Kalip 2010- 2015 Completion Report by SLICK REPUBLIC LIMITED

THE REPUBLIC OF UGANDA

EUROPEAN UNION

Programme Completion Report

9 July 2010 - 8 MARCH 2015

This report is produced by the Permanent Secretary of the Office of the Prime Minister, who is the Imprest Administrator and Supervisor of KALIP and submitted to the National Authorising Officer and the European Union. The views expressed in this report are not necessarily those of the NAO or the EU. KALIP is implemented by the Office of the Prime Minister with technical assistance from

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

KALIP Key data Financing Agreement:

UG/FED/2008/020-280

FA signature date:

9 March 2009

Expiry operational period:

8 March 2015

Commitment (D+3) date:

8 March 2014

Inception period (PE 1):

9 July 2010 – 31 December 2010

PE 2 period:

1 January 2011 – 31 December 2011

PE 3 period:

1 January 2012 – 30 June 2013

PE 4 period:

1 July 2013 – 28 February 2015

PE 5 period:

24 July 2013 – 31 December 2014

Closure period:

1 October 2014 – 8 March 2015

Funding agency:

European Union 10th European Development Fund

Contracting Authority:

Ministry of Finance, Planning and Economic Development

Programme Supervisor:

Office of the Prime Minister

Imprest Administrator:

Office of the Prime Minister

EU contribution:

€ 15,000,000

Total expenditure

€15,688,646

Expenditure by Result in % M&E Communication 0.8%

0.5% Management

20.7% Safety nets/LIW

38.2%

Peace and Security

20.7%

DGL support

14.2% Production & Productivity

15.9%

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

TABLE OF CONTENTS List of Tables List of Figures List of Annexes Abbreviations / Acronyms Highlights of KALIP 1 INTRODUCTION 2 Background to the Karamoja Livelihoods Programme

ii iii iv v vi 1 3

2.1 2.2

Background to Karamoja ......................................................................................................................... 3 Background to KALIP ............................................................................................................................... 5

MAIN LESSONS AND RECOMMENDATION FOR FUTURE PROGRAMMES 15

3.1 3.2

Programme design and management ................................................................................................... 15 Programme implementation................................................................................................................. 19

4 5

PROGRAMME DESIGN PROGRAMME EFFECTIVENESS

5.1 5.2 5.1 5.2 5.3

Result 1: Productive assets built through labour intensive works and capital injected in the local economy................................................................................................................................................ 23 Result 2: Agro-pastoral production improved and alternative means of livelihoods promoted .......... 34 Result 3: Local governments strengthened .......................................................................................... 41 Result 4: Peace building initiatives supported ...................................................................................... 45 Cross cutting Issues ............................................................................................................................... 48

PROGRAMME IMPACT

6.1 6.2

Indicators .............................................................................................................................................. 51 Evidence of Impact ................................................................................................................................ 51

PROGRAMME SUSTAINABILITY

7.1 7.2 7.3 7.4

Ownership ............................................................................................................................................. 55 Institutional sustainability ..................................................................................................................... 56 Technical sustainability ......................................................................................................................... 57 Financial sustainability .......................................................................................................................... 58

PROGRAMME EFFICIENCY

8.1 8.2 8.3

Implementation against timelines ........................................................................................................ 59 Budget Performance ............................................................................................................................. 60 Assets Management.............................................................................................................................. 67

FINAL REFLECTIONS

21 23

51 55

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List of Tables Table 1: Objective structure of KALIP ............................................................................................................. 5 Table 2: Implementation schedule of KALIP and key milestones achieved ................................................. 21 Table 3: CfP lots – Districts and sub counties ............................................................................................... 23 Table 4: Summary of KALIP/Mercy Corps’ outputs....................................................................................... 24 Table 5: Summary of KALIP/ASB outputs ...................................................................................................... 26 Table 6: Average number of people who use KALIP/ASB productive assets ................................................ 27 Table 7: Summary of KALIP/DCA outputs ..................................................................................................... 28 Table 8: KALIP supported Valley Tank Construction in Karamoja - Location and Progress .......................... 30 Table 9: Infrastructure accessible to the community ................................................................................... 31 Table 10: Summary of FAO outputs .............................................................................................................. 34 Table 11: Summary of outputs under DLG strengthening ............................................................................ 41 Table 12: Sampled locations and number of interviewees.......................................................................... 42 Table 13: Departmental reports submitted to district ................................................................................. 43 Table 14 – DPMOs checking inputs and receiving CAHW reports ................................................................ 44 Table 15: How the KALIP asset has helped staff performance ..................................................................... 44 Table 16: Number of extension visits per quarter ........................................................................................ 44 Table 17: UPF supported activities under KALIP ........................................................................................... 45 Table 18: Crime cases reported .................................................................................................................... 46 Table 19: Request for police services ........................................................................................................... 46 Table 20: Police performance ....................................................................................................................... 47 Table 21: Community perception on safety of lives and properties ............................................................ 47 Table 22: Gender balance of direct KALIP Beneficiaries - R1 and R2 ............................................................ 48 Table 23: District O&M Planning................................................................................................................... 56 Table 24: - District O&M Spending ............................................................................................................... 56 Table 25: Commitment status under FA UG/FED/2008/020-287 (€) as ....................................................... 60 Table 26: A comparison of overheads for similar commitments in KALIP and ALREP. ................................. 64 Table 27: A comparison of overheads per commitment between KALIP and ALREP in € ............................ 64 Table 28: Cost benefit assessment of APFS .................................................................................................. 65

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List of Figures Figure 1: KALIP Management Hierarchy ....................................................................................................... 11 Figure 2 – Positive remarks by KALIP Result ................................................................................................. 22 Figure 3 - General Satisfaction with KALIP Implementation ......................................................................... 22 Figure 4 - Productive assets procured using CfW money ............................................................................. 32 Figure 5 - Percent of infrastructure rated to be in "excellent working condition" ....................................... 33 Figure 6 - Benefits of APFS as perceived by farmers .................................................................................... 36 Figure 7 - APFS - Change as perceived by farmers ........................................................................................ 36 Figure 8 - Importance of VSLAs to people .................................................................................................... 37 Figure 9 - Crop yield comparison .................................................................................................................. 38 Figure 10 - Livestock productivity assessed through breeding rate ............................................................. 38 Figure 11 - Mortality of livestock .................................................................................................................. 39 Figure 12 - Gross margins of various APFS IGAs ........................................................................................... 40 Figure 13 - Regional closure workshop respondents.................................................................................... 42 Figure 14 - LCV/CAO rating of quality and timeliness of reports .................................................................. 43 Figure 15 - Document preparation speed..................................................................................................... 43 Figure 16: LCV/CAO rating of quality and timeliness of reports ................................................................... 44 Figure 17: Respondents to community policing survey ................................................................................ 45 Figure 18: Security improvement ................................................................................................................. 47 Figure 19 - Wealth increase by IP ................................................................................................................. 51 Figure 20 - Perceptions of personal security ................................................................................................ 52 Figure 21 - HH income from sale of crops/Livestock .................................................................................... 53 Figure 22 - How LIWs have improved life ..................................................................................................... 53 Figure 23 – Income sources and total income .............................................................................................. 53 Figure 24 = % pf HH having 1 meal a day ...................................................................................................... 54 Figure 25 - Number of cattle raids reported ................................................................................................. 54 Figure 26 - staff establishment of the PMU by TAT and OPM staff per quarter .......................................... 59 Figure 27 - Cumulative % of the total value of programmatic contracts ...................................................... 60 Figure 28 - FA commitments according to budget lines ............................................................................... 61 Figure 29 - Fund absorption .......................................................................................................................... 61 Figure 30: Distribution in % of various funding sources of KALIP ................................................................. 62 Figure 31 - Budget and expenditure by result in million €............................................................................ 63 Figure 32 - Distribution of KALIP Expenditure .............................................................................................. 63 Figure 33 - Value for money assessment of VTs ........................................................................................... 66 Figure 34 - Generation of own resources ..................................................................................................... 67

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List of Annexes Annex 1: Logical framework ......................................................................................................................... 71 Annex 2: Baseline against endline indicators ............................................................................................... 74 Annex 3: Lessons from the KALIP Regional Closure Workshop .................................................................... 80 Annex 4: KALIP Focus subcounties ............................................................................................................... 81 Annex 5: List of implementing partners (IPs)................................................................................................ 82 Annex 6: KALIP staff list ................................................................................................................................ 83 Annex 7: Summary table of contracts........................................................................................................... 84 Annex 8: Asset register ................................................................................................................................. 71 Annex 9: EU CRIS position as of 15 February 2015 ....................................................................................... 73

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Abbreviations / Acronyms ACTED

Agency for Technical Development and Development

APFS

Agro-Pastoral Field School

C&D

Cooperation and Development

CfP

Call for Proposals

CPAR

Canadian Physicians and Relief

DCA

DanChurchAid

DCBWP

District Capacity Building Work Plan

DCBWP

District Capacity Building Work Plan

DDP

District Development Plan

DLG

District Local Government

DSIP

Development Strategy and Investment Plan

DTPC

District Technical Planning Committee

European Union

FSAL

Food Security and Agricultural Livelihoods

Financial Year

GoU

Government of Uganda

Imprest Administrator

IAO

Imprest Accounting Officer

Implementing Partner

KALIP

Karamoja Livelihoods Programme

KALIP

Karamoja Livelihoods Programme

KIDDP

Karamoja Integrated Disarmament and Development Programme

KIDP

Karamoja Integrated Development Programme

KPC

Karamoja Policy Committee

MoU

Memorandum of Understanding

MWE

Ministry of Water and Environment

NabuZARDI

Nabuin Zonal Agricultural Research and Development Institute

NAO

National Authorising Officer

NARO

National Agricultural Research Organisation

NDP

National Development Plan

OPM

Office of the Prime Minister

Programme Estimate

PMU

Programme Management Unit

PRAG

Practical Guide

PRDP

Peace Recovery and Development Plan

PSC

Project Steering Committee

Valley Tank

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Highlights of KALIP The following outputs were achieved by KALIP over its implementation period: Result 1 – labour intensive works and safety nets             

203 water for production structures comprising water ponds, micro-dams and rock catchment and sub-surface dams 42 drip irrigation systems established 14 boreholes drilled and installed in various communities 110 Cattle troughs built 32,942 kgs of improved seeds distributed 194 km of feeder roads opened 22 grain stores constructed 72 drying slabs constructed 67,148 tree seedlings planted. 23 valley tanks of 10,000 m3 capacity constructed 624 soil conservation units in form of micro-catchments and gabion boxes UGX2,156,652,725 paid out to over 140,000 labour intensive works UGX253,381,400 saved in VSLA groups

Result 2 – Agricultural Production and Productivity               

240 new APFS established and 200 old APFS strengthened 480 oxen and 480 ox-ploughs distributed to the new APFS 22,000 kgs of foundation seeds distributed for multiplication by APFS 415 CAHWs trained and equipped with kits 10 vet-drug shops equipped with assorted animal drugs 420 improved goats distributed given to APFS groups 2,970 Kuroiler poultry breed supplied APFS income generating projects 46 portable crushes for small ruminants constructed 28 drip Irrigation systems provided to APFS 435 Kenya top beehives supplied to the APFS 7,809 fuel saving stoves made by trained group members 603,390 trees, fodder, fruit and fencing tree seedlings distributed and planted 500 acres of degraded pasture lands revived UGX360,960,000 provided to DLGs to facilitate monitoring APFS by production staff UGX96,693,000 mobilised and saved by APFS groups

Result 3 – Capacity Building of District Local Governments            

34 district and sub county production offices built including a regional veterinary laboratory. All installed with rain water harvesting facilities 35 solar power units installed for production offices and regional laboratory connected to mains power and municipality water supply 9 Double cabin pick-up vehicles bought for district production department 30 motorcycles given to sub counties production offices 38 complete sets of furniture given to production and police offices 38 refrigerators and veterinary equipment supplied to production offices and regional laboratory 58 computers provided to district and sub county production officers 37 internet facilities and data for 2 years supplied to production offices 44 printers including 7 photocopiers distributed to production offices 28 GPS and digital cameras provided to district production offices 5 different trainings conducted for district and sub county officials UGX24,484,200 provided to districts for monitoring KALIP implementation

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Result 4 – Peace and Security           

8 police offices built for 7 police posts and Kangole police station 63 accommodation units built at 7 police posts for 63 UPF staff 22 police buildings installed with rain water harvesting facilities Fenced 7 police posts with chain-link fence 8 police units supplied with full sets of furniture 6 solar power units and 2 mains connection provided for the offices 5 boreholes drilled and installed in 5 water stressed police posts 14 motorcycles distributed to the 7 police posts 337 police officers trained in community policing methodology 100 crime prevention clubs established in schools and communities and facilitated in their work. UGX94,297,800 provided to the UPF to facilitate their setting up, training and monitoring of crime prevention clubs and activities in the communities.

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

1 INTRODUCTION In March 2009, the Government of Uganda and the European Union signed a Financing Agreement, FED/2008/020-280, which signified the start of a â&#x201A;Ź15 million (UGX51 billion) Karamoja Livelihoods Programme (KALIP). After a negotiation period of 15 months, KALIP implementation started on 9 July 2010 with an inception period of 6 months. At the closure of the implementation period on 30 November 2014, KALIP and its Implementing Partners (IPs) had successfully implemented most of its planned activities, absorbing close to 99% of the programme funds. The activities of KALIP have been reported by the Programme Management Unit (PMU) extensively in 15 quarterly progress reports and 3 annual reports. In addition, the four IPs of KALIP submitted over 50 reports, which include quarterly, interim and final reports. According to article 4.1.2 of the Financing Agreement and paragraph 4.1.6 of the Practical Guide (PRAG) to Programme Estimates (PE), the Imprest Administrator (IA) and Imprest Accounting Officer (IAO) of KALIP are required to submit a comprehensive final report of KALIP to the National Authorising Officer (NAO) and the European Union (EU). The Project Steering Committee (PSC) directed the IA and IAO to use diverse reporting tools that together would give a comprehensive picture of the activities carried out and the results obtained in a manner accessible to the variety of stakeholders of the programme. Therefore, the final report consists of the following: 1.

Final narrative report that presents a detailed account of the activities and results against the indicators of the logical framework, an analysis of the funds used per programme result, management and operations of the PMU, and the lessons learned from programme implementation. It also makes proposals for future interventions in Karamoja.

Story book that presents the activities and results through the eyes of the final beneficiaries

Activity atlas that shows the activities on a series of thematic spatial maps

Documentary that narrates the story of KALIP in an audio-visual form

Website with a searchable database of all activities carried out by KALIP by theme and location; and with all the documentations that were produced in the course of KALIP execution.

This document constitutes the final narrative report of KALIP. It draws heavily on the endline and evaluation reports carried out by KALIP IPs and the PMU. For further reference, these reports are available online at www.opm.nulep.org

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2 Background to the Karamoja Livelihoods Programme 2.1 Background to Karamoja 2.1.1

General

The Karamoja region is located in the north-eastern part of Uganda and covers over 27,900 km2 which is 10% of total land area of Uganda. Karamoja is bordered by South Sudan to the north and Kenya to the east. Internally, it is bordered by Bugisu and Sebei region to the south, Teso region to the south-west, Lango to the west and Acholi region to the north-west. Karamoja has a population of 988,429 people1, or 2.8% of Uganda’s population, according to the Uganda Housing and Population census of 2014. It is made up of seven districts namely: Abim, Amudat, Kaabong, Kotido, Moroto, Nakapiripirit and Napak. Karamoja is mostly a semi-arid region with harsh climate and low annual rainfall. The dominant economic activity is agro-pastoralism. In the recent times, a considerable political effort has been invested in mobilising the Karimojong to embrace crop farming, especially those living in the wetter western agro-ecological zone (Green belt), with 800 to 1200 mm of rainfall per annum and a growing season that extends from March to October. A number of families have moved from the drier interior to settlement camps in the wetter Greenbelt zones to take up crop production. However, some of the wetter Greenbelt zones are wildlife protected areas which has resulted in a conflict between the farmers and the management of Uganda Wildlife Authority (UWA). The movement of people into the wetter Greenbelt zones has resulted in a significant shift towards agriculture, although livestock keeping still remains the key activity for most households in the pastoral and agro-pastoral livelihoods zones. Compared to pastoralism, crop farming is more susceptible to erratic rains and if exacerbated environmental degradation, cropping can become less attractive. With the return of peace to Karamoja, following a successful disarmament of the Karimojong warriors by the government, a number of development programmes are being implemented in the region by the government and development partners to address the complex socio-economic and environmental opportunities and challenges that the region presents. KALIP is one the development programmes initiated by the government with support from the European Union. Right from its inception in July 2010, KALIP has successfully implemented a series of interventions throughout Karamoja between 2011 and 2014. Owing to this success, the demand for KALIP support in the development of Karamoja has grown even stronger, even to the extent that many stakeholders have considered its closure premature.

2.1.2

The policy environment

KALIP was designed in conformity with the various sector policies for agriculture and rural development which are broadly defined in the National Development Plan (NDP) launched in April 2010. The NDP is the overall development framework for Uganda. Its overall theme is ‘growth, employment and socioeconomic transformation for prosperity’. The NDP identified agriculture as the first growth sector and its strategic intervention number eight aims to ‘improve agricultural livelihoods in northern Uganda.’ In this area, KALIP supported production by increasing the productive assets available to farmers through the excavation of valley tanks and water ponds, the building of grain stores, drying slabs, rain-water harvesting structures and crop storage facilities, and through the opening of community access roads. Other KALIP actions included the capacity of farmers through season-long training using Agro-Pastoral 1

Uganda Bureau of Statistics (UBOS), National Population and Housing Census 2014 Provisional Results

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Field School (APFS) methodology in modern agronomic and livestock management practices appropriate to the Karamoja region. Through the APFS groups, KALIP also provided quality and Karamoja-appropriate foundation seeds for multiplication. These were provided by the National Agricultural Research Organisation (NARO) institute of Nabuin Zonal Agricultural Research and Development Institute (NabuZARDI). The local government production departments were also strengthened through the provision of fully equipped office buildings and transport facilities to enable them reach the farmers to provide extension services. These actions are also directly contributing to the country’s new Development Strategy and Investment Plan (DSIP) for the agricultural sector and in particular sub-programme 1.7 – “improved agricultural livelihoods in northern Uganda.” The Government of Uganda (GoU) started the implementation of the Peace, Recovery and Development Plan (PRDP) for northern Uganda in the Financial Year (FY) 2009/2010. The plan aims at addressing the north-south development disparities and recovery requirements. PRDP funding has been primarily targeted at infrastructure rehabilitation, local government capacity building and productive asset improvement activities, which are in line with KALIP results 1 and 3. Hence KALIP directly contributed to the achievement of PRDP objectives. Karamoja Integrated Development Programme (KIDP) - was changed from Karamoja Integrated Disarmament and Development Programme (KIDDP) in 2011 after the success of the disarmament programme was recognised. KIDP seeks to focus on the need for measurable development in the peaceful environment that now exists in Karamoja. The Office of the Prime Minister (OPM) developed a five-year comprehensive results matrix (2011 – 2015) for KIDP to be used to track and monitor various development interventions in Karamoja. The KALIP outputs were aligned to the KIDP matrix. KALIP contributed to the following KIDP strategic objectives: SO 1: Provide and ensure adequate security for the people of Karamoja  SO 2: Establish law and order in Karamoja (KALIP Result 4 – Community Policing)  SO 3: Support the provision and delivery of basic social services to the people of Karamoja (KALIP Results 1, 2 and 3 –productive assets, valley tanks, APFS, CAHW and DCBWP)  SO 4: Support the development of alternative means of livelihood for the people of Karamoja (KALIP Result 2 – APFS)  SO 5: Undertake stakeholder mobilization, sensitization and education in Karamoja  SO 6: Enhance the Coordination, Monitoring & Evaluation of KIDP Interventions (KALIP PMU)  SO 7: Crosscutting issues (applied to all KALIP interventions in line with EU and GoU policies) KALIP PMU was an active member of the KIDP Technical Working Group (TWG), the Karamoja Policy Committee (KPC) and the Karamoja Interagency (KIA) meeting. This approach ensured that KALIP was a well coordinated and harmonised programme working within relevant policies, institutional structures and with other regional actions. In May 2009, the Karamoja Action Plan for Food Security (KAPFS) -2009 – 2014 - was launched to guide the implementation of the livelihood component of the KIDP and to ensure it was also consonant with the objectives of the PRDP. The purpose of the KAPFS was to ensure sustainable food security and increased household income in Karamoja region. The policy promotes increasing crop production by all households and a compulsory cultivation of an agreed food security crop, such as cassava or sweet potatoes. KALIP contributed to the implementation of the policy through provision of agronomic trainings, improved seeds – including the highly nutritious orange fleshed sweet potato - and farm tools to facilitate largescale agricultural land opening. The National Water Policy of 1999 considers water as a social and economic good that needs to be provided to all Ugandans, but with a current target of 75% for the rural population and 100% for the 4

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urban population the year 2015. KALIP embraced, and contributed to, the implementation of this policy. KALIP, in partnership with the Ministry of Water and Environment (MWE), constructed 23 valley tanks throughout Karamoja, established 127 other water for production facilities and drilled 14 boreholes.

2.1.3

Production systems

Livestock keeping Karamoja is largely reliant on agro-pastoral production systems in which the majority of households keep livestock to earn a living and are also involved in crop cultivation to produce food for home consumption. In fact there are a few families in Karamoja who have no livestock, and only depend on crop production. During the implementation of KALIP, GoU expanded the re-stocking programme in Karamoja to restore the cattle population lost during the period of intense cattle rustling before the disarmament. The Community Empowerment Programme was initiated to distribute cattle to households and the Cattle Branding Programme was implemented to help with the tracking and identification of stolen animals.

Crop production Food production has become increasingly popular in Karamoja and is being encouraged by both the local and central government authorities. The 6th KPC meeting held in July 2014 resolved to make the planting of cassava, a security crop, compulsory for all households in Karamoja and this was unanimously adopted by the 3rd meeting of PRDP2 monitoring committee. The GoU has embarked on a community empowerment programme aimed at distributing oxen and ox-ploughs to households to facilitate land opening. These efforts are yielding fruits and increasing land acreage under cultivation. However there are still challenges of long periods of erratic rainfall leading to drought and floods, which have caused crop failure and led to food insecurity for a majority of households.

