership for service delivery, accountability and monitoring, the project also made and reliable unconditional grants to Bundibugyo District Council and the 10 sub-counties of the district wage activities according to development plans and the approved budget. Block grants pport the district and the sub-counties enabled Bundibugyo local authorities to practically improve their management of infrastructure and public service provision to the communities of the districts, thereby increasing their legitimacy. eam Leader/FinCorp Winsor Consult/Socio-economist COWI/Engineer Tangaza Cinemas Ltd/FinCorp was funded out of the Belgo-Ugandan study and consultancy fund. The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main report findings, lessons learned, conclusions, recommendations. This is attached to this Report with s. Copies can be obtained from Tangaza Cinema. ii Extension granted Dec 2010 Development Bundibugyo Integrated Development Programme (BIDP) was a 5 year program and extended for one the process of decentralization by contributing to the prove service delivery to the local based on the idea that local, elected authorities have a comparative advantage in designing, managing, supervising and monitoring local development measures and initiatives aiming at focused on areas such as participatory planning and budgeting, financial management, resource mobilization, public/private made available small counties of the district wage activities according to development plans and the approved budget. Block grants Bundibugyo local authorities to practically improve their management of infrastructure and public service provision to the communities and consultancy fund. The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main This is attached to this Report with
BIDP Final Evaluation Report Acknowledgements The BIDP FE Team would like to express mission. We were provided excellent support and backstopping from Representative and Mrs. Rose Athieno Kato logistics and was there for us on a daily bases as well as other BTC staff appreciate Mr. Vincent Maher (Resident TA for insights into BIDP. We thank Mr. H.E. Marc Gedpont, the Belgian Ambassador and Mr. Ludo Rochette, Head, Development Cooperation, Belgian Embassy We thank Mr. Yasin K. Sendaula, the Programme facilitator, for providing continuous guidance and inputs for the draft reports and two staff members of the MoLG, Sophia Kakwezi, Rogers Nayebare greatly assisted the FE Team. We also thank, Finance and Administration, Office of the Prime Minister for his time and Kiracho, TA, Management Information’s Systems, MoLG documents and statistical information Last but not least, we greatly appreciate Mr transparency, and for making himself and all key district staff Statistician) available at all times during our field mission leader’s in the sub-counties. Belgian Development Agency The BIDP FE Team would like to express our appreciation to a number of people who assisted in their We were provided excellent support and backstopping from BTC by Mr. Koen Goekint Rose Athieno Kato, the Programme Officer who managed our mission for us on a daily bases as well as other BTC staff behind the scenes Resident TA for BIDP 2005-08) for all of his valuable and practical We thank Mr. H.E. Marc Gedpont, the Belgian Ambassador and Mr. Ludo Rochette, Head, Development Cooperation, Belgian Embassy for their time, guidance and inputs. . Sendaula, the MOLG Assistant Commissioner Urban Inspection National for providing continuous guidance and inputs for the draft reports and Sophia Kakwezi, Rogers Nayebare to join our field mission . We also thank, Mr Benjamin Kumumanya, the Under Finance and Administration, Office of the Prime Minister for his time and advice, and Kiracho, TA, Management Information’s Systems, MoLG for providing advice, important background and statistical information. Last but not least, we greatly appreciate Mr Omulangira David Okuraja’s (District CAO) hospitality and for making himself and all key district staff (DCAO, Director Heads, the Planner and during our field mission to the District as well as community groups and iii appreciation to a number of people who assisted in their Goekint, Resident managed our mission, behind the scenes. We also all of his valuable and practical We thank Mr. H.E. Marc Gedpont, the Belgian Ambassador and Mr. Ludo Rochette, Head, Commissioner Urban Inspection National for providing continuous guidance and inputs for the draft reports and providing mission and who Mr Benjamin Kumumanya, the Under-Secretary of e, and Mr. Gilbert important background ) hospitality and , Director Heads, the Planner and as well as community groups and
BIDP Final Evaluation Report ACRONYMS AND ABBREVIATIONS AAMP Area-Based Agricultural Modernization AMA Abanya-Rwenzori Mountaineering Association BFP Budget Framework Paper BIDP Bundibugyo Integrated Development Programme BSF Belgian Survival Fund BTC Belgian Technical Cooperation CAO Chief Administrative Officer CBF Capacity Building Fund CBO Community Based Organization CRD Community Resilience Dialogue CRS Catholic Relief Services DAC Development Assistance Committee (of OECD) DANIDA Danish International Development Agency DCDO District Community Development Officer DDP District Development Plan DE District Engineer DEC District Executive Committee DecSec Decentralization Secretariat DED German Development Service DEO District Education Officer DFID Department for International Development (British Government) DTPC District Technical Planning Committee DWO District Water Officer EDF European Development Fund EU European Union FDS Fiscal Decentralization Strategy FE Final Evaluation FGD Focus Group Discussion FY Financial Year GFS Gravity Flow Scheme GoU Government of Uganda G-Tax Graduated Tax HDPE High Density Polyethylene HIPC Heavily Indebted Poor Countries HLG Higher Local Government HoD Head of Department IDP Internally Displaced Person IFAD International Fund for African Development JLCB Joint Local Consultative Body (Steering Committee) KDRCDP Kasese District Rural Community Development Programme LC Local Council LDF Local Development Fund LG Local Government LGA Local Government Act LGDP Local Government Development Programme LGFC Local Government Finance Commission LLG Lower Local Government M&E Monitoring and Evaluation MoES Ministry of Education and Sports MoLG Ministry of Local Government MTR Mid Term Review NGO Non-Governmental Organization NORRACOL North Rwenzori Community Agriculture and Conservation Link NRM National Resistance Movement Belgian Development Agency ACRONYMS AND ABBREVIATIONS Based Agricultural Modernization Programme Rwenzori Mountaineering Association Agro forestry project Budget Framework Paper Bundibugyo Integrated Development Programme Belgian Survival Fund Belgian Technical Cooperation Chief Administrative Officer (in districts) Capacity Building Fund Community Based Organization Community Resilience Dialogue Catholic Relief Services Development Assistance Committee (of OECD) Danish International Development Agency t Community Development Officer District Development Plan District Executive Committee Decentralization Secretariat German Development Service District Education Officer International Development (British Government) District Technical Planning Committee District Water Officer European Development Fund Fiscal Decentralization Strategy Discussion Gravity Flow Scheme Government of Uganda High Density Polyethylene Heavily Indebted Poor Countries Higher Local Government Head of Department Displaced Person International Fund for African Development Joint Local Consultative Body (Steering Committee) Kasese District Rural Community Development Programme Local Development Fund Local Government Act Local Government Development Programme Local Government Finance Commission Lower Local Government Monitoring and Evaluation Ministry of Education and Sports Ministry of Local Government Governmental Organization North Rwenzori Community Agriculture and Conservation Link National Resistance Movement iv
BIDP Final Evaluation Report O&M Operation and Maintenance OECD Organisation for Economic Cooperation and Development PAF Poverty Action Fund PEAP Poverty Eradication Action Policy PMU Programme Management Unit PRA Participatory Rural Appraisal PRSP Poverty Reduction Strategy Paper P/S Primary School RC Resistance Council ROM Result Oriented Management SATNET Sustainable Agriculture Trainers Network SCDP Sub-County Development Plan SDF Sub-County Development Fund SMC School Management Committee SNV Netherlands Development Organization SO Specific Objective SPSS Statistical Package for the Social Sciences TA Technical Assistance / Assistant / Advisor (specified as per text) TC Town Clerk TFF Technical and Financial File (BTC document) ToT Training of Trainers TPC Technical Planning Committee UNCDF United Nations Capital Development Fund UNDP United Nations Development Programme UPHOLD Uganda Programme for Holistic Development WB World Bank Belgian Development Agency Operation and Maintenance Organisation for Economic Cooperation and Development Poverty Action Fund Poverty Eradication Action Policy Programme Management Unit Participatory Rural Appraisal Poverty Reduction Strategy Paper Resistance Council Result Oriented Management tainable Agriculture Trainers Network County Development Plan County Development Fund School Management Committee Netherlands Development Organization Statistical Package for the Social Sciences Technical Assistance / Assistant / Advisor (specified as per text) Technical and Financial File (BTC document) Training of Trainers Technical Planning Committee United Nations Capital Development Fund United Nations Development Programme Uganda Programme for Holistic Development v
BIDP Final Evaluation Report Figure 1: Map of Uganda Belgian Development Agency vi
BIDP Final Evaluation Report TABLE OF CONTENTS 1 Executive Summary ................................ 2 Introduction................................ 2.1 Presentation of the Intervention 2.1.1 Geographical Understanding of Bundibugyo District 2.2 Methodology ................................ 3 Background and context ................................ 3.1 Historical Context of the Intervention 3.2 Social and Economic Context 3.3 Political and Institutional Context 3.4 Intervention Logic ................................ 4 Follow-up of recommendations 4.1 From the Mid-term Review 5 Implementation and achievements 5.1 Result 1: Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring Mechanisms are operationalized. 5.1.1 BIDP Impact ................................ 5.1.2 Result area Specific Recommendations Final Achievements and Lessons learned 5.2 Results 2: Local Revenue Generation & Mobilization to Sustain Investments & Cost is Improved................................. 5.2.1 BIDP Impact ................................ 5.2.2 Result Area Specific Recommendations 5.2.3 Final Achievements and Lessons learned 5.3 Result 3: Capacity of LG & Other Local Stakeholders is Improved to Ensure Proper Delivery of Services. ................................................................ 5.3.1 BIDP Impact ................................ 5.3.2 Result Area Specific Recommendations 5.3.3 Final Achievements and Lessons learned 5.4 Result 4: Public/Community Investments Prioritized in Development Plans are Implemented with the Provision of Unconditional Block Grants to the District. 5.4.1 BIDP Impact ................................ 5.4.2 Result Area Specific Recommendations 5.4.3 Final Achievements and Lessons learned 6 Assessment of the intervention 6.1 Basic criteria ................................ 6.1.1 Relevance ................................ 6.1.2 Efficiency................................ 6.1.3 Effectiveness................................ 6.1.4 Sustainability................................ 6.1.5 Impact(s) ................................ 6.1.6 Coherence................................ 6.2 Transversal themes ................................ 6.2.1 Gender ................................ 6.2.2 Environment................................ 6.2.3 Social economy................................ Belgian Development Agency TABLE OF CONTENTS ................................................................................................ ................................................................................................................................ Presentation of the Intervention............................................................................................... Geographical Understanding of Bundibugyo District................................ ............................................................................................................................ ................................................................................................ Historical Context of the Intervention................................................................ Social and Economic Context................................................................................................ Political and Institutional Context............................................................................................. ................................................................................................ up of recommendations................................................................................................ term Review ................................................................................................ Implementation and achievements ............................................................................................ Result 1: Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring Mechanisms are operationalized................................................................................................. ................................................................................................ Result area Specific Recommendations................................................................ Final Achievements and Lessons learned...................................................................................... Results 2: Local Revenue Generation & Mobilization to Sustain Investments & ................................................................................................................................ ................................................................................................ Result Area Specific Recommendations................................................................ Final Achievements and Lessons learned ................................................................ Result 3: Capacity of LG & Other Local Stakeholders is Improved to Ensure Proper Delivery ................................................................................................ ................................................................................................ Area Specific Recommendations................................................................ Final Achievements and Lessons learned ................................................................ Result 4: Public/Community Investments Prioritized in Development Plans are Implemented with the Provision of Unconditional Block Grants to the District......................................................... ................................................................................................ Result Area Specific Recommendations................................................................ Final Achievements and Lessons learned ................................................................ Assessment of the intervention................................................................................................ .......................................................................................................................... ................................................................................................ ....................................................................................................................... ................................................................................................ ................................................................................................ ....................................................................................................................... ................................................................................................ ................................................................................................ .......................................................................................................................... ................................................................................................ ................................................................................................ vi ........................................................i .....................................1 ...............................1 ......................................................2 ............................3 ...............................................4 .......................................................4 ..................................5 .............................6 ....................................................7 ....................................9 ......................................9 ............................12 Result 1: Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring .......................................12 ..................................................13 .......................................15 ......................15 Results 2: Local Revenue Generation & Mobilization to Sustain Investments & Recurrent ................................17 ..................................................18 .......................................18 ....................................19 Result 3: Capacity of LG & Other Local Stakeholders is Improved to Ensure Proper Delivery .........................................19 ..................................................21 .......................................21 ....................................21 Result 4: Public/Community Investments Prioritized in Development Plans are Implemented ........................23 ..................................................23 .......................................23 ....................................24 ..................................26 ..........................26 .....................................................26 .......................29 .................................................30 .................................................31 .......................32 .....................................................34 ...............................................35 ..........................35 ..................................................35 .............................................36
BIDP Final Evaluation Report 6.2.4 Children’s Rights ................................ 6.2.5 HIV and Aids ................................ 6.3 HARMO-criteria ................................ 6.3.1 Harmonisation................................ 6.3.2 Alignment ................................ 6.3.3 Result-based management 6.3.4 Mutual responsibility 6.3.5 Ownership ................................ 7 Practices to retain ................................ 7.1 Structure & Staffing of the intervention 7.2 Resource management (financial, human & material) 7.3 Planning & Implementation 7.4 Monitoring & Evaluation................................ 7.5 Documentation & Reporting 7.6 Implementation of New Technologies 7.7 Networking................................ 8 Lessons learned ................................ 8.1 For the Intervention................................ 8.2 For the Partner Institution 8.3 For the JLCB................................ 8.4 For the Donor................................ 9 Conclusions................................ 9.1 Recommendations regarding a possible BIDP II 10 Annexes................................................................ Annex 1: Objectives and Context of the Final Evaluation Annex 2: FE Team Mobilisation................................ Annex 3: People Met/Interviewed for the BIDP FE Annex 4: Literature (Desk) Review: Annex 5: Review of Findings from Other Evaluations BIDP Final Report 2005-09 MoLG Monitoring Report................................ Local Government Sector Investment Plan (LGSIP) The Harmonized Participatory Planning Process in Bundibugyo Guidelines for LG M&E Systems Process in Bundibugyo Review of the Impact of Capacity Development by BIDP Annex 6: Criteria Themes of the BIDP Relevance ................................ Efficiency................................ Effectiveness................................ Sustainability................................ Coherence................................ Impact................................................................ Transversal themes................................ HARMO-criteria................................ Annex 7: The BIDU FE Team and Field Strategy: Quantitative Data Collection Belgian Development Agency ................................................................................................ ................................................................................................ ................................................................................................ ................................................................................................ ...................................................................................................................... ed management........................................................................................... Mutual responsibility................................................................................................ ................................................................................................ ........................................................................................................................ Structure & Staffing of the intervention................................................................ Resource management (financial, human & material) .......................................................... Planning & Implementation................................................................................................ ................................................................................................ Documentation & Reporting................................................................................................ Implementation of New Technologies ................................................................ ............................................................................................................................. ........................................................................................................................... ................................................................................................ For the Partner Institution ................................................................................................ .......................................................................................................................... ......................................................................................................................... ................................................................................................................................ Recommendations regarding a possible BIDP II................................................................ ................................................................................................ and Context of the Final Evaluation ................................................................ ................................................................................................ Annex 3: People Met/Interviewed for the BIDP FE................................................................ Annex 4: Literature (Desk) Review:................................................................................................ Annex 5: Review of Findings from Other Evaluations ................................................................ ................................................................................................ ................................................................................................ Government Sector Investment Plan (LGSIP) ................................................................ The Harmonized Participatory Planning Process in Bundibugyo ................................ Guidelines for LG M&E Systems Process in Bundibugyo ......................................................... Review of the Impact of Capacity Development by BIDP.......................................................... Annex 6: Criteria Themes of the BIDP ............................................................................................... ................................................................................................................................ ................................................................................................................................ .............................................................................................................................. .............................................................................................................................. ................................................................................................................................ ................................................................................................ ................................................................................................ .......................................................................................................................... Annex 7: The BIDU FE Team and Field Strategy:................................................................ Quantitative Data Collection ................................................................................................ vii ...........................................36 .................................................37 .....................................................37 ...............................................37 ......................38 ...........................38 ......................................38 .....................................................38 ........................39 ..................................................39 ..........................39 ....................................39 .........................................39 ...................................40 ...................................................40 .............................40 ...........................41 ................................................41 ......................................41 ..........................42 .........................42 ..................................42 ...................................43 .........................................44 ..................................44 ..........................................45 .............................................46 ....................................48 ........................................49 ........................................49 ............................................49 .................................50 ..............................................50 .........................51 ..........................52 ...............................53 ..................................53 ....................................53 ..............................53 ..............................53 ..................................53 .........................................54 ....................................................54 ..........................54 ..............................................56 ......................................57
BIDP Final Evaluation Report Video (DVD) of the BIDP................................ BIDP Project Evaluation by the Civil Engineer Annex 8: Field Findings of the BIDP Attitude Survey Annex 9: Field Findings of Infrastructure Projec Annex 10: BIDP FE - Work Plan................................ List of Figures, Charts FIGURE 1: MAP OF UGANDA................................ FIGURE 2: BIDP SUPPORT & INTERACTI FIGURE 3: MAP OF THE PROJECT AREA FIGURE 4: PUBLIC AWARENESS MESSAGES ON BUILDING FIGURE 5: POVERTY TRENDS IN BUNDIBUGYO FIGURE 6: A TYPICAL CLASSROOM SITU FIGURE 7: A WOMAN FORDING A STREAM IN FIGURE 8: THE SOURCE WORKS FOR ONE OF THE GRAVITY F FIGURE 9: KNOWLEDGE ABOUT BIDP AMONG RESPONDENTS FIGURE 10: STORIES OF FRAUD OR BRIBES FIGURE 11: SATISFACTION WITH UTILISATION OF FIGURE 12: LEVEL OF SATISFACTION ON FIGURE 13: COMMUNITY CRITICAL NEEDS AND FIGURE 14: CHANGE IN COMMUNITY G FIGURE 15: CRITICAL NEEDS AND PRIORITIES OF FIGURE 16: NEEDS AND CONCERNS OF FIGURE 17: NEEDS OF THE ILL ADDRESSED UNDER FIGURE 18: ENVIRONMENT ISSUES ADDRESSED FIGURE 19: A DAILY MARKET CONSTRU FIGURE 20: EFFECTIVE USE OF RESOURCES UNDER FIGURE 21: PERCEIVED PROJECT IMPACT FIGURE 22: WATER COVERAGE FOR A FIGURE 23: DISTANCE TO NEAREST WATER POINT FIGURE 24: REDUCTION IN WATER BORN FIGURE 25: IMPLEMENTATION RATE OF DEVELOPMENT PLANS FIGURE 26: DISTRIBUTION OF WOMEN FIGURE 27: CHILDREN USING ONE OF THE MANY WATER POINT FIGURE 28: DISTRIBUTION OF COMMUNITY GROUPS FIGURE 29: EDUCATION PERFORMANCE FIGURE 30: EDUCATION ENROLLMENT FIGURE 31: HIV SEROPREVALENCE................................ FIGURE 32: EXAMPLE OF AN NGO CREATED DURING THE FIGURE 33: BIDP FE VIDEO TEAM FILMING A FIGURE 34: SCHOOL FUNDED BY BIDP. FIGURE 35: A DRAMA GROUP USED BY List of Tables TABLE 1: FINDINGS FROM THE MIDTERM TABLE 2: LESSONS LEARNED UNDER R TABLE 3: FINAL ACHIEVEMENTS AND LESSONS LEARNED UN DEFINED. TABLE 4: FINAL ACHIEVEMENTS AND LESSONS LEARNED UN DEFINED. TABLE 5: FINAL ACHIEVEMENTS AND LESSONS LEARNED UN DEFINED. TABLE 6: ISSUES ANTICIPATED BY THE DEFINED. Belgian Development Agency ................................................................................................ BIDP Project Evaluation by the Civil Engineer ................................................................ Annex 8: Field Findings of the BIDP Attitude Survey ................................................................ Annex 9: Field Findings of Infrastructure Projects................................................................ ................................................................................................ Charts & Photos ........................................................................................................................ INTERACTIONS WITH KEY STAKEHOLDERS.......................................................... REA ................................................................................................ AGES ON BUILDING ................................................................ UNDIBUGYO 2005-10................................................................ TUATION IN THE DISTRICT ................................................................ AM IN BUNDIBUGYO ................................................................ ONE OF THE GRAVITY FLOW WATER SUPPLY PROJECTS ........................... AMONG RESPONDENTS ................................................................ RIBES ................................................................................................ TILISATION OF TAXES PAID TO DISTRICT OFFICIALS................................ ATISFACTION ON PERFORMANCE OF THE HEALTH PROGRAM ................................ EEDS AND PRIORITIES PRIOR TO BIDP................................ GENDER PERCEPTIONS................................................................ RIORITIES OF WOMEN ADDRESSED BY BIDP ................................ ONCERNS OF CHILDREN ...................................................................................... ESSED UNDER BIDP ................................................................ DDRESSED.......................................................................................... DAILY MARKET CONSTRUCTED BY BIDP................................................................ ESOURCES UNDER BIDP................................................................ MPACT ................................................................................................ ATER COVERAGE FOR A UNIT OF POPULATION ................................................................ ATER POINT....................................................................................... RNE DISEASES IN THE DISTRICT........................................................... F DEVELOPMENT PLANS ................................................................ GROUPS........................................................................................... THE MANY WATER POINTS FUNDED BY BIDP................................ NITY GROUPS................................................................ ERFORMANCE ................................................................................................ ................................................................................................ ................................................................................................ CREATED DURING THE BIDP................................................................ EAM FILMING A VHT MEETING................................................................ BIDP. NOTE THE HANDICAP RAMP ACCESS ................................ DRAMA GROUP USED BY BIDP .............................................................................................. IDTERM REVIEW ....................................... ERROR! BOOKMARK NOT DEFINED RESULT AREA 1................................. ERROR! BOOKMARK NOT DEFINED D LESSONS LEARNED UNDER RESULT AREA 2........ERROR! D LESSONS LEARNED UNDER RESULT AREA 3........ERROR! D LESSONS LEARNED UNDER RESULT AREA 4........ERROR! THE FE TEAM BEFORE GOING TO THE FIELDWORK...ERROR! viii ............................................58 ..........................................58 .........................................60 ..............................................71 .........................................77 ........................VI ..........................1 ........................................2 ...............................................4 .................................................5 .......................................6 .............................................7 ...........................8 ......................................13 ................................15 ..................................18 ....................................21 .................................................26 .......................................27 ..........................................27 ......................28 ............................................28 ..........................29 .................................................30 ..........................................31 ..................................32 ........................................33 .......................33 ...........................34 ......................................34 ...........................35 ........................................35 .....................................................36 .....................................37 ........................................37 ............................................37 ...................................52 ........................................58 ................................................58 ..............................59 OOKMARK NOT DEFINED. OOKMARK NOT DEFINED. BOOKMARK NOT BOOKMARK NOT BOOKMARK NOT BOOKMARK NOT
BIDP Final Evaluation Report . Belgian Development Agency Photos by Henry Kellam, Simon Otoi, Brenda Amanda & Rogers Baguma ix & Rogers Baguma
BIDP Final Evaluation Report 1 EXECUTIVE SUMMARY Before BIDP began, Bundibugyo bordering the Democratic Republic of reach and had mostly impassable roads diseases, including outbreaks of the deadly Ebola and a high prevalence of HIV/ AIDS. and sanitation coverage was extremely poor with people either drinking from contaminated rivers or walking average distances of over 10km to access clean water. The Index (HDI) was one of the lowest in Uganda. The district f retain a good human resource base. The Kingdom of Belgium and Government of Uganda decentralization process with special emphasis on human resources and institutional developme together with specific actions for improving the livelihoods of the population. The design coordination with other donor initiatives to strengthen the capacity of the local authorities and key stakeholders like local NGO’s/CBO’s to maximize The evaluation was based on four ‘Result Areas’ Result Area 1: Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring Mechanisms are operationalized ‘Without external assistance’ 1. 80% of LGs are able to prepare and approve the budgets within the prescribed period without external assistance 2. 80% of sub-county budgets approved first time without being referred back assistance’ 3. 60% of the local governments use baseline survey data / information in their planning and monitoring exercises 4. 70% of the DDP and SCDP and all PDP are compliant with MoLG guidelines without external assistance, as checked by the national assessment team. 5. 65% of the data required by LOGICS is available. 6. 50% of the staff and political leaders using the data in management decisions. The findings from the FE based on interviews and document review reveal th (80%+) especially for indicators 1, 2, 3 of LOGICS data due to technical problems such as limited skills, lack of computers, etc. Dis sub-county officials have the capacity required to prepare budgets within set timelines and without external assistance. The use of baseline surveys in the development process and compliance to MOLG guidelines are adhered to. Result Area 2: Local Revenue Generation & Mobilization to Sustain Investments & Recurrent Cost is improved Local revenue collection capacity and downward accountability has been enhanced through preparation of ordinances for local revenue collection. A data bank for loca training on local revenue carried out. Downward accountability training was done and notice boards erected in 33 parishes in the District. mobilisation aimed up improving the ability of HLGs and LLGs to meet their recurrent costs and co funding obligations in a sustainable manner. by 20% for each successive year, HLGs and LLGs meeting co score of 7+ on communication and accountability. Findings based on Focus group discussions, key informant interviews and literature review reveal that: 1 The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main report findings, lessons learned, conclusions, recommendations. Belgian Development Agency EXECUTIVE SUMMARY Before BIDP began, Bundibugyo was a marginalised district in the western region of Uganda Democratic Republic of Congo. The district faced challenges of poverty, impassable roads, very low literacy rates and was at high risk of including outbreaks of the deadly Ebola and a high prevalence of HIV/ AIDS. was extremely poor with people either drinking from contaminated rivers or walking average distances of over 10km to access clean water. The District Human Development Index (HDI) was one of the lowest in Uganda. The district faced a very high staff turnover and fail retain a good human resource base. and Government of Uganda designed the BIDP to support the decentralization process with special emphasis on human resources and institutional developme improving the livelihoods of the population. The design with other donor initiatives to strengthen the capacity of the local authorities and key stakeholders like local NGO’s/CBO’s to maximize on local service delivery. four ‘Result Areas’. The following reveals the BIDP FE key Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring 80% of LGs are able to prepare and approve the budgets within the prescribed period without county budgets approved first time without being referred back ‘without external local governments use baseline survey data / information in their planning and 70% of the DDP and SCDP and all PDP are compliant with MoLG guidelines without external assistance, as checked by the national assessment team. data required by LOGICS is available. 50% of the staff and political leaders using the data in management decisions. the household survey, focus group discussions and key informant review reveal that BIDP has been able to substantially deliver on result 1 (80%+) especially for indicators 1, 2, 3 and 4 but not on indicator 5 relating to availability and usage of LOGICS data due to technical problems such as limited skills, lack of computers, etc. Dis county officials have the capacity required to prepare budgets within set timelines and without external assistance. The use of baseline surveys in the development process and compliance to Local Revenue Generation & Mobilization to Sustain Investments & Recurrent Local revenue collection capacity and downward accountability has been enhanced through preparation of ordinances for local revenue collection. A data bank for local revenue sources was established and training on local revenue carried out. Downward accountability training was done and notice boards erected in 33 parishes in the District. Result area 2 emphasised enhanced revenue generation and improving the ability of HLGs and LLGs to meet their recurrent costs and co funding obligations in a sustainable manner. The indicators under result 2 were: local revenue increased by 20% for each successive year, HLGs and LLGs meeting co-funding obligations and achieve MOLG score of 7+ on communication and accountability. Findings based on Focus group discussions, key informant interviews and literature review reveal that: The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main report findings, lessons learned, conclusions, recommendations. i a marginalised district in the western region of Uganda faced challenges of poverty, was hard to communicable including outbreaks of the deadly Ebola and a high prevalence of HIV/ AIDS. Safe water was extremely poor with people either drinking from contaminated rivers or Human Development aced a very high staff turnover and failed to BIDP to support the decentralization process with special emphasis on human resources and institutional development, improving the livelihoods of the population. The design emphasised with other donor initiatives to strengthen the capacity of the local authorities and key FE key findings1 : Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring 80% of LGs are able to prepare and approve the budgets within the prescribed period without ‘without external local governments use baseline survey data / information in their planning and 70% of the DDP and SCDP and all PDP are compliant with MoLG guidelines without external the household survey, focus group discussions and key informant at BIDP has been able to substantially deliver on result 1 relating to availability and usage of LOGICS data due to technical problems such as limited skills, lack of computers, etc. District and county officials have the capacity required to prepare budgets within set timelines and without external assistance. The use of baseline surveys in the development process and compliance to Local Revenue Generation & Mobilization to Sustain Investments & Recurrent Local revenue collection capacity and downward accountability has been enhanced through preparation l revenue sources was established and training on local revenue carried out. Downward accountability training was done and notice boards Result area 2 emphasised enhanced revenue generation and improving the ability of HLGs and LLGs to meet their recurrent costs and co- The indicators under result 2 were: local revenue increased ns and achieve MOLG Findings based on Focus group discussions, key informant interviews and literature review reveal that: The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main
BIDP Final Evaluation Report • All ten sub-counties and the HLG are conversant with MOLG assessments on communica and accountability • Local revenue collection has improved although revenue mobilization and transparency is still a challenge despite the above positive findings. FE household survey revealed that 81% of the respondents were however less satisfied with district officials. • Staff capacity building courses were attended and local staff training were customised to meet knowledge gaps in revenue mobilization and collection • The social mobilisation strategy was finalis shall be utilised for similar future projects Result Area 3: Capacity of LG & Other Local Stakeholders is improved to Ensure Proper Delivery of Services Result area 3 of the BIDP focused on strengthening the capacity of local government and other local stakeholders to ensure proper delivery of services. This result area aimed at improving the social wellbeing of local people through improved access to bas reduce the number of people living below the poverty line in Bundibugyo District. The findings from the focus group discussions, key informant interviews and the household survey reveal that: • All responsible staff of LLGs and HLG are familiar with and fully understanding tender and contract procedures • All LLGs and HLG largely follow national procedures in the budgeting, tender and contract process • The District Service Commission and Council are in place and functio • The district and budgeting process is realistic, timely and adheres to national guidelines • The tender and contracts process faced hiccups in its implementation but slowly smoothening out with the introduction of the sealed Result Area 4: Public/Community Investments Prioritized in Development Plans are implemented with the Provision of Unconditional Block Grants to the District Result area 4 aimed at increasing focus and delivery of public and community investments through utilisation of the unconditional block grants. The programme worked towards increasing community access to basic social services at district and sub investments in the HLG and LLGs development plans. The participatory approach inv community enabled identification of priority investments some of which were implemented through approved district and sub-county development plans. Support to District Development Plan and Sub County Development Plans involved mainly infrastructure development. Several Gravity flow schemes have been built and this has resulted into the reduction of water borne diseases which were rampant in the District. Other infrastructure include construction of teachers houses, roads, fish pods for and immunization, immunization centers, Functional Adult Literacy class structures, market shelters, classroom blocks , health centers, maternity wards and theatre and purchase of medical equipment among others. FE findings from the key informant interviews, focus group discussions, and the household survey reveal that: • There is 100% survival rate of BIDP investments like: markets, roads, gravity flow schemes, schools, health units and community hall. • Community utilisation and maintenance of established projects is over 70% with record keeping maintained at district and sub Belgian Development Agency counties and the HLG are conversant with MOLG assessments on communica Local revenue collection has improved although revenue mobilization and transparency is still despite the above positive findings. FE household survey revealed that 81% of the respondents were however less satisfied with the utilisation of the taxes they pay to Staff capacity building courses were attended and local staff training were customised to meet knowledge gaps in revenue mobilization and collection The social mobilisation strategy was finalised and the experience offered learning to staff that shall be utilised for similar future