2.1.4

Peace and Security

Security improved tremendously during the course of KALIP implementation making all parts of Karamoja accessible to development actors. Apart from isolated cases of ‘cattle theft’, peace prevailed in the region and this restored the confidence that at last Karamoja was on the road to development. The Uganda Police Force (UPF) strengthened its activities of community policing to create awareness in the communities on their roles in helping the police to restore the rule of law in the region. Crime prevention clubs were formed and played a major role in linking the UPF to the communities. KALIP contribute to peace and security by supporting the formation and training of 100 crime prevention clubs in schools and communities in the seven sub-counties of Karamoja where KALIP constructed police posts.

2.2 Background to KALIP 2.2.1

KALIP Objectives and results

Table 1: Objective structure of KALIP Objective levels KALIP objective descriptions Promote development as an incentive to peace by supporting livelihoods including Overall Goal agro-pastoral production and alternative income generation opportunities for the people of Karamoja. Protect and enhance incomes and food security of the agro-pastoral communities Purpose and support them in building up their productive asset base. Result 1: Productive assets built through labour intensive works and capital injected into the local economy. Result 2: Agro-pastoral production improved and alternative means of livelihoods Results promoted. Result 3: Local government strengthened Result 4: Peace building initiatives supported

KALIP’s interventions focus at the sub county level and all sub counties of the seven districts of Karamoja felt some impact of KALIP. KALIP was implemented by the Office of Prime Minister (OPM) through a Programme Completion Report

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Programme Management Unit (PMU) which was responsible for the day-to-day management of the programme. The KALIP programme office was located in Moroto while the liaison office was based at the OPM offices in Kampala.

2.2.2

Stakeholders and Beneficiaries

KALIP established strong relationships with stakeholders from the outset by carrying out comprehensive discussions with organisations operating in the livelihoods sector in Karamoja. From that point, the programme narrowed its contacts to the organizations it was directly working with, although it remained a key participant in various coordination meetings including the KIDP TWG, district level Sector Working Groups and the Karamoja Inter-Agency meeting. In total, four categories of stakeholders were involved in implementation of KALIP activities:-

2.2.3

Implementing Partners (IPs)

Three IPs were involved in the implementation of grants namely Mercy Corps Scotland in the north Karamoja in Kaabong and Kotido; Arbeiter Samariter Bund (ASB), in partnership with GOAL, in Abim, Moroto and Napak; and DanChurch Aid (DCA), in south Karamoja in Amudat and Nakapiripirit heading up a consortium which included the Agency for Technical Cooperation and Development (ACTED), Cooperation and Development (C&D) and Canadian Physicians for Aid and Relief (CPAR). The IPs implemented the grants using the Labour Intensive Works (LIWs) approach to build productive assets and transfer Cash for Work (CfW) payments to the beneficiaries. KALIP signed a standard contribution Agreement with the Food and Agriculture Organization of the United Nations (FAO) to distribute farm tools and inputs and train farmers and cattle keepers using Agro-Pastoral Field School (APFS) Approach. FAO implemented crop production and animal health activities in all the districts of Karamoja. KALIP maintained open and frequent communications with all the IPs thus keeping them focussed on the achievement of the purpose of KALIP. During the initial stages of implementation, the PMU held regular meetings with the FAO to review progress and ensure that efforts were being directed to achieving the expected results. The coordination of IP partners was left to the individual IPs to handle to avoid â&#x20AC;&#x2DC;micromanagementâ&#x20AC;&#x2122; of the grants. Joint monitoring visits were organized for IPs and PMU to the project sites. The PMU provided prompt feedback letters to the IPs on the outcomes of their monitoring and ensured that the IPs addressed the observations given by the PMU.

2.2.4

Works, Supplies and Services (WSS) contracts

KALIP implemented its WSS contracts through private companies and consultants using the EU procurement procedures. The contractors were supported to understand the process through customised trainings and clarification meetings organised by the PMU. Contractors were offered the opportunity to cross-check with the PMU if any doubts arose during the implementation of their contracts. The supplies and services contracts were financed from imprest component of the Programme Estimates (PEs) and through specific commitments.

2.2.5

Monitoring and Evaluation support

Monitoring of KALIP activities was conducted throughout the implementation period by all the key stakeholders. The PMU conducted monitoring and supervision of project sites to assess activity progress. IPs were monitored for compliance with specifications, timeliness of implementation and quality of outputs. At the district level, District Foal Point Officers (DFPOs) were selected by the district to support the monitoring and reporting requirements of KALIP. The DFPOs served as the KALIP focal point in each district and worked closely with the PMU to ensure that activities under all result areas flowed smoothly and progressed as expected. DFPOs submitted monthly reports to the PMU and were paid allowances for the extra time spent on KALIP activities, on top of their normal district responsibilities.

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KALIP Programme Engineer prepared tender dossiers, tender evaluation reports and payment certificates, and monitored the progress of works and supply contracts in over 35 construction sites. District Clerks of Works (CoW) complemented the work of the KALIP engineer through weekly monitoring visits to ensure adherence to specifications. KALIP facilitated the CoWs with allowances and fuel to cover field travel expenses. At each construction site, communities were mobilized into Project Management Committees (PMCs) comprising of 9 people from the surrounding communities. KALIP trained the PMCs in basic construction methods and the monitoring of compliance to specifications. Serving on a PMCs was voluntary. PMC members took turns in the monitoring and at least one member was at the construction site every day. KALIP provided bicycles to PMCs to facilitate travel to the sites which were far from the communities. KALIP organized and coordinated joint monitoring visits of its activities in each of the districts. The participants included the district technical staff and political leaders. Monitoring visits were followed by joint review meetings to discuss the field findings and generate actions to improve on KALIP performance. KALIP also conducted two Inter-District Meetings (IDMs) which brought together district leaders and other key stakeholders to discuss, and harmonise, all the different monitoring findings from a regional perspective. At the OPM level, KALIP financed the sub county accountability fora (Barazas) which brought together three major stakeholders namely; Central Government (policy makers), Local Governments (public service providers) and citizens (public service users) to share relevant public information and develop corrective strategies to outstanding challenges that affect the livelihoods of the people in the sub county. This involvement helped in the monitoring of KALIP outputs, harmonized the modalities of implementation and ensured value for money. Involvement in the KIDP TWG ensured that KALIPâ&#x20AC;&#x2122;s outputs were clearly captured in the KIDP matrix. The EU commissioned external consultants to carry out two Results Oriented Monitoring (ROM) missions and one Mid Term Review (MTR).

2.2.6

Programme Estimate No. 5 for MWE

One aspect of the Water for Production (WfP) component of Result 1 involved the excavation of 23 valley tanks in Karamoja and was contracted to the Ministry of Water and Environment (MWE) through Programme Estimate Number 5 (PE5). MWE was identified as a contractor after a failed tender to find suitable private contractors with relevant experience in the excavation of valley tanks. Also included in PE5 was the training of district staff and community Water User Committees in valley tank operations and maintenance. Lessons from implementation modalities 1. 2.

2.2.7

The PMU is an excellent interface between the donor, Authorising Officer, District officials and Beneficiaries The success of PE5 demonstrates that at times government departments have more, and certainly much more affordable, expertise in implementation, than the private sector.

Programme Governance

Contracting Authority and Supervising Authority KALIP was executed under the Cotonou Agreement through a decentralised management. The general principle of decentralised management is that contracts are concluded by the recipient countryâ&#x20AC;&#x2122;s Contracting Authority (CA), and that payments are made by the European Union2. Payments made by the

2 Specific Commitments are signed by the Contracting Authority, and endorsed by the EU; PE Commitments are signed by the Imprest Administrator and Imprest Accounting Officer under a Programme Estimate. For thresholds see Annex XXX

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recipient country must be done through the imprest component of the Programme Estimates (PE)3 approved by the EU. In their procurement and execution, all contracts and PEs must respect the procedures and templates of the EU. In this framework, the Contracting Authority of KALIP was the National Authorising Officer (NAO), based in the Ministry of Finance, Planning and Economic Development (MFPED). The Supervising Authority was the Office of the Prime Minister (OPM) by virtue of the fact that OPM has the mandate for post-conflict rehabilitation. In that context OPM is responsible for the implementation of the PRDP for Northern Uganda which is the strategic GoU document to which KALIP responded.

Policy Guidance and Strategic overview The FA foresaw the establishment of a Programme Steering Committee (PSC) to oversee and validate the overall strategies and technical execution of KALIP and ALREP, and advise OPM accordingly. Specifically, the function of PSC was to: Provide the overall guidance to the implementation of KALIP; Review and accept respective work plans, budgets, programme estimates, progress and evaluation reports and issued recommendations accordingly; Arbitrate, where necessary and make recommendations on any alternation to, or reorientation of, the programme within the limits of the FA. One PSC was established for KALIP and ALREP. The PSC comprised of the following institutions:

3. Office of the Prime Minister

Chair

4. Ministry of Finance Planning and Economic Development (NAO)

Member

5. Ministry of Local Government

Member

6. Ministry of Agriculture, Animal Industries and Fisheries

Member

7. National Agricultural Advisor Services Secretariat

Member

8. Representative of the Local Governments

Member

9. Representative of the Uganda National NGO Forum

Member

10. European Union Delegation

Member

11. National Programme Coordinator

Member

12. Chief Technical Advisor

Member

PSC meetings were organized once a quarter and 12 meetings were held. In August 2013, the 10th PSC was held in Moroto, and was preceded by a field visit. PSC members also attended other KALIP functions including the Regional Closure Workshop. Members of the KALIP senior management team attended the PSC meetings as observers. The PSC fulfilled its mandate in critically following the implementation of KALIP, scrutinising PEs and progress reports, and as such ensuring that the programme remained on track.

2.2.8

District Involvement

Districts were involved in KALIP implementation right from the start. The District provided recommendations to the prospective grantees for their proposals to implement LiWs in Result 1. The recommendations by Districts confirmed that the IPs proposed interventions were prioritized by districts and were part of the district development plans. During the KALIP inception period, the Districts selected the target sub counties based on the agreed criteria and these were included in MoUs signed with District Authorities. 3 A Programme Estimate is a workplan and budget for a specific period of time, usually 1 â&#x20AC;&#x201C; 1.5 year.

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The PMU agreed with the 7 respective District Local Governments (DLG) on coordination and monitoring procedures. This was done in order to keep the DLGs involved and informed about KALIP activities, and for the KALIP PMU to make maximum use of the local knowledge and staff of the DLGs. It was also meant to get feedback and guidance from the DLGs and guarantee the DLG ownership of interventions undertaken by KALIP. Based on agreed procedures, KALIP facilitated the CAO, LCV Chairperson and RDC, to organise quarterly monitoring of KALIP activities which were followed by district quarterly reporting meetings (DQRM). These meetings were chaired by the LCV Chairperson and attended by the District political and technical staff, KALIP PMU and relevant IPs. The purpose of these meetings was to share findings of the monitoring exercise and evaluate the progress of interventions. Based on these findings, implementation plans and procedures were adjusted and harmonized, where necessary. In order to bring issues, findings and lessons learned from each district on to a wider level, KALIP organized 2 Inter District Meetings (IDM) which were attended by LCV Chairpersons, RDCs and CAOs. Issues discussed focused on KALIP progress from a regional perspective and any necessary changes that could be implemented to improved KALIP planned activities or implementation procedures. As part of the MoU signed with districts, KALIP requested each district to appoint KALIP District Focal Point Officer (DFPO) to coordinate KALIP activities in the districts. DFPOs were selected from the District Production Department or from the CAOs office. The role of the DFPO was to serve as a link between the KALIP team and the district local government. DFPOs were responsible for monitoring of KALIP activities, mobilizing of communities and carrying out liaison activities between the PMU and their districts. In addition, DFPOs were contact points for IPs and maintained flow of information between IPs and districts. DFPOs were paid a monthly allowance to support their work. To guarantee proper supervision and monitoring of all works contracts and to enhance ownership of the infrastructures by the districts, each district appointed a KALIP Clerk of Works (CoW). CoWs supervised and monitored work contracts and provided feedback to the KALIP Programme Engineer. However, CoWs were not authorised to issue interim or final certificates. KALIP facilitated CoWs through provision of a monthly allowance and a fuel refund. DFPOs and CoWs used the standard KALIP monitoring forms. DFPOs and CoWs were involved in the procurement of grants, works and supplies. During the Call for proposals (CfPs), DFPOs participated in the assessment of grant proposals submitted by IPs. CoWs participated as members of evaluation committees for works and supply contracts. Sites for the construction of Water sources for production and consumption were identified in close collaboration with the Directorate of Water for Development (DWD), District Water Officers, sub county officials and other stakeholders. Similarly, the sites for the construction of production offices and police posts were identified in consultation with the District Engineers. Lessons from district coordination 1. Close collaboration with Districts was key to programme success. Districts are best placed to identify and coordinate infrastructure programmes 2. DFPO and Cows allowed the KALIP PMU team to be kept small and yet to have an effective presence in all districts

2.2.9

Implementation Modalities and Processes

KALIP started its operations on 9 July 2010, when PE1 came into force. Its fourth and last PE expired on 28 February 2015. The implementation period will end on 8 March 2015. During the 56 implementation months, all implementation modalities available to EDF programmes were employed as follows:

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

5 programme estimates



1 standard contribution agreement4



3 specific grant agreements



2 specific supply contracts



4 imprest5 service contracts



14 imprest supply contract



39 imprest works contracts



4 framework6 contracts

All contracts and agreements were procured according to the EDF rules and procedures. The procurement of the IPs under the variety of modalities proved to be the most strenuous and time consuming activity of the PMU. The EDF rules are complex and approval procedures which require approval by NAO and endorsement by the EU are lengthy. Any error in either the tender dossier or evaluation report, or any divergent view about the interpretation of a rule, would delay a procurement process for a period varying from a few weeks to a few months. The common challenges in tender dossiers were maintaining consistency in dates, specifications and specific tender requirements, especially in aspects that were subject to change, such as dates. More challenging was the interpretation of rules. A typical example is the mandate of the evaluation committee to take decisions, for instance in relation to the requirement for documents within the tender dossier. In some cases the EDF rules changed during the procurement process, requiring the repeat of the entire process. In some cases, the PMU requested for procurement using the ‘fragile status rule’ applicable to Karamoja during the KALIP implementation period, and this was approved. The fragile status gives substantial powers to the Head of EU Delegation to waive competitive procurement procedures. In four cases KALIP had to make use of this status to rescue a stalled procurement process. All procurements were eventually successfully completed. Although the FA was signed on 9 March 2009, its implementation started 16 months later on 9 July 2010. This immediately caused an insurmountable problem with the commitment deadline (D+3 date7). Due to the many, relatively small, procurements involved, completing the commitment of all the funds in 3 years was already a challenging task and to do this in 1.5 years was practically impossible. This issue was flagged in the inception report, and the EU Delegation approved an extension of the D+3 date by one year through addendum 1 to the FA and later by another 12 months so that the final D+3 date was the 9 March 2014. The extension of D+3 date allowed ample time to complete all the procurements in 3 years and 9 months. Lessons from procurement 1. Care is needed in the wording of specifications to not allow any possibility of misinterpretation 2. Contracting procedures always take longer than expected, so start as early as possible.

4 The standard contribution agreement was between the EU and FAO 5 Imprest contracts were between the Imprest Administrator and the contractor, whereby the contractor was paid from the running PE 6 Framework contracts are between the EU and contractor, and were used for audits, the MTR and the evaluation 7 The D+3 is the date three years after the FA comes into force. All procurements have to be completed before that date, except procurements from the imprest component of the PEs, audits and evaluations. The D+3 date of KALIP was originally 8 March 2012.

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2.2.10

Programme Management

Technical management team Line management Technical and Financial Advice

PS OPM Imprest Administrator

National Programme Coordinator Substitute Imprest Administrator

Staff Kampala Liaison Office (6)

Chief Technical Advisor Imprest Accounting Officer

Programme Coordinator KALIP

Technical Advisor KALIP

KALIP was managed by the Office of the Prime Minister under the Department of Pacification and Development. For day-to-day management OPM established a Programme Management Unit (PMU)8 with a liaison office in Kampala and a programme office in Moroto. Forty percent of the liaison office staff time was devoted to KALIP management with the rest being involved in ALREP management.

The PMU stood under the technical supervision of the Finance and Administration Staff KALIP Technical Advisor Permanent Secretary (PS) OPM. Programme Office Substitute Imprest Moroto (12) The National Programme Administrator Coordinator (NPC) was in charge Figure 1: KALIP Management Hierarchy of overall PMU management. At field level this responsibility was delegated to the Programme Coordinator KALIP (PCK), based in Moroto. The PS OPM and the NPC held the function of Imprest Administrators. The PMU was supported by a Technical Assistance Team (TAT), with a Chief Technical Advisor (CTA) and a Finance and Administration Technical Advisor (FATA) both based in Kampala, and a Technical Advisor (TAK) in Moroto. The CTA and FATA held the function of Imprest Accounting Officers. The PMU established a senior management team (SMT) consisting of the NPC, PCK, and TAK, who together with the FATA, CTA, PC ALREP and TA ALREP monitored the progress of the programme and made strategic management decisions, discussed implementation progress and solved implementation challenges. The SMT met in principle once every month, although meetings were at times skipped due to other reasons of coming together and if there were few items on the agenda. The decisions of the SMT were communicated to all staff through regular staff meetings held in the respective offices â&#x20AC;&#x201C; normally on a bi-weekly basis.

Financial management Internal systems and procedures During the inception period, the PMU developed a Financial and Administration Manual. The financial and administrative procedures in the manual were strictly followed during programme implementation. The PMU developed a rigorous procurement and financial management system. Procedures for procurement and spending were based on financial thresholds. The basic principles were determined by the EU PRAG, but the Finance and Administration Manual set stricter thresholds levels for procurement and spending.

8The PMU liaison office in Kampala managed KALIP and ALREP.

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Basic accounting at office level was done in Excel on a monthly basis. The financial data was reconciled and then entered in the accounting package Peachtree, which was used for detailed budget monitoring, bank reconciliation and overall balancing of the books. The PMU submitted 15 Expenditure Reports to the NAO and EU. Financial reviews and audits In September 2010, the EU commissioned a systems audit to verify whether the PMU administrative and financial systems, together with its procedures were robust enough to manage the financial resources of KALIP and ALREP. The audit team concluded that indeed the systems were of sufficiently high quality that the programmes could operate a single project account, instead of the usual PE accounts. The advantage of running a single project account was that at the closure of a PE, fund balances are not returned to the EU, but are automatically transferred to the successive PE. KALIP underwent 7 audits. The final programme audit was carried out in January 2015 by an international team of auditors from Ernst and Young. None of audits detected any ineligible expenditure. All IPs were contractually required to maintain proper financial systems and procedures, and be independently audited by a qualified audit firm. The PMU verified all the financial reports of the IPs, and ensured that they were in order before submission to the NAO and EU.

2.2.11

Monitoring Framework and Tools

In 2011, KALIP contracted a short-term M&E expert to design a monitoring system and monitoring tools. The Monitoring and Evaluation system was built around the following key data collection tools: 

Establishment of baselines on a limited number of indicators for the programme purpose and the programme results, prior to the roll-out of each result. For Result 1 and 2, baselines were established by Implementing Partners, who reported on the achievements against the baselines by the end of their contracts. For Results 3 and 4, baselines were established by the PMU through a separate baseline survey.



Endline surveys on the logframe indicators for programme outcomes and results. All IPs were required to carry out endline surveys using the same methodology as their baseline surveys. In addition the PMU commissioned an independent endline survey.



Quarterly activity data in a standardized database suitable for output level monitoring. All activities in the activity database were geo-referenced. The data formed the basis for the online activity database, and the online interactive activity maps.



Beneficiary data in a standardized beneficiary list. The list has contact data for all beneficiaries, which allows independent monitoring to verify reported activities and outputs at beneficiary level.



Participating in community barazas and other non-quantitative data collection methods to give a face to the data.



Carrying out regular monitoring visits to IPs by the PMU to establish contract adherence, procedural adherence, general progress and quality.



Carrying out quarterly joint monitoring with stakeholders to establish general progress and quality through field observations.



Verification studies for all grant and service contracts. These studies helped to ensure that the reported outputs had been realised and established evidence of results and outcomes of the interventions. The verification studies were carried out by PMU staff, assisted in some cases by

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data enumerators. The PMU commissioned an independent assessment of the APFS component, in view of the scale and importance of APFS in KALIP. 

Topical studies on PMU results. These were done to get a broader picture of outcomes across the results of the IPs within a KALIP Result. The PMU carried out topical surveys on Valley Tank Utilisation, Community Policing Impact Survey, LIWs (including VSLAs) and DLG capacity building.

Stakeholder satisfaction survey. This survey was carried out during the regional closure workshop of KALIP in October 2014. The survey measured the views of 65 participants of the workshop on the common evaluation criteria (design, effectiveness, efficiency, impact and sustainability), and additional issues such as coordination and communication between stakeholders and programme components. (Conducting output verification for grants under Result 1 and impact assessment for Result 2. The various tools generated a huge amount of monitoring data, which were analyzed quarterly to assess programme progress and then summarized in the quarterly reports. The endline survey, verification studies, topical studies and the stakeholder satisfaction survey were carried out to inform this final report. All reports of the studies and surveys are available on the KALIP website.

2.2.12

Reporting

The PMU provided weekly briefs to OPM. The briefs were generated from the field office on Friday, and consolidated on Monday for input in the weekly OPM management meeting. The briefs and presence at the OPM management meeting was a major tool to strengthen the links between OPM and the PMU. At the start of their contract IPs were required to submit a baseline survey and inception report to confirm the design of their action and propose any early changes in case of changing circumstances. All IPs submitted these reports as required. The PMU organised a special training for IPs in the monitoring and reporting system both at the start and the end of programme implementation. All IPs were also required to submit quarterly reports and updated activity lists and beneficiary lists, within 5 days after the end of the quarter. The reports were studied at the programme office, and the IP would receive a feedback email to make correction and submit a final version. Apart from the FAO, all partners did submit all their required reports. The reports are all available online. At the end of their contracts the IPs were required to submit an endline survey report and in some cases an independent evaluation. The endline survey data were compared with the baseline, and inferences were made on results outcome and impact of the IPs action. The endline and evaluation reports were used in the compilation of the Programme Completion Report. The PMU produced 15 quarterly progress reports and 3 annual reports. These reports were based on the quarterly reports of the IPs and the monitoring information generated by all the monitoring tools presented in the previous paragraph. The PMU maintained a website (www.opm.nulep.org), which contained background information and a library of all tenders, contracts, studies, progress reports and background information of KALIP. It also contains links to a searchable database of KALIP activities and activity maps. The website will remain operational until 2020. The PMU produced a video documentary and a ‘story book’, to publicise the achievements of the programme to a wider public. All final documentation was completed before the end of the implementation period of KALIP.

2.2.13

Visibility

KALIP complied with the visibility rules of the GoU and the EU. The PMU and IPs labelled all their activities on the basis of a shared design and text. All KALIP presentations, documentation and other products contained the official logos of the GoU and EU.

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

3 MAIN LESSONS AND RECOMMENDATION FOR FUTURE PROGRAMMES Following the implementation of a four year programme such as KALIP, there are inevitably many lessons to learn and recommendations to present. These are documented throughout this report but are drawn together in this section so as to benefit and inform any follow-up EU funded actions, or indeed any other development programme wishing to work under similar circumstances to KALIP. This will hopefully assist the successes to be replicated, and less successful interventions or approaches to be avoided, so that maximum programme benefits can be realised. Lessons learning has been a continuous process in KALIP, and has been formalized in the ROMs and MidTerm Review, the reports from IPs and the regional closure workshop held at the end of the programme in Moroto on 11 November 2014. All these lessons are documented at programme design and implementation levels. It is important to note that this list is not comprehensive but contains most of the key successes and short-comings.

3.1 Programme design and management 3.1.1

Keep it simple

The success of KALIP was based on the integrated delivery of the four result areas whereby each result was feeding into the rest. It was purposefully designed based on the experiences and lessons learned in NUREP and other EU programmes which found that a complex programme with different unrelated results was difficult to plan, implement, monitor and requires broader expertise in the PMU which adds operational costs. It also leads to a multitude of commitments which put heavy administrative burden on the NAO and EU. Recommendations: 1)

3.1.2

Focus on a few components which are related and that complement each other

Lead time in contracting

During the inception period, considerable time and effort were spent on defining the interventions in more detail and in a highly participatory manner. A comprehensive review of policies and running interventions in Karamoja was undertaken to decide on the interventions for DLGs and UPF. This long process greatly reduced the â&#x20AC;&#x153;D+3â&#x20AC;? which was already eaten into by the delayed signing of the MoU between the EU and GoU. Recommendations: 1)

Make a commitment plan early in implementation

Proper and efficient resource planning and allocation is needed during project design to ensure that there are enough resources that can cater for the entire project cycle

D+3 needs to be extended if there is a late start. Average implementation requires at least 2.5 years to commit the funds for an established PMU and at least 3 years in case of a newly established PMU.

3.1.3

Build on existing PMU

KALIP started in July 2010, only a week after NUREP closed and this allowed it to take advantage of the human and logistical resources left behind hence facilitating a quick and cheaper start. The experienced PMU was useful for the efficient management of the programme as the learning time was minimized and changes in procedures were easier to understand. The PMU was based in a government ministry and this helped to quickly build links and a good working environment. Programme Completion Report

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Recommendation: 1)

Building on existing PMU for a quick start and error free commitments

PMU should be based in a government ministry

Retain expertise of old PMU staff and recruit additional staff with expertise required for specialized components of the new programme

3.1.4

Design new programmes based on successful interventions

KALIP design was based on five interrelated technical activities addressing critical food security and livelihood issues. The intervention approach was based on the principles of community development, Agro-Pastoral Field School approach (APFS), Labour intensive works (LIWs), and Village Savings and Loan Associations (VSLAs). All the proposed interventions were built upon emerging best practice and the proposed interventions had already been introduced in some way in Karamoja or had been utilized under similar conditions in neighbouring countries. During the design of KALIP, the choice of technical options proposed were presented, validated and endorsed through a stakeholder workshop held in Moroto in September 2009. From the responses given during the Regional Closure workshop held in November 2014 it became clear that stakeholders largely wanted more of what had already been started by KALIP. Of course their were also suggestions on how to improve a successor of KALIP such as more community and district involvement, more promotion of human rights issues, greater market orientation, full murraming of feeder roads, expanded use of cash transfer through mobile technology and greater emphasis on environmental issues. When asked what worked well, stakeholders unanimously stated that the infrastructure which KALIP built in all corners of Karamoja was the most appreciated. These included the district and Sub County production offices, the rural police posts as well as many productive assets largely constructed through LIWs and CfW. However, the “softer” elements of training, peace promotion (largely community policing), community involvement and PMU procedures were also appreciated. When asked to list three key elements that should be included in any future programme in regard to operations, stakeholders stated; participatory planning and review of any future programme, use of PMU model and more monitoring of actions. When asked to list three key elements should be removed from future programmes, the majority of the people stated that “Maintain all” – see Annex 3: Lessons from the KALIP Regional Closure Workshop and the full report on www.opm.nulep.org Recommendations: 1)

Future new programmes should build on the best practices of KALIP to upscale or replicate the successful interventions and only implement new interventions on smaller scale pilot.

Proposed interventions and modalities of implementation of future programmes should be endorsed by stakeholders at district and sub county levels. However the circumstances in Karamoja are dynamic and hence during the course of implementation, there is still need for adjustments based on prevailing circumstances.

Design team should be constituted from a mix of independent experts drawn from EU and a government implementing agency and contracting authority. This mix of experts will ensure that the interventions respond to government priorities and donor interests. The resulting programme will ensure ownership and institutional memory of the design process.

Future programmes should have a mix of hardware (infrastructure) and software (training).

The PMU model should be included in future programmes.

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3.1.5

Experienced technical assistance and management support

The PMU was supported by a team of 3 Technical Assistance staff, who together provided leadership for KALIP and sister programme ALREP. The technical advisory component of the programme was contracted to Cardno Emerging Markets (UK) Ltd and was headed by the Chief Technical Advisor (CTA) who supported the two programmes with assistance from the Finance and Administration Technical Advisor (FATA), both based in Kampala, and one Technical Advisor based in the programme office in Moroto. The technical advisors provided guidance in EDF procedures, technical implementation and management. Given the complexity of EDF procedures, it would have been unfeasible to implement, contract or commit funds without incurring ineligible expenditures, unless such a highly skilled PMU team were in place. Recommendations: 1)

3.1.6

New programmes should include technical assistance and advisory team to provide guidance and support in EDF procedures, capacity building of IPs and financial management

Strengthen capacity in EDF

It often assumed that international NGOs have expertise in EDF procedures having implemented a number of grants financed by EU. This is not always the case due to high staff turnover. In addition, the EU rules and procedures also change at times and hence there is a need to be kept up to date. Districts and IPs face difficulties in providing activity and financing reports in accordance with EDF requirements. In addition, the capacity for contract and financial management of many of the IPs was low. During KALIP implementation, the technical advisors in the PMU provided training in EDF procedures and financial management, M&E and project closure. The PMU checked the narrative and financial reports for compliance to contractual and financial requirements before submission to NAO and EU. Recommendation: 1)

Capacity building of IPs in management of EDF funds should be done through training and back stopping from the earliest stage. This helps in reducing wasted time and avoiding ineligible expenditures.

Ensure adequate support is given to all grantees to ensure quality M&E and project management. The PMU needs to dedicate more time to supporting IPs and LGs to build understanding of EC reporting procedures and to seek agreement on indicators that align well with the overall logical framework

3.1.7

PMU model

KALIP was implemented by the OPM through a PMU which was responsible for day to day management. The PMU had a liaison office in Kampala and a programme office in Moroto. The PMU’s role was mainly to develop work plans and tenders, award contracts, monitoring and reporting on implementation. Certainly in Karamoja, but also in other situations, the PMU model is still relevant and at Regional Closure workshop stakeholders confirmed their appreciation of the PMU format of implementation. On other occasions the PMU has been mentioned as an, “additional layer of administration” or “a costly provision”, but the stakeholder survey showed that the PMU is appreciated for its technical skill, efficiency of delivery and “Value for Money” and “Cost efficiency”. Recommendations: 1)

3.1.8

New programmes should be based on PMU model

Invest in building relationships with Districts

The success of a programme implemented in the district heavily depends on the cooperation of the local government officials. Their involvement at all levels of the programme is crucial in guiding technical designs, quality control and political acceptance of the programme. Recommendations: Programme Completion Report

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Partnerships with Districts: Interventions should be imlemented in partnership with relevant local government technical staff and local leadership. This not only smooths implementation and quality of the output, but also strengthens ownership and hence sustainability. Elements of this district partnership in KALIP included: Appointment of DFPOs & CoWs  Approval of Designs  Support in monitoring  Commissioning by districts officials  Review and coordination meetings

3.1.9

Training in Operations and Maintenance

Operation and Maintenance (O&M) of infrastructure projects should be systematically planned to ensure that training is provided to users and that follow-up is made such that O&M budgets are integrated in the overall budgets of departments. Recommendations: 1)

3.1.10

O&M inclusion needs active consideration from the start of any intervention or activity.

Linkages with government institutions

Generally, there is a shortage of strong linkages between implementing agencies and the government institutions. In the case of KALIP there were no strong links between APFS and NAADS, or to the extension services of DLG and LLG. Such links build sustainability and lessons learned and best practices, will lead to improved service delivery. A good example in KALIP is the cooperation of OPM and MWE for the construction of the 23 Valley Tanks. MWE was able to deliver the VTs cheaper than private contractors, but it also ensured that the valley tanks were integrated into the overall sector plans of the Ministry for Karamoja and that district water departments were involved at all stages of implementation. The MWE also benefitted from the comprehensive technical study which KALIP had instigated and inclusion of the study findings ensured easy siting of the VT location but also a more sustainable and low cost delivery option, i.e. using the cattle ramp for the livestock to access the water. These elements have now been adopted into MWE VT design as the construction cycle continues using other funds. Recommendations: 1)

3.1.11

Future programmes should ensure that there are strong linkages between implementing agencies and the government oversight institutions.

Empowerment of communities

KALIP livelihood interventions involved implementation at group level. After 18 months of training and input provision, as an exit strategy, APFS were linked to APFS networks at sub county level and provided with market information and supported in joint bulk marketing. However, in KALIP the APFS networks remained generally weak and did not present a sustainable way ahead. The income generating activities implemented at HH or APFS level did help improve household incomes. Recommendations: 1)

The quality of facilitators for APFS is a matter of concern and should be improved. More use could have been made of the greater technical expertise of sub county extension staff.

Support to group activities needs to be moved to the household level since this is the centre of livelihoods improvement. Individual group members should be helped to apply the lessons learnt from their group involvement at the household level.

Focus on livestock and crops interventions simultaneously: With relative security in the districts, livestock enterprises offer a viable option to cope with adverse weather conditions.

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Women groups should be empowered with small ruminants such as goats and sheep. Goats offer a good alternative to food and nutrition security for vulnerable households affected by adverse weather conditions.

3.1.12

Need for strong monitoring, reporting and communication system

At the start of the programme, a STTA designed the M&E system and reporting tools and data collection templates. The data collection tools included GIS, activity and beneficiary lists, baseline and Endline surveys, digital maps, photographs and submission of quarterly reports by PMU and IPs. All the reports were uploaded on PMU website. Throughout the monitoring period, KALIP used its M&E data collection and reporting tools to manage process. The activity and beneficiary lists were updated quarterly by the PMU and all IPs. However the submission of activity and beneficiary lists was a challenge to many of the IPs. Recommendations: 1)

Train IPs in activity and beneficiary listing. Entry must be a continuous process.

Ensure that GIS inputs are guided to be of a common standard

3.2 Programme implementation 3.2.1

Lessons about construction of infrastructure

Implementation of infrastructure projects experienced a number of challenges such as delayed implementation of works by some contractors, failure to complete works leading to termination of works contracts, and some contractors lacking the capacity to interpret the technical specifications and the conditions of contract. This made the Programme Engineer exert effort in explaining the Technical Specifications, drawings and the conditions within the contract. There were also many construction sites which were difficult to properly supervise by one engineer on the KALIP staff team. There was also a challenge of following up the rectification of defects identified before releasing the performance guarantee after the programme closure. During the construction of productive assets, the PMU and IPs mobilized communities into project management committees (PMCs) or WUCs. These committees were drawn from the local community and were involved in monitoring of civil works. They contributed to quality of works and their inclusion led to the empowerment of communities. Training of PMCs/WUCs was based on PMU training manuals and involved the District officials, including DFPOs and CoWs and this further increasing the ownership. The knowledge imparted and best practices remain in the communities and are a resource to build on for operations and maintenance (O&M). Recommendations: 1)

New programmes with infrastructure components should ensure PMC use.

New programmes with infrastructure components should employ more than one engineer to ensure proper monitoring and supervision

3.2.2

Lessons about grant implementation

Contract management and administration The KALIP FA foresaw grants as one the implementation modalities. In 2011, the PMU launched call for proposals (CfPs). The CfP attracted 19 bids that were assessed and evaluated of which 3 grants were awarded. During the evaluation of the CfP, the PMU found that the, proposals lacked quantitative indicators and this would make monitoring and evaluation practically impossible. In addition, the budgets were high and could not be justified with such high operational costs compared to programmatic costs. Before signing the grant contacts, the PMU requested the IPs to refine the logframe, OVIs and bring budgets to a more balanced level.

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Recommendations: 1)

A feasibility study should be part of grant proposals and hence part of the CfP. The guidelines for CfPs should clearly stipulate this requirement. Feasibility studies will ensure that the proposed interventions are technically feasible, properly budgeted and acceptable to the districts and beneficiary communities. Sound technical and cost knowledge will help reduce requests for addenda early in implementation period of IPs.

Proposals received from IPs should be thoroughly scrutinized to establish if the budgets can finance all the outputs proposed and to the required specification.

Negotiation with the successful IP helps to reduce operational costs and this releases money to support more programmatic activities.

Contract implementation During the implementation period, the PMU conducted monitoring of the grants. A few months towards contract closure, the PMU conducted output verification to ensure that the planned and target outputs had been achieved. Output verification compared actual observed outputs with the information presented in the final reports. Recommendations:

1. Output verification is a critical tool for assessing actual IP outputs. 2. Outputs should meet minimum technical standards which are first approved by the responsible district officer. This may cost more and mean a reduction in the total outputs delivered but the improved quality will ensure durability and help sustainability. 3. In post conflict situations all interventions must be implemented in the context of a conflict sensitivity analysis.

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

4 PROGRAMME DESIGN The Government of Uganda and the European Commission signed a Financing Agreement (FA) on 9 March 2009 for the implementation of the €15 million Karamoja Livelihoods Programme (KALIP) financed under the 10th European Development Fund. The FA set out the general principles and the objective hierarchy. In order to refine the design of KALIP and to propose clear guidelines for its implementation, GoU and EU fielded a team from FAO to carry out a preparatory study. The study report served as a “Technical Reference Guide” in designing the interventions for KALIP and addressed five components: (i) Water and Infrastructure, (ii) Agro pastoral production and animal health, (iii) Support to Local Governments, (iv) Civil society peace building, and (v) Programme Management. The PMU started its work on the 9 July 2010 with a 6-month inception period and at the close of this period, which was funded through Programme Estimate 1 (PE1), a report was produced which confirmed that the basic premise of the FA was still valid. The Inception period included a review of 35 nongovernment organisations to find out who was doing what and where, participatory planning meetings with the political, technical and central government leadership who participated with the District Technical Planning Committees (DTPC), the development of the District Capacity Building Work Plans (DCBWP), the decision to include all 7 districts of Karamoja rather than the “old” 5 mentioned in the FA, a decision to focus on capacity building primarily within the Production and Marketing Departments and to only work in 30 priority sub counties/town councils under result 3. The Inception report also included an updated version of the KALIP logical framework which included some more specific indicators. The start of the Implementation Period was 9 months behind schedule and to ensure that all actions might be completed within the funding windows, the Inception Report also recommended that the “D+3” date be moved one year to March 2013 and the closure date be moved 6 months to March 2015. The final flow of PEs and other key milestones can be seen in Table 2). Table 2: Implementation schedule of KALIP and key milestones achieved JulSep 10

OctDec 10

JanMar 11

AprJun 11

JulSep 11

OctDec 11

JanMar 12

AprJun 12

JulSep 12

OctDec 12

JanMar 13

AprJun 13

JulSep 13

OctDec 13

JanMar 14

AprJun 14

JulSep 14

OctDec 14

JanMar 15

Final D+3 PE1 PE 2 PE3 PE4

Nov

PE5 FAFA Grants Works Reviews & evaluations

RO M 1

MT R

RO M 2

Audits Service contract Closure Red line: D+3 date.

During the life-cycle of the programme, two EU-ROM (Results Orientated Monitoring) missions were made in September 2011 and May 2013. In between these was the Mid-Term Review (MTR) held in October 2012. They all reported that KALIP was “on-track and had kept to its plans as agreed in the inception report”. The recommendations from the MTR were to: ensure that activities that had delayed to start were implemented as quickly as possible; ensure that there were more synergies in the activities Programme Completion Report

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Final Evalu ation

Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

of APFS and CAHWs under result 2, LIWs under result 1 to focus on productive infrastructure which directly support production such as village ponds, instead of feeder roads and finally a stronger liaison between KALIP partners and the district production and marketing officers under results 1, 2 and 3. The design of KALIP was in conformity with the key policy instruments that were in place at the time. These were the NDP, PRDP and KIDDP which later became known as the KIDP. Details of these policies are discussed in section 2.1.2 of this report. Box 1: Lessons from programme design 1. 2. 3.

Review of earlier programme results validates the relevance of the programme at the start of implementation Design changes need wider consultation to ensure acceptance and support from the beneficiaries The designer of the programme should be independent of the implementer to avoid bringing in personal bias to the proposed activities

During the regional closure workshop held on 11 November 2014 with the district government officials and other key stakeholders, participants (M=60; F=5) were asked to assess various aspects of KALIP. On relevance of the design, they were satisfied with the design and rated support to farmers as the most relevant intervention for the people of Karamoja and this was closely followed by productive assets mainly in the form of valley tanks. Other design related comments were: Figure 2 – Positive remarks by KALIP Result i.

ii. iii. iv. v. vi.

The PMU was efficient and much appreciated – see Error! Reference source not found. The approval processes were too long DLG needs more resources to support monitoring Using MWE to construct the valley tanks was good and cost saving IPs needed a longer implementation timeframe Contractors should only have one work contract at a time

Figure 3 - General Satisfaction with KALIP Implementation

Positive remarks on Relevance grouped by KALIP Results 18 10

7 3

Productive assets and water

Farmer support

Local Peace and government security support

The actions and outcomes of KALIP were

presented, but for most of the event participants discussed the implementation, actions and outputs of KALIP and tried to draw out lessons 6.0 learned to support future programme planning 4.0 for Karamoja. 2.0 0.0 Commenting on the relevance of the design of KALIP, the Result Oriented Monitoring (ROM) report noted that KALIP “approach is aligned to the national policies resumed into the Peace, Average of Relevance Average of DesignSuff Recovery & Development Plan for Northern Average of ImpactSign Average of Planrealistic Uganda (PRDP) that coordinates donors’ Average of EffiTimelines Average of SustIncrease intervention in the region and the KIDP, which is a Karamoja specific development initiative”. It however adds that “the involvement of so many stakeholders makes the overall design complex, reducing the capacity of a real engagement and effective participation in the process as interventions scale down to the final

General Satisfaction

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5 PROGRAMME EFFECTIVENESS 5.1 Result 1: Productive assets built through labour intensive works and capital injected in the local economy 5.1.1

Implementation Modalities

During the inception phase a decision was taken to split the available financial resources (€5,500,000) in two with €4 million available for the development of productive assets through labour intensive works and €1.5 million earmarked for the excavation of 10,000m3 capacity valley tanks through works contracts. The PMU used its experience in Karamoja to conclude that these water reservoirs were too large and complex to be excavated competently through LiWs. The decision to construct the valley tanks had the aim of supporting the Ministry for Karamoja Affairs’ programme that was targeting the construction of at least one valley tank per parish throughout Karamoja as provided for in the water policy of government. It was also found to be supportive of the KIDP matrix outputs to which KALIP contributed in many areas.

Call for Proposals (CfP) Prior to the design of the CfP, KALIP recognised and emphasised the two aspects of result 1 which involved the construction of productive assets and the injection of money to the local economy through the use of Labour Intensive Works (LIW). A budget of €4 million was allocated to CfP in three lots to cover Karamoja through distributing the funds equally in all the districts and ensuring that the funds in each lot correspond to the amount the district shares in that lot. The CfP was published on 11 June 2011 in which Karamoja was divided into 3 lots as detailed in Table 3 Table 3: CfP lots – Districts and sub counties Lot 1 2 3

Area

Districts

North Karamoja Central Karamoja South Karamoja

Kaabong and Kotido Abim, Moroto and Napak Amudat and Nakapiripirit

Minimum # of SCs 10 09 06

The key objectives of the CfP were to: 1)

Increase productive infrastructure and assets in Karamoja to protect and enhance livelihoods.

To transfer cash to the communities by enrolling them to offer their labour in the cash for work activities for which they are paid money

Actions which were recommended to operationalise the objectives included; the provision of water sources, the protection of watersheds, the opening of community access roads and the promotion of manyatta/backyard gardens. All these were to be done in close cooperation with the local government, seeking linkages with the APFS groups where possible, having a concern for cross-cutting issues such as environment, gender, HIV/AIDs and disability, and integrating the plans and activities for O&M. The CfP attracted 19 bids that were evaluated and following 3 awarded the grants: Lot 1 – Mercy Corps under the theme “Lasting Infrastructure for Northern Karamoja promoting Agropastoral Growth and Enterprise (LINKAGE)”. The grant amount was €1,277,537.60. Lot 2 – Arbeiter Samariter Bund (ASB) in partnership with GOAL under the theme “Increasing Productive Assets and Strengthening Livelihoods in Central Karamoja”. The grant amount was €1,888,889.07. Lot 3 - DanChurchAid (DCA) with partners; C&D, ACTED and CPAR under the theme “Livelihood Protection and Enhancement through the Development of Productive Assets”. The grant amount was €1,277,777.61. Programme Completion Report

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

PE5 Valley tanks The valley tank process started with the PMU obtaining priority lists of valley tank sites from each district. Under a STTA assignment from Cardno Emerging Markets Ltd engaged WE Consult Ltd to carry out a preliminary design study of 5 sites followed by technical study of three of the most viable sites. This survey work was carried out between August and December 2011. From these studies, a Preliminary Design Report and the Technical Design Report were produced. Based on these reports, a tender was launched on 2 August 2012 for the construction of the first seven valley tanks. However the tender failed to attract private contractors with the required technical and financial capability to execute the works. After the failed tender, KALIP contracted Ministry of Water and Environment (MWE) through PE5 amounting which included a budget allocation of UGX3,497,903,850. The PE5 implementation period was from 1 July 2013 to 31 December 2014. In order to speed up the works, KALIP procured an excavator, bull-dozer and a dump truck under a specific commitment valued at â&#x201A;Ź553,264. To compensate KALIP for this equipment investment, MWE made a commitment to construct six extra valley tanks which would have a value equivalent to the cost of the machinery. The objectives of PE5 were:Purpose:

Productive assets in the form of valley tanks built and well maintained.