projects Capacity of LG & Other Local Stakeholders is improved to Ensure Proper Result area 3 of the BIDP focused on strengthening the capacity of local government and other local stakeholders to ensure proper delivery of services. This result area aimed at improving the social wellbeing of local people through improved access to basic social services that would eventually reduce the number of people living below the poverty line in Bundibugyo District. The findings from the focus group discussions, key informant interviews and the household survey of LLGs and HLG are familiar with and fully understanding tender and All LLGs and HLG largely follow national procedures in the budgeting, tender and contract The District Service Commission and Council are in place and functioning The district and budgeting process is realistic, timely and adheres to national guidelines The tender and contracts process faced hiccups in its implementation but slowly smoothening out with the introduction of the sealed-bids system Public/Community Investments Prioritized in Development Plans are implemented with the Provision of Unconditional Block Grants to the District Result area 4 aimed at increasing focus and delivery of public and community investments through he unconditional block grants. The programme worked towards increasing community access to basic social services at district and sub-county levels through inclusion of public investments in the HLG and LLGs development plans. The participatory approach involving the local community enabled identification of priority investments some of which were implemented through county development plans. Support to District Development Plan and Sub County Development Plans involved mainly infrastructure development. Several Gravity flow schemes have been built and this has resulted into the reduction of water borne diseases which were rampant in the District. Other infrastructure include construction of teachers houses, roads, fish pods for demonstration, cattle crushes used for spraying and immunization, immunization centers, Functional Adult Literacy class structures, market shelters, classroom blocks , health centers, maternity wards and theatre and purchase of medical equipment FE findings from the key informant interviews, focus group discussions, and the household survey There is 100% survival rate of BIDP investments like: markets, roads, gravity flow schemes, schools, health units and community hall. nity utilisation and maintenance of established projects is over 70% with record keeping maintained at district and sub-county levels. ii counties and the HLG are conversant with MOLG assessments on communication Local revenue collection has improved although revenue mobilization and transparency is still despite the above positive findings. FE household survey revealed that 81% of the utilisation of the taxes they pay to Staff capacity building courses were attended and local staff training were customised to meet ed and the experience offered learning to staff that Capacity of LG & Other Local Stakeholders is improved to Ensure Proper Result area 3 of the BIDP focused on strengthening the capacity of local government and other local stakeholders to ensure proper delivery of services. This result area aimed at improving the social ic social services that would eventually The findings from the focus group discussions, key informant interviews and the household survey of LLGs and HLG are familiar with and fully understanding tender and All LLGs and HLG largely follow national procedures in the budgeting, tender and contract The district and budgeting process is realistic, timely and adheres to national guidelines The tender and contracts process faced hiccups in its implementation but slowly smoothening Public/Community Investments Prioritized in Development Plans are Result area 4 aimed at increasing focus and delivery of public and community investments through he unconditional block grants. The programme worked towards increasing community county levels through inclusion of public olving the local community enabled identification of priority investments some of which were implemented through Support to District Development Plan and Sub County Development Plans involved mainly infrastructure development. Several Gravity flow schemes have been built and this has resulted into the reduction of water borne diseases which were rampant in the District. Other infrastructure include demonstration, cattle crushes used for spraying and immunization, immunization centers, Functional Adult Literacy class structures, market shelters, classroom blocks , health centers, maternity wards and theatre and purchase of medical equipment FE findings from the key informant interviews, focus group discussions, and the household survey There is 100% survival rate of BIDP investments like: markets, roads, gravity flow schemes, nity utilisation and maintenance of established projects is over 70% with record
BIDP Final Evaluation Report • Village User Committees are in place and through social mobilisation; local communities are able to maintain the investme • There has been more than 50% increase in social services enjoyed by local community as compared to 5 years ago. The quality of life has improved in as far as access to clean and safe water, access to basic education, access to health services, access to markets and literacy on environmental protection. Evaluation of the BIDP using the Basic Criteria BIDP was very relevant in that it helped equalize in a marginalized low HDI region mechanisms BIDP employed to support the decentralisation process through capacity building and support to projects identified in the District and Sub The infrastructure investments including water supplies, roads, schools buildings, health centres and capacity building were relevant to the needs and expectations of the communities in the two districts. The intervention has addressed only a po and staff houses and water. Staff houses are particularly significant in the remote mountainous areas of Bundibugyo District and also in the vast plains of Ntoroko District. Understaffing and high staff turnover efficiency. Most inputs were implemented as planned. weak regarding ‘across the board’ awareness of roles and Efficiency was also hampered because the National Government did not take all steps to finance the project according to the Specific Agreement. The district is still understaffed in key departments that implement the participatory planning and decentralization process. Almost all of the BIDP implemented inputs were done within the planned timeframe. Efficiency would have been greatly improved through a sector-wide integrated M&E system that places emphasis on the mon & responsibilities of all stakeholders. Efficiency of the infrastructure investments are in place. The implementation component of norms of good practice. The community mobilisation for O&M was also done for some of the infrastructure. The effectiveness of the BIDP was demonstrated by the f reveal satisfaction with the investments done in improved quality of their lives. Community consultation findings, particularly the household survey, further indicate that BIDP resources were effectively used of them having been completed more than 12 months before the evaluation. The classrooms and staff houses, markets, roads and gravity flow schemes are all in existence, based on the sample of 10 micro-projects visited and also based on key informant interv informant), Fisheries Officer, DCDO and the DEO. mostly satisfied with the delivered results. The micro projects in all the sectors of the investments. Capacity building continued to burden the overall sustain long-term impacts relative to decentralisation by promoting a b understanding of work practices of local government staff. Impacts of the BIDP on the District were and remain r marginalized District. Strong impacts of access (greater coverage/population) planning processes, health and education nearest water points was 5+ km but by large impacts with the modest investments. The coherence of BIDP was demonstrated by the fact that it the Kasese District Poverty Reduction Programme (K Belgian Development Agency Village User Committees are in place and through social mobilisation; local communities are able to maintain the investments like: water supply and markets. There has been more than 50% increase in social services enjoyed by local community as The quality of life has improved in as far as access to clean and safe water, access to basic access to health services, access to markets and literacy on environmental protection. Evaluation of the BIDP using the Basic Criteria in that it helped equalize Bundibugyo (and Ntoroko) District and low HDI region and was in line with the Paris Declaration. The strategy and mechanisms BIDP employed to support the decentralisation process through capacity building and support to projects identified in the District and Sub-County Development was very relevant. including water supplies, roads, schools buildings, health centres and capacity building were relevant to the needs and expectations of the communities in the two districts. The intervention has addressed only a portion of the needs, which include primary school classrooms and staff houses and water. Staff houses are particularly significant in the remote mountainous areas of Bundibugyo District and also in the vast plains of Ntoroko District. h staff turnover limited the capacity to fully absorb BIDP, thus limiting its implemented as planned. The implementation of M&E ‘across the board’ awareness of roles and responsibilities of all stakeholders. Efficiency was also hampered because the National Government did not take all steps to finance the project according to the Specific Agreement. The district is still understaffed in key departments that e participatory planning and decentralization process. Almost all of the BIDP implemented inputs were done within the planned timeframe. Efficiency would have been greatly wide integrated M&E system that places emphasis on the mon & responsibilities of all stakeholders. infrastructure investments was very good since the large majority of the investments component of infrastructure was done largely in accordance with t norms of good practice. The community mobilisation for O&M was also done for some of the of the BIDP was demonstrated by the findings from the local beneficiaries reveal satisfaction with the investments done in their community as these directly contributed to improved quality of their lives. Community consultation findings, particularly the household survey, further indicate that BIDP resources were effectively used. All of the micro-projects are surviving, most of them having been completed more than 12 months before the evaluation. The classrooms and staff houses, markets, roads and gravity flow schemes are all in existence, based on the sample of 10 projects visited and also based on key informant interviews with the CAO, Ag. DE (main informant), Fisheries Officer, DCDO and the DEO. The FE Team found that the communities were mostly satisfied with the delivered results. The micro-projects contributed to fill a large need for micro sectors of the investments. The effectiveness of the intervention was therefore high. Capacity building continued to burden the overall impacts achieved. A BIDP II would be required to term impacts relative to decentralisation by promoting a better organisational understanding of work practices of local government staff. Impacts of the BIDP on the District were and remain relative to the many challenges marginalized District. Strong impacts were made (directly and indirectly by BIDP support) (greater coverage/population) to water, reduction to water borne diseases, participatory health and education. Before 2005 average distance villagers had to walk to but by 2010 water point distance was less than 1 km, thus achieving large impacts with the modest investments. of BIDP was demonstrated by the fact that it was in-line with other BTC programs like the Kasese District Poverty Reduction Programme (KDPRP) as well as the Belgium Development iii Village User Committees are in place and through social mobilisation; local communities are There has been more than 50% increase in social services enjoyed by local community as The quality of life has improved in as far as access to clean and safe water, access to basic access to health services, access to markets and literacy on environmental protection. District and Communities in line with the Paris Declaration. The strategy and mechanisms BIDP employed to support the decentralisation process through capacity building and levant. including water supplies, roads, schools buildings, health centres and capacity building were relevant to the needs and expectations of the communities in the two districts. rtion of the needs, which include primary school classrooms and staff houses and water. Staff houses are particularly significant in the remote mountainous areas , thus limiting its and O&M was responsibilities of all stakeholders. Efficiency was also hampered because the National Government did not take all steps to finance the project according to the Specific Agreement. The district is still understaffed in key departments that e participatory planning and decentralization process. Almost all of the BIDP implemented inputs were done within the planned timeframe. Efficiency would have been greatly wide integrated M&E system that places emphasis on the monitoring roles was very good since the large majority of the investments was done largely in accordance with the norms of good practice. The community mobilisation for O&M was also done for some of the indings from the local beneficiaries which their community as these directly contributed to improved quality of their lives. Community consultation findings, particularly the household survey, projects are surviving, most of them having been completed more than 12 months before the evaluation. The classrooms and staff houses, markets, roads and gravity flow schemes are all in existence, based on the sample of 10 iews with the CAO, Ag. DE (main The FE Team found that the communities were projects contributed to fill a large need for micro- The effectiveness of the intervention was therefore high. achieved. A BIDP II would be required to etter organisational challenges faced in upport) in the areas to water, reduction to water borne diseases, participatory Before 2005 average distance villagers had to walk to point distance was less than 1 km, thus achieving line with other BTC programs like DPRP) as well as the Belgium Development
BIDP Final Evaluation Report Cooperation support for budget in decentralisation for MoLG. The BIDP is also in all thematic areas. The BIDP also established coherence with other donor supported (both bi and multi lateral) programs at the local government level. Recommendations for a BIDP Follow In order to improve on the relevance of BIDP, the Fi program, or better yet a BIDP II (3 capture the momentum built during the period since the MTR situation has improved as observed in a recent MoLG report District and LLGs had been persistently poor in 2008 and 2009, there was tremendous improvement noted in 2010 presumably as a result of the new administration. This was evidenced by the District and all LLGs meeting all the Minimum Conditions and none penalized in 2010”. In the area of investments, relevant sector guidelines need to be followed in implementation of donor supported projects to avoid conflicting with the sector regulat include community mobilisation for operation and maintenance well before the implementation of the infrastructure project. A BIDP II may consider a lower cost component funding of infrastructure and balance more intensive inputs for capacity building in part hold regular ‘over-the-border’ training. If there is a BIDP II, it should work out modalities of splitting the works and services in the two districts of Bundibugyo and Ntoroko so that each district assumes respo maintain its share of the investments. The lack of responsibility over these projects by the new district of Ntoroko will impact negatively on their maintenance. Further Areas to focus on if there is a Follow BIDP was affected at some stage with issues of fraud and more safeguards are needed in procurement, audit functions and improved monitoring/supervision on the implementation of contracts in the District to ensure that fraud prevention is prioritised. Not all sector implementation guidelines were followed in the implementation of the education and water projects; E.g. MoES requires and kitchen. O&M is critical for the sustainability of th before construction of the project supported by BIDP. The TA support and Belgium Volunteers provided for BIDP an advisory role. This must be accompanied by capacity building and training of key local government staff. Emphasis must be made on having appropriate levels of qualified staff in place. The the most appropriate individuals in key posit framework with low salaries is critical, i.e. able to work in difficult places, flexible, culturally sensitive, long-term commitment, etc. The ability of the Resident Representative to engage with GoU responsibilities in compliance with the Specific Agreement was critical for the BIDP and a BIDP II. While including NGOs and CBOs capacity gaps. Because they are also part of the community and know the needs and have direct contact with key people to get things done, the investment was well worthwhile and should be a priority if there is a BIDP II. A prerequisite to a BIDP would be updating the 2005 Baseline Survey, a Staff Needs/Training Assessment Survey and an evaluation of current M&E and O&M procedures. 2 The 3-5 year extension was also recommended in 3 The recommendations by the MTR were taken very seriously by the District. Many improvements were realized through recommended realignments. Moreover, the political situation in the District has improved greatly 4 Annual Assessment of Minimum Conditions Belgian Development Agency Cooperation support for budget in decentralisation for MoLG. The BIDP is also in-line with LGSIP in all thematic areas. The BIDP also established coherence with other donor supported (both bi and rams at the local government level. Recommendations for a BIDP Follow-up In order to improve on the relevance of BIDP, the Final Evaluation (FE) believes an ex , or better yet a BIDP II (3-5 years)2 , is justifiable and should be undertaken soon so as to capture the momentum built during the period since the MTR 3 was completed. Moreover, the political situation has improved as observed in a recent MoLG report 4 - “Although the performance of the District and LLGs had been persistently poor in 2008 and 2009, there was tremendous improvement noted in 2010 presumably as a result of the new administration. This was evidenced by the District the Minimum Conditions and none penalized in 2010”. In the area of investments, relevant sector guidelines need to be followed in implementation of donor supported projects to avoid conflicting with the sector regulatory bodies. These guidelines should clude community mobilisation for operation and maintenance well before the implementation of the may consider a lower cost component funding of infrastructure and balance more intensive inputs for capacity building in partnership with KDRCDP to maximize cost border’ training. If there is a BIDP II, it should work out modalities of splitting the works and services in the two districts of Bundibugyo and Ntoroko so that each district assumes responsibility to complete, operate and maintain its share of the investments. The lack of responsibility over these projects by the new district of Ntoroko will impact negatively on their maintenance. Further Areas to focus on if there is a Follow-up Program BIDP was affected at some stage with issues of fraud and more safeguards are needed in and improved monitoring/supervision on the implementation of contracts in the District to ensure that fraud prevention is prioritised. sector implementation guidelines were followed in the implementation of the education and staff houses to include a rainwater harvesting tank, external toilets is critical for the sustainability of the micro-project and mobilisation must be done and there should be a review of the O&M of the micro The TA support and Belgium Volunteers provided for BIDP did a good job and is most appropria an advisory role. This must be accompanied by capacity building and training of key local government staff. Emphasis must be made on having appropriate levels of qualified staff in place. The the most appropriate individuals in key positions and how to achieve this in a weak institutional critical, i.e. able to work in difficult places, flexible, culturally sensitive, Resident Representative to engage with GoU to ensure that they carry out their with the Specific Agreement was critical for the BIDP and a BIDP II. and CBOs resulted in higher costs for BIDP, they greatly helped fill in the capacity gaps. Because they are also part of the community and know the needs and have direct contact with key people to get things done, the investment was well worthwhile and should be a A prerequisite to a BIDP would be updating the 2005 Baseline Survey, a Staff Needs/Training Assessment Survey and an evaluation of current M&E and O&M procedures. 5 year extension was also recommended in BIDP Final Report October 2009. The recommendations by the MTR were taken very seriously by the District. Many improvements were realized through recommended realignments. Moreover, the political situation in the District has improved greatly Annual Assessment of Minimum Conditions iv line with LGSIP in all thematic areas. The BIDP also established coherence with other donor supported (both bi and nal Evaluation (FE) believes an extension of the taken soon so as to was completed. Moreover, the political “Although the performance of the District and LLGs had been persistently poor in 2008 and 2009, there was tremendous improvement noted in 2010 presumably as a result of the new administration. This was evidenced by the District In the area of investments, relevant sector guidelines need to be followed in implementation of donor bodies. These guidelines should clude community mobilisation for operation and maintenance well before the implementation of the may consider a lower cost component funding of infrastructure and KDRCDP to maximize cost; E.g. If there is a BIDP II, it should work out modalities of splitting the works and services in the two districts nsibility to complete, operate and maintain its share of the investments. The lack of responsibility over these projects by the new district BIDP was affected at some stage with issues of fraud and more safeguards are needed in and improved monitoring/supervision on the implementation of contracts sector implementation guidelines were followed in the implementation of the education and rainwater harvesting tank, external toilets mobilisation must be done of the micro-projects is most appropriate as an advisory role. This must be accompanied by capacity building and training of key local government staff. Emphasis must be made on having appropriate levels of qualified staff in place. The selection of ions and how to achieve this in a weak institutional critical, i.e. able to work in difficult places, flexible, culturally sensitive, to ensure that they carry out their with the Specific Agreement was critical for the BIDP and a BIDP II. for BIDP, they greatly helped fill in the capacity gaps. Because they are also part of the community and know the needs and have direct contact with key people to get things done, the investment was well worthwhile and should be a A prerequisite to a BIDP would be updating the 2005 Baseline Survey, a Staff Needs/Training The recommendations by the MTR were taken very seriously by the District. Many improvements were realized through recommended realignments. Moreover, the political situation in the District has improved greatly.