Result 1:

Dry season water availability at strategic locations for livestock increased.

Result 2:

Capacity of beneficiary communities and local governments to operate and maintain valley tanks enhanced.

5.1.2

Summary of activities and outputs

Productive assets in Kaabong and Kotido Districts KALIP achieved result 1 actions in Kaabong and Kotido district through awarding a grants contract to Mercy Corps (Scotland). The focus of the Mercy Corps action was on improving water provision and grain storage facilities to the communities in a bid to raise crop and livestock productivity levels and enable communities to more easily access markets. Implementation started on the 1 May 2012 and ended on 31 October 2013. Table 4 shows a summary of the KALIP/Mercy Corps planned and achieved outputs. Table 4: Summary of KALIP/Mercy Corpsâ&#x20AC;&#x2122; outputs Outputs Target Micro dams (micro-valley tanks) 100 Rock catchment 15 Boreholes 0 Cattle troughs at boreholes 0 VSLA Kits 66 VSLA Savings (Beneficiaries: F=893; M=1,557) Na Gulley fortification (Gabions at 10 sites) 3000 Grain stores 20 Drying slabs 70 Cash for work payments (approx. UGX) Na

Revised 100 0 9 9 66 Na 750 20 70 Na

Achieved 105* 0 9 9 68 102,311,900 581 20 70 642,625,500

* This is by volume of water, but physical ponds are 57 (some smaller and some larger) KALIP, through Mercy Corps, managed to achieve the following outputs: Local Economic Development Committees (LEDCs): These were established in all operational sub counties of Mercy Corps. LEDCs were trained to spearhead the development of community projects which led to the identification of the priority projects that were implemented. Thereafter LEDCs helped by providing

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

work gang leadership, monitored the CfW processes and then took charge of the productive assets for proper operation and maintenance. Micro Dams: The actual number of the micro-dams reduced from the planned 100 to 57 because the communities requested for bigger reservoirs which could retain water for a longer period. This led the combination of a number of smaller dams into bigger ones. The micro dams realised the greatest CfW impact. Though the quality of work varied from location to location, most of the reservoirs were able to store water in 2013/14 and were greatly appreciated by the communities for provision of water for livestock and domestic use through the dry season. During monitoring, it was observed that despite the expected guidance from the LEDC members, the users were not properly using the dams by allowing livestock to enter the water source from all directions. This could accelerate bank collapse and silting within 2 to 3 years. Boreholes with cattle troughs: Boreholes were installed as a replacement of the rock catchments following the EU approval of an addendum to the grant agreement. The boreholes are less labour intensive yet more costly than the rock catchments. This therefore reduced the objective of LIWs and cash injection into the community. The sites for boreholes were carefully selected to ensure that they are located in areas of high demand and remote areas. Boreholes were much appreciated by the community users for water for consumption and production. All these boreholes have water user committees which take care of the pump and its immediate surroundings. Gabion cages: These were drastically reduced during project implementation mainly due to underestimation of their unit costs during the proposal writing. Nonetheless, gabions offered a good solution to the problem of soil erosion and gave good CfW returns to community members who participated in carrying the hard core to the sites and packing them in the cages. The technical designs of the gabions were not appropriate in some cases, for instance, narrowing river channels such that the water could not flow freely. Where they are working well they are appreciated by the community and likely to be maintained. Grain stores: These were built with a drying slab. The CfW return was limited, but local materials and masons were used thus supporting the local economy. Grain stores are very popular with beneficiaries but need more technical support to establish sustainable functionality. Drying slabs: These were perhaps the most popular of the outputs of Mercy Corps. Drying slaps helped farmers, especially women, to dry their grains better and hence reduced wastage and contamination. The CfW return was limited to local materials and labour. Community care for the slabs is generally good with regular sweeping, boundary clearing and at times, even a user fee is charged to help with minor slab repairs and fencing. Communities also use these slabs as threshing grounds. However threshing exerts a lot of force on the slabs and causes surface scoring which leads to an uneven surface. Cash injection in local economy: Mercy Corps paid out UGX642,625,500 to local beneficiaries of LIWs. 66 VSLAs were formed and trained. VSLAs collectively saved UGX102,311,900 equivalent to 15.9% of the amount paid through LIWs.

Livestock watering at micro dam in Nakongmuthu south, Kotido district Programme Completion Report

Kakamar grain store and drying slab in Kaabong District Page | 25 Programme Completion Report 25

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5.1.3

Productive assets in Moroto, Napak and Abim Districts

KALIP achieved result 1 actions in Moroto, Napak and Abim districts through awarding a grants contract to ASB and its partner GOAL (which implemented all the actions in Abim District). The grant implementation was from 20 February 2012 to 19 May 2014. A summary of the key outputs of KALIP/ASB can be seen in Table 5. Table 5: Summary of KALIP/ASB outputs Output Valley tank Valley dam Ponds Rain water jars Irrigation systems Boreholes Cattle troughs for water Seed packages (pple) Sweet potato planting material (kg) VSLA kits VSLA savings Tree planting Community access roads (kms) Fuel saving stoves Grain stores Drying platform Cash for work payments (approximation in UGX)

Target 2 3 96 672 96 0 0 5184 14,400 96 Na 48,000 202 550 2 1 na

Revised 2 2 65 84 65 5 5 5184 14,400 96 na 26,650 136.1 550 2 2 na

Achieved 2 2 34* 84 34* 5 5 5184 14,400 128 80,358,200 45,540** 136.75 550 2 2 1,061,414,665

* Number of ponds, though sizes vary. The total volume is equivalent to 65 standard ponds ** Survival rate is estimated at 30% due to unseasonably dry weather at planting time

KALIP, through ASB, managed to achieve the following outputs:

Community participation: ASB and district and sub county officials jointly selected beneficiaries of CfW actions based on the following criteria:- chronic illness, persons living with disability, childheaded households, female-headed households and Extremely Vulnerable Individuals (EVI) and consideration of adult and youth male and females. ASB trained water user committees and PMCs to maintain the productive assets in the communities. Community Access roads (CARs): ASB and DLGs jointly selected the CARs and these employed many CfW beneficiaries. CARs were completed in line with the agreed standards including the installation of culverts at water-logging sections, application of spot murram in areas with unstable soils and mechanical grading and compacting in selected sections. Valley dams, valley tanks and irrigation ponds: These water reservoirs were of similar design to provide water for crop irrigation. However, valley tanks included cattle troughs. These water reservoirs were fenced using live poles and barbed wires, with the former being a highly appreciated environmental innovation. Treadle pumps, water tanks and drip irrigation pipes were distributed to 44 groups linked to the water reservoirs but were provided late in the project cycle and hence were not well utilised. The CfW component was very high and involved many beneficiaries. Rain water jars: These were stopped after some in initial examples using local building materials proved to be of a poor and unsustainable standard. ASB redesigned the rain-water jars and the roof collection structures with a more durable design and then proceeded with implementation. However, adjustments in the budget, and the beneficiary desire to have boreholes and extra murraming of the CARs, led to a reduction in the final number of rain-water jars. The shades connected to the jars were used as manyatta 26Programme Programme Completion Completion Report Report

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

meeting points and nursery schools for the children. This proved to be a much appreciated spin off impact and ensured the rain catchment roofs were well maintained. Grain stores with drying slabs: Two stores were built each with a drying slab. They were constructed through a private works contract and hence had little CfW benefit. The stores were constructed in Abim district but completed late and hence were not yet fully utilised at grant closure. There is need to train the user committee on the proper and correct use of the stores. Boreholes with cattle troughs: These were requested for by District officials of Napak and Moroto during the progress review meeting based on the fact that the water ponds were too small to provide water throughout the year. In addition, boreholes would serve the dual purpose of providing water for consumption and production, i.e. for crops and livestock. Being a highly mechanised process, the CfW benefit from borehole were limited to local materials and casual labour. The boreholes were well built and much appreciated by users for provision of water for livestock and human consumption. Fuel saving stoves: ASB promoted portable fuel saving stoves. Beneficiaries greatly appreciated the portable stoves as they could either cook in the kitchen or outside depending on the weather and time of day. ASB trained beneficiaries on how to build the stoves. A few beneficiaries started small enterprises of making stoves for sale. To complement the fuel conservation, ASB facilitated the planting of 45,540 tree seedlings in all the three districts. Injection of cash in local economy: ASB paid UGX1,061,414,665 to the beneficiaries for LIWs and established 128 VSLA which eventually saved UGX80,358,200 from their earnings. This is equivalent to 8% of the CfW money put into savings for borrowing to finance their small scale investments. Further information on the impact of the ASB assets is shown in Table 6 which shows the average number of people and livestock using productive assets built by KALIP/ASB. Table 6: Average number of people who use KALIP/ASB productive assets User Access Drying Water District Dam category Road Platform tank People 214 280 24 260 Abim Livestock 264 NA People 197 387 0 84 Napak Livestock 646 NA People 246 274 33 Moroto Livestock 693 NA People 657 941 24 377 Total Livestock 657 941 24 377 NOTES:

Store

RWJ

186

NA 29 NA 0 NA 29 29

0 0 186 186

Irrigation ponds 305 246 209 421 514 514

Total 964 1002 762 2728 2728

1, All information from ASB Endline survey 2, â&#x20AC;&#x153;-â&#x20AC;&#x153; = Information not available, NA not applicable

A village pond in Lotome SC in Napak District. Note the fence made from living poles and the tomato garden which members water by using a treadle pump.

Programme Completion Report

A community grain store and drying slab constructed in Alerek SC in Abim District.

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5.1.4

Productive assets in Nakapiripirit and Amudat Districts

KALIP achieved result 1 actions in Nakapiripirit and Amudat districts through awarding a grants contract to the DCA consortium which included ACTED, CPAR and C&D. Each partner handled its area of specialty. C&D implemented the water for production component; ACTED implemented the CARs and CPAR implemented the manyatta gardens. The grant implementation period started on 1 May 2012 and expired on 31 December 2013 after a no-cost extension period of 2 months. A summary of the key outputs of KALIP/DCA can be seen in seen in Table 7. Table 7: Summary of KALIP/DCA outputs Outputs Valley dam Subsurface dam Rock catchment (with cattle trough) Ponds Irrigation systems Cattle troughs for water Grain seeds (kg) Land opened for cultivation (manyatta gardens) VSLA members VSLA kits VSLA group leaders trained VSLA savings VSLA loans Tree planting Trapezoidal bunds Semi-circular catchments Community feeder roads (km) Cash for work payments (approx UGX)

Target 1 9 6 16 12 94 11,250 1,260 340 293 na na 24,250 21 22 60 na

Revised 1 9 6 16 12 94 17,486 1200 340 293 na na 24,250 21 22 60 na

Achieved 1 9 6 16 8 90 17,486 1,198 6,842 351 320 70,711,300 42,966,000 21,608 21 22 57.11 452,612,560

DCA did not directly implement any of the grant activities but played a leadership role in coordinating, monitoring and reporting on the grant. KALIP, through DCA, managed to achieve the following outputs: Community participation: C&D carried out comprehensive water for production assessment prior to the start of construction of any water-based productive asset. This ensured that the assets were within the district plans, prioritized by communities and technically feasible. C&D formed Water Source Management Committees which maintained the water source, the environment within the watershed and ensured its sustainability. User committees were also formed around road construction and manyatta garden projects. Community Access roads (CARs): ACTED was responsible for CAR. However, ACTED faced a challenge after the districts changed their minds about which road to be worked on, even though ACTED had already completed to survey the planned route. Road construction involved good beneficiary mobilisation for participation in LIWs. However the CARs were not finished to a level that would allow for full accessibility all year round â&#x20AC;&#x201C; accessibility estimated at 80%. This was due to the limited number of culverts and the fact that only some road sections were spot murramed. Agreements were reached with the DLG to include these roads for routine maintenance and upgrading to district level roads. Valley dams, rock catchments, sub-surface dams, village ponds and irrigation sets: C&D was responsible for these water reservoirs and these were assessed in the feasibility study. Some innovative water solutions were constructed through LIWs. Although WUCs were trained, the O&M of the facilities was poor. The irrigation sets were given to institutions which already had solar pumped water provision. This proved to be a good option as many vegetables were grown in beneficiary schools. Completion Report Report 28Programme Programme Completion

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Cattle troughs: By taking advantage of boreholes, cattle troughs were built to provide drinking water for livestock. C&D was responsible for this asset. There was no CfW return, although the troughs were much appreciated by users. Land clearance and cereal seed: CPAR was responsible for this output. There was no LIW component. However it focused on improved nutrition from manyatta gardens. CPAR opened many acres of land through use of tractors and oxen and planted high value crops. Yields varied according to the climatic conditions, but were generally good. Semi-circular and trapezoidal bunds, plus tree planting: These were soil and water conservation measures constructed using LIWs to improve cropping and tree survival. The semi-circular bunds had more impact than the trapezoidal bunds. Each group member cared for a tree. Generally tree survival was poor, especially where more extensive planting was carried out. CfW injection was moderate. Economy boosted: DCA distributed UGX452,612,560 to local beneficiaries for LIWs and established 128 VSLAs which eventually saved UGX70,711,300 which equivalent to 16% of CfW money mobilised for group lending to support membersâ&#x20AC;&#x2122; individual investments.

Water trough built at an existing borehole in Amudat District allows livestock to drink away from people collecting water

5.1.5

Culvert bridge on a feeder road constructed by LIWs method in Namalu, Nakapiripirit District.

Valley tanks

Under Result 1, the WfP component of KALIP was implemented by the Ministry of Water and Environment (MWE) which constructed valley tanks through Programme Estimate No. 5 (PE5). In total, 23 valley tanks of at least 10,000 m3 water capacity were constructed throughout Karamoja between 11 September 2013 and 31 December 2014. The number of tanks was increased by 2 through the use of contingency funds which had initially been earmarked within a PE5 addendum for providing boreholes at every valley tank site. This was in response to community requests for clean drinking water at valley tank sites such that people wouldnâ&#x20AC;&#x2122;t need to drink the same water as their livestock. However, by the time the request for the use of contingency was nearing full approval, the time left for completing the tender process had drastically reduced and this led to the quick option of implementing two more valley tanks with the available funds which would not require a drawn out tendering process as the MWE would do the work. The full list of completed valley tanks is in Table 8. The VTs offer significant contributions to the strengthening of rural livelihoods and are much appreciated by beneficiary communities. Their size means that they hold water throughout the dry season if used by animals in that parish only. Communities usually consider water from valley tanks to be clean and therefore use it for home consumption alongside watering the livestock. KALIP PMU carried out a pilot study for one week at the first to be completed site of Kaigenoi in Amudat to assess the utilisation and impact of the water on the user community. This was followed by a one-day assessment of 7 more valley tanks throughout Karamoja and the following findings were recorded: Programme Completion Report

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i. ii. iii. iv.

76% of users lived within 5km of the valley tanks 65% of users came to water animals and 23% came to collect water for various domestic uses 34% of users came to the valley tanks for drinking water 19,210 animals visited the 7 valley tanks in the study period. This is equivalent to 249 animals per valley tank per day. v. Valley tank offered people more free time to carry out other livelihoods tasks because they did not need to search for water for their livestock. Herders are often children, and this also allowed some children to get to school. vi. Well trained and enthusiastic Water User Committees are essential for good valley tank management, including use-control and maintenance. Average payback time for a valley tank is 6.5 years. If the cost is spread over a valley tank lifespan of 20 years, the unit cost of each animal visit to the valley tank is UGX127. Table 8: KALIP supported Valley Tank Construction in Karamoja - Location and Progress No.

Site name

Parish

Sub county

District

Status

Handover date

Puno

Orwamuge

Lotuke

Abim

Completed

09/07/2014

Akeler

Oreta

Nyakwae

Abim

Completed

06/06/2014

Akado-Kulo

Kalakala

Abim

Completed

16/01/2015

Kaakadoma

Alakas

Amudat

Completed

13/02/2014

Lomajanita

Amudat

Completed

04/12/2013

Kaigenoi

Losidok

Karita

Amudat

Commissioned

31/10/2013

Kalopungongole

Kalapata

Kaabong

Completed

12/09/2014

Lokirimo

Kamion

Kaabong

Completed

12/09/2014

Longuragole

Kawalakol

Kapedo

Kaabong

Completed

15/01/2015

Akurion-Pilil

Katabok

Amudat

Completed

Pending

Waliwal

Lokadeli

Rengen

Kotido

Commissioned

19/6/2014

Kangorok

Kamor

Panyangara

Kotido

Completed

09/05/2014

Nadomeit

Morulem

Kaabong East

Kaabong

Completed

Pending

Lokithilei

Lobuneit

Rupa

Moroto

Completed

08/07/2014

Akwapua

Nadunget

Moroto

Completed

08/07/2014

Nakonyen

Tapac

Moroto

Completed

Pending

Nasak Napura

Kamor

Panyangara

Kotido

Completed

Pending

Sakale

Kalokwameri

Nabilatuk

Nakapiripirit

Completed

13/01/2015

Lomogol

Naathan

Loregae

Nakapiripirit

Completed

14/02/2014

Lokitelaalookwa

Loperot

Namalu

Nakapiripirit

Completed

21/03/2014

Nangirongole

Kalokengel

Lotome

Napak

Completed

Pending

Lodoon

Lorengecora

Napak

Completed

01/10/2014

Kakutalem

Nawaikorot

Ngoleriet

Napak

Completed

13/01/2015

Completion Report Report 30Programme Programme Completion

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Cattle drinking water from a cattle ramp at Akeler valley tank in Abim District. Cattle ramps have proved to be a highly sustainable means of allowing livestock to access the water.

5.1.6

Minister for Water and the Environment inspecting Akwaapua valley tank in Moroto District. Water had just started to fill the 10,000m3 valley tank.

Evidence of Results and Outcomes

The assessment of the results and outcomes of KALIP is based on the indicators spelt out in the programmeâ&#x20AC;&#x2122;s Monitoring and Evaluation (M&E) manual which are presented by results in the KALIP logframe. The values of these indicators were obtained from the KALIP baseline and endline surveys9 by the KALIP IPs and PMU specific impact assessments carried out at the end of the programme. All the reports are available online at www.opm.nulep.org The summary of the findings for each of the result 1 indicators in the log-frame are presented and discussed in the following tables.

Result 1 Indicator 1 Indicator At least 90% of productive infrastructure built or rehabilitated is used regularly and as intended by July 2015

Evidence of achievement Increased number of productive assets and their usage

Table 9 shows the types of productive assets built by KALIP and their accessibility or use by the community. The biggest increase of nearly 30% was for access and use of community storage facilities (grain stores), their associated drying slabs and water ponds, which are used for crop and livestock watering. Most of the smaller water sources built by the IPs were targeting crop production and livestock access was meant to be prohibited, but in many cases animals, especially goats and sheep were taken through the protective fences to access water. Drying slabs were also being used to thresh grains and it was reported by the IP that this is too high impact work for their design and will result in cracking, which happened initially, but was repaired by the IP. In many cases more training and follow up of the users of the productive assets was required to ensure maximum life and sustainability. The indicator is partly met. Table 9: Infrastructure accessible to the community % of communities Infrastructure Baseline Endline Change Dams (valley, charco, sub-surface)

31%

45%

14%

Community access road

88%

81%

-7%

9 The survey was carried out the M&E department of the FAO. The report was not yet formally submitted during the compilation of this report

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Community storage facility

27%

Drying slab

28%

Water pond

13%

41%

28%

Result 1 Indicator 2 Indicator At least 90% of households having benefited from CfW and VfW have increased their stock of HH productive assets (e.g. oxen, donkey, plough, farm tools, bicycle) by July 2014

Evidence of achievement Household members have bought various types of assets that increased their asset holdings

Most of the participants in the CfW schemes used their money to procure household assets. The overall average proportion of CfW beneficiaries who procured productive assets from their cash was about 55%. Though this is less than the target set at the time of indicator determination, it still shows a big increase in the asset base and this is attributable to the group dynamics training that encouraged saving and investing a portion of household income periodically. See Figure 4. Figure 4 - Productive assets procured using CfW money

Much of the money, amounting to 43% was used to boost agriculture activities from which 26.2% was used to buy farm implements and this was followed by seeds, and other planting materials, at 14.4%. The purchase of items linked to animal traction accounted for 3.1%. This represents a direct support of the objective of increasing food production so as to improve household food security. The indicator is met.

Result 1 Indicator 3 Indicator At least 50% of productive infrastructure built or rehabilitated are maintained by July 2014

Evidence of achievement Well utilised and maintained assets

The productive assets were built according to specifications and because of their high quality, initially there were no defects seen. This meant that there was less need for maintenance costs, except for routine cleaning, especially in the case of buildings and roads. The existence of the maintenance committees, user fees and full-time usage of the facilities are used as proxies for ownership and maintenance. All the assets, including roads, stores and water-ponds/dams had trained committees who were charged with the role of steering community responses towards proper use and maintenance of the facilities. The endline study revealed that most of these assets had functional committees, some of which charged user fees, for instance to use the grain stores, whilst others imposed fines for the misuse of water facilities, such as wanting to wash clothes or bath in valley tanks. This indicator is met.

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Result 1 Indicator 4 Indicator At least 75% of people within the community are satisfied with the type and quality of productive infrastructure delivered by the programme by July 2014

Evidence of achievement High quality assets in excellent working conditions

Figure 5 shows the rating of the quality of assets provided under KALIP. It illustrates the perceived improvement in infrastructure quality since the baseline by looking at different types of infrastructure. With the exception of community storage facilities and drying slabs which were virtually non-existent during the baseline, the proportion considered to be in excellent working condition for all the other infrastructure types has increased from zero since the baseline. Figure 5 - Percent of infrastructure rated to be in "excellent working condition" 100% 60%

Endline

80%

53%

50%

40%

19%

20%

36%

33%

28%

23%

Dam

Community Water ponds Slaughter slab storage facility

44%

0% Borehole

Access road

Cattle crush

Drying slab

The rating for boreholes (50%), Storage (53%) and drying slabs (44%) were the highest implying that the beneficiaries considered them to have been built to an excellent specification. Nearly all the assets were rated to be of good quality and in good working condition. This is associated with the high quality materials and workmanship that ensured minimal defects at the time of handover of the assets for use. For full details of the values of the log-frame indicators compared to baseline and endline figures, please see Annex 2: Baseline against endline

indicators.

The extent to which KALIP interventions were felt by the communities can be highlighted in the testimonies of the beneficiaries as captured in the following photo section.

Let the beneficiaries speak!

Loyoro SC, Kaabong District – Asuroi Mario has planted onions near the Kalomunge borehole constructed by Mercy Corps. “I sell onions and tomatoes in Kaabong at UGX20,000/- per basin (for onions) and I expect to harvest many basins”. Other youth have made bricks.

Programme Completion Report

Naro Village Pond, Katikekile SC, Moroto District was constructed through LIWs and CfW by ASB. Cheyen Michael is very happy about the pond. “This season is dry, but there is some water in the pond and so I do not have to walk the 1.5km down a steep hill to get water for my livestock”.

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

5.2 Result 2: Agro-pastoral production improved and alternative means of livelihoods promoted 5.2.1

Agropastoral production, animal health promotion and income generation

Within the FA for KALIP and the MoU signed between the GoU and the EU, the award of a Standard Contribution Agreement (SCA) to the Food and Agricultural Organization of the United Nations (FAO) of KALIP result 2 was already foreseen. In September 2010, FAO submitted a proposal to OPM which was approved by the negotiation committee and hence the SCA (FED/2011/260-207) was signed on the 9 March 2011. The focus areas of the proposal were: 

The formation and further support of 240 new and 200 old Agro Pastoral Field Schools (APFS),



The training and equipping of 500 Community Animal Health Workers (CAHW) to support livestock health and nutrition,



The promotion of environment protection and to assist in the establishment of viable income generating activities (IGA).

The SCA was implemented over a 3 year period, with the first year focusing on skills development, the second on improving production and the third on increased income, through better marketing and involvement in VSLAs. FAO was responsible for developing action plans and establishing letters of agreement with IPs, which included NGOs, Community Based Organisations (CBOs) and local government authorities for the implementation of the various activities. The actual amount available for the SCA was €2,528,225.

5.2.2

Summary of Activities and Outputs

Under result 2 KALIP established and supported 440 Agro-Pastoral Field Schools (APFS), promoted animal health, multiplied improved seed varieties and promoted the enhancement of rangeland management. These actions were carried out by FAO staff, 11 implementing partners, service contractors and various NARO institutes. Inclusive in the support to new APFS groups was the supply of 480 oxen for animal traction. The FAO implementation started on the 9 March 2011 and ended on 31 August 2014. Table 10 summarizes the planned and actual outputs of KALIP/FAO under result 2. Table 10: Summary of FAO outputs Asset Planned Revised Actual APFS Groups 440 440 Improved seed (MT) 12 22 Oxen and ox ploughs 480 480 Equip vet-drug shops 10 10 Train & Equip CAHWs 500 415 Portable crushes 10 46 Improved goats 0* 420 Poultry (Kuroiler) 0* 2,970 Kenya top beehives 0* 435 Irrigation systems 0* 28 Pasture land (Ac) 640 640 Fuel saving stoves 743 743 Tree planting 603,390 603,390 VSLA kits 240 240 District monitor funds 360,960,000 * Decided by the APFS members and hence could not be known initially, although budget was reserved

Programme Completion Report 34 Programme Completion Report

440 22 480 10 415 46 420 2,970 435 28 500 7,809 603,390 240

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

In relation to the KALIP indicators, the following are outputs of the SCA:APFS: The selection of the IPs took time and as consequence, the first cropping season was missed. This delayed the start of the APFS, but a season long contact was possible. The relationship with the facilitators was good, the groups enthusiastic, but spread beyond the learning garden was limited. The VSLA component worked very well. The APFS groups continue to meet, mainly focused around the VSLAs and the VSLAs were in their second cycle as the KALIP-FAO implementation period stopped. The total saved in VSLAs was UGX214,052,914 which equates to an average of UGX891,887 for the new APFS groups. There is no record of how many people within each group used the VSLA, but the total loans were UGX113,649,150 and hence the borrowing rate was 53%. CAHWs: The training and equipping went well and the CAHWs were a much appreciated community based animal health support provision. The CAHWs also had a critical role in livestock disease surveillance. The 2014 outbreak of Foot and Mouth Making money Disease was first reported through CAHWs. Oxen and ploughs: Ox ploughs were always planned, but oxen supply was introduced as the SCA was being implemented. The oxen supplied were small and hence the real impact was not realised during the KALIP implementation period. Improved seed: With the technical expertise and back-stopping support from the NARO institutes, this was an excellent initiative and appreciated by APFS members. Rangeland improvement: This seemed to be a good idea on paper, but had less of an impact on the ground. NARO provided very good technical expertise and back-stopping support, but rangeland improvement needs more than just the provision of improved fodder materials. It also requires extensive community extension to ensure grazing and bush fires do not destroy newly planted seeds. This was not possible in the KALIP implementation period.

This APFS member from Abim chose to grow tomatoes for his income generating project. He now has a continuous cropping system and can harvest a basin a day which he sells for about 15,000, which means he makes 90,000 per week.

Environmental conservation: This was introduced towards the end of the KALIP FAO implementation period and was rather frustrated by poor weather conditions (drought) in regard to the tree planting efforts. The fuel saving stove technology was popular and widely replicated. All APFS groups were instructed on environmental protection and watershed management, but how much this is sustained still needs to be assessed with the passing of time.

Market access: This was applied through the APFS networks and worked best in the greenbelt areas of Karamoja, such as Abim, where APFS networks had stored produced, received information via the market boards and then carried out joint bulk marketing. Some exciting stories of marketing opportunities have been shared, but once again this area was still developing as the KALIP FAO implementation period was being completed. Many IGAs were initiated by KALIP FAO in response to farmer demands. These included vegetable production, goat rearing, cassava processing, honey production and cereal banking. These IGAs appear to have started well, but the value of their return is not yet known.

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

5.2.3

Evidence of Results and Outcomes

Result 2 Indicator 1 Indicators 1)

At least 75% of farmer institutions created by IPs are operational as viable production units by 2015

Figure 7 - APFS - Change as perceived by farmers

APFS - Change as perceived by farmers

Evidence of Achievement APFS or sub groups continuing through self management

Figure 6 - Benefits of APFS as perceived by farmers

Benefits of APFS as perceived by farmers (% of respondents)

8% 1%

28%

Improved housing 63%

Improved food…

Sales income/VSLA Tools provided Assets/Skills/Knowledge (output) Behavoural (outcome)

Business started Livestock acquired

Application (impact) Attitude and value change (sustainability)

27 21 41 0 20 40 60 80

APFS groups are not meant to be an entity in themselves, but – as with any school – an entity which is there for learning and then students graduate to apply their skills elsewhere. However, the regular meetings of the APFS groups and the joint learning experiences, build cohesion amongst the members and evidence shows that members enjoy meeting together, even if they have ceased to learn anything new. Because of this they prefer to apply their knowledge at the joint learning sites rather than at their homes. From Error! Reference source not found. we see that most of the APFS members mentioned the provision of assets and knowledge as the key benefit of APFS membership. However, 28% acknowledged that they were now doing things in a different way, but only 8% were applying the techniques taught. When we consider the application of these techniques, we see in Error! Reference source not found. that over 70% were enjoying increased income and/or membership of a VSLA and that about 40% had appreciated getting more livestock and having better food security at home. In line with the indicator these are movements in the right direction, but viability is still not assured.

Result 2 Indicator 2 Indicators 2)

At least 75% of VSLAs established have gone through at least two successful cycles by 2015

Completion Report Report 36Programme Programme Completion

Evidence of Achievement Vibrant VSLAs with active savings and loan portfolio

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

The KALIP APFS study consultant described the VSLA component of result 2 as the “only transformative element” within the APFS study and membership of a VSLA had opened peoples’ lives to new opportunities and experiences. Once the APFS facilitation officially 80 ceased, it was the VSLA component which was 60 continuing to bring the APFS 80 40 members together for their 68 number weekly meetings. In the 20 20 KALIP LIWs survey for the 14 0 150 beneficiaries surveyed Not Less Important Very the average amount saved important important important was UGX81,000 and that

The importance of VSLAs to people

borrowed was UGX59,000. This survey was carried out after the end of KALIP IP implementation and yet it was discovered that 130 people were still in active VSLAs, whilst 55 people were not active. The importance of the VSLA to people is shown in Figure 8.

Figure 8 - Importance of VSLAs to people

In regard to the indicator we can say that 81% of people state that the VSLAs are important and from this we can presume they will continue. However, due to the late start of the activity, none of the VSLAs in either result 1 or result 2 have been through two savings cycles. The first was completed during the IP support period and they certainly continued after this, but none had reached the closure of their second cycle before the end of KALIP and hence a true measure for this indicator cannot yet be made.

Result 2 Indicator 3 Indicators 3)

50% of APFS group members access credit from their VSLAs

Evidence of Achievement VSLA records and case studies of loan use

From the information obtained from the KALIP LIWs survey we see that of the 51 respondents stated a figure which they had saved in the VSLA and 25 had taken out a loan from the VSLA. This equates to 49% which is just below the indicator target.

Result 2 Indicator 4 Indicators 4)

At least 70% of the members of APFS applying improved agronomic and livestock management practices by 2014

Evidence of Achievement Healthy and productive crops and livestock

In an attempt to show the impact of the APFS training, FAO also made comparison between APFS and non – APFS groups (see Annex 2b: Result 2 – Baseline against endline indicators) and looking at the averages for field implementation of recommended crop husbandry practices, the APFS groups certainly shine with an average of 44.2% applying, compared to the non APFS average of 27.4%. However, the 44.2 % falls well short of the logframe target of at least 70% of APFS members demonstrating improved farming practices. There is also little different between the baseline percentage of 43% and the slightly higher 44.2% of the trained APFS members. The PMU survey of APFS impact by Cardno EM consultants in July 2014 made some suggestions as to why this might be the case:Programme Completion Report

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

a) APFS members had little input into setting the plans which they would follow, but rather just did as they were instructed by the IP of KALIP FAO. Hence there was limited ownership of the action. b) APFS members were able to state some basic agronomic practices, but informed the consultants that most of the practices were not new to them. c) About 70% of APFS members stated that they were practicing some the recommended practices and this is good. However, with statement two in mind, whether this is attributable to the APFS training was less clear and from the FAO baseline endline comparison table (Annex 2b: Result 2 â&#x20AC;&#x201C; Baseline against endline indicators) it might actually be the case that a number of basic practices were being implemented in any case. d) Over 50% of the farmers were using inputs provided through the APFS such as seeds and oxen, although some complained of seed being delivered late and the oxen being too small to start productive work immediately.

Result 2 Indicator 5 Indicators 5)

Evidence of Achievement

Crop production levels amongst 240 APFS increased by 50%

Figure 9 - Crop yield comparison

Crop yield Comparison - baseline to endline 250 200 150 100

Kgs/HH Baseline

Yield estimates showing increase

Crop yields had by and large dropped as compared to the baseline as shown in Figure 9, but it should be noted that the biggest impact on the rain-fed agriculture - which is the norm across Karamoja - is the seasonal climate and any success or failure in production largely hangs on this.

Figure 10 shows the percentage change in the average breeding rates of a variety of livestock 0 types over a 1 year period. The healthier animals are, the faster they will breed and, in some cases, the more offspring they are likely to have. As for the case with crops and water, the availability of fodder, the impact of disease and genetic variation will also have an influence on this figure, but it is an indicator of improved livestock productivity. The results are mixed and to tie the positive Figure 10 - Livestock productivity assessed through breeding rate results to the influence of the APFS training is % change in breeding rate not possible. The introduction of 200 homemade mineral licks was a new innovation and had a 150 positive impact on the nutrition 100 of livestock (rate change of 0.8 to Baseline 50 2.4). Kgs/HH Endline

Programme Completion Report 38 Programme Completion Report

Endline

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Result 2 Indicator 6 Indicators 6)

Evidence of Achievement Mortality records showing decrease

Mortality rates in livestock of new APFSs reduced by 10%

Figure 11 - Mortality of livestock

Figure 11 shows that the number of livestock dying dropped in all 25 cases â&#x20AC;&#x201C; except for cattle in the non-APFS farmers, with people losing on average 11% less cattle, 20 122% less goats/sheep and 67% less chicken. There is also a 15 significant difference between Baseline non APFS and APFS members Endline (non APFS) interviewed, with APFS members 10 Endline (APFS) losing on average 50% less animals. This could be due to the 5 livestock training components in the APFS, the increase skills of CAHWs and the greater 0 Cattle Goats/sheep Chicken availability of quality veterinary drugs. The overall decrease in cattle mortality over the project period was 66% which is much better than the indicator target of 10%.

Number of livestock lost in 12 months

Result 2 Indicator 7 Indicators 7)

At least 60% of APFS continue to manage watersheds by 2015

Evidence of Achievement Environmental improvements around fields and settlements

According to the FAO endline survey, the APFS groups planted 7,507 trees and constructed 36 fodder tree nurseries, although they do not say how many seedlings these nurseries contained. Thirty four of the APFS groups also had integrated soil and water conservation zones where a variety of recommended techniques were implemented to ensure their watersheds were better managed. To avoid the need to cut as many trees, FAO also implemented a stove building scheme and consequently 7,809 stoves were built which is 61% of the total number of APFS members. Within the project implementation period it is hard to tell if these actions will be maintained, but if the enthusiasm behind the tree planting and fuel saving stove making can be considered as positive indicators, then the signs are that the 60% sustainability indicator will be achieved.

Result 2 Indicator 8 The figures relating the income generating activities and the VSLAs are all new actions amongst the APFS members and hence the baseline is zero. The survey shows hopeful results and in both areas and for the VSLAs this was confirmed by the APFS impact evaluation, but both need to stand the test of time to create more positive stories and changed livelihoods Indicators 8)

At least 60% of IGPs initiated by APFS are generating economic returns by 2015

Evidence of Achievement Businesses are established and making money

Programme Completion Report

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Figure 12 shows some interesting details, although the businesses were only started just before the close of KALIP and so the Figure 12 - Gross margins of various APFS IGAs real profitability and sustainability is yet Gross margins of APFS IGAs (UGX) to be seen. That said, the clear favourites are 1800000 cereal banking, piggery 1600000 and veterinary services, 1400000 although the latter 1200000 opportunity is restricted 1000000 to CAHWs. Horticulture 800000 produces a negative 600000 UGX gross margin, which 400000 appears to go against the 200000 many positive stories 0 coming out of APFS -200000 groups in regard to vegetable projects, but perhaps the business still needed time to get established.

Result 2 Indicator 9 Indicators 9)

20 APFS networks are involved in viable marketing of produce to the satisfaction of their members

Evidence of Achievement Joint marketing records and members satisfied

Some of the facts behind this indicator are included within the facts relating to indicator 9 because a number of the IGAs were instigated at the APFS network level. Within KALIP, FAO planned to establish 25 APFS networks to serve the 240 new APFS groups, but ultimately established 27. This is beyond the target mentioned in the indicator, but the FAO final report states that “At least 40% of these (APFS networks) are actively engaged in supporting their affiliate APFS groups to engage in collective activities ranging from cereal banking, agro–forestry, apiary, and commercial crop production”, and hence the number of active APFS networks could be in the region of 11. But the networks, along with the IGAs were established fairly late in the KALIP FAO project cycle and in a rather top down manner. The reasoning behind the APFS network is sound, but their impact and sustainability still needs to stand the test of time and it is suspected that more support will be required from future FAO projects.

Mama Ushindi is proud to be named after her group located Ariamaoi village, Nabilatuk SC, Nakapiripirit District. “We were trained by Happy Cow on poultry care and then received 250 Kuroiler chickens.

Programme Completion Report 40 Programme Completion Report

“I am a member of Ejok Akitare APFS in Kamakomol village, Nadunget SC, Moroto District” says Nangiro. “I have learnt so much from our APFS facilitators – Caritas – and I now eat fresh vegetables everyday and sell the excess in Moroto.

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

5.1 Result 3: Local governments strengthened 5.1.1 Implementation Modalities KALIP support to DLGs was based around District Capacity Building Work Plans (DCBWP), which were jointly developed by KALIP and each DLG and based on District Development Plans (DDPs). Once agreed, the commitments of KALIP and the DLG were confirmed by the signing of Memorandum of Understandings (MoU) with each district. The districts were also requested to assign a DFPO to coordinate the implementation of the DCBWP and the CoWs to support works monitoring and supervision. The DCBWP contained a number of interventions including; the construction of office buildings, the supply of furniture, transport provision, solar power supply, veterinary/laboratory equipment and IT facilities. KALIP applied 10th EDF procedures to award works and supplies contracts, which spread across PEs 2 to 4, to private companies. The DCBWP also included training of Local Government staff and these were mainly done through the use of service contracts using the restricted tendering approach.

5.1.2 Summary of Activities and Outputs During the consultative planning meetings between KALIP and the districts, the district capacity gaps were confirmed and prioritisation was made to implement projects that support the capacity building of district and sub county production departments. The mandate of the Production and Marketing Office (DPMO) is ‘to support, promote and guide all crop, livestock, commercial and industrial activities that have direct bearing on production by ensuring that all producers are assisted in raising the quality and quantity of their produce and products and their effective marketing’. Table 11 shows the different categories of outputs that were implemented by KALIP as a commitment to the MoU signed with the DLGs. Despite the selection of 7 district production offices and 30 sub county production offices to be supported by KALIP, only 6 district production offices were constructed because Moroto district already had sufficient office space. Similarly, Kaabong Town Council office building was already Table 11: Summary of outputs under DLG strengthening Activity description Planned Revised District production offices 6 6 Sub county production offices 27 27 Regional Laboratory 0 1 Solar power units 37 37 Vehicles (Double Cabin Pick-Up) 9 9 Motorcycles 30 30 GPS and cameras 28 28 Computers 58 58 Photocopiers 7 7 Printers 58 37 Internet 37 37 Furniture & Fridge 37 37 Vet equipment 37 37 Training 7 5 Monitoring funds (UGX)

Achieved 6 27 1 35 9 30 28 58 7 37 37 37 37 5 24,484,200

accommodating the production staff and Ngoleriet sub county in Napak district and Loroo sub county in Amudat district were having offices constructed under the Local Government Management

Service Delivery Programme (LGMSDP). To strengthen the regional production laboratory services, KALIP built a laboratory block in Moroto District headquarters compound to provide a higher level of disease diagnosis and research opportunity within the region. All the 37 production offices that were earmarked to benefit from KALIP support received the planned office supplies irrespective of whether they received their offices from KALIP. A set of furniture comprising an office table, office chair, 2 visitor’s chairs and a filing cabinet was given to each of the 4 district production staff and 3 sub county production staff and their Sub County Chief/ Administrative Officer. Every district production office received 4 laptop computers, a printer, a heavy duty Programme Completion Report

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

photocopier/scanner, a wireless internet unit, 2 GPS handsets and 2 digital cameras. Each sub county received a desktop computer, a printer and an internet facility. Besides these, every district office received a big fridge (230l), whilst the sub counties received a small one (120l) and the regional lab received 2 big fridges (230l) and a big chest freezer (295l). All the offices received solar power units, a double cabin pick-up per district production office and a motorcycle per sub county. The Districts of Amudat and Napak which were created in 2009 and had very limited resources were also given an extra double cabin each for use by the administration. The budget performance under district monitoring was under-spent because many districts failed to properly utilise the money that was released to them for field visits. A number of districts requested for the quarterly releases only twice and never made any further efforts to account for the funds in a timely manner and this prohibited further releases. The area which performed least well in the regard to the DCBWP was in the support of the sector working groups, especially the Food Security and Agricultural Livelihoods (FSAL) which was KALIPs main interest area and the Peace sector group. Budget performance was minimal, although some districts used the money for FSAL such as Kotido and Abim, whereas others obtained money from another source and hence did not need the KALIP support e.g. Kaabong. Initially seven staff training areas were included within the DCBWP, but ultimately four were carried out which included; computer skills, records management, GPS operation, and Operation and Maintenance.

5.1.3 Evidence of Results and Outcomes Monitoring during implementation KALIP carried out monitoring and evaluation throughout its implementation period with the purpose of finding out if the programme was on track to deliver outputs, outcomes and impacts relevant to its objectives. Key elements of this monitoring were; to assess if the outputs were being delivered in the most efficient manner, and to note beneficiary attitude towards ownership and sustainable use of the outputs. The information collected was geared towards measuring the indicators contained in the KALIP M&E manual. Throughout the monitoring period, KALIP used its M&E data collection and reporting tools to manage process. The activity and beneficiary lists were updated quarterly by the PMU and all IPs.