BIDP Final Evaluation Report 2 INTRODUCTION 2.1 Presentation of the Bundibugyo Integrated Development Programme (BIDP) is a bilateral cooperation intervention between the Government of the Kingdom of Belgium and the Government of the Republic of Uganda. A specific Agreement was signed by both parties on 20 December 2003 and ended 2009. The BIDP was extended until 20 December 2010. Implementation of the project started on 28 April 2005.The total amount of the budget Bundibugyo Integrated Development Programme supported the process of decentralization by contributing to the strengthening of Bundibugyo local authorities’ capacity to improve service delivery to the local population. The project was build upon two main strands: (i) a capacity building component that focused on areas such as participatory planning and budgeting, financial management, resource mobilization, public/private partnership for service delivery, accountability and monitoring, and, (ii) the provision of small and reliable unconditional grants to Bundibugyo District Council and the 10 sub-counties of the district used on non-wage activities according to development plans and the approved budget. The diagram shown on the right illustrates how BIDP coordinated and interacted with key stakeholders as a facilitator for implementation which was based on a co management arrangement. BTC support to Bundibugyo District Local Government was an integrated 5 year collaboration (extended by one year) in which the partie the development needs and priorities of the people in Bundibugyo district. BIDP was implemented within the decentralisation policy framework of Government of Uganda. The BIDP program the Belgian support to Uganda’s decentralisation that started in 2001 through the Kasese District Rural Community Development Programme. In 2006 when the Ministry of Local Government developed the Local Government Sector Investment Plan (LGSIP), Belgi Denmark, Ireland, Netherlands, and Austria) agreed on a MoU and Joint Financing Agreement to support LGSIP basket fund. Further cooperation modalities, links to local government and sector support areas of Education and Health we The GoU-BTC five year support to the decentralisation policy through BIDP aimed at improving the standard of living of people in the Bundibugyo district with an emphasis on those that are most vulnerable to poverty. The programme aimed at enhancing the capacity of the district to attain improved and sustainable service delivery at the district and lower local government levels based on participatory good governance principles. Whereas implementation of BI and was expected to end in December 2009, it was subsequently extended to December 2010. Belgian Development Agency District/Sub-LG stakeholders, citizens, CSOs, NGOs Chiefs, Sub-county officials CAO, JLCB, BTC/TA technical officers, Sector Heads/ Directors. Embassy & BTC officials, Government of Uganda Officials BIDP INTRODUCTION resentation of the Intervention yo Integrated Development Programme (BIDP) is a bilateral cooperation intervention between the Government of the Kingdom of Belgium and the Government of the Republic of Uganda. A specific Agreement was signed by both parties on 20 December 2003 and ended on 19 December 2009. The BIDP was extended until 20 December 2010. Implementation of the project started on 28 April 2005.The total amount of the budget was EUR 3,500,000. Integrated Development the process of decentralization by contributing to the strengthening of Bundibugyo local authorities’ capacity to improve service delivery to the local build ) a capacity on areas such as participatory planning and budgeting, financial management, resource mobilization, public/private partnership for service delivery, accountability and monitoring, and, (ii) the provision of l and reliable unconditional grants to Bundibugyo District Council counties of the district wage activities according to development plans and The diagram illustrates how nd interacted key stakeholders as a facilitator for implementation, which was based on a co- BTC support to Bundibugyo District Local Government was an integrated 5 year collaboration in which the parties agreed on a set of interventions aimed at responding to the development needs and priorities of the people in Bundibugyo district. BIDP was implemented within the decentralisation policy framework of Government of Uganda. The BIDP program the Belgian support to Uganda’s decentralisation that started in 2001 through the Kasese District Rural Community Development Programme. In 2006 when the Ministry of Local Government developed the Local Government Sector Investment Plan (LGSIP), Belgium together with Denmark, Ireland, Netherlands, and Austria) agreed on a MoU and Joint Financing Agreement to support LGSIP basket fund. Further cooperation modalities, links to local government and sector support areas of Education and Health were agreed upon between the GoU and Belgium in 2008. BTC five year support to the decentralisation policy through BIDP aimed at improving the standard of living of people in the Bundibugyo district with an emphasis on those that are most to poverty. The programme aimed at enhancing the capacity of the district to attain improved and sustainable service delivery at the district and lower local government levels based on participatory good governance principles. Whereas implementation of BIDP commenced in June 2005 and was expected to end in December 2009, it was subsequently extended to December 2010. Figure 2: BIDP Support & interactions with key 1 BTC/TA chnical officers, Sector Heads/ Directors. yo Integrated Development Programme (BIDP) is a bilateral cooperation intervention between the Government of the Kingdom of Belgium and the Government of the Republic of Uganda. on 19 December 2009. The BIDP was extended until 20 December 2010. Implementation of the project started on 28 BTC support to Bundibugyo District Local Government was an integrated 5 year collaboration s agreed on a set of interventions aimed at responding to the development needs and priorities of the people in Bundibugyo district. BIDP was implemented within the decentralisation policy framework of Government of Uganda. The BIDP program drew from the Belgian support to Uganda’s decentralisation that started in 2001 through the Kasese District Rural Community Development Programme. In 2006 when the Ministry of Local Government um together with UNDP/CDF, Denmark, Ireland, Netherlands, and Austria) agreed on a MoU and Joint Financing Agreement to support LGSIP basket fund. Further cooperation modalities, links to local government and sector re agreed upon between the GoU and Belgium in 2008. BTC five year support to the decentralisation policy through BIDP aimed at improving the standard of living of people in the Bundibugyo district with an emphasis on those that are most to poverty. The programme aimed at enhancing the capacity of the district to attain improved and sustainable service delivery at the district and lower local government levels based on DP commenced in June 2005 and was expected to end in December 2009, it was subsequently extended to December 2010. upport & interactions with key stakeholders
BIDP Final Evaluation Report This FE evaluation was therefore commissioned by BTC to specifically examine t the program enhanced capacity of the district to offer improved service delivery to the Bundibugyo community in key sectors of: • Administration, community based organizations and private sector organizations • Water and sanitation • Education • Health and environment The final evaluation has assessed shall offer a detailed analysis of the programme focussing on: basic criteria, HARMO transversal themes criteria. 2.1.1 Geographical Understanding Bundibugyo District is located in the western part of Uganda and has a population of approx. 248,000 people based on annual population growth rate of 5%. The district is bordered by Hoima District to the northeast, Kibale District to the east, Kabarole District to the south, and Democratic Republic of Congo to the west and north. The district geographical boundaries are: The Semliki River to the west, the Rwenzori Mountains to the East and Lake Albert to the North. The district lies at coordinates: 00 43N, 30 04E. The District covers a total area of 2,338 km 2 . Of this area, open waters, swamps and rivers, cover 570 km2 while 1,243 km2 is covered by Mountains, forests, National Parks (Semuliki and Mt. Rwenzori) and forest reserves, 145 km 2 is covered by game reserves and 380 km2 is the only area available for human settlement. The main economic activity of the people of Bundibugyo is subsistence agriculture and animal husbandry. The main commercial crops grown are coffee, cocoa, and palm oil. Others include bananas, matooke (plantain), rice, beans and cassava while animal kept include: cattle, goats, sheep, pigs and mules. Belgian Development Agency This FE evaluation was therefore commissioned by BTC to specifically examine the extent to which enhanced capacity of the district to offer improved service delivery to the Bundibugyo Administration, community based organizations and private sector organizations the extent to which the programme achieved set objectives and shall offer a detailed analysis of the programme focussing on: basic criteria, HARMO nderstanding of Bundibugyo District Figure 3: Map of the Project Area Bundibugyo District is located in the a 248,000 people based on annual population growth rate of 5%. The district is bordered by Hoima District to the northeast, Kibale District to the east, Kabarole District to the south, and Congo to the west and north. The district raphical boundaries are: The to the west, the to the East to the North. The district lies at coordinates: 00 43N, The District covers a total area of . Of this area, open , cover is covered National (Semuliki and Mt. Rwenzori) is covered by game reserves and 380 for The main economic activity of the people of Bundibugyo is ubsistence agriculture and animal husbandry. The main commercial crops grown are coffee, cocoa, and palm oil. Others include bananas, , rice, beans and cassava while animal kept include: cattle, goats, sheep, pigs and mules. 2 he extent to which enhanced capacity of the district to offer improved service delivery to the Bundibugyo the extent to which the programme achieved set objectives and shall offer a detailed analysis of the programme focussing on: basic criteria, HARMO-criteria and : Map of the Project Area
BIDP Final Evaluation Report 2.2 Methodology The FE Team presented an Inception Report (IR) understanding of the assignment, the proposed methodology, work assignment. Also included in the report Integrated Development Programme (BIDP). Upon presentation of th made contact with key BIDP stakeholders at national, district, sub field consultations, i.e. key persons at the BTC’s Offices, Belgium Embassy, previous BTC Advisor to BIDP (based in Bundibugyo for 3 years), MOLG, MoF, Office of the Prime Minister Kampala. Their views shaped the FE team’s understanding of the B designing evaluation tools to review the BIDP that include the following: Reflect on the situation before BIDP (2005) have been implemented and Assesses BIDP’s relevance, effectiveness, efficiency, impact created and sustainability. Appreciate the achievements made Analyse the recommendations of the MTR Reflect on what they consider to be planning, design, implementation, monitoring and evaluation stages The FE approach utilized both qualitative (Key Informant Interviews, Focus Group discussions) and quantitative (household survey) data collection and analysis methodologies. In addition the FE captured the extent to which BIDP achieved its intended objectives and results using Sight Sound and Motion (SiSoMo) evaluation video capture and media production. A presented for review before final professional production of the Evaluation DVDs and printed media. The printed media includes summary pamphlets of selected success areas, pictorials and flyers. Various categories of works including: roads, according to the FE criteria. Information generated through the above process progress reports already collected and other important documents for cross referencing purposes. As much as possible, given the challenges in the District, the FE has followed the methodology outlined in the ToR developed by BTC. The depth and details of the FE depend availability of key stakeholders, both at the MoLG and the District. Particularly since the BIDP support ended in 2010, the FE Team encounter FE also had a very tight-time schedule considering the logistics problems (remoteness) and the complexity of BIDP. The Team Leader communication issues and team bonding dynamics During the first week of the FE, the Team undertook briefings at BTC and Embassy of Belgium in regarding the ‘bigger picture’ of the Government of Belgium’s aid modalities in Uganda. The FE Team also met with a host of key government officials rele Office, MoLG. Detailed Methodology can be found in Annex Belgian Development Agency Inception Report (IR) to the MoLG on April 11, 2011 that detailed their understanding of the assignment, the proposed methodology, work-plan and tools for undertaking the assignment. Also included in the report were preliminary desk review findings related to Bundibugyo Integrated Development Programme (BIDP). Upon presentation of the inception report, the FE e contact with key BIDP stakeholders at national, district, sub-county and community key persons at the BTC’s Offices, Belgium Embassy, previous BTC Advisor to BIDP (based in Bundibugyo for 3 years), MOLG, MoF, Office of the Prime Minister and Kampala. Their views shaped the FE team’s understanding of the BIDP Programme as well as uation tools to review the BIDP that include the following: situation before BIDP (2005) in the ten sub-counties where such interventions have been implemented and analyze the impacts of BIDP on the District at close (2010). Assesses BIDP’s relevance, effectiveness, efficiency, impact created and sustainability. Appreciate the achievements made - Four Result Areas. recommendations of the MTR (2007) and achievements/progress to date. ect on what they consider to be good practices and vital lessons learnt planning, design, implementation, monitoring and evaluation stages. The FE approach utilized both qualitative (Key Informant Interviews, Focus Group discussions) and titative (household survey) data collection and analysis methodologies. In addition the FE the extent to which BIDP achieved its intended objectives and results using Sight Sound and Motion (SiSoMo) evaluation video capture and media production. A DVD and other media presented for review before final professional production of the Evaluation DVDs and printed media. summary pamphlets of selected success areas, pictorials and flyers. ing: roads, water and buildings undertaken by BIDP Information generated through the above process was enriched with secondary data such as progress reports already collected and other important documents for cross referencing purposes. As much as possible, given the challenges in the District, the FE has followed the methodology oped by BTC. The depth and details of the FE depended availability of key stakeholders, both at the MoLG and the District. Particularly since the BIDP support the FE Team encountered problems of ‘intuitional memory’ going back time schedule considering the logistics problems (remoteness) and the he Team Leader had to be flexible with the FE Team and try to manage difficult communication issues and team bonding dynamics, etc. During the first week of the FE, the Team undertook briefings at BTC and Embassy of Belgium in regarding the ‘bigger picture’ of the Government of Belgium’s aid modalities in Uganda. The FE Team also met with a host of key government officials relevant to the BIDP such as the Prime Minister’s Detailed Methodology can be found in Annexes 7-9: The BIDU FE Team and Field Strategy. 3 , 2011 that detailed their plan and tools for undertaking the preliminary desk review findings related to Bundibugyo inception report, the FE team county and community levels for key persons at the BTC’s Offices, Belgium Embassy, previous BTC Advisor to and MOFPED in IDP Programme as well as counties where such interventions District at close (2010). Assesses BIDP’s relevance, effectiveness, efficiency, impact created and sustainability. (2007) and achievements/progress to date. lessons learnt from project The FE approach utilized both qualitative (Key Informant Interviews, Focus Group discussions) and titative (household survey) data collection and analysis methodologies. In addition the FE the extent to which BIDP achieved its intended objectives and results using Sight Sound and DVD and other media were presented for review before final professional production of the Evaluation DVDs and printed media. summary pamphlets of selected success areas, pictorials and flyers. undertaken by BIDP were reviewed enriched with secondary data such as progress reports already collected and other important documents for cross referencing purposes. As much as possible, given the challenges in the District, the FE has followed the methodology greatly on the availability of key stakeholders, both at the MoLG and the District. Particularly since the BIDP support problems of ‘intuitional memory’ going back 5+ years. The time schedule considering the logistics problems (remoteness) and the flexible with the FE Team and try to manage difficult During the first week of the FE, the Team undertook briefings at BTC and Embassy of Belgium in regarding the ‘bigger picture’ of the Government of Belgium’s aid modalities in Uganda. The FE Team vant to the BIDP such as the Prime Minister’s : The BIDU FE Team and Field Strategy.
BIDP Final Evaluation Report Figure 4: Public awareness messages on 3 BACKGROUND AND CONTE 3.1 Historical Context of the Uganda experienced decades of political unrest until the 1990s, since when it has seriously endeavored to maintain political stability, peace and annual economic growth. Despite the universal spread of primary education there, literacy rates are still low. mostly cost-related. Around 20% of Ugandans over 15 years of age have received no formal education. Some 40% of the population suffers from disease, a rise of 11% compared with the period 2002-2003. Malaria accounts for half of all cases. On average, Ugandans have to travel 27 to reach their nearest hospital, and 15% of children under 18 are orphans, mostly due to HIV In November 2008, Uganda and Belgium signed a new Cooperation Programme Following the successful implementation of the first Cooperation Programme (2005 committed a budget of €64 million, raising Uganda to Development Cooperation. Belgium is paying equality, the environment, social economy and the rights of the child. Cooperation’s new programme is focusing • Primary healthcare, especially buildin management capacity; and • Education, in particular institutions offering business, technical, vocational and health training.5 The below photo shows one of the many and in many instances local authorities do not have the adequate capacity and financial resources necessary to implement their mandates. Therefore, Belgium has chosen, under the overall guidance of 5 http://diplomatie.belgium.be/en/policy/development_cooperation/countries/partner_countries/uganda/ Belgian Development Agency : Public awareness messages on building BACKGROUND AND CONTEXT ontext of the Intervention Uganda experienced decades of political unrest until the 1990s, since when it has seriously endeavored to maintain political stability, peace and annual economic growth. Despite the universal spread of primary education there, literacy rates are still low. Barriers to education still remain, being related. Around 20% of Ugandans over 15 years of age have received no formal education. Some 40% of the population suffers from disease, a rise of 11% compared with the period ts for half of all cases. On average, Ugandans have to travel 27 to reach their nearest hospital, and 15% of children under 18 are orphans, mostly due to HIV In November 2008, Uganda and Belgium signed a new Cooperation Programme Following the successful implementation of the first Cooperation Programme (2005-2008), Belgium €64 million, raising Uganda to the fourth-ranking partner country of Belgian . Belgium is paying special attention to the cross-cutting issues of gender equality, the environment, social economy and the rights of the child. Belgian Development focusing on the following two sectors: Primary healthcare, especially building the decentralized health services’ leadership and ducation, in particular institutions offering business, technical, vocational and health The below photo shows one of the many public awareness art work in the With Uganda suffering from mismanagement, violence, destruction of infrastructure, economic collapse and a high prevalence of HIV/AIDS and other diseases, a new regime taking over the political powers aiming at stability, social development and good governance development, aid to Uganda was both needed and justified. The support to improved governance and to decentralization was one of the four areas of Belgian support to the Government of Uganda. Uganda has initiated a major decentralization process through early assistance by UNDP has provided local elected authorities with important areas of responsibilities for poverty reduction such as primary education, primary health care, agriculture, feeder roads and water. The decentralization process also aims at improving community participation in the decision making process, increased transparency and accountability to the citizens in the use of locally managed resources. Belgium chose to support the decentralization process with a special emphasis on human resources and institutional development, together with specific actions improving the livelihoods of the population. The decentralization process has been quit and in many instances local authorities do not have the adequate capacity and financial resources necessary to implement their mandates. Therefore, Belgium has chosen, under the overall guidance of http://diplomatie.belgium.be/en/policy/development_cooperation/countries/partner_countries/uganda/ 4 Uganda experienced decades of political unrest until the 1990s, since when it has seriously endeavored to maintain political stability, peace and annual economic growth. Despite the universal Barriers to education still remain, being related. Around 20% of Ugandans over 15 years of age have received no formal education. Some 40% of the population suffers from disease, a rise of 11% compared with the period ts for half of all cases. On average, Ugandans have to travel 27 kilometers to reach their nearest hospital, and 15% of children under 18 are orphans, mostly due to HIV/AIDS. In November 2008, Uganda and Belgium signed a new Cooperation Programme (2009-2012). 2008), Belgium ranking partner country of Belgian cutting issues of gender Belgian Development health services’ leadership and ducation, in particular institutions offering business, technical, vocational and health-related work in the District. from mismanagement, violence, destruction of infrastructure, economic collapse and a high prevalence of HIV/AIDS and a new regime taking over the political powers aiming at stability, social good governance development, aid to Uganda was both needed and justified. The support to improved governance and to one of the four areas of Belgian support to the Government of Uganda. Uganda has initiated a major decentralization through early assistance by UNDP, which has provided local elected authorities with important poverty reduction such as primary education, primary health care, agriculture, feeder roads and water. The ocess also aims at improving community participation in the decision making process, increased transparency and accountability to the citizens in the use of locally managed Belgium chose to support the decentralization process with a special emphasis on human resources and institutional development, together with specific actions improving the livelihoods of the The decentralization process has been quite rapid and in many instances local authorities do not have the adequate capacity and financial resources necessary to implement their mandates. Therefore, Belgium has chosen, under the overall guidance of http://diplomatie.belgium.be/en/policy/development_cooperation/countries/partner_countries/uganda/
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BIDP FE FINAL REPORT 1_July 11

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BIDP FE FINAL REPORT 1_July 11

  • 1. Reducing Poverty Assisting the Vulnerable Helping People Help Themselves Belgian Development Agency FINAL EVALUATION REPORT Bundibugyo Integrated Development Programme People Help Themselves Belgian Development Agency Republic of Uganda Bundibugyo District - UGANDA - FINAL EVALUATION REPORT Bundibugyo Integrated Development Programme (BIDP), June 2011 Republic of Uganda Bundibugyo District Bundibugyo Integrated Development