Impact and endline surveys The PMU conducted an endline survey for result 3 using FAO as a service provider and an impact survey to assess beneficiary satisfaction level. Table 12 shows the sample used in the PMU survey. Table 12: Sampled locations and number of interviewees District Selected SCs District # SC # Abim Abim, Alerek 2 6 Amudat Amudat, Karita 2 6 Kaabong Kawalakol, Lodiko 2 6 Kotido Kacheri, Panyangara 2 6 Moroto Nadunget, Rupa 2 6 Nakapiripirit Loregae, Moruita 2 6 Napak Iriir, Ngoleriet 2 6 TOTAL 14 42 Figure 13 - Regional closure workshop respondents Police 18% District 43%

Partner 14%

Others 20%

Subcounty 5%

Programme Completion Report 42 Programme Completion Report

TC # 2 2 2 2 0 2 2 12

Municipal # 0 0 0 0 2 0 0 2

Total 10 10 10 10 10 10 10 70

More outcome and impact surveys were conducted with the KALIP stakeholders during the regional closure workshop in November 2014. The workshop was attended by 65 various stakeholder groups from the PSC, EU, NAO, OPM, MWE, KALIP IPs, Police, districts and the PMU as shown in Error! Reference source not found.. The list of lessons learned from the stakeholders at regional closure workshops can be seen in Annex 3. Page | 42

Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Result 3 Indicator 1 Indicator 75% of production department reports required by district production coordinator, CAO and MAAIF submitted as per standards and on time by July 2014

Evidence of achievement Increased and timely reporting

From the endline survey carried out for the PMU by FAO, the district authorities were satisfied with Figure 14 - LCV/CAO rating of quality and timeliness of reports

57%

64%

2.50

Excellent

2.91

82%

Satisfactory

50%

36%

27%

Baseline

Endline

Report Quality

2.73

2.71

50%

Baseline

Endline

Report timeliness

% of district leaders

Baseline

Endline

Report Quality

Baseline

Endline

Report timeliness

Very unsatisfactory or Unsatisfactory Average rating

Rating (on scale of 1 [v. unsatisfactory] to 4 [excellent])

the reports from production department. Over 60% on average said the department produced satisfactory and timely reports as shown in Figure 14. This information tallies with the findings presented in Table 13 which is extracted from the KALIP internal LG assessment. The Table 13: Departmental reports submitted to district information was collected Total None Few Many All from six District Production Number of respondents 14 3 9 16 42 and Marketing Officers Percentage 33.33% 7.14% 21.43% 38.10% 100% (DPMOs) who submitted responses to the survey in regard to

Figure 15 - Document preparation speed No change in time 5%

Before deadline 63%

their reports submitted to MAAIF. After deadline 5%

On time 27%

From Error! Reference source not found. we see about 90% also reported that the speed of report implementation had improved as a result of the computer equipment and power they got from KALIP. The internet facilities supplied contributed significantly to increased efficiency in report sharing and even saved officers the need to travel to Kampala to submit key documents.

Result 3 Indicator 2 Indicator 50% improvement in disease surveillance and response, and input and produce quality controls by district and sub county production offices

Evidence of achievement Disease surveillance reports submitted to the district

The number of district production staff in Karamoja is far below the required establishment. Veterinarians are scarcer and so are assisted by the Community Animal Health Workers (CAHWs) who were trained and equipped by KALIP through FAO. These para-veterinarians are given monthly facilitation Programme Completion Report

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

by KALIP to facilitate their report production and submission to the District Veterinary Officer (DVO). Part of Table 14 shows the status of reporting by these CAHWs. The survey revealed that nearly 40% of the CAHWs never submitted any monthly disease surveillance reports to the district. The main reason for the retention of the reports is the complaint of lack of payment of the facilitation allowances to them by the production offices. Out of the three monthly reports they were required to submit in a quarter, 18.4 % submitted 1 report, 26.3% submitted 2 and 15.8% submitted all three. The continuation of this reluctance is likely to lead to the chances of diseases reaching epidemic level hence the need to rectify this as a matter of urgency. Table 14 – DPMOs checking inputs and receiving CAHW reports Input validation No Number

Percent

4.9

On request 9

Few times 2

4.9

CAHWs’ reports Always

None

One

Two

Three

68.3

39.5

18.4

26.3

15.8

Result 3 Indicator 3 Indicator 50% of beneficiaries satisfied with the quality of services from Sub county & District Production Departments by July 2014

Evidence of achievement Field support visits by production staff, input validation, …

According to the district and sub county staff interviewed, 97% said the assets received from KALIP had played a big and fundamental role in improving staff performances as shown in Table 15. This rating is also supported by the finding of the FAO endline survey where the Asset and staff performance District Chairpersons and CAOs rated the Insignificant Slight Big Fundamental performance of the district production Number of 1 0 24 16 staff as being excellent or satisfactory as respondents shown in Figure 16. The report also found Percentage 2.4% 0% 58.5% 39% out in most cases, districts devised “innovative” ways of delivery quality assurance, like transferring the inspection costs to the input suppliers. Table 15: How the KALIP asset has helped staff performance

Figure 16: LCV/CAO rating of quality and timeliness of reports

Table 16: Number of extension visits per quarter Field visits Number of respondents Percentage

None

1 to 5

6 to 10

Over 10

16.7%

50%

21.4%

11.9%

Programme Completion Report 44 Programme Completion Report

There were no efforts to monitor or regulate the quality of produce at farm level or among the traders. Over 80% of the production Page | 44

Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

staff interviewed Table 16 conducted at least one field visit to the lower offices and to the farmers in a quarter. These visits were conducted to provide advisory services to farmers (36%), and for input distribution (24.6%).

5.2 Result 4: Peace building initiatives supported 5.2.1 Implementation Modalities The implementation of KALIP support to the Uganda Police Force (UPF) followed a similar approach to that of the DLG. An MoU was signed between the OPM and the UPF to implement an agreed work plan for police support. The UPF assigned National and Regional Focal Point Officers to coordinate implementation of KALIP supported actions. Procurements were made using the 10th EDF procedures and training was given to the district officers responsible for KALIP accountability.

5.2.2 Summary of Activities and Outputs The original activities indicated under KALIP Result 4 of â&#x20AC;&#x153;Peace building initiatives supportedâ&#x20AC;? were reviewed during KALIP inception period and came to focus on the development of Community Policing in 7 sub counties. The selected interventions included; the construction of police post offices and accommodation blocks, fencing, drilling and installing boreholes, supply of furniture, motorcycle provision, solar power installation and support to community policing. KALIP supported the training of 337 police officers on community policing methodologies, who were then facilitated to set up and work with the community and school crime prevention clubs. See Table 17 Table 17: UPF supported activities under KALIP Activity description

Planned

Revised

Achieved

Offices

Accommodation

Office power

Boreholes

Motorcycles

Office furniture

Fencing

Police training

210

337

Community crime prevention groups

School crime prevention clubs

Community policing (approx)

90,000,000

The construction of the Kangole Police Station and the fencing of all seven police posts was included after the MoKA requested for this provision during the commissioning of the first police post to be completed in Rupa sub county, Moroto District. The number of boreholes had to be reduced due to Figure 17: Respondents to community policing survey financing constraints and hence only 5 of the 7 police posts received boreholes, although the police posts that missed out on boreholes already had boreholes adjacent to the police Male 164, Female 58.1% sites. The community policing training 227, 41.9% happened in two phases, the first carried out by national police staff where 210 offices from throughout Karamoja were trained and, the second, was carried out by regional and district Programme Completion Report

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staff and only focused on the sub counties where KALIP police posts had been constructed â&#x20AC;&#x201C; the total number of officers trained was 127.

5.2.3 Evidence of Results and Outcomes The implementation of KALIP was aimed at improving police performance in re-establishing law and order in Karamoja. The indicators to measure these were outlined within the M&E manual and included; a reduction in crime incidents, community requests for police services and their satisfaction with the services of the UPF. Towards KALIP closure in November 2014, a questionnaire was developed and used to collect data on the contribution of KALIP intervention to the reduction of lawlessness in Karamoja. The survey was conducted in the 7 sub counties where KALIP supported community policing. In total, 448 people participated in the survey. The composition is as follows: UPF were 13, Community Crime Prevention Groups (CCPG) had 391 people and the School Crime Prevention Clubs (SCPC) had 44 pupils drawn from the primary schools. The gender division of the respondents can be seen in Figure 17 The report of the survey was used to measure the extent to which KALIP intervention helped change the law and order situation in the 7 target sub counties.

Result 4 Indicator 1 Indicator Incidences of criminal acts in locations covered by established police posts and training reduced by 25%

Evidence of achievement Reduced crime rate

The Table 18 shows the trend in crime cases reported increased from 1052 during the baseline survey to 1619 during the endline. This represents a 53.9% increase in the number of crimes. This can only result from two things; either the community are now getting more enlightened of what criminality is and how to handle it, or they have obtained greater trust in the police that they see them to be an institution meant to help them resolve problems and Table 18: Crime cases reported hence report more cases. Diff Baseline Endline 567

The number of cattle reported raids reduced by about 11% from 18 to 16 raids over the Percentage time of KALIP. Raids are organised by a large group of armed men who bravely go to the neighbouring clans, districts, regions or countries to steal animals irrespective of the hours of the day. This practice is nearly dying out as people have become more cooperative in working with the security agencies to expose the culprits who are prosecutes and punished severely once found guilty. Number

1052

1619

53.9

Result 4 Indicator 2 Indicator Number of community requests for police services increased by 100%

Evidence of achievement Increased number of requests for police services

Table 19: Request for police services

Table 19 shows community requests for police services in the sub counties where the surveys -19 were conducted. It indicates that a fewer people Number 251 232 requested for police services as compared to the `-7.6 Percentage baseline survey time. The difference represents a 7.6% fall and can be associated with the awareness creation role played by the joint facilitation of the police and the crime prevention clubs/groups. The club members also carried out intelligence gathering surveys and assisted the police to arrest suspects in the community. Baseline

Endline

Programme Completion Report 46 Programme Completion Report

Change

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Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Result 4 Indicator 3 Indicator % of community members who are satisfied with police services increased by 100%

Evidence of achievement Satisfaction with police services

The community expressed a high Table 20: Police performance appreciation for police support with 31.9% (see Table 20) of the crime Always Occasionally Rarely Never prevention organisation respondents M F M F M F M F saying that the police always came to 18.2% 13.7% 44.1% 6.2% 13.8% 2.1% 0.9% 1% support them in their crime prevention work in the communities and schools. A small percentage of members (1.9%) said the police never came to support them. Table 21: Community perception on safety of lives and properties Night walk safety Always M 35.3%

Occasionally

F 11.8%

M 26.6%

F 4.9%

Rarely M 14.4%

Never

F 6.4%

M 0.4%

F 0.1%

Despite this high rating of police performance, the respondents still doubted their safety and also worried about livestock raids. The results can be seen in Table 21.

Worry of livestock raids

The table shows that over half of the respondents considered they were safe walking outside the home at night. Unusually, the men felt more unsafe than the women (35.3% vs 11.8%).Over 70% of those interviewed still worried about livestock raids – although only 16 incidents were actually recorded in the target sub counties – and once again this was more of a concern with men. M 39.2%

F 4.9%

M 24.0%

F 5.5%

M 4.2%

F 2.2%

Figure 18: Security improvement 500 450 400 350 300 250 200 150 100 50 0

53.1%

20.6% 19.2% 6.3% 0.6% 0.2%

M A lot

Little

No change

M 9.5%

F 10.5%

Overall, with regard to whether the community felt that security has improved since the time of KALIP intervention of funding community policing, 73.7% of the people interviewed (Male=53.1%; Female=20.6%) said there has been “a lot” of improvements in security. A few people representing 26.3% said there is little or no change but none of the interviewed said the security situation had “got worse”. This can be seen in Figure 18

Got worse

Security improvement

Special note – Raids are organised by a large group of armed men who bravely go to the neighbouring clans, districts, regions or countries to steal animals irrespective of the hour of the day. Such practice has almost died out as people have become more cooperative in working with the security agencies to expose the culprits who are then prosecuted and punished severely if found guilty. Today, cattle “raids” in Karamoja would more normally be called cattle/livestock theft with few animals and people being involved. In a campaign aimed at eliminating cattle stealing, the council of elders in Karamoja have agreed on a buy which imposes a penalty of “(1x2)+1” on any person found guilty of livestock theft. Anyone who steals 1 animal will be asked to multiply that number by 2 so that the animals of the victim doubles and then the culprit has to produce 1 big bull for the elders to roast as a punishment for not heeding to their command. Programme Completion Report

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

5.3 Cross cutting Issues KALIP had the following principles which were applied across all its interventions:a) Integrated planning and budgeting- Close liaison with officials: Government and indeed DLGs have a mandate to provide quality services to all the people under their respective authorities. Though KALIP is a GoU programme, its budget is not coming from the consolidated funds. Just like other development partners of government, KALIP had to ensure that all the activities of its IPs are captured in the district plans in fulfilment of this provision. KALIP got involved in the district budgeting and activity review meetings. It shared its FY budgets for the respective districts and distributed its progress report to all the key district leaders. This cooperation helped in a majority of cases to improve the relationship between KALIP and the districts. b) Encourage community participation: This was expressed in many ways during KALIP implementation. Communities were represented by the representatives they selected to organise them during LIW sessions and provide leadership in the maintenance of completed projects. The elected people were either members of the Project Management Committees (PMCs) which monitored all KALIP construction sites, the Water User Committees WUC) and the road gangs. These were selected by the local communities where the projects were located and trained in basic construction skills as well as operation and maintenance of the facilities. This enabled many of them to understand the importance of the project to them and this resulted in the tight monitoring of implementation by the communities. Consequence: The participation of the local community in the planning and monitoring of KALIP interventions helped build the sense of ownership of the final output. c) HIV/AIDs and disability awareness towards workers/users: One of the factors concerning HIV/AIDS awareness is that there should be no discrimination of someone who has the disease. The criteria for selection for participation did not exclude any person living with HIV/AIDS. KALIP upheld the law relating to construction of user friendly infrastructure and a clear example of this was the inclusion of sloped ramps in all KALIP constructions to allow easy access to buildings and grab bars in the VIP latrines by people with disabilities. Consequence: All KALIP buildings have easy access for people suffering from a disability and there was no internal discrimination. d) Gender sensitivity towards workers and community: KALIP was an equal opportunities employer in line with GoU policies and the PMU team worked as one regardless of gender, ethnicity or any other personal differences. We expected our contractors to act in a similar way and the IPs operating under KALIP R1 and R2 reported an overall gender balance of 47% males and 53% females. The details can be seen in Table 22. Table 22: Gender balance of direct KALIP Beneficiaries - R1 and R2 Organisation Men Female Total

% Female

ASB

2,776

3,942

6,718

DCA

8,322

9,032

17,354

Mercy Corps

4,845

3,550

8,395

FAO - APFS

5303

7,045

12,348

FAO CAHWs

289

359

21,535

23,639

45,174

Total

Consequence – The majority of the direct beneficiaries for the NGOs were those involved in LIWs and receiving CfW. As most of these were ladies the majority of the cash was going into the hands of women who have been shown to concentrate their spending on home and family support. The majority of APFS members were also women and this is excellent as again studies show that women are the backbone of agricultural production across Africa and hence the APFS training is reaching the right portion of society. Livestock in Karamoja is very much a “male-thing” Completion Report Report 48Programme Programme Completion

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and so it is not surprising that most CAHWs are men, but to have almost 20% being female is an acknowledgement of KALIP’s commitment to providing equal opportunity to all. e) Environment Protection (“EU Green Development”): This principle started at home with extensive tree planting and recycling measures taken on the KALIP compound in Moroto. The PMU also registered with the Uganda Carbon Bureau (UCB) at the start of KALIP to obtain advice on how to reduce carbon emissions and the opportunity to offset any carbon produced by paying money to Uganda Carbon Bureau (UCB) to support tree planting started in Southern Uganda. As a consequence of these two steps KALIP received “Carbon Neutral” status for all of its years of operation (2011 to 2014). This concern for the environment was passed on to contractors who were requested to avoid cutting trees on construction sites and ensuring site clean-ups after the completion of works. For the case of the NGO partners and FAO they were asked to include environmental measures as cross cutting measures and through this, all had an element of tree planting and two (FAO and ASB/GOAL) supported the production of fuel saving stoves. Consequence – Karamoja is a risk prone environment in regard to climate and climate change is making this situation even more precarious. KALIPs’ concern saw 670,538 trees planted and 8,359 fuel saving stoves constructed by the IPs and this will inevitably over time have a positive impact on the environment.

Caring KALIP!

This is the VIP Latrine at Lokopo Police Post, Napak District. KALIP built 48 VIP latrines associated with the various office constructions and all had disabled access ramps.

Programme Completion Report

KALIP, together with its sister programme ALREP, were the first EU programmes in Uganda to gain Carbon Neutral status. This came through a combination of carbon saving measures implemented by the PMU and an offset payment..

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

6 PROGRAMME IMPACT 6.1 Indicators Intervention Logic

Objectively Verifiable Indicators

Overall Objective Promote development as an incentive to peace in the region by supporting livelihoods including agro-pastoral production and alternative income generation opportunities for the people of Karamoja

1. % change poverty rate in Karamoja from FY 09/10 – 13/14 2. Security as perceived by households has improved from 2011 2014

Project Purpose Protect and enhance incomes and food security of the agro-pastoral communities and support them in building up their productive asset base

1. Household income of target households from crop and livestock produce increased by 10% and 20% in 2012 and July 2014 respectively 2. Proportion of households having only one meal a day during the past 7 days decreased by July 2014 3. People and livestock with access to WfP water facilities within their parish has increased by at least XX 4. Incidences of cattle raids have reduced by 90% by July 2014

6.2 Evidence of Impact 6.2.1

Overall Objective

These are high level objectives that might get achieved after a considerable commitment of resources and time. KALIP is a relatively small programme and can only contribute to these changes which require many players. However, KALIP and its partners developed some indicators that were measureable within its own means to try to provide initial signals towards the programme’s contribution to the impacts. KALIP used its own surveys, one general and a few other specific result-based surveys to obtain the values of these indicators which are presented in the following sections.

% change in poverty rate in Karamoja from FY 2009/2010 – FY 2013/2014 All the IPs of KALIP tried to measure wealth increase in their endline surveys. 32% of the respondents from the districts of Abim, Napak and Figure 19 - Wealth increase by IP Moroto where ASB worked felt that they had more wealth than before and the number of households owning either a panga or hoe increased from 73% to 88%. In Kaabong and Kotido which was the implementation area of Mercy Corps, 28% of the people felt that their wealth had improved during the programme period. See Error! Reference source not found.

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Security as perceived by households has improved from 2011 – 2014 The presences of permanent police buildings within the communities in themselves had a positive impact on security within these remote rural locations as it gave people the confidence to develop their own properties in the neighbourhood of the police posts. The author of the KALIP Mid Term Reviews notes in her report of January 2012 that “The mere presence of police post constructions has increased the feeling of security and encouraged local developments”.

The O/C Lolachat, Nakapiripirit talking to a school crime prevention club during one of the sensitisation sessions

The O/C of Karita, Amudat (left) listens to a senior member of a community crime prevention group.

Figure 20 indicates the changing perception of communities in regard to peace. According to the survey, over 99% of people interviewed felt that the security situation had improved making them feel safer. This is also supported by their confidence where 78% said they felt safe when walking outside at night 74% of them still lived in fear of possible livestock raids. Figure 20 - Perceptions of personal security

Perception of personal Security 415 302

272

205

150 152 36 5

91 2

185 111 38

81 42 32 17 73

M F M F M F M F M F M F M F M F M F M F M F M F Lot

Little Same Worse AlwaysAt times Rarely Never AlwaysAt times Rarely Never

Q1: Security improvement

Q2: Night walk safety

Q3: Worry of livestock raids

Number of people

Household income of target households from crop and livestock produce increased by 10% and 20% in 2012 and July 2014 respectively Unfortunately, there was no indication of how HH income due to KALIP interventions had been affected by the end of 2012, because most of the IPs had only just started their actions. The Mid-Term Review was completed during this period, but the consultant also acknowledges it was too early to make any meaningful assessment of outcomes. From Figure 22, which is drawn from the PMU internal assessment Completion Report Report 52Programme Programme Completion

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

of the impact of the LIW component, 87% of the 285 respondents said that their livelihoods had improved. A similar result came from the FAO conducted endline survey (Figure 21) which revealed that Figure 22 - How LIWs have improved life

Figure 21 - HH income from sale of crops/Livestock

How LIWs have improved life (Assets and/or cash) Great

Helpful

Little help

HH Income from sales of crops and livestock

Not useful 200,000

150,000 8% 100,000

42%

50,000 0

45%

Baseline

Non APFS

Livestock

APFS

Crops

whereas livestock income earned decreased during the KALIP implementation period, income from crops increased. In both cases the households which are members of APFS groups were earning more than their non APFS counterparts.

41%

43% 16% 26%

41% 27% baseline

25% 26% non-apfs

17% 32% 39% 34% apfs

non-apfs

baseline

% of HHs

138,695 120,132 147,161

252,022 261,955 181,648 256,802

121,224 156,946 171,138 193,538 271,676

399,866 368,875

average income per source per HH in one season (UGX)

unskilled/casual labour 15 17 6,9121,1 poles, sale of firewood, 67 460,124 thatch 36 26 30 327,0 19 18 8,8 1,9 sale of charcoal, 6,9 37 bricks 3,5 751,6 55 38 48 78 petty trading

688,624 493,208 727,719

36%

378,694 247,037 306,978 351,380

baseline

non-apfs

apfs

baseline non-apfs apfs baseline non-apfs apfs

21%

40%

apfs

727,719

36%

33% 25%

51%

493,208

61%

184,595 171,167 212,209

688,624

40%

average income per source per HH in one season (UGX)

Figure 23 â&#x20AC;&#x201C; Income sources and total income

livestock (animal/product sales) averageAverage income total crop sales per income source (from brewing per HH all in one sources) Average total income season per HH per HH (UGX)

Average total income (from all sources) per HH

The drop in income from livestock is attributed to a general decline in livestock numbers across Karamoja and the outbreak of Foot and Mouth Disease in 2014, which led to a freeze on all livestock and product sales and movements. The increase in income from the sale of crops is 21%, but when this is balanced with the dramatic decrease in livestock sales, it results in a drop of 26% in overall income between baseline and endline figures. From Figure 23 which comes from the main endline survey by FAO, when all income sources are taken into account, the drop in income from livestock sales is offset with income from other sources leading to an overall increase in HH income from UGX 688,624 to UGX 727,719 and this represents over 5% increase. It should also be noted that many households in Karamoja do not own significant number of livestock today thus making income potential from this source less important. FAO noted a fall of 34% in livestock ownership from the time of the baseline (38%) and the endline (25%).

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Proportion of households having only one meal a day during the past 7 days decreased by July 2014 All the IP surveys found out that the number of households having only one meal a day fell. This can be associated to increased food availability from home production or increased cash availability to buy food when home resources are not sufficient. These factors are both issues tackled by KALIP as it sought to increase agricultural production and incomes. The details can be seen in Figure 24. Figure 24 = % pf HH having 1 meal a day

Percent of HH's having 1 meal/day 80

80 60

Baseline

Endline

0 ASB

Mercy Corps

DCA

People and livestock with access to WfP water facilities within their parish has increased by at least â&#x20AC;&#x153;XXâ&#x20AC;?% Authors Experience

This APFS group from Nakapiripirit District was celebrating because the improved maize seed provided by FAO had produced harvests which they had never experienced before.

KALIP built a variety of water sources to support crop and livestock production though some people collect the water for domestic use, including drinking. By the end of 2014, MWE had constructed 44 parish level valley tanks of 10,000 m3 capacity across Karamoja of which 23 were supported by KALIP representing 52%. KALIP also implemented 217 other village level water assets like ponds, dams, rock-catchments rain water harvesting kits and boreholes. If the overlap between valley tanks and IP implemented water activities occurring in 8 parishes is taken into consideration, it therefore means that KALIP has provided water to 107 parishes, which equates to 56% of the total number of 191 parishes in Karamoja.

Incidences of cattle raids have reduced by 90% by July 2014 Number of Cattle Raids Reported 20 15 10 5 0

12 00 10 00

1 00

18 16

15 3

Baseline Endline

Cattle raids have been reducing throughout the KALIP operational period mainly due to the vigorous protection and follow-up of raided animals by the UPDF and Uganda Police Force. KALIP has contributed to awareness creation through the application of community policing measures to build peoples understanding of crimes, punishments and the need to work closely with the police to root out bad elements.

Information from the baseline and endline surveys carried out on the community policing aspects of KALIP indicates that there was a small (19%) drop in the number of reported cattle raids from 18 to 16 cases. However, these small numbers for the case of the baseline and the endline surveys show that cattle raiding is no longer a significant problem in Karamoja. Figure 25 - Number of cattle raids reported

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

7 PROGRAMME SUSTAINABILITY This section looks at project sustainability with the view of assessing the likelihood that the benefits received from KALIP can be maintained and continued after KALIP has closed down. We hereby look at how the received infrastructure and services are likely to become a permanent part of community resources and so they are not left to vandalism and neglect, among other abuses.

7.1 Ownership 7.1.1

Programme objectives and approach

KALIP objective deliberately targeted building the capacity of government to provide services to the people and this included ownership of the project. Based on this, the programme was imbedded in in the government institution of OPM that supervised the programme. OPM made KALIP a special department within its establishment and appointed a PMU to directly handle the affairs of KALIP. A technical advisory wing (CEM Ltd) was contracted to provide technical assistance to the PMU. Having government employees manning the programme resulted in high level of trust and cooperation from government At the implementation level, the district local governments played a key role in the planning and monitoring processes. Karamoja was represented by one of its district administrators in KALIP Project Steering Committee and this ensured that they fully participated in the decision making process. Districts were provided with the means to help them monitor and coordinate KALIP activities in their districts. The existence of the programme office in the region (Moroto) made KALIP extremely approachable during its period of operation. Local government officials and other stakeholders from across Karamoja easily visited the office and discussed issues at hand. The close links with the districts within Karamoja was also strengthened due to the very inclusive manner in which the District Capacity Building Work Plan (DCBWP) was developed, the appointment of District Focal Point Officers (DFPOs) and Clerks of Works (CoWs) within the organisation of KALIP and the way in which KALIP pointed all IPs back to their host districts for planning, implementation and approval of their actions. This appreciation came out clearly from the district officials at the KALIP regional closure workshop held in November 2014.

7.1.2

Programme Outputs

Ownership of the various infrastructure assets developed within KALIP has been mainly placed within the hands of the host districts or the recipient communities. KALIP signed MoUâ&#x20AC;&#x2122;s with each district in this regard and the IPs also signed MoUs with the districts. KALIP invested further in this by providing Operations and Maintenance (O&M) training for relevant district staff facilitated by a specialist team of O&M experts and held in Moroto from the 26 â&#x20AC;&#x201C; 29 May 2014. This training was then followed up with the training of all Project Management Committee (PMC) members in O&M. This training was carried out at a district level in October 2014 and was facilitated by district technical staff and members of the PMU team. Although such training does not guarantee effective maintenance of the KALIP infrastructure projects it does mean that all concerned know what is necessary and can seek to mobilise the resources, i.e. materials, finances or people, to carry out the work. This capacity was measured in the survey which established that all the districts were able to update their asset/inventory lists and plan for O&M of all facilities throughout the subsequent financial years. It was interesting to find out from the survey that 80% of the respondents reported to have included O&M plans in the development plans. Nearly 60% of responses indicated that the offices had updated asset registers as shown in Table 23.

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Table 23: District O&M Planning O&M plan in DDP

Yes

Updated asset list

Outdated

Updated

in old plan

in new plan

Number of respondents

Percentage

80.5%

19.5%

17.1%

4.9%

19.5%

58.5%

Much as 72.5% (in table 11) reported that they spent O&M funds in the previous financial year on a few projects, almost 90% said that they will provide O&M funds for all projects in the coming financial years. This is a big change of attitude towards maintenance and this can significantly contribute to project sustainability. Table 24: - District O&M Spending Current O&M spending

Future O&M plan and allocation

Few projects

All projects

Partial

All projects

Number of respondents

Percentage

17.5%

72.5%

10.0%

9.8%

7.3%

82.9%

The Minster for Karamoja Affairs emphasised at KALIP commissioning ceremonies the need, indeed the legal obligation, for districts to include the maintenance of structures handed over to them by KALIP, GoU and other agencies within their annual budgets. She also emphasised to beneficiary communities their responsibility towards the proper use, care and maintenance of facilities which are provided for them from all sources. Dependency syndrome was prevalent in Karamoja as a legacy arising from the years of conflict where insecurity prevented people from going about their normal agro-pastoral lifestyles to secure their livelihoods. Karamoja actors reached a consensus to reverse this culture of handouts by instead encouraging communities to take responsibility for looking after themselves and the assets provided to support their livelihoods.

7.2 Institutional sustainability KALIP approach of working with the available institutions should be the building blocks to ensure that all the supporting bodies are available to support project continuity. The DCBWP process was a response to the needs of the district and the communities that receive services from the government. All the outputs left behind by KALIP are therefore community facilities hence all institutions that are custodians of those facilities have a direct role to play in sustaining benefits from the assets. KALIP facilitated the establishment and training of user and management committees based in the communities to troubleshoot the maintenance needs and bring it to the attention of the leaders. The Mid-Term Review report believed that this is the basis of sustainability and states that “The use of PMCs in infrastructure monitoring also increases their commitment to the maintenance of the structure. Water User Committees and LEDCs are being established under R1 by NGOs and for the valley dams. Crime prevention groups should be a sustainable aspect of R4 actions” On the contrary the same MTR noted that “A number of INGOs still implement APFS directly. Sustainability would be enhanced if INGOs operated and implemented through local NGOs”. At a higher level of government, KALIP operated within OPM and its outputs directly contributed to the expected outputs of PRDP and the KIDP. These were developed by central government and include sustainability aspects of all interventions that were implemented. Completion Report Report 56Programme Programme Completion

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Within Karamoja, the DCBWPs under result 3 were only approved if what they contained were included within the District Development Plans. They were not isolated actions generated in response to a financial opportunity, but something carefully thought through by each district to support long term development. Such inclusion should mean that O&M is only included and perhaps it is in the plan, but when limited financial resources become apparent it is often these O&M lines that remain “unfunded”. The KALIP PMU was available to support all the partners it worked with to ensure the success of KALIP including the NGOs, Local Government, Uganda Police Force, private contractors (for works, services and supplies) and even the FAO who might be considered to have sufficient existing capacity to deal with all the issues that KALIP implementation might entail. But the PMU was always available to assist these partners through the complexities of 10th EDF implementation because their success was the PMU’s success and so all had something to lose if actions failed. For the IPs KALIP arranged two trainings on 10th EDF implementation and then on the closure of 10th EDF actions, for the police a training was held on the accounting and reporting requirements of the 10th EDF, for district contact was frequent, but the DFPOs were given a special training 10th EDF requirements such that they could guide their district counterparts and finally private contractors were supported to meet the requirements of the EDF and the KALIP Engineer was always available to advise once contracts had been awarded. To understand such procedures may help future business opportunities within the commercial sector, but also help to ensure that some of the issues faced by KALIP under the 10th EDF might not be faced as partners implement the 11th EDF.

7.3 Technical sustainability KALIP considered technical sustainability in the following ways:a) Where possible it carried out feasibility studies to confirm appropriateness of technology, social demand and preferred location before any action was started – A good example of this is the Valley Tank Feasibility Study carried out by Cardno EM using the technical expertise found in WE Consult Ltd. They produced two reports; a Preliminary Validation Report and then a Technical Design Report. These reports clearly demonstrated the demand for the Valley Tanks and the technical specification recommendations were followed by the eventual constructors of the valley tanks – the Ministry of Water and the Environment. b) Aim for highest quality possible within the budget and where possible exceeding the minimum specifications provided. A good example was the use of burnt bricks within the various structures that KALIP constructed which needed to pass a simple drop test – the PMCs were trained to able to carry out this test. This meant that works contractors generally had to buy bricks from outside Karamoja because the locally made bricks were not of sufficient quality to pass this test. KALIP buildings and supplies were delivered as high quality products and because of this they are expected to have long lives and to only require basic maintenance. But KALIP was also a learning organisation and hence it was willing to acknowledge mistakes and seek to correct these where possible. All building contracts had a performance guarantee and a 6 months retention period where any defects that arose after provisional handover had to be corrected by the contractor. However, the KALIP engineer soon noted that a recurrent problem in Karamoja during these works defect periods was the cracking of floor surfaces due to the unstable soils and temperature variations. In light of this he recommended that future buildings had the floors tiled to eliminate these micro cracks and some contingency funds were also used to tile the floors of District Production offices which had already been fully handed over to the district, but were still suffering from these micro cracks. c) To follow designs which have low maintenance demand. A good example are the “living pole” fences used by ASB to stop livestock wandering into the ponds which the contact communities constructed through CfW. The community collected these poles – which added to their CfW income – and then they were placed at a close spacing and although they had barbed wire connecting the poles, this was barely necessary because the living poles quickly grew branches Programme Completion Report

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which served as an effective barrier. Another example was the use of the “cattle ramp” in the valley tank design. This ramp allowed livestock to access the water without disturbing the valley tank walls and also without the need for costly and high maintenance pumping systems to deliver the water to cattle troughs. d) KALIP and its IPs put a lot of emphasis on training the user representatives – the PMCs, water user committees - and district officials in the core principles of effective operation and maintenance. Once again this can be clearly seen in the valley tanks. The first valley tank to be constructed was Kaigenoi Valley Tanks in Amudat District. MWE trained the water user committee (WUC) as the works on the valley tank were being completed and the valley tank impact survey showed that these WUC members visit the tank on a daily basis and ensure the tank is used properly – for instance, animals only entering via the cattle ramp and that livestock keepers ensure that faeces are removed from the ramp once their animals have left so that the risk of water contamination is reduced.

7.4 Financial sustainability As mentioned in section 7.1.2, the actions of KALIP were implemented within District Development Plans (DDPs) and all IPs, and the KALIP PMU itself, signed MoUs with districts stating what they would construct or supply, but it was also clearly stated that it would be the beneficiaries who would take on the responsibility for operation and maintenance – mainly DLG. However, with the limited resources of DLG and the evidence from past provision of supplies, vehicles and infrastructure, this paper commitment might not be followed through on the ground. The vehicles supplied by KALIP to each district can be used as an example. Firstly it should be recognised that in Karamoja 90% of a vehicles life will be spent on dirt roads which are highly rutted in the dry season and full of mud in the rainy season. Such conditions have a severe toll on any vehicle and hence a low maintenance cost after 3 years of continuous use might be unrealistic. The vehicles were given to the production departments, but vehicles are in short supply in most Karamoja districts and hence, either with the permission of the DPMO or without, the vehicles were inevitably used for other district activities. The vehicles were provided in mid 2013 and as this report is being written 8 out of the 9 vehicles supplied are still on the road – the one which is off the road was involved in a serious accident and hence not really related to O&M. However, the quality of the remaining vehicles varies tremendously and this is directly tied to the investment the district makes in the servicing of the car, how it controls its use and the care of the assigned driver. Although a building, a computer or a community feeder road are all serving very different district needs, in regard to sustainability all will come down to the same key issues as with the vehicle:a) Resources made available for O&M b) Appropriate user control c) Appropriate user care

Financial sustainability is achieved when at the end of the programme, recurrent costs and future replacement of public investments can be financed from local public sources and when productive investments generate income and profit that surpass the original investment, pay for O&M and generate income beyond the opportunity costs of the capital invested.

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8 PROGRAMME EFFICIENCY 8.1 Implementation against timelines 8.1.1

PMU start up and operations

A measure of efficiency is the speed at which the PMU was made operational. This can be inferred from the staff establishment over time. Figure 26 - staff establishment of the PMU by TAT and OPM staff per quarter 25 20 # STAFF

15 10 5 0 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 Q19

PMU

CEM

COMBINED

Figure 26 shows that by the end of the 2nd quarter in programme implementation the PMU was largely staffed and remained practically fully staffed from the 4th quarter up to the end of PE4 operational period. In Q7, one of the Assistant Programme Officers left for advanced studies but was not replaced. Similarly, in the 14th quarter, a driver left. Overall the programme managed to retain its staff until the very end, which greatly contributed to the implementation and closure process. The TAT was fully established during the 1st quarter. This was possible because 2 of the 3 TAT staff10 in KALIP were already working in OPM11. For two quarters they doubled as TAs for a previous programme and as TAs for ALREP. At the closure of the PE4 operational period, some essential staff necessary for closing KALIP were incorporated from the OPM staff in the TAT service contract. This kept the team operational and has made it possible to complete reporting and audits before the end of the implementation period of the FA.

8.1.2

Commitment schedule

Figure 27 shows how quickly the PMU started to roll out its commitments. It is important to note that within the 1st quarter of the implementation period, the TAT contract was signed and became operational. This was possible because TAT contracting was done under the flexible procedures, to catch up with the time lost in negotiating the implementation modalities. In Q4, close to 40% of the funds were contracted, primarily because of the TAT service contract and the SCA for which the negotiations had already started during the 1st month of implementation.

The two TAT staff in the Kampala liaison office were spending 40% of their time on KALIP and 60% on ALREP. The TAT establishment is therefore slightly overestimated in this figure. 11 The TAT for KALIP was paid from another programme up to 1 January 2011. This reduced the TAT staff costs substantially

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Figure 27 - Cumulative % of the total value of programmatic contracts 100% 80% 60% 40% 20% 0% Q1

Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16 Q17 Q18 Q19

Q4-6 saw little movement in contracting. In this period tenders for the grants and works contracts were launched and evaluated. The contracts were signed in Q7 and Q8. By Q8, less than half way in contract implementation, over 80% of the funds were contracted, and from then onwards, continuous contracting of smaller imprest contracts took place until 100% commitment was reached in the last but one quarter of the PE4 implementation period.

8.2 Budget Performance 8.2.1

FA commitments

A total of 15 commitments were made under KALIP and by the time of writing this report, 5 had been closed in CRIS, 4 of which were fully paid and awaiting formal closure and 6 were still on-going. Of all the CRIS commitments, 5 were imprest commitments (PEs) of which 4 were with OPM and 1 with the Ministry of Water and Environment. 10 commitments were grants, service and supply contracts of 4 were programmatic grant/SCA contracts, 2 programmatic supply contracts, 1 was a TA service contract, 1 was a MTR service contract and 2 were audit service contracts. See Table 25. Table 25: Commitment status under FA UG/FED/2008/020-287 (â&#x201A;Ź) as Commitments Title Contracted â&#x201A;Ź Paid 2010/244-826 Start-up PE 207,812.40 207,812.40 2010/247-881 TA services 1,350,275.00 1,215,247.50 2010/257-167 PE2 561,941.08 561,941.08 2011/260-207 SCA FAO 2,528,225.00 2,499,647.00 2011/276-884 PE3 2,276,933.89 2,276,933.89 2012/284-493 GA MC 1,135,978.16 982,482.76 2012/284-494 GA ASB 1,700,000.00 1,700,000.00 2012/284-495 GA DCA 1,150,000.00 1,122,693.04 2012/286-500 Fin audit PE2 4,200.00 4,200 2012/305-272 Mid-term Rev 66,950.04 66,950.04 2013/296-208 Supply of cars 183,951.00 183,951.00 2013/309-713 PE4 2,095,556.83 2,095,556.83 2013/316-702 Excavation eq 551,839.00 551,839.00 2013/321-979 PE5 1,023,892.61 876,126.65 2014/352-902 E&Y audit 56,295.00 0.00 Total on FA 14,893,850.01 14,345,381.19

Balance 0.00 135,027.50 0.00 28,578.00 0.00 153,495.40 0.00 27,309.96 0.00 0.00 0.00 0.00 0.00 147,795.96 56,295.00 548,501.82

Status Closed Ongoing Closed Ongoing Closed Ongoing Ongoing Ongoing Closed Closed Ongoing Ongoing Ongoing Ongoing Ongoing

The FA commitments contributed to the FA Budget Lines (BL) as per the graph below. The graph shows that the BL was primarily financed from the three grants with INGOs and to a smaller extent by PE5 for the valley tank construction. The APFS component was entirely financed from the SCA, whereas DLG support was to a large extent paid from the PE, and one major supply contracts. Peace and security was entirely financed from the PEs through imprest works and supply contracts as shown in

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Figure 28. Figure 28 - FA commitments according to budget lines Million Euros

5.00 4.50 4.00 3.50 3.00 2.50 2.00 1.50 1.00 0.50 -

Programm Peace and e Security manageme nt

M&E

Communic ation and visibility

0.04

1.32

0.13

2.25

1.33

1.88

0.07

Safety nets/LIW

APFS

DLG support

2.49

GRANTS

4.41

SUPPLIES

0.55

0.18

1.03

SCA

SERVICES PEs

8.2.2

Fund absorption

Table 25 shows the status of all contracts. As of 20 February 2015, of the €15 million EU contribution, € 14,893,850.01 (99.312%) had been committed of which €14,345,381.19 (96%) was paid out to contractors. We forecast that the total balance on contracts that will have not been paid out is €62,31013 which reduces the forecasted EU fund absorption to 98.9%. The fund absorption by grants is shown in Figure 29. Figure 29 - Fund absorption 3.00 Million Euros

2.50 2.00 1.50 1.00 0.50 0.00

FAO

ASB

DCA

MERCY CORPS

Budget

2.53

1.89

1.28

EU/CA Contribution

2.53

1.70

1.12

1.14

Partner Contributions

0.00

0.19

0.13

0.14

From the PMU review of the grantee reports, DCA did not fully absorb the entire grant, the other grantees showed 100% fund absorption forecast. The graph also shows own contribution generated by grantees amounting to 10% of the total grant value. Total own contributions from IPs and GoU amounted to €860,332,390 and this brings the total expenditure under the programme to €15,688,646.

12 13

As per the EU CRIS card of 20 February 2015 Balances: 2012/284-495-€27,310; 2010/247-881: 27,000; 2013/309-713: €11,000;

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Figure 30: Distribution in % of various funding sources of KALIP

Gou Contributio n 3%

Partner Contributio ns 3%

EU/CA Contributio n 94%

The contribution from implementing partners was in respect of counterpart funding while GoU contribution was in respect to Value Added tax (VAT) payments for goods, services and works above the â&#x201A;Ź5,000 threshold set by the EUD. In the final analysis, EU contribution to the programme was 94% while GoU and implementing partners contribution was 3% of total expenditure. See Figure 30. The exceptionally high fund absorption is attributed to the following factors:

1. The development of a clear financing plan for all commitments during the inception period aided in fast tracking the procurement and contracting process. 2. Timely procurement and contracting processes. Most of the tenders had been concluded by September 2012, providing adequate time for implementation, monitoring and supervision. 3. In instances where contracts were terminated, there was sufficient time to retender and engage new contractors. Whereas there were a few challenges in tendering at the start, the support and assistance from all stakeholders, the use of flexible procedures and granting of various derogations ensured accelerated processes leading to smooth and effective executions. 4. Excellent support from the desk officer in the EU Delegation in pushing for the extension of the D+3 date, derogations, procurements and payments made endorsements by the EUD to be done as fast as possible. 5. Strict contract management helped to ensure that practically all contractors remained on track and led to high fund absorption under the grantees. 6. Flexibility in allowing alternative contracting, in particular for the case of valley tank construction14, helped to carry out all activities, which is the first step towards fund absorption. 7. The option of advance pre-financing for helped contractors and implementing partners to mobilise significant funding to kick-start implementation. In addition, availability of funds and timely payments for certified works, motivated contractors to expedite and complete the works. The support and technical assistance provided to implementing partners and contractors by the PMU equipped them with the relevant skills and knowledge to implement EDF contracts. As a result, most grantees immediately embarked on implementing their activities without having to worry about implementation and management challenges.

8.2.3

Expenditure versus budget

The spending against the BLs in the FA is shown in the graph below. It shows that EU contribution spending is very close to the FA budget. The overspending on the safetynet/LIW BL is due to the mobilisation of contingencies. The total spending on the safetynet BL is higher than the budget because

The open local tender for the construction of 7 tanks failed due to the lack of competent contractors. The PMU quickly sourced for an alternative solution and eventually contracted MWE through an additional PE to carry out the works.