  • 2. BIDP Final Evaluation Report DGCD intervention number: Navision code BTC: Partner institution: Duration of intervention: Duration of Specific Agreement: Starting date of intervention End date of the Project: Belgian contribution: Intervention sectors: Project Summary Bundibugyo Integrated Development Programme (BIDP) was a 5 year program and extended year until the end of 2010. The BIDP strengthening of Bundibugyo local authorities’ capacity to im population. It was based on the idea that local, elected authorities have a comparative advantage in designing, managing, supervising and monitoring local development measures and initiatives aiming at alleviating poverty. In addition to an important capacity building component that as participatory planning and budgeting, financial management, resource mobilization, public/private partnership for service delivery, accountability and monitoring, the and reliable unconditional grants to Bundibugyo District Council and the 10 sub used on non-wage activities according to development plans and the approved budget. Block grants made available to support the district and the sub practically improve their management of infrastructure and public service provision to the communities of the districts, thereby increasing their legitimacy. Evaluation Team Dr. Henry H. Kellam III: Team Leader/FinCorp Silverius Ssewanyana: Winsor Consult/Socio Eng. Simon P. Otoi: COWI/Engineer Rogers Baguma: Tangaza Cinemas Ltd The BIDP Final Evaluation (FE) was funded out of the Belgo The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main report findings, lessons learned, conclusions, recommendations. accompanying brochures. Copies can be obtained from Belgian Development Agency 1942111 0400711 MoLG 5 Years 6 Years 28 April 2005 Dec 2009, Extension granted Dec 2010 EUR 3,500,000 Decentralisation, Rural Development Bundibugyo Integrated Development Programme (BIDP) was a 5 year program and extended until the end of 2010. The BIDP supported the process of decentralization by contributing to the strengthening of Bundibugyo local authorities’ capacity to improve service delivery to the local based on the idea that local, elected authorities have a comparative advantage in designing, managing, supervising and monitoring local development measures and initiatives aiming at y. In addition to an important capacity building component that focused as participatory planning and budgeting, financial management, resource mobilization, public/private partnership for service delivery, accountability and monitoring, the project also made and reliable unconditional grants to Bundibugyo District Council and the 10 sub-counties of the district wage activities according to development plans and the approved budget. Block grants pport the district and the sub-counties enabled Bundibugyo local authorities to practically improve their management of infrastructure and public service provision to the communities of the districts, thereby increasing their legitimacy. eam Leader/FinCorp Winsor Consult/Socio-economist COWI/Engineer Tangaza Cinemas Ltd/FinCorp was funded out of the Belgo-Ugandan study and consultancy fund. The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main report findings, lessons learned, conclusions, recommendations. This is attached to this Report with s. Copies can be obtained from Tangaza Cinema. ii Extension granted Dec 2010 Development Bundibugyo Integrated Development Programme (BIDP) was a 5 year program and extended for one the process of decentralization by contributing to the prove service delivery to the local based on the idea that local, elected authorities have a comparative advantage in designing, managing, supervising and monitoring local development measures and initiatives aiming at focused on areas such as participatory planning and budgeting, financial management, resource mobilization, public/private made available small counties of the district wage activities according to development plans and the approved budget. Block grants Bundibugyo local authorities to practically improve their management of infrastructure and public service provision to the communities and consultancy fund. The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main This is attached to this Report with
  • 3. BIDP Final Evaluation Report Acknowledgements The BIDP FE Team would like to express mission. We were provided excellent support and backstopping from Representative and Mrs. Rose Athieno Kato logistics and was there for us on a daily bases as well as other BTC staff appreciate Mr. Vincent Maher (Resident TA for insights into BIDP. We thank Mr. H.E. Marc Gedpont, the Belgian Ambassador and Mr. Ludo Rochette, Head, Development Cooperation, Belgian Embassy We thank Mr. Yasin K. Sendaula, the Programme facilitator, for providing continuous guidance and inputs for the draft reports and two staff members of the MoLG, Sophia Kakwezi, Rogers Nayebare greatly assisted the FE Team. We also thank, Finance and Administration, Office of the Prime Minister for his time and Kiracho, TA, Management Information’s Systems, MoLG documents and statistical information Last but not least, we greatly appreciate Mr transparency, and for making himself and all key district staff Statistician) available at all times during our field mission leader’s in the sub-counties. Belgian Development Agency The BIDP FE Team would like to express our appreciation to a number of people who assisted in their We were provided excellent support and backstopping from BTC by Mr. Koen Goekint Rose Athieno Kato, the Programme Officer who managed our mission for us on a daily bases as well as other BTC staff behind the scenes Resident TA for BIDP 2005-08) for all of his valuable and practical We thank Mr. H.E. Marc Gedpont, the Belgian Ambassador and Mr. Ludo Rochette, Head, Development Cooperation, Belgian Embassy for their time, guidance and inputs. . Sendaula, the MOLG Assistant Commissioner Urban Inspection National for providing continuous guidance and inputs for the draft reports and Sophia Kakwezi, Rogers Nayebare to join our field mission . We also thank, Mr Benjamin Kumumanya, the Under Finance and Administration, Office of the Prime Minister for his time and advice, and Kiracho, TA, Management Information’s Systems, MoLG for providing advice, important background and statistical information. Last but not least, we greatly appreciate Mr Omulangira David Okuraja’s (District CAO) hospitality and for making himself and all key district staff (DCAO, Director Heads, the Planner and during our field mission to the District as well as community groups and iii appreciation to a number of people who assisted in their Goekint, Resident managed our mission, behind the scenes. We also all of his valuable and practical We thank Mr. H.E. Marc Gedpont, the Belgian Ambassador and Mr. Ludo Rochette, Head, Commissioner Urban Inspection National for providing continuous guidance and inputs for the draft reports and providing mission and who Mr Benjamin Kumumanya, the Under-Secretary of e, and Mr. Gilbert important background ) hospitality and , Director Heads, the Planner and as well as community groups and
  • 4. BIDP Final Evaluation Report ACRONYMS AND ABBREVIATIONS AAMP Area-Based Agricultural Modernization AMA Abanya-Rwenzori Mountaineering Association BFP Budget Framework Paper BIDP Bundibugyo Integrated Development Programme BSF Belgian Survival Fund BTC Belgian Technical Cooperation CAO Chief Administrative Officer CBF Capacity Building Fund CBO Community Based Organization CRD Community Resilience Dialogue CRS Catholic Relief Services DAC Development Assistance Committee (of OECD) DANIDA Danish International Development Agency DCDO District Community Development Officer DDP District Development Plan DE District Engineer DEC District Executive Committee DecSec Decentralization Secretariat DED German Development Service DEO District Education Officer DFID Department for International Development (British Government) DTPC District Technical Planning Committee DWO District Water Officer EDF European Development Fund EU European Union FDS Fiscal Decentralization Strategy FE Final Evaluation FGD Focus Group Discussion FY Financial Year GFS Gravity Flow Scheme GoU Government of Uganda G-Tax Graduated Tax HDPE High Density Polyethylene HIPC Heavily Indebted Poor Countries HLG Higher Local Government HoD Head of Department IDP Internally Displaced Person IFAD International Fund for African Development JLCB Joint Local Consultative Body (Steering Committee) KDRCDP Kasese District Rural Community Development Programme LC Local Council LDF Local Development Fund LG Local Government LGA Local Government Act LGDP Local Government Development Programme LGFC Local Government Finance Commission LLG Lower Local Government M&E Monitoring and Evaluation MoES Ministry of Education and Sports MoLG Ministry of Local Government MTR Mid Term Review NGO Non-Governmental Organization NORRACOL North Rwenzori Community Agriculture and Conservation Link NRM National Resistance Movement Belgian Development Agency ACRONYMS AND ABBREVIATIONS Based Agricultural Modernization Programme Rwenzori Mountaineering Association Agro forestry project Budget Framework Paper Bundibugyo Integrated Development Programme Belgian Survival Fund Belgian Technical Cooperation Chief Administrative Officer (in districts) Capacity Building Fund Community Based Organization Community Resilience Dialogue Catholic Relief Services Development Assistance Committee (of OECD) Danish International Development Agency t Community Development Officer District Development Plan District Executive Committee Decentralization Secretariat German Development Service District Education Officer International Development (British Government) District Technical Planning Committee District Water Officer European Development Fund Fiscal Decentralization Strategy Discussion Gravity Flow Scheme Government of Uganda High Density Polyethylene Heavily Indebted Poor Countries Higher Local Government Head of Department Displaced Person International Fund for African Development Joint Local Consultative Body (Steering Committee) Kasese District Rural Community Development Programme Local Development Fund Local Government Act Local Government Development Programme Local Government Finance Commission Lower Local Government Monitoring and Evaluation Ministry of Education and Sports Ministry of Local Government Governmental Organization North Rwenzori Community Agriculture and Conservation Link National Resistance Movement iv
  • 5. BIDP Final Evaluation Report O&M Operation and Maintenance OECD Organisation for Economic Cooperation and Development PAF Poverty Action Fund PEAP Poverty Eradication Action Policy PMU Programme Management Unit PRA Participatory Rural Appraisal PRSP Poverty Reduction Strategy Paper P/S Primary School RC Resistance Council ROM Result Oriented Management SATNET Sustainable Agriculture Trainers Network SCDP Sub-County Development Plan SDF Sub-County Development Fund SMC School Management Committee SNV Netherlands Development Organization SO Specific Objective SPSS Statistical Package for the Social Sciences TA Technical Assistance / Assistant / Advisor (specified as per text) TC Town Clerk TFF Technical and Financial File (BTC document) ToT Training of Trainers TPC Technical Planning Committee UNCDF United Nations Capital Development Fund UNDP United Nations Development Programme UPHOLD Uganda Programme for Holistic Development WB World Bank Belgian Development Agency Operation and Maintenance Organisation for Economic Cooperation and Development Poverty Action Fund Poverty Eradication Action Policy Programme Management Unit Participatory Rural Appraisal Poverty Reduction Strategy Paper Resistance Council Result Oriented Management tainable Agriculture Trainers Network County Development Plan County Development Fund School Management Committee Netherlands Development Organization Statistical Package for the Social Sciences Technical Assistance / Assistant / Advisor (specified as per text) Technical and Financial File (BTC document) Training of Trainers Technical Planning Committee United Nations Capital Development Fund United Nations Development Programme Uganda Programme for Holistic Development v
  • 6. BIDP Final Evaluation Report Figure 1: Map of Uganda Belgian Development Agency vi
  • 7. BIDP Final Evaluation Report TABLE OF CONTENTS 1 Executive Summary ................................ 2 Introduction................................ 2.1 Presentation of the Intervention 2.1.1 Geographical Understanding of Bundibugyo District 2.2 Methodology ................................ 3 Background and context ................................ 3.1 Historical Context of the Intervention 3.2 Social and Economic Context 3.3 Political and Institutional Context 3.4 Intervention Logic ................................ 4 Follow-up of recommendations 4.1 From the Mid-term Review 5 Implementation and achievements 5.1 Result 1: Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring Mechanisms are operationalized. 5.1.1 BIDP Impact ................................ 5.1.2 Result area Specific Recommendations Final Achievements and Lessons learned 5.2 Results 2: Local Revenue Generation & Mobilization to Sustain Investments & Cost is Improved................................. 5.2.1 BIDP Impact ................................ 5.2.2 Result Area Specific Recommendations 5.2.3 Final Achievements and Lessons learned 5.3 Result 3: Capacity of LG & Other Local Stakeholders is Improved to Ensure Proper Delivery of Services. ................................................................ 5.3.1 BIDP Impact ................................ 5.3.2 Result Area Specific Recommendations 5.3.3 Final Achievements and Lessons learned 5.4 Result 4: Public/Community Investments Prioritized in Development Plans are Implemented with the Provision of Unconditional Block Grants to the District. 5.4.1 BIDP Impact ................................ 5.4.2 Result Area Specific Recommendations 5.4.3 Final Achievements and Lessons learned 6 Assessment of the intervention 6.1 Basic criteria ................................ 6.1.1 Relevance ................................ 6.1.2 Efficiency................................ 6.1.3 Effectiveness................................ 6.1.4 Sustainability................................ 6.1.5 Impact(s) ................................ 6.1.6 Coherence................................ 6.2 Transversal themes ................................ 6.2.1 Gender ................................ 6.2.2 Environment................................ 6.2.3 Social economy................................ Belgian Development Agency TABLE OF CONTENTS ................................................................................................ ................................................................................................................................ Presentation of the Intervention............................................................................................... Geographical Understanding of Bundibugyo District................................ ............................................................................................................................ ................................................................................................ Historical Context of the Intervention................................................................ Social and Economic Context................................................................................................ Political and Institutional Context............................................................................................. ................................................................................................ up of recommendations................................................................................................ term Review ................................................................................................ Implementation and achievements ............................................................................................ Result 1: Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring Mechanisms are operationalized................................................................................................. ................................................................................................ Result area Specific Recommendations................................................................ Final Achievements and Lessons learned...................................................................................... Results 2: Local Revenue Generation & Mobilization to Sustain Investments & ................................................................................................................................ ................................................................................................ Result Area Specific Recommendations................................................................ Final Achievements and Lessons learned ................................................................ Result 3: Capacity of LG & Other Local Stakeholders is Improved to Ensure Proper Delivery ................................................................................................ ................................................................................................ Area Specific Recommendations................................................................ Final Achievements and Lessons learned ................................................................ Result 4: Public/Community Investments Prioritized in Development Plans are Implemented with the Provision of Unconditional Block Grants to the District......................................................... ................................................................................................ Result Area Specific Recommendations................................................................ Final Achievements and Lessons learned ................................................................ Assessment of the intervention................................................................................................ .......................................................................................................................... ................................................................................................ ....................................................................................................................... ................................................................................................ ................................................................................................ ....................................................................................................................... ................................................................................................ ................................................................................................ .......................................................................................................................... ................................................................................................ ................................................................................................ vi ........................................................i .....................................1 ...............................1 ......................................................2 ............................3 ...............................................4 .......................................................4 ..................................5 .............................6 ....................................................7 ....................................9 ......................................9 ............................12 Result 1: Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring .......................................12 ..................................................13 .......................................15 ......................15 Results 2: Local Revenue Generation & Mobilization to Sustain Investments & Recurrent ................................17 ..................................................18 .......................................18 ....................................19 Result 3: Capacity of LG & Other Local Stakeholders is Improved to Ensure Proper Delivery .........................................19 ..................................................21 .......................................21 ....................................21 Result 4: Public/Community Investments Prioritized in Development Plans are Implemented ........................23 ..................................................23 .......................................23 ....................................24 ..................................26 ..........................26 .....................................................26 .......................29 .................................................30 .................................................31 .......................32 .....................................................34 ...............................................35 ..........................35 ..................................................35 .............................................36
  • 8. BIDP Final Evaluation Report 6.2.4 Children’s Rights ................................ 6.2.5 HIV and Aids ................................ 6.3 HARMO-criteria ................................ 6.3.1 Harmonisation................................ 6.3.2 Alignment ................................ 6.3.3 Result-based management 6.3.4 Mutual responsibility 6.3.5 Ownership ................................ 7 Practices to retain ................................ 7.1 Structure & Staffing of the intervention 7.2 Resource management (financial, human & material) 7.3 Planning & Implementation 7.4 Monitoring & Evaluation................................ 7.5 Documentation & Reporting 7.6 Implementation of New Technologies 7.7 Networking................................ 8 Lessons learned ................................ 8.1 For the Intervention................................ 8.2 For the Partner Institution 8.3 For the JLCB................................ 8.4 For the Donor................................ 9 Conclusions................................ 9.1 Recommendations regarding a possible BIDP II 10 Annexes................................................................ Annex 1: Objectives and Context of the Final Evaluation Annex 2: FE Team Mobilisation................................ Annex 3: People Met/Interviewed for the BIDP FE Annex 4: Literature (Desk) Review: Annex 5: Review of Findings from Other Evaluations BIDP Final Report 2005-09 MoLG Monitoring Report................................ Local Government Sector Investment Plan (LGSIP) The Harmonized Participatory Planning Process in Bundibugyo Guidelines for LG M&E Systems Process in Bundibugyo Review of the Impact of Capacity Development by BIDP Annex 6: Criteria Themes of the BIDP Relevance ................................ Efficiency................................ Effectiveness................................ Sustainability................................ Coherence................................ Impact................................................................ Transversal themes................................ HARMO-criteria................................ Annex 7: The BIDU FE Team and Field Strategy: Quantitative Data Collection Belgian Development Agency ................................................................................................ ................................................................................................ ................................................................................................ ................................................................................................ ...................................................................................................................... ed management........................................................................................... Mutual responsibility................................................................................................ ................................................................................................ ........................................................................................................................ Structure & Staffing of the intervention................................................................ Resource management (financial, human & material) .......................................................... Planning & Implementation................................................................................................ ................................................................................................ Documentation & Reporting................................................................................................ Implementation of New Technologies ................................................................ ............................................................................................................................. ........................................................................................................................... ................................................................................................ For the Partner Institution ................................................................................................ .......................................................................................................................... ......................................................................................................................... ................................................................................................................................ Recommendations regarding a possible BIDP II................................................................ ................................................................................................ and Context of the Final Evaluation ................................................................ ................................................................................................ Annex 3: People Met/Interviewed for the BIDP FE................................................................ Annex 4: Literature (Desk) Review:................................................................................................ Annex 5: Review of Findings from Other Evaluations ................................................................ ................................................................................................ ................................................................................................ Government Sector Investment Plan (LGSIP) ................................................................ The Harmonized Participatory Planning Process in Bundibugyo ................................ Guidelines for LG M&E Systems Process in Bundibugyo ......................................................... Review of the Impact of Capacity Development by BIDP.......................................................... Annex 6: Criteria Themes of the BIDP ............................................................................................... ................................................................................................................................ ................................................................................................................................ .............................................................................................................................. .............................................................................................................................. ................................................................................................................................ ................................................................................................ ................................................................................................ .......................................................................................................................... Annex 7: The BIDU FE Team and Field Strategy:................................................................ Quantitative Data Collection ................................................................................................ vii ...........................................36 .................................................37 .....................................................37 ...............................................37 ......................38 ...........................38 ......................................38 .....................................................38 ........................39 ..................................................39 ..........................39 ....................................39 .........................................39 ...................................40 ...................................................40 .............................40 ...........................41 ................................................41 ......................................41 ..........................42 .........................42 ..................................42 ...................................43 .........................................44 ..................................44 ..........................................45 .............................................46 ....................................48 ........................................49 ........................................49 ............................................49 .................................50 ..............................................50 .........................51 ..........................52 ...............................53 ..................................53 ....................................53 ..............................53 ..............................53 ..................................53 .........................................54 ....................................................54 ..........................54 ..............................................56 ......................................57
  • 9. BIDP Final Evaluation Report Video (DVD) of the BIDP................................ BIDP Project Evaluation by the Civil Engineer Annex 8: Field Findings of the BIDP Attitude Survey Annex 9: Field Findings of Infrastructure Projec Annex 10: BIDP FE - Work Plan................................ List of Figures, Charts FIGURE 1: MAP OF UGANDA................................ FIGURE 2: BIDP SUPPORT & INTERACTI FIGURE 3: MAP OF THE PROJECT AREA FIGURE 4: PUBLIC AWARENESS MESSAGES ON BUILDING FIGURE 5: POVERTY TRENDS IN BUNDIBUGYO FIGURE 6: A TYPICAL CLASSROOM SITU FIGURE 7: A WOMAN FORDING A STREAM IN FIGURE 8: THE SOURCE WORKS FOR ONE OF THE GRAVITY F FIGURE 9: KNOWLEDGE ABOUT BIDP AMONG RESPONDENTS FIGURE 10: STORIES OF FRAUD OR BRIBES FIGURE 11: SATISFACTION WITH UTILISATION OF FIGURE 12: LEVEL OF SATISFACTION ON FIGURE 13: COMMUNITY CRITICAL NEEDS AND FIGURE 14: CHANGE IN COMMUNITY G FIGURE 15: CRITICAL NEEDS AND PRIORITIES OF FIGURE 16: NEEDS AND CONCERNS OF FIGURE 17: NEEDS OF THE ILL ADDRESSED UNDER FIGURE 18: ENVIRONMENT ISSUES ADDRESSED FIGURE 19: A DAILY MARKET CONSTRU FIGURE 20: EFFECTIVE USE OF RESOURCES UNDER FIGURE 21: PERCEIVED PROJECT IMPACT FIGURE 22: WATER COVERAGE FOR A FIGURE 23: DISTANCE TO NEAREST WATER POINT FIGURE 24: REDUCTION IN WATER BORN FIGURE 25: IMPLEMENTATION RATE OF DEVELOPMENT PLANS FIGURE 26: DISTRIBUTION OF WOMEN FIGURE 27: CHILDREN USING ONE OF THE MANY WATER POINT FIGURE 28: DISTRIBUTION OF COMMUNITY GROUPS FIGURE 29: EDUCATION PERFORMANCE FIGURE 30: EDUCATION ENROLLMENT FIGURE 31: HIV SEROPREVALENCE................................ FIGURE 32: EXAMPLE OF AN NGO CREATED DURING THE FIGURE 33: BIDP FE VIDEO TEAM FILMING A FIGURE 34: SCHOOL FUNDED BY BIDP. FIGURE 35: A DRAMA GROUP USED BY List of Tables TABLE 1: FINDINGS FROM THE MIDTERM TABLE 2: LESSONS LEARNED UNDER R TABLE 3: FINAL ACHIEVEMENTS AND LESSONS LEARNED UN DEFINED. TABLE 4: FINAL ACHIEVEMENTS AND LESSONS LEARNED UN DEFINED. TABLE 5: FINAL ACHIEVEMENTS AND LESSONS LEARNED UN DEFINED. TABLE 6: ISSUES ANTICIPATED BY THE DEFINED. Belgian Development Agency ................................................................................................ BIDP Project Evaluation by the Civil Engineer ................................................................ Annex 8: Field Findings of the BIDP Attitude Survey ................................................................ Annex 9: Field Findings of Infrastructure Projects................................................................ ................................................................................................ Charts & Photos ........................................................................................................................ INTERACTIONS WITH KEY STAKEHOLDERS.......................................................... REA ................................................................................................ AGES ON BUILDING ................................................................ UNDIBUGYO 2005-10................................................................ TUATION IN THE DISTRICT ................................................................ AM IN BUNDIBUGYO ................................................................ ONE OF THE GRAVITY FLOW WATER SUPPLY PROJECTS ........................... AMONG RESPONDENTS ................................................................ RIBES ................................................................................................ TILISATION OF TAXES PAID TO DISTRICT OFFICIALS................................ ATISFACTION ON PERFORMANCE OF THE HEALTH PROGRAM ................................ EEDS AND PRIORITIES PRIOR TO BIDP................................ GENDER PERCEPTIONS................................................................ RIORITIES OF WOMEN ADDRESSED BY BIDP ................................ ONCERNS OF CHILDREN ...................................................................................... ESSED UNDER BIDP ................................................................ DDRESSED.......................................................................................... DAILY MARKET CONSTRUCTED BY BIDP................................................................ ESOURCES UNDER BIDP................................................................ MPACT ................................................................................................ ATER COVERAGE FOR A UNIT OF POPULATION ................................................................ ATER POINT....................................................................................... RNE DISEASES IN THE DISTRICT........................................................... F DEVELOPMENT PLANS ................................................................ GROUPS........................................................................................... THE MANY WATER POINTS FUNDED BY BIDP................................ NITY GROUPS................................................................ ERFORMANCE ................................................................................................ ................................................................................................ ................................................................................................ CREATED DURING THE BIDP................................................................ EAM FILMING A VHT MEETING................................................................ BIDP. NOTE THE HANDICAP RAMP ACCESS ................................ DRAMA GROUP USED BY BIDP .............................................................................................. IDTERM REVIEW ....................................... ERROR! BOOKMARK NOT DEFINED RESULT AREA 1................................. ERROR! BOOKMARK NOT DEFINED D LESSONS LEARNED UNDER RESULT AREA 2........ERROR! D LESSONS LEARNED UNDER RESULT AREA 3........ERROR! D LESSONS LEARNED UNDER RESULT AREA 4........ERROR! THE FE TEAM BEFORE GOING TO THE FIELDWORK...ERROR! viii ............................................58 ..........................................58 .........................................60 ..............................................71 .........................................77 ........................VI ..........................1 ........................................2 ...............................................4 .................................................5 .......................................6 .............................................7 ...........................8 ......................................13 ................................15 ..................................18 ....................................21 .................................................26 .......................................27 ..........................................27 ......................28 ............................................28 ..........................29 .................................................30 ..........................................31 ..................................32 ........................................33 .......................33 ...........................34 ......................................34 ...........................35 ........................................35 .....................................................36 .....................................37 ........................................37 ............................................37 ...................................52 ........................................58 ................................................58 ..............................59 OOKMARK NOT DEFINED. OOKMARK NOT DEFINED. BOOKMARK NOT BOOKMARK NOT BOOKMARK NOT BOOKMARK NOT
  • 10. BIDP Final Evaluation Report . Belgian Development Agency Photos by Henry Kellam, Simon Otoi, Brenda Amanda & Rogers Baguma ix & Rogers Baguma
  • 11. BIDP Final Evaluation Report 1 EXECUTIVE SUMMARY Before BIDP began, Bundibugyo bordering the Democratic Republic of reach and had mostly impassable roads diseases, including outbreaks of the deadly Ebola and a high prevalence of HIV/ AIDS. and sanitation coverage was extremely poor with people either drinking from contaminated rivers or walking average distances of over 10km to access clean water. The Index (HDI) was one of the lowest in Uganda. The district f retain a good human resource base. The Kingdom of Belgium and Government of Uganda decentralization process with special emphasis on human resources and institutional developme together with specific actions for improving the livelihoods of the population. The design coordination with other donor initiatives to strengthen the capacity of the local authorities and key stakeholders like local NGO’s/CBO’s to maximize The evaluation was based on four ‘Result Areas’ Result Area 1: Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring Mechanisms are operationalized ‘Without external assistance’ 1. 80% of LGs are able to prepare and approve the budgets within the prescribed period without external assistance 2. 80% of sub-county budgets approved first time without being referred back assistance’ 3. 60% of the local governments use baseline survey data / information in their planning and monitoring exercises 4. 70% of the DDP and SCDP and all PDP are compliant with MoLG guidelines without external assistance, as checked by the national assessment team. 5. 65% of the data required by LOGICS is available. 6. 50% of the staff and political leaders using the data in management decisions. The findings from the FE based on interviews and document review reveal th (80%+) especially for indicators 1, 2, 3 of LOGICS data due to technical problems such as limited skills, lack of computers, etc. Dis sub-county officials have the capacity required to prepare budgets within set timelines and without external assistance. The use of baseline surveys in the development process and compliance to MOLG guidelines are adhered to. Result Area 2: Local Revenue Generation & Mobilization to Sustain Investments & Recurrent Cost is improved Local revenue collection capacity and downward accountability has been enhanced through preparation of ordinances for local revenue collection. A data bank for loca training on local revenue carried out. Downward accountability training was done and notice boards erected in 33 parishes in the District. mobilisation aimed up improving the ability of HLGs and LLGs to meet their recurrent costs and co funding obligations in a sustainable manner. by 20% for each successive year, HLGs and LLGs meeting co score of 7+ on communication and accountability. Findings based on Focus group discussions, key informant interviews and literature review reveal that: 1 The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main report findings, lessons learned, conclusions, recommendations. Belgian Development Agency EXECUTIVE SUMMARY Before BIDP began, Bundibugyo was a marginalised district in the western region of Uganda Democratic Republic of Congo. The district faced challenges of poverty, impassable roads, very low literacy rates and was at high risk of including outbreaks of the deadly Ebola and a high prevalence of HIV/ AIDS. was extremely poor with people either drinking from contaminated rivers or walking average distances of over 10km to access clean water. The District Human Development Index (HDI) was one of the lowest in Uganda. The district faced a very high staff turnover and fail retain a good human resource base. and Government of Uganda designed the BIDP to support the decentralization process with special emphasis on human resources and institutional developme improving the livelihoods of the population. The design with other donor initiatives to strengthen the capacity of the local authorities and key stakeholders like local NGO’s/CBO’s to maximize on local service delivery. four ‘Result Areas’. The following reveals the BIDP FE key Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring 80% of LGs are able to prepare and approve the budgets within the prescribed period without county budgets approved first time without being referred back ‘without external local governments use baseline survey data / information in their planning and 70% of the DDP and SCDP and all PDP are compliant with MoLG guidelines without external assistance, as checked by the national assessment team. data required by LOGICS is available. 50% of the staff and political leaders using the data in management decisions. the household survey, focus group discussions and key informant review reveal that BIDP has been able to substantially deliver on result 1 (80%+) especially for indicators 1, 2, 3 and 4 but not on indicator 5 relating to availability and usage of LOGICS data due to technical problems such as limited skills, lack of computers, etc. Dis county officials have the capacity required to prepare budgets within set timelines and without external assistance. The use of baseline surveys in the development process and compliance to Local Revenue Generation & Mobilization to Sustain Investments & Recurrent Local revenue collection capacity and downward accountability has been enhanced through preparation of ordinances for local revenue collection. A data bank for local revenue sources was established and training on local revenue carried out. Downward accountability training was done and notice boards erected in 33 parishes in the District. Result area 2 emphasised enhanced revenue generation and improving the ability of HLGs and LLGs to meet their recurrent costs and co funding obligations in a sustainable manner. The indicators under result 2 were: local revenue increased by 20% for each successive year, HLGs and LLGs meeting co-funding obligations and achieve MOLG score of 7+ on communication and accountability. Findings based on Focus group discussions, key informant interviews and literature review reveal that: The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main report findings, lessons learned, conclusions, recommendations. i a marginalised district in the western region of Uganda faced challenges of poverty, was hard to communicable including outbreaks of the deadly Ebola and a high prevalence of HIV/ AIDS. Safe water was extremely poor with people either drinking from contaminated rivers or Human Development aced a very high staff turnover and failed to BIDP to support the decentralization process with special emphasis on human resources and institutional development, improving the livelihoods of the population. The design emphasised with other donor initiatives to strengthen the capacity of the local authorities and key FE key findings1 : Harmonized and Inclusive Participatory Planning, Budgeting and Monitoring 80% of LGs are able to prepare and approve the budgets within the prescribed period without ‘without external local governments use baseline survey data / information in their planning and 70% of the DDP and SCDP and all PDP are compliant with MoLG guidelines without external the household survey, focus group discussions and key informant at BIDP has been able to substantially deliver on result 1 relating to availability and usage of LOGICS data due to technical problems such as limited skills, lack of computers, etc. District and county officials have the capacity required to prepare budgets within set timelines and without external assistance. The use of baseline surveys in the development process and compliance to Local Revenue Generation & Mobilization to Sustain Investments & Recurrent Local revenue collection capacity and downward accountability has been enhanced through preparation l revenue sources was established and training on local revenue carried out. Downward accountability training was done and notice boards Result area 2 emphasised enhanced revenue generation and improving the ability of HLGs and LLGs to meet their recurrent costs and co- The indicators under result 2 were: local revenue increased ns and achieve MOLG Findings based on Focus group discussions, key informant interviews and literature review reveal that: The BIDP FE has also produced a Video (sights and sounds) supplementary to the report that ‘mirrors’ the main
  • 12. BIDP Final Evaluation Report • All ten sub-counties and the HLG are conversant with MOLG assessments on communica and accountability • Local revenue collection has improved although revenue mobilization and transparency is still a challenge despite the above positive findings. FE household survey revealed that 81% of the respondents were however less satisfied with district officials. • Staff capacity building courses were attended and local staff training were customised to meet knowledge gaps in revenue mobilization and collection • The social mobilisation strategy was finalis shall be utilised for similar future projects Result Area 3: Capacity of LG & Other Local Stakeholders is improved to Ensure Proper Delivery of Services Result area 3 of the BIDP focused on strengthening the capacity of local government and other local stakeholders to ensure proper delivery of services. This result area aimed at improving the social wellbeing of local people through improved access to bas reduce the number of people living below the poverty line in Bundibugyo District. The findings from the focus group discussions, key informant interviews and the household survey reveal that: • All responsible staff of LLGs and HLG are familiar with and fully understanding tender and contract procedures • All LLGs and HLG largely follow national procedures in the budgeting, tender and contract process • The District Service Commission and Council are in place and functio • The district and budgeting process is realistic, timely and adheres to national guidelines • The tender and contracts process faced hiccups in its implementation but slowly smoothening out with the introduction of the sealed Result Area 4: Public/Community Investments Prioritized in Development Plans are implemented with the Provision of Unconditional Block Grants to the District Result area 4 aimed at increasing focus and delivery of public and community investments through utilisation of the unconditional block grants. The programme worked towards increasing community access to basic social services at district and sub investments in the HLG and LLGs development plans. The participatory approach inv community enabled identification of priority investments some of which were implemented through approved district and sub-county development plans. Support to District Development Plan and Sub County Development Plans involved mainly infrastructure development. Several Gravity flow schemes have been built and this has resulted into the reduction of water borne diseases which were rampant in the District. Other infrastructure include construction of teachers houses, roads, fish pods for and immunization, immunization centers, Functional Adult Literacy class structures, market shelters, classroom blocks , health centers, maternity wards and theatre and purchase of medical equipment among others. FE findings from the key informant interviews, focus group discussions, and the household survey reveal that: • There is 100% survival rate of BIDP investments like: markets, roads, gravity flow schemes, schools, health units and community hall. • Community utilisation and maintenance of established projects is over 70% with record keeping maintained at district and sub Belgian Development Agency counties and the HLG are conversant with MOLG assessments on communica Local revenue collection has improved although revenue mobilization and transparency is still despite the above positive findings. FE household survey revealed that 81% of the respondents were however less satisfied with the utilisation of the taxes they pay to Staff capacity building courses were attended and local staff training were customised to meet knowledge gaps in revenue mobilization and collection The social mobilisation strategy was finalised and the experience offered learning to staff that shall be utilised for similar future projects Capacity of LG & Other Local Stakeholders is improved to Ensure Proper Result area 3 of the BIDP focused on strengthening the capacity of local government and other local stakeholders to ensure proper delivery of services. This result area aimed at improving the social wellbeing of local people through improved access to basic social services that would eventually reduce the number of people living below the poverty line in Bundibugyo District. The findings from the focus group discussions, key informant interviews and the household survey of LLGs and HLG are familiar with and fully understanding tender and All LLGs and HLG largely follow national procedures in the budgeting, tender and contract The District Service Commission and Council are in place and functioning The district and budgeting process is realistic, timely and adheres to national guidelines The tender and contracts process faced hiccups in its implementation but slowly smoothening out with the introduction of the sealed-bids system Public/Community Investments Prioritized in Development Plans are implemented with the Provision of Unconditional Block Grants to the District Result area 4 aimed at increasing focus and delivery of public and community investments through he unconditional block grants. The programme worked towards increasing community access to basic social services at district and sub-county levels through inclusion of public investments in the HLG and LLGs development plans. The participatory approach involving the local community enabled identification of priority investments some of which were implemented through county development plans. Support to District Development Plan and Sub County Development Plans involved mainly infrastructure development. Several Gravity flow schemes have been built and this has resulted into the reduction of water borne diseases which were rampant in the District. Other infrastructure include construction of teachers houses, roads, fish pods for demonstration, cattle crushes used for spraying and immunization, immunization centers, Functional Adult Literacy class structures, market shelters, classroom blocks , health centers, maternity wards and theatre and purchase of medical equipment FE findings from the key informant interviews, focus group discussions, and the household survey There is 100% survival rate of BIDP investments like: markets, roads, gravity flow schemes, schools, health units and community hall. nity utilisation and maintenance of established projects is over 70% with record keeping maintained at district and sub-county levels. ii counties and the HLG are conversant with MOLG assessments on communication Local revenue collection has improved although revenue mobilization and transparency is still despite the above positive findings. FE household survey revealed that 81% of the utilisation of the taxes they pay to Staff capacity building courses were attended and local staff training were customised to meet ed and the experience offered learning to staff that Capacity of LG & Other Local Stakeholders is improved to Ensure Proper Result area 3 of the BIDP focused on strengthening the capacity of local government and other local stakeholders to ensure proper delivery of services. This result area aimed at improving the social ic social services that would eventually The findings from the focus group discussions, key informant interviews and the household survey of LLGs and HLG are familiar with and fully understanding tender and All LLGs and HLG largely follow national procedures in the budgeting, tender and contract The district and budgeting process is realistic, timely and adheres to national guidelines The tender and contracts process faced hiccups in its implementation but slowly smoothening Public/Community Investments Prioritized in Development Plans are Result area 4 aimed at increasing focus and delivery of public and community investments through he unconditional block grants. The programme worked towards increasing community county levels through inclusion of public olving the local community enabled identification of priority investments some of which were implemented through Support to District Development Plan and Sub County Development Plans involved mainly infrastructure development. Several Gravity flow schemes have been built and this has resulted into the reduction of water borne diseases which were rampant in the District. Other infrastructure include demonstration, cattle crushes used for spraying and immunization, immunization centers, Functional Adult Literacy class structures, market shelters, classroom blocks , health centers, maternity wards and theatre and purchase of medical equipment FE findings from the key informant interviews, focus group discussions, and the household survey There is 100% survival rate of BIDP investments like: markets, roads, gravity flow schemes, nity utilisation and maintenance of established projects is over 70% with record
  • 13. BIDP Final Evaluation Report • Village User Committees are in place and through social mobilisation; local communities are able to maintain the investme • There has been more than 50% increase in social services enjoyed by local community as compared to 5 years ago. The quality of life has improved in as far as access to clean and safe water, access to basic education, access to health services, access to markets and literacy on environmental protection. Evaluation of the BIDP using the Basic Criteria BIDP was very relevant in that it helped equalize in a marginalized low HDI region mechanisms BIDP employed to support the decentralisation process through capacity building and support to projects identified in the District and Sub The infrastructure investments including water supplies, roads, schools buildings, health centres and capacity building were relevant to the needs and expectations of the communities in the two districts. The intervention has addressed only a po and staff houses and water. Staff houses are particularly significant in the remote mountainous areas of Bundibugyo District and also in the vast plains of Ntoroko District. Understaffing and high staff turnover efficiency. Most inputs were implemented as planned. weak regarding ‘across the board’ awareness of roles and Efficiency was also hampered because the National Government did not take all steps to finance the project according to the Specific Agreement. The district is still understaffed in key departments that implement the participatory planning and decentralization process. Almost all of the BIDP implemented inputs were done within the planned timeframe. Efficiency would have been greatly improved through a sector-wide integrated M&E system that places emphasis on the mon & responsibilities of all stakeholders. Efficiency of the infrastructure investments are in place. The implementation component of norms of good practice. The community mobilisation for O&M was also done for some of the infrastructure. The effectiveness of the BIDP was demonstrated by the f reveal satisfaction with the investments done in improved quality of their lives. Community consultation findings, particularly the household survey, further indicate that BIDP resources were effectively used of them having been completed more than 12 months before the evaluation. The classrooms and staff houses, markets, roads and gravity flow schemes are all in existence, based on the sample of 10 micro-projects visited and also based on key informant interv informant), Fisheries Officer, DCDO and the DEO. mostly satisfied with the delivered results. The micro projects in all the sectors of the investments. Capacity building continued to burden the overall sustain long-term impacts relative to decentralisation by promoting a b understanding of work practices of local government staff. Impacts of the BIDP on the District were and remain r marginalized District. Strong impacts of access (greater coverage/population) planning processes, health and education nearest water points was 5+ km but by large impacts with the modest investments. The coherence of BIDP was demonstrated by the fact that it the Kasese District Poverty Reduction Programme (K Belgian Development Agency Village User Committees are in place and through social mobilisation; local communities are able to maintain the investments like: water supply and markets. There has been more than 50% increase in social services enjoyed by local community as The quality of life has improved in as far as access to clean and safe water, access to basic access to health services, access to markets and literacy on environmental protection. Evaluation of the BIDP using the Basic Criteria in that it helped equalize Bundibugyo (and Ntoroko) District and low HDI region and was in line with the Paris Declaration. The strategy and mechanisms BIDP employed to support the decentralisation process through capacity building and support to projects identified in the District and Sub-County Development was very relevant. including water supplies, roads, schools buildings, health centres and capacity building were relevant to the needs and expectations of the communities in the two districts. The intervention has addressed only a portion of the needs, which include primary school classrooms and staff houses and water. Staff houses are particularly significant in the remote mountainous areas of Bundibugyo District and also in the vast plains of Ntoroko District. h staff turnover limited the capacity to fully absorb BIDP, thus limiting its implemented as planned. The implementation of M&E ‘across the board’ awareness of roles and responsibilities of all stakeholders. Efficiency was also hampered because the National Government did not take all steps to finance the project according to the Specific Agreement. The district is still understaffed in key departments that e participatory planning and decentralization process. Almost all of the BIDP implemented inputs were done within the planned timeframe. Efficiency would have been greatly wide integrated M&E system that places emphasis on the mon & responsibilities of all stakeholders. infrastructure investments was very good since the large majority of the investments component of infrastructure was done largely in accordance with t norms of good practice. The community mobilisation for O&M was also done for some of the of the BIDP was demonstrated by the findings from the local beneficiaries reveal satisfaction with the investments done in their community as these directly contributed to improved quality of their lives. Community consultation findings, particularly the household survey, further indicate that BIDP resources were effectively used. All of the micro-projects are surviving, most of them having been completed more than 12 months before the evaluation. The classrooms and staff houses, markets, roads and gravity flow schemes are all in existence, based on the sample of 10 projects visited and also based on key informant interviews with the CAO, Ag. DE (main informant), Fisheries Officer, DCDO and the DEO. The FE Team found that the communities were mostly satisfied with the delivered results. The micro-projects contributed to fill a large need for micro sectors of the investments. The effectiveness of the intervention was therefore high. Capacity building continued to burden the overall impacts achieved. A BIDP II would be required to term impacts relative to decentralisation by promoting a better organisational understanding of work practices of local government staff. Impacts of the BIDP on the District were and remain relative to the many challenges marginalized District. Strong impacts were made (directly and indirectly by BIDP support) (greater coverage/population) to water, reduction to water borne diseases, participatory health and education. Before 2005 average distance villagers had to walk to but by 2010 water point distance was less than 1 km, thus achieving large impacts with the modest investments. of BIDP was demonstrated by the fact that it was in-line with other BTC programs like the Kasese District Poverty Reduction Programme (KDPRP) as well as the Belgium Development iii Village User Committees are in place and through social mobilisation; local communities are There has been more than 50% increase in social services enjoyed by local community as The quality of life has improved in as far as access to clean and safe water, access to basic access to health services, access to markets and literacy on environmental protection. District and Communities in line with the Paris Declaration. The strategy and mechanisms BIDP employed to support the decentralisation process through capacity building and levant. including water supplies, roads, schools buildings, health centres and capacity building were relevant to the needs and expectations of the communities in the two districts. rtion of the needs, which include primary school classrooms and staff houses and water. Staff houses are particularly significant in the remote mountainous areas , thus limiting its and O&M was responsibilities of all stakeholders. Efficiency was also hampered because the National Government did not take all steps to finance the project according to the Specific Agreement. The district is still understaffed in key departments that e participatory planning and decentralization process. Almost all of the BIDP implemented inputs were done within the planned timeframe. Efficiency would have been greatly wide integrated M&E system that places emphasis on the monitoring roles was very good since the large majority of the investments was done largely in accordance with the norms of good practice. The community mobilisation for O&M was also done for some of the indings from the local beneficiaries which their community as these directly contributed to improved quality of their lives. Community consultation findings, particularly the household survey, projects are surviving, most of them having been completed more than 12 months before the evaluation. The classrooms and staff houses, markets, roads and gravity flow schemes are all in existence, based on the sample of 10 iews with the CAO, Ag. DE (main The FE Team found that the communities were projects contributed to fill a large need for micro- The effectiveness of the intervention was therefore high. achieved. A BIDP II would be required to etter organisational challenges faced in upport) in the areas to water, reduction to water borne diseases, participatory Before 2005 average distance villagers had to walk to point distance was less than 1 km, thus achieving line with other BTC programs like DPRP) as well as the Belgium Development
  • 14. BIDP Final Evaluation Report Cooperation support for budget in decentralisation for MoLG. The BIDP is also in all thematic areas. The BIDP also established coherence with other donor supported (both bi and multi lateral) programs at the local government level. Recommendations for a BIDP Follow In order to improve on the relevance of BIDP, the Fi program, or better yet a BIDP II (3 capture the momentum built during the period since the MTR situation has improved as observed in a recent MoLG report District and LLGs had been persistently poor in 2008 and 2009, there was tremendous improvement noted in 2010 presumably as a result of the new administration. This was evidenced by the District and all LLGs meeting all the Minimum Conditions and none penalized in 2010”. In the area of investments, relevant sector guidelines need to be followed in implementation of donor supported projects to avoid conflicting with the sector regulat include community mobilisation for operation and maintenance well before the implementation of the infrastructure project. A BIDP II may consider a lower cost component funding of infrastructure and balance more intensive inputs for capacity building in part hold regular ‘over-the-border’ training. If there is a BIDP II, it should work out modalities of splitting the works and services in the two districts of Bundibugyo and Ntoroko so that each district assumes respo maintain its share of the investments. The lack of responsibility over these projects by the new district of Ntoroko will impact negatively on their maintenance. Further Areas to focus on if there is a Follow BIDP was affected at some stage with issues of fraud and more safeguards are needed in procurement, audit functions and improved monitoring/supervision on the implementation of contracts in the District to ensure that fraud prevention is prioritised. Not all sector implementation guidelines were followed in the implementation of the education and water projects; E.g. MoES requires and kitchen. O&M is critical for the sustainability of th before construction of the project supported by BIDP. The TA support and Belgium Volunteers provided for BIDP an advisory role. This must be accompanied by capacity building and training of key local government staff. Emphasis must be made on having appropriate levels of qualified staff in place. The the most appropriate individuals in key posit framework with low salaries is critical, i.e. able to work in difficult places, flexible, culturally sensitive, long-term commitment, etc. The ability of the Resident Representative to engage with GoU responsibilities in compliance with the Specific Agreement was critical for the BIDP and a BIDP II. While including NGOs and CBOs capacity gaps. Because they are also part of the community and know the needs and have direct contact with key people to get things done, the investment was well worthwhile and should be a priority if there is a BIDP II. A prerequisite to a BIDP would be updating the 2005 Baseline Survey, a Staff Needs/Training Assessment Survey and an evaluation of current M&E and O&M procedures. 2 The 3-5 year extension was also recommended in 3 The recommendations by the MTR were taken very seriously by the District. Many improvements were realized through recommended realignments. Moreover, the political situation in the District has improved greatly 4 Annual Assessment of Minimum Conditions Belgian Development Agency Cooperation support for budget in decentralisation for MoLG. The BIDP is also in-line with LGSIP in all thematic areas. The BIDP also established coherence with other donor supported (both bi and rams at the local government level. Recommendations for a BIDP Follow-up In order to improve on the relevance of BIDP, the Final Evaluation (FE) believes an ex , or better yet a BIDP II (3-5 years)2 , is justifiable and should be undertaken soon so as to capture the momentum built during the period since the MTR 3 was completed. Moreover, the political situation has improved as observed in a recent MoLG report 4 - “Although the performance of the District and LLGs had been persistently poor in 2008 and 2009, there was tremendous improvement noted in 2010 presumably as a result of the new administration. This was evidenced by the District the Minimum Conditions and none penalized in 2010”. In the area of investments, relevant sector guidelines need to be followed in implementation of donor supported projects to avoid conflicting with the sector regulatory bodies. These guidelines should clude community mobilisation for operation and maintenance well before the implementation of the may consider a lower cost component funding of infrastructure and balance more intensive inputs for capacity building in partnership with KDRCDP to maximize cost border’ training. If there is a BIDP II, it should work out modalities of splitting the works and services in the two districts of Bundibugyo and Ntoroko so that each district assumes responsibility to complete, operate and maintain its share of the investments. The lack of responsibility over these projects by the new district of Ntoroko will impact negatively on their maintenance. Further Areas to focus on if there is a Follow-up Program BIDP was affected at some stage with issues of fraud and more safeguards are needed in and improved monitoring/supervision on the implementation of contracts in the District to ensure that fraud prevention is prioritised. sector implementation guidelines were followed in the implementation of the education and staff houses to include a rainwater harvesting tank, external toilets is critical for the sustainability of the micro-project and mobilisation must be done and there should be a review of the O&M of the micro The TA support and Belgium Volunteers provided for BIDP did a good job and is most appropria an advisory role. This must be accompanied by capacity building and training of key local government staff. Emphasis must be made on having appropriate levels of qualified staff in place. The the most appropriate individuals in key positions and how to achieve this in a weak institutional critical, i.e. able to work in difficult places, flexible, culturally sensitive, Resident Representative to engage with GoU to ensure that they carry out their with the Specific Agreement was critical for the BIDP and a BIDP II. and CBOs resulted in higher costs for BIDP, they greatly helped fill in the capacity gaps. Because they are also part of the community and know the needs and have direct contact with key people to get things done, the investment was well worthwhile and should be a A prerequisite to a BIDP would be updating the 2005 Baseline Survey, a Staff Needs/Training Assessment Survey and an evaluation of current M&E and O&M procedures. 5 year extension was also recommended in BIDP Final Report October 2009. The recommendations by the MTR were taken very seriously by the District. Many improvements were realized through recommended realignments. Moreover, the political situation in the District has improved greatly Annual Assessment of Minimum Conditions iv line with LGSIP in all thematic areas. The BIDP also established coherence with other donor supported (both bi and nal Evaluation (FE) believes an extension of the taken soon so as to was completed. Moreover, the political “Although the performance of the District and LLGs had been persistently poor in 2008 and 2009, there was tremendous improvement noted in 2010 presumably as a result of the new administration. This was evidenced by the District In the area of investments, relevant sector guidelines need to be followed in implementation of donor bodies. These guidelines should clude community mobilisation for operation and maintenance well before the implementation of the may consider a lower cost component funding of infrastructure and KDRCDP to maximize cost; E.g. If there is a BIDP II, it should work out modalities of splitting the works and services in the two districts nsibility to complete, operate and maintain its share of the investments. The lack of responsibility over these projects by the new district BIDP was affected at some stage with issues of fraud and more safeguards are needed in and improved monitoring/supervision on the implementation of contracts sector implementation guidelines were followed in the implementation of the education and rainwater harvesting tank, external toilets mobilisation must be done of the micro-projects is most appropriate as an advisory role. This must be accompanied by capacity building and training of key local government staff. Emphasis must be made on having appropriate levels of qualified staff in place. The selection of ions and how to achieve this in a weak institutional critical, i.e. able to work in difficult places, flexible, culturally sensitive, to ensure that they carry out their with the Specific Agreement was critical for the BIDP and a BIDP II. for BIDP, they greatly helped fill in the capacity gaps. Because they are also part of the community and know the needs and have direct contact with key people to get things done, the investment was well worthwhile and should be a A prerequisite to a BIDP would be updating the 2005 Baseline Survey, a Staff Needs/Training The recommendations by the MTR were taken very seriously by the District. Many improvements were realized through recommended realignments. Moreover, the political situation in the District has improved greatly.
  • 15. BIDP Final Evaluation Report 2 INTRODUCTION 2.1 Presentation of the Bundibugyo Integrated Development Programme (BIDP) is a bilateral cooperation intervention between the Government of the Kingdom of Belgium and the Government of the Republic of Uganda. A specific Agreement was signed by both parties on 20 December 2003 and ended 2009. The BIDP was extended until 20 December 2010. Implementation of the project started on 28 April 2005.The total amount of the budget Bundibugyo Integrated Development Programme supported the process of decentralization by contributing to the strengthening of Bundibugyo local authorities’ capacity to improve service delivery to the local population. The project was build upon two main strands: (i) a capacity building component that focused on areas such as participatory planning and budgeting, financial management, resource mobilization, public/private partnership for service delivery, accountability and monitoring, and, (ii) the provision of small and reliable unconditional grants to Bundibugyo District Council and the 10 sub-counties of the district used on non-wage activities according to development plans and the approved budget. The diagram shown on the right illustrates how BIDP coordinated and interacted with key stakeholders as a facilitator for implementation which was based on a co management arrangement. BTC support to Bundibugyo District Local Government was an integrated 5 year collaboration (extended by one year) in which the partie the development needs and priorities of the people in Bundibugyo district. BIDP was implemented within the decentralisation policy framework of Government of Uganda. The BIDP program the Belgian support to Uganda’s decentralisation that started in 2001 through the Kasese District Rural Community Development Programme. In 2006 when the Ministry of Local Government developed the Local Government Sector Investment Plan (LGSIP), Belgi Denmark, Ireland, Netherlands, and Austria) agreed on a MoU and Joint Financing Agreement to support LGSIP basket fund. Further cooperation modalities, links to local government and sector support areas of Education and Health we The GoU-BTC five year support to the decentralisation policy through BIDP aimed at improving the standard of living of people in the Bundibugyo district with an emphasis on those that are most vulnerable to poverty. The programme aimed at enhancing the capacity of the district to attain improved and sustainable service delivery at the district and lower local government levels based on participatory good governance principles. Whereas implementation of BI and was expected to end in December 2009, it was subsequently extended to December 2010. Belgian Development Agency District/Sub-LG stakeholders, citizens, CSOs, NGOs Chiefs, Sub-county officials CAO, JLCB, BTC/TA technical officers, Sector Heads/ Directors. Embassy & BTC officials, Government of Uganda Officials BIDP INTRODUCTION resentation of the Intervention yo Integrated Development Programme (BIDP) is a bilateral cooperation intervention between the Government of the Kingdom of Belgium and the Government of the Republic of Uganda. A specific Agreement was signed by both parties on 20 December 2003 and ended on 19 December 2009. The BIDP was extended until 20 December 2010. Implementation of the project started on 28 April 2005.The total amount of the budget was EUR 3,500,000. Integrated Development the process of decentralization by contributing to the strengthening of Bundibugyo local authorities’ capacity to improve service delivery to the local build ) a capacity on areas such as participatory planning and budgeting, financial management, resource mobilization, public/private partnership for service delivery, accountability and monitoring, and, (ii) the provision of l and reliable unconditional grants to Bundibugyo District Council counties of the district wage activities according to development plans and The diagram illustrates how nd interacted key stakeholders as a facilitator for implementation, which was based on a co- BTC support to Bundibugyo District Local Government was an integrated 5 year collaboration in which the parties agreed on a set of interventions aimed at responding to the development needs and priorities of the people in Bundibugyo district. BIDP was implemented within the decentralisation policy framework of Government of Uganda. The BIDP program the Belgian support to Uganda’s decentralisation that started in 2001 through the Kasese District Rural Community Development Programme. In 2006 when the Ministry of Local Government developed the Local Government Sector Investment Plan (LGSIP), Belgium together with Denmark, Ireland, Netherlands, and Austria) agreed on a MoU and Joint Financing Agreement to support LGSIP basket fund. Further cooperation modalities, links to local government and sector support areas of Education and Health were agreed upon between the GoU and Belgium in 2008. BTC five year support to the decentralisation policy through BIDP aimed at improving the standard of living of people in the Bundibugyo district with an emphasis on those that are most to poverty. The programme aimed at enhancing the capacity of the district to attain improved and sustainable service delivery at the district and lower local government levels based on participatory good governance principles. Whereas implementation of BIDP commenced in June 2005 and was expected to end in December 2009, it was subsequently extended to December 2010. Figure 2: BIDP Support & interactions with key 1 BTC/TA chnical officers, Sector Heads/ Directors. yo Integrated Development Programme (BIDP) is a bilateral cooperation intervention between the Government of the Kingdom of Belgium and the Government of the Republic of Uganda. on 19 December 2009. The BIDP was extended until 20 December 2010. Implementation of the project started on 28 BTC support to Bundibugyo District Local Government was an integrated 5 year collaboration s agreed on a set of interventions aimed at responding to the development needs and priorities of the people in Bundibugyo district. BIDP was implemented within the decentralisation policy framework of Government of Uganda. The BIDP program drew from the Belgian support to Uganda’s decentralisation that started in 2001 through the Kasese District Rural Community Development Programme. In 2006 when the Ministry of Local Government um together with UNDP/CDF, Denmark, Ireland, Netherlands, and Austria) agreed on a MoU and Joint Financing Agreement to support LGSIP basket fund. Further cooperation modalities, links to local government and sector re agreed upon between the GoU and Belgium in 2008. BTC five year support to the decentralisation policy through BIDP aimed at improving the standard of living of people in the Bundibugyo district with an emphasis on those that are most to poverty. The programme aimed at enhancing the capacity of the district to attain improved and sustainable service delivery at the district and lower local government levels based on DP commenced in June 2005 and was expected to end in December 2009, it was subsequently extended to December 2010. upport & interactions with key stakeholders
  • 16. BIDP Final Evaluation Report This FE evaluation was therefore commissioned by BTC to specifically examine t the program enhanced capacity of the district to offer improved service delivery to the Bundibugyo community in key sectors of: • Administration, community based organizations and private sector organizations • Water and sanitation • Education • Health and environment The final evaluation has assessed shall offer a detailed analysis of the programme focussing on: basic criteria, HARMO transversal themes criteria. 2.1.1 Geographical Understanding Bundibugyo District is located in the western part of Uganda and has a population of approx. 248,000 people based on annual population growth rate of 5%. The district is bordered by Hoima District to the northeast, Kibale District to the east, Kabarole District to the south, and Democratic Republic of Congo to the west and north. The district geographical boundaries are: The Semliki River to the west, the Rwenzori Mountains to the East and Lake Albert to the North. The district lies at coordinates: 00 43N, 30 04E. The District covers a total area of 2,338 km 2 . Of this area, open waters, swamps and rivers, cover 570 km2 while 1,243 km2 is covered by Mountains, forests, National Parks (Semuliki and Mt. Rwenzori) and forest reserves, 145 km 2 is covered by game reserves and 380 km2 is the only area available for human settlement. The main economic activity of the people of Bundibugyo is subsistence agriculture and animal husbandry. The main commercial crops grown are coffee, cocoa, and palm oil. Others include bananas, matooke (plantain), rice, beans and cassava while animal kept include: cattle, goats, sheep, pigs and mules. Belgian Development Agency This FE evaluation was therefore commissioned by BTC to specifically examine the extent to which enhanced capacity of the district to offer improved service delivery to the Bundibugyo Administration, community based organizations and private sector organizations the extent to which the programme achieved set objectives and shall offer a detailed analysis of the programme focussing on: basic criteria, HARMO nderstanding of Bundibugyo District Figure 3: Map of the Project Area Bundibugyo District is located in the a 248,000 people based on annual population growth rate of 5%. The district is bordered by Hoima District to the northeast, Kibale District to the east, Kabarole District to the south, and Congo to the west and north. The district raphical boundaries are: The to the west, the to the East to the North. The district lies at coordinates: 00 43N, The District covers a total area of . Of this area, open , cover is covered National (Semuliki and Mt. Rwenzori) is covered by game reserves and 380 for The main economic activity of the people of Bundibugyo is ubsistence agriculture and animal husbandry. The main commercial crops grown are coffee, cocoa, and palm oil. Others include bananas, , rice, beans and cassava while animal kept include: cattle, goats, sheep, pigs and mules. 2 he extent to which enhanced capacity of the district to offer improved service delivery to the Bundibugyo the extent to which the programme achieved set objectives and shall offer a detailed analysis of the programme focussing on: basic criteria, HARMO-criteria and : Map of the Project Area
  • 17. BIDP Final Evaluation Report 2.2 Methodology The FE Team presented an Inception Report (IR) understanding of the assignment, the proposed methodology, work assignment. Also included in the report Integrated Development Programme (BIDP). Upon presentation of th made contact with key BIDP stakeholders at national, district, sub field consultations, i.e. key persons at the BTC’s Offices, Belgium Embassy, previous BTC Advisor to BIDP (based in Bundibugyo for 3 years), MOLG, MoF, Office of the Prime Minister Kampala. Their views shaped the FE team’s understanding of the B designing evaluation tools to review the BIDP that include the following: Reflect on the situation before BIDP (2005) have been implemented and Assesses BIDP’s relevance, effectiveness, efficiency, impact created and sustainability. Appreciate the achievements made Analyse the recommendations of the MTR Reflect on what they consider to be planning, design, implementation, monitoring and evaluation stages The FE approach utilized both qualitative (Key Informant Interviews, Focus Group discussions) and quantitative (household survey) data collection and analysis methodologies. In addition the FE captured the extent to which BIDP achieved its intended objectives and results using Sight Sound and Motion (SiSoMo) evaluation video capture and media production. A presented for review before final professional production of the Evaluation DVDs and printed media. The printed media includes summary pamphlets of selected success areas, pictorials and flyers. Various categories of works including: roads, according to the FE criteria. Information generated through the above process progress reports already collected and other important documents for cross referencing purposes. As much as possible, given the challenges in the District, the FE has followed the methodology outlined in the ToR developed by BTC. The depth and details of the FE depend availability of key stakeholders, both at the MoLG and the District. Particularly since the BIDP support ended in 2010, the FE Team encounter FE also had a very tight-time schedule considering the logistics problems (remoteness) and the complexity of BIDP. The Team Leader communication issues and team bonding dynamics During the first week of the FE, the Team undertook briefings at BTC and Embassy of Belgium in regarding the ‘bigger picture’ of the Government of Belgium’s aid modalities in Uganda. The FE Team also met with a host of key government officials rele Office, MoLG. Detailed Methodology can be found in Annex Belgian Development Agency Inception Report (IR) to the MoLG on April 11, 2011 that detailed their understanding of the assignment, the proposed methodology, work-plan and tools for undertaking the assignment. Also included in the report were preliminary desk review findings related to Bundibugyo Integrated Development Programme (BIDP). Upon presentation of the inception report, the FE e contact with key BIDP stakeholders at national, district, sub-county and community key persons at the BTC’s Offices, Belgium Embassy, previous BTC Advisor to BIDP (based in Bundibugyo for 3 years), MOLG, MoF, Office of the Prime Minister and Kampala. Their views shaped the FE team’s understanding of the BIDP Programme as well as uation tools to review the BIDP that include the following: situation before BIDP (2005) in the ten sub-counties where such interventions have been implemented and analyze the impacts of BIDP on the District at close (2010). Assesses BIDP’s relevance, effectiveness, efficiency, impact created and sustainability. Appreciate the achievements made - Four Result Areas. recommendations of the MTR (2007) and achievements/progress to date. ect on what they consider to be good practices and vital lessons learnt planning, design, implementation, monitoring and evaluation stages. The FE approach utilized both qualitative (Key Informant Interviews, Focus Group discussions) and titative (household survey) data collection and analysis methodologies. In addition the FE the extent to which BIDP achieved its intended objectives and results using Sight Sound and Motion (SiSoMo) evaluation video capture and media production. A DVD and other media presented for review before final professional production of the Evaluation DVDs and printed media. summary pamphlets of selected success areas, pictorials and flyers. ing: roads, water and buildings undertaken by BIDP Information generated through the above process was enriched with secondary data such as progress reports already collected and other important documents for cross referencing purposes. As much as possible, given the challenges in the District, the FE has followed the methodology oped by BTC. The depth and details of the FE depended availability of key stakeholders, both at the MoLG and the District. Particularly since the BIDP support the FE Team encountered problems of ‘intuitional memory’ going back time schedule considering the logistics problems (remoteness) and the he Team Leader had to be flexible with the FE Team and try to manage difficult communication issues and team bonding dynamics, etc. During the first week of the FE, the Team undertook briefings at BTC and Embassy of Belgium in regarding the ‘bigger picture’ of the Government of Belgium’s aid modalities in Uganda. The FE Team also met with a host of key government officials relevant to the BIDP such as the Prime Minister’s Detailed Methodology can be found in Annexes 7-9: The BIDU FE Team and Field Strategy. 3 , 2011 that detailed their plan and tools for undertaking the preliminary desk review findings related to Bundibugyo inception report, the FE team county and community levels for key persons at the BTC’s Offices, Belgium Embassy, previous BTC Advisor to and MOFPED in IDP Programme as well as counties where such interventions District at close (2010). Assesses BIDP’s relevance, effectiveness, efficiency, impact created and sustainability. (2007) and achievements/progress to date. lessons learnt from project The FE approach utilized both qualitative (Key Informant Interviews, Focus Group discussions) and titative (household survey) data collection and analysis methodologies. In addition the FE the extent to which BIDP achieved its intended objectives and results using Sight Sound and DVD and other media were presented for review before final professional production of the Evaluation DVDs and printed media. summary pamphlets of selected success areas, pictorials and flyers. undertaken by BIDP were reviewed enriched with secondary data such as progress reports already collected and other important documents for cross referencing purposes. As much as possible, given the challenges in the District, the FE has followed the methodology greatly on the availability of key stakeholders, both at the MoLG and the District. Particularly since the BIDP support problems of ‘intuitional memory’ going back 5+ years. The time schedule considering the logistics problems (remoteness) and the flexible with the FE Team and try to manage difficult During the first week of the FE, the Team undertook briefings at BTC and Embassy of Belgium in regarding the ‘bigger picture’ of the Government of Belgium’s aid modalities in Uganda. The FE Team vant to the BIDP such as the Prime Minister’s : The BIDU FE Team and Field Strategy.
  • 18. BIDP Final Evaluation Report Figure 4: Public awareness messages on 3 BACKGROUND AND CONTE 3.1 Historical Context of the Uganda experienced decades of political unrest until the 1990s, since when it has seriously endeavored to maintain political stability, peace and annual economic growth. Despite the universal spread of primary education there, literacy rates are still low. mostly cost-related. Around 20% of Ugandans over 15 years of age have received no formal education. Some 40% of the population suffers from disease, a rise of 11% compared with the period 2002-2003. Malaria accounts for half of all cases. On average, Ugandans have to travel 27 to reach their nearest hospital, and 15% of children under 18 are orphans, mostly due to HIV In November 2008, Uganda and Belgium signed a new Cooperation Programme Following the successful implementation of the first Cooperation Programme (2005 committed a budget of €64 million, raising Uganda to Development Cooperation. Belgium is paying equality, the environment, social economy and the rights of the child. Cooperation’s new programme is focusing • Primary healthcare, especially buildin management capacity; and • Education, in particular institutions offering business, technical, vocational and health training.5 The below photo shows one of the many and in many instances local authorities do not have the adequate capacity and financial resources necessary to implement their mandates. Therefore, Belgium has chosen, under the overall guidance of 5 http://diplomatie.belgium.be/en/policy/development_cooperation/countries/partner_countries/uganda/ Belgian Development Agency : Public awareness messages on building BACKGROUND AND CONTEXT ontext of the Intervention Uganda experienced decades of political unrest until the 1990s, since when it has seriously endeavored to maintain political stability, peace and annual economic growth. Despite the universal spread of primary education there, literacy rates are still low. Barriers to education still remain, being related. Around 20% of Ugandans over 15 years of age have received no formal education. Some 40% of the population suffers from disease, a rise of 11% compared with the period ts for half of all cases. On average, Ugandans have to travel 27 to reach their nearest hospital, and 15% of children under 18 are orphans, mostly due to HIV In November 2008, Uganda and Belgium signed a new Cooperation Programme Following the successful implementation of the first Cooperation Programme (2005-2008), Belgium €64 million, raising Uganda to the fourth-ranking partner country of Belgian . Belgium is paying special attention to the cross-cutting issues of gender equality, the environment, social economy and the rights of the child. Belgian Development focusing on the following two sectors: Primary healthcare, especially building the decentralized health services’ leadership and ducation, in particular institutions offering business, technical, vocational and health The below photo shows one of the many public awareness art work in the With Uganda suffering from mismanagement, violence, destruction of infrastructure, economic collapse and a high prevalence of HIV/AIDS and other diseases, a new regime taking over the political powers aiming at stability, social development and good governance development, aid to Uganda was both needed and justified. The support to improved governance and to decentralization was one of the four areas of Belgian support to the Government of Uganda. Uganda has initiated a major decentralization process through early assistance by UNDP has provided local elected authorities with important areas of responsibilities for poverty reduction such as primary education, primary health care, agriculture, feeder roads and water. The decentralization process also aims at improving community participation in the decision making process, increased transparency and accountability to the citizens in the use of locally managed resources. Belgium chose to support the decentralization process with a special emphasis on human resources and institutional development, together with specific actions improving the livelihoods of the population. The decentralization process has been quit and in many instances local authorities do not have the adequate capacity and financial resources necessary to implement their mandates. Therefore, Belgium has chosen, under the overall guidance of http://diplomatie.belgium.be/en/policy/development_cooperation/countries/partner_countries/uganda/ 4 Uganda experienced decades of political unrest until the 1990s, since when it has seriously endeavored to maintain political stability, peace and annual economic growth. Despite the universal Barriers to education still remain, being related. Around 20% of Ugandans over 15 years of age have received no formal education. Some 40% of the population suffers from disease, a rise of 11% compared with the period ts for half of all cases. On average, Ugandans have to travel 27 kilometers to reach their nearest hospital, and 15% of children under 18 are orphans, mostly due to HIV/AIDS. In November 2008, Uganda and Belgium signed a new Cooperation Programme (2009-2012). 2008), Belgium ranking partner country of Belgian cutting issues of gender Belgian Development health services’ leadership and ducation, in particular institutions offering business, technical, vocational and health-related work in the District. from mismanagement, violence, destruction of infrastructure, economic collapse and a high prevalence of HIV/AIDS and a new regime taking over the political powers aiming at stability, social good governance development, aid to Uganda was both needed and justified. The support to improved governance and to one of the four areas of Belgian support to the Government of Uganda. Uganda has initiated a major decentralization through early assistance by UNDP, which has provided local elected authorities with important poverty reduction such as primary education, primary health care, agriculture, feeder roads and water. The ocess also aims at improving community participation in the decision making process, increased transparency and accountability to the citizens in the use of locally managed Belgium chose to support the decentralization process with a special emphasis on human resources and institutional development, together with specific actions improving the livelihoods of the The decentralization process has been quite rapid and in many instances local authorities do not have the adequate capacity and financial resources necessary to implement their mandates. Therefore, Belgium has chosen, under the overall guidance of http://diplomatie.belgium.be/en/policy/development_cooperation/countries/partner_countries/uganda/