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of the IPs own contribution, and is higher on the DLG budget because of the GoU contribution in VAT payments. Of the 4 PEs managed by the PMU, the first three were fully spent. This is so because the balances of previous PEs were integrated into the subsequent PE. The final PE4 recorded a 99% spending of the budget. Figure 31 - Budget and expenditure by result in million â&#x201A;Ź 7.00 6.00 Million Euros

5.00 4.00 3.00 2.00 1.00 APFS

DLG support

Peace and Security

Program me manage ment

5.52

2.52

2.13

1.34

EU contribution

5.54

2.49

2.02

Total spending

5.99

2.49

2.43

Safety nets/LI W FA Budget

8.2.4

M&E

Commu nication and visibility

Conting encies

3.27

0.10

0.07

0.05

1.33

3.24

0.13

0.07

1.33

3.24

0.13

0.07

Distribution of expenditure by category

Goal Oriented versus Programme Management Costs Implementation comprised both direct costs which relates to programmatic activities and overhead costs which are associated with support services, administration and management. At the FA level, the operational costs are defined as the PMU costs, evaluations, audits and visibility on the one hand; and all costs related to the programmatic budget lines (BL 1-4) on the other hand. Using this division, the costs for management and operation constitutes 22% of the overall expenditure. Figure 32 - Distribution of KALIP Expenditure Administrative Costs, 0.44, 3%

Taxes, 0.03, 0%

Human Resources, 3.63, 23%

Travel, 0.44, 3% Equipment and Supplies, 0.45, 3%

Local Office, 0.96, 6% Programmatic Activities, 8.96, 57%

Planning, M&E, Visibility, 0.77, 5%

It is possible to make a further breakdown of the operational costs hidden in the grants and SCA. The standard budget structure for grants and SCAs has BLs 1-5 for operational costs, and BL 6 for other costs. Programme Completion Report

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For the purpose of a more detailed analysis, expenditures on BL 1-5 were included in the operational costs as defined in the previous paragraph. The result is shown Figure 32. A total of €8.96 million or 57% was spent directly on beneficiaries15, whereas €6.73 million or 43% was spent on operations. The main cost category in operations is staff, which makes up 23% of the total costs of the programme; followed by office costs with 6% and M&E and visibility with 5%. If the TA component is removed from the staff costs, the remaining staff costs would amount to 17% of total expenditure16. Whereas generally efficient programme management aims at maximizing transfers to beneficiaries, there are no international benchmarks on what would be a good or not so good number. This depends for example on the type of programme (capital intensive such as road or bridge construction will have a much lower overhead than farmer training), the size and accessibility of operational area (Karamoja is remote and hard to reach which drives up monitoring costs and wear and tear of equipment), and the requirements for more or less specialised human resources (field facilitators are cheaper than specialized international engineers), and start-up costs (KALIP’s start-up costs were relatively low because the programme inherited transport, computers and infrastructure from its predecessors). The best that can be done therefore is to make a comparison between KALIP and other programmes of a similar nature. For example, the Agricultural Livelihoods Recovery Project17 (ALREP 118) implemented by the Food and Agricultural Organization between July 2007 and April 2010 in Northern Uganda spent 51% on programmatic costs versus 49% on programme management costs. KALIP compares well to this example. One could also look at KALIP’s sister programme ALREP (table xx). This comparison makes sense, because both programmes were implemented in the same period and have largely comparable objectives and activities. Table 26 shows that KALIP had a slightly higher overhead overall than its sister ALREP. This can be explained by the greater distance from Kampala, more difficult terrain in Karamoja, and higher costs of supplies in Karamoja as compared to Northern Uganda. In both cases, however, the overheads are comparable. This means that the more difficult conditions under which KALIP operated had no large impact on the operational costs. Table 26: A comparison of overheads for similar commitments in KALIP and ALREP. Modality Overhead KALIP Overhead ALREP SCA WITH FAO 39.19% 38.65% GRANTS 37.41% 42.54% PES 38.22% 29.50%

The other basis of comparison between KALIP and ALREP would be the unit cost for similar activities. Table 27 shows the minimum, maximum and average unit costs in Euros for similar and comparable activities and outputs implemented under both programmes. Table 27: A comparison of overheads per commitment between KALIP and ALREP in € 19 ACTIVITY/OUTPUT KALIP ALREP Min Max Min Max 20 APFS/FFS cost per beneficiary 203 143 Training a facilitator on APFS methodology 538 392 Training of WUC 83 115 125

Cheaper ALREP ALREP KALIP

Profits made in works, services and supply contracts are in this analysis considered to be a programmatic expenditure MAAIF recurrent budget for the period 2000-2007 shows employee costs of 26% 17 Final evaluation of the Agricultural Livelihoods Recovery Project (ALREP), November 2010 18 th Not to be confused with the sister programme of KALIP in the 10 EDF: ALREP 19 Source: Grant final expenditure verification reports 20 Based on the total value of the SCAs. This also includes other activities, such as the PMU baseline and endline surveys, and for KALIP the training and equipping of CAHWs 16

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Cost of training in VSLA methodology Borehole Rain Water Jar 1 Km of community access Grain/Seed Store Desilt Water Pond Production office

58 6,157 1,040

3,274

4,007 11,578 1,185 34,770

113 4,871

142 8,219

351 4,238 4,535 10,743 1,714 34,200

KALIP ALREP ALREP KALIP ALREP KALIP ALREP

The striking difference is the costs per APFS member, which is 70% higher in Karamoja than in Northern Uganda. This is probably due to economies of scale, the number of FFS was twice as high in ALREP than in KALIP, and because of the generally higher cost of operating and illiteracy in Karamoja. For the rest, the costs for similar activities in KALIP and ALREP do not differ very much. This could indicate that in both programmes a fair market price was paid.

8.2.5

Value for money

The value for money analysis focuses on the question if the deliverables were procured at a fair market prices, and the total cost of the programme are commensurate with the value of the results, outcomes and impact. The APFS assessment report, makes an attempt to quantify the investment in a APFS member and compares it with the members’ perceived financial gain from enrolling in the APFS programme. If the total cost of the SCA is divided by the number of APFS members, the investment cost per APFS member is €203. When non related APFS activities are excluded the cost per members amounts to approximately UGX375,000. Table 28 shows the cost/benefit assessment based on the cost of establishing new APFS groups and benefits reported by APFS members in FGDs. Table 28: Cost benefit assessment of APFS Particulars Karamoja Cost per member/cut-off (UGX) 375,000 Percentage above cut/off 25%

Twenty five percent of the respondents in Karamoja believed that their immediate financial benefit from the APFS was more than UGX375,000, and therefore have recouped the investment before the end of the programme. This is not necessarily a poor result given the short actual implementation period of about two seasons. It is also not inconsistent with theories of adoption and diffusion (early adopters do not usually exceed 30%). Ideally, the number above the cut off will expand over time as knowledge and technologies are diffused and food security and incomes are enhanced, and as livestock numbers increase, seed is further multiplied and distributed and other IGAs bring in more money to members.

We also looked at the average costs of office construction against a benchmark for this type of buildings communicated to us by an independent contractor, who estimates the square meter cost of a simple office building in the range of € 200 – 240. The average cost of 45 sub county or production office buildings constructed by KALIP was €18321, whereby the most expensive office was €305 per square meter and the cheapest was €12522 per square meter. This means that the cost of KALIP office construction per square meter was considerably lower than the benchmark. The PMU further looked at the impact of the 23 VTs that have been constructed across Karamoja and the sample indicated that with an average of 250 animals visiting the VT per day and assumed an opportunity cost value of UGX 300 per cow per day of visit, the cost of the VT (UGX 230,000,000) would be recovered in about 6 years – see Figure 33.

21 22

Calculated at a € rate of 3,250, and Excluding one outlier of only €84/sq meter

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Figure 33 - Value for money assessment of VTs

Years to recover intial investment in VT

VfM of VT by number of LU visits and value added per visit per day 20.0 15.0 10.0 5.0 50

100

150

200

250

300

350

400

450

500

Value added of one LU visit to VT 200

300

400

500

Figure 33 shows a hopeful situation, but there have been no reports of WUCs collecting fees from users of the VTs and hence if maintenance is required then it will not be within the hands of the users to carry out this work unless it requires no financial commitment. The VTs are large scale structure and have many users, but there were encouraging examples on a smaller scale of users being willing to pay for their use of a productive asset and this being collected to pay for O&M costs. Each day at least 4 users dry their crops on the Nakongmuthu north drying slab in Panyangara subcounty in Kotido district and for this they pay the slab management committee UGX1000/day. This money is used to pay someone to keep the surrounds of the drying slab clean, install a local thorn fence and money is also being accumulated to carry out more serious concrete repairs to the slab surface if this is required. At the Kanalobae Grain Store in Rengen sub county in Kotido District members pay UGX500 to place a sack in the store and this money is collected by the store management committee and is used to give the store keeper something for his effort and to pay for improvements of the store, such as the provision of floor pallets to raise the sacks from the ground. These are two exemplary examples and don’t really reflect the norm, but do show that communities are willing and able to take O&M in their own hands if they see a value in an asset and want to see its availability continue.

8.2.6

Own Resources

The PMU generated € 97,448.12 in own resources from various sources as shown in Figure 34. Recalled guarantees constituted the biggest amount of own resources followed by the payment of rent by the occupants of the OPM Estate in Moroto. Own resources were scheduled to be used for maintenance of the estate and re-contracting in cases of terminated contracts. However, the funds in the PE proved to be sufficient to finance these activities. In the end, only €15,000 of own resources were used to cover additional staff costs during the closure period.

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Figure 34 - Generation of own resources Recalled guarantees, 35.0, 36%

Insurance compensation, 11.8, 12%

Electricity, 3.0, 3%

Rent, 28.7, 30%

Hall Hire, 11.0, 11% Sale of Tenders, 7.5, 8%

Beamer Hire, 0.4, 0%

Lessons from programme efficiency considerations

8. A realistic commitment and procurement schedule drafted at the beginning of the programme is a prerequisite for high fund absorption

9. A complex programme such as KALIP with a variety of specific contracts needs a minimum of 2.5 years to procure all services. The D+3 date of 3 years is too short if a normal start-up time of 6-9 months is taken into consideration; KALIP completed the procurement in 2.5 years because the PMU was st functional within 3 months after the start of the 1 PE

10. Training of staff and partners during contract start-up in programme management, planning, accountability and M&E and reporting, helps to enhance efficiency and fund absorption.

8.3 Assets Management At the start of KALIP, the assets which were assessed to be having functional values were transferred from NUREP to the new PMU and a few more equipment like vehicles and computers were procured by KALIP during the start-up period. All these assets were re-assigned new asset identification tags made on the EU-GoU visibility guidelines. In the subsequent years, KALIP presented lists of dysfunctional and obsolete assets to OPM for disposal. Some of these assets and in particular, vehicles and computers, became very expensive to maintain and with time they were replaced. The full list of assets is attached as Annex 10. KALIP maintained the housing estate that was handed over from NUREP in a good state till it handed it over to the OPM at the time of closure of Moroto programme office. The staff houses were leased to KALIP and OPM staff who signed tenancy agreements and paid monthly rent to KALIP. The hall that is located within the office area was hired throughout the years of KALIP existence. All the money received from these two sources plus others that came from hall hire and tenders were declared as own resources in the respective PEs. These collections were not utilised since money was available for estate maintenance is all the PEs. Towards the time of KALIP closure, a portion of own resources was used to cover additional staff costs for some key staff whose contracts were extended into the closure period to complete certification of the finished defects works. As KALIP prepared to close, a list of assets with a proposal on how they should be distributed was presented to the steering committee for approval. In principle, all the office- and house-based assets like were agreed to be handed over to OPM for custody until the 11th EDF is decided. Computers and vehicles in good mechanical conditions were to be transferred to the police posts supported by KALIP and districts respectively. Programme Completion Report

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Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Programme Completion Report

Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

9 FINAL REFLECTIONS KALIP was a huge and complex programme that had its tentacles far reaching in the fields of livelihoods, infrastructure development and peace building. KALIP can undoubtedly be referred to as a â&#x20AC;&#x153;peace dividendâ&#x20AC;? programme since it came at a time when Karamoja was beginning to enjoy peace after a successful disarmament programme conducted by the government of Uganda. KALIP started with an inception period which ran from July to December 2010 benefiting from the services of a few wellexperienced staff in EDF procedures seconded from the predecessor programme. This core team got the programme started on the right footing but progress was delayed by the need to recruit more technical staff which was only realised towards the end of the first quarter of PE1 which commenced on 1 January 2011. Further delays were occasioned by the signing of the agreement with UNFAO to implement the agro-pastoral production component of KALIP. Considerable time was also spent on managing the participatory planning process with each of the seven districts to ensure the needs identified by them were prioritised in their respective DDPs and falling within the results of KALIP. A similar duration of planning resulted when the Office of the Prime Minister recommended a change in implementation approach and outputs under the peace fund result. While all these were taking place, the D+3 commitment date was looming and the programme had to quickly request for its extension and this was granted. With the PMU fully constituted, procurement planning and tender dossier preparations were professionally handled thus getting contracts signed and implementation rolled out. The PMU enlisted the support of the districts in monitoring and supervision of works with follow-up reviews with individual districts and in a few cases at the inter-district level. This joint effort resulted in various programme outputs and benefits. Productive assets were constructed under result 1 allowed people to move into more previously insecure areas where their crops and livestock had sufficient provision reliable sources of water that were made more accessible through the community access roads. Their crop produce had better more safe storage facilities in form of grain stores that also provided clean drying slabs to prepare the crops and allow proper drying before being put in the stores. More support to farmers was provided through agro-pastoral skills development through field schools and experimental gardening which were established using appropriate foundation seeds for multiplication. Through the farmer support activities, crop productivity improved, many households were able to consume high value crops and generate income for financing the household budgets, small businesses and saving in the VSLAs. Trained CAHWs were equipped and helped the farmers to look after the health of their livestock and poultry thus reducing possibilities of animal disease epidemics. The long underfunded production sector which is the backbone of Ugandaâ&#x20AC;&#x2122;s economy was prioritised by KALIP and received maximum support that saw their capacities built through provision of all the logistics required for efficient office functioning. The production staff were also financially facilitated to be which allowed them to provide backstopping services to the extension staff and farmers in the communities. This kind of functional support was also provided to the police stationed in the identified police posts for them to be able to provide community policing services to the people. In this result, the Uganda Police Force was supported to the roll-out community policing methodologies across Karamoja which is necessary to secure a lawful and orderly environment for farmers and livestock keepers to carry out their production with peaceful minds. KALIP achievements were not realised in isolation. KALIP worked with a host of competent implementers who are both local and international to produce the high quality outputs and impacts registered by the programme. For these, KALIP will forever remain a household name in Karamoja and indeed, Uganda despite the fact that it certainly did not do everything that is needed to bring Karamoja on par with the rest of Uganda. But one thing for which KALIP will remain a unique programme is the innovation of venturing into a valley tank design that is based on the traditional livestock watering practices of the Programme Completion Report

Page | 69 Programme Completion Report 69

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Karimojong. The 23 valley tanks constructed throughout Karamoja do not use the modern water abstraction techniques but have provision of cattle rumps where cattle can access the water for drinking. This technology requires very minimal maintenance effort hence eliminates the costs that come with replacing parts in cases where the abstraction system is highly mechanised. The technology is getting adopted as OPM is now using it to implement its target of having at least one VT in all the 191 parishes of Karamoja. Notably, growers and livestock keepers are learning fast but the transition to more commercially minded production has not yet taken place. District and sub county production staff now have good facilities but in many of the rural locations the officers have no accommodation and so officers must commute from distant trading centres or towns to their places of work and this affects the start time. There is also the opportunity for increased veterinary support services through the veterinary and cold chain equipment supplied by KALIP, the lab rooms within the district production offices and the provisional of the regional laboratory in Moroto, but further support is required to ensure that this aspect of animal health support becomes operational. The community policing support can almost be considered as a pilot venture because KALIP only supported community policing in 7 rural sub counties (1 per district). Although the impact in these locations with the well-constructed police posts and active crime prevention clubs in communities and schools has been excellent, it can only be considered as a â&#x20AC;&#x153;drop in the oceanâ&#x20AC;?. And so KALIP closes with a satisfaction that it has been a significant part of the change process that is happening in Karamoja at this time, but with the knowledge that more needs to be done. Karamoja has not yet caught up with the rest of the Ugandan regions but please be assured that there is a determination from the political and technical leaderships of Karamoja under the able guidance of the Minister for Karamoja Affairs that this situation will not last for long!

70 Programme Completion Report Programme Completion Report

Page | 70

Programme Completion Report

Page | 71

At least 50% of productive infrastructures built or rehabilitated is maintained

At least 90% of households having benefited from CfW and VfW have increased their stock of HH productive assets (e.g. oxen, donkey, plough, farm tools, bicycle) by 2015

At least 90% of productive infrastructures built or rehabilitated is used regularly and as intended by 2015

% increase of people and livestock with access to WfP water facilities within their parish

Proportion of households having only one meal a day during the past 7 days decreased by 2014

% increase in total household income of target households by 2014 by gender of HH

Security as perceived by households has improved

% change in headcount poverty in Karamoja

Objectively Verifiable Indicators

At the level of Overall Objective proxy indicators are used to measure progress

Programme Completion Report

Result 1 Productive assets built through labour intensive works and capital injected in the local economy

Results

Protect and enhance incomes and food security of the agro-pastoral communities and support them in building up their productive asset base

Project Purpose

Promote development as an incentive to peace in the region by supporting agropastoral productions livelihood alternatives and income generation opportunities for the 23 people of Karamoja

Overall Objective

Intervention Logic

Annex 1: Logical framework

UNHS

and

Programme surveys

IP survey reports

District Water Office records

Programme surveys

IP survey reports

UBOS NHS

Programme surveys

UBOS census

Sources of Verification

The population is willing to participate in CfW and VfW projects

Qualified contractors are available to be involved in the project

Climatic conditions remains favourable to agricultural and agro-pastoral production systems, and programme interventions are not hampered by extreme weather conditions or natural disasters

The macro-economic environment is conducive to agricultural recovery, agropastoral development, the development of commercial agriculture as indicated in the NDP and the PRDP.

Assumptions

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Programme Completion Report

Result 3 Local governments strengthened

Result 2 Agro-pastoral production improved and alternative means of livelihoods promoted

Intervention Logic

Page | 72

50% of beneficiaries satisfied with the quality of services from Sub county & District Production Departments by 2014

Increased adherence to MAAIF standards on disease surveillance and response, and input and produce quality controls by district and sub county production offices

% of production department reports required by district production coordinator, CAO and MAAIF submitted as per standards and on time by 2015

20 APFS networks are involved in viable marketing of produce to the satisfaction of their members

At least 60% of IGPs initiated by APFS are generating economic returns by 2015

At least 60% of APFS continue to manage watersheds by 2015

Mortality rates in livestock of new APFSs reduced by 10%

Crop production levels amongst 240 APFS increased by 50%

At least 70% of the members of APFS applying improved agronomic and livestock management practices by 2014

50% of APFS group members access credit from their VSLAs

At least 75% of VSLAs established have gone through at least two successful cycles by 2015

At least 75% of farmer institutions created by IPs are operational as viable production units by 2015

At least 75% of people within the community satisfied with the type and quality of productive infrastructure delivered by the programme

Objectively Verifiable Indicators

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Government Production

LG reports

KALIP surveys

Agricultural performance assessment and monitoring reports

APFS network accounts

KALIP surveys

Local District reports

VSLA records

IP surveys

Sources of Verification

The local governments in the intervention area have sufficient human resources to play their role in programme implementation

Security situation with regard to interand intra-tribal armed conflicts, cattle raiding and banditry decrease within Karamoja and its neighbours

Assumptions

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Programme Completion Report

Activities and budget

As per attached activity plan and detailed budget

Page | 73

% of community members who are satisfied with police services increased by 100%

KALIP surveys

Number of community requests for police services increased by 100%

initiatives

Police records at supported police posts

building

Incidences of criminal acts in locations covered by established police posts and training reduced by 25%

Peace

Result 4 supported

Sources of Verification

Objectively Verifiable Indicators

Intervention Logic The GoU policies and interventions to address security in Karamoja are successful, and build trust and confidence in the local population to participate in peace building activities

Assumptions

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Programme Completion Report

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Annex 2: Baseline against endline indicators Annex 2a: Result 1 – Baseline against endline indicators Objectively Verifiable Indicators

Outputs

At least 90% of productive infrastructures built or rehabilitated is used regularly and maintained as intended by July 2015

Output 1: Increased productive infrastructure enhances farmers’ and livestock keepers’ productive and marketing capacity (KALIP Result 1)

At least 90% of households having benefited from CfW and VfW have increased their stock of HH productive assets (e.g. oxen, donkey, plough, farm tools, bicycle) by July 2014

At least 50% of productive infrastructures built or rehabilitated is maintained by July 2014

At least 75% of people within the community are satisfied with the type and quality of productive infrastructure delivered by the Programme by July 2014

Assessment Parameters

Utilization (uses and users) of infrastructure

Types & quantities of assets procured from CfW/VfW proceeds

Quality, functionality (O&M) state of infrastructure

Public perceptions/ satisfaction with infrastructure accessible to them

Baseline

Endline

Valley tanks/Dams

Storage facility

Drying slab

Water pond

Borehole

218

Valley tanks/Dams

938

318

Storage facility

111

Drying slab

102

Water pond

194

195

Bicycles

2.1

Cattle

1.2

Farm implements

26.2

Oxen

0.2

Ox-ploughs

2.9

Pigs

0.6

Poultry (chicken, ducks)

7.4

Seeds/ planting material

14.4

Shoats (sheep, goats)

10.9

Bicycles

2.1

Unusable/broken down

Working, but needs repairs

Excellent working condition

Sufficiency of existing infrastructure - as judged by user households (%)

Very inadequate

Inadequate

Sufficient

Excess capacity

Relevance of existing infrastructure - as judged by user households (%)

Redundant

Useful, but not priority need

Extremely useful

% of communities accessing productive infrastructure Average number of user households per productive infrastructure

% of HHs who used CfW/VfW vouchers to procure different types of assets

Functionality of existing infrastructure - as judged by user households (%)

Programme Completion Report

Programme Completion Report 2015 Page | 74

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Karamoja Livelihood Programme (KALIP â&#x20AC;&#x201C; UG/FED/2008/020-280)

Annex 2b: Result 2 â&#x20AC;&#x201C; Baseline against endline indicators Outputs

Objectively Verifiable Indicators

Endline Assessment Parameters

% of farmers using different agronomic practices in their fields

Output 2: Increased agricultural production and productivity and promotion of alternative means of livelihoods. (KALIP Result 2)

At least 70% of the members of APFS apply improved agronomic and livestock management practices by July 2014

Range of skills practiced and % of households practicing them Average rating (on scale of 1 to 4) of condition of livestock forage/feeding alternatives Average rating (on scale of 1 to 4) availability of livestock forage/feeding alternatives

Crop and livestock production levels amongst 240 APFS increased by 20% and 30% by 2012 and 2013 respectively

Crop yields (of major crops) and livestock output/breeding rates-

Programme Completion Report

Average quantities of crop harvest per household in 2013 [grains = Kg; tubers = bags of tubers] Calculated average livestock breeding / expansion rates over one

Baseline

Non-APFS households

APFS households

Agroforestry

bunding/ grass-strips

cover cropping

crop rotation

Mulching

proper plant spacing

row-planting

Thinning

trash lines

use of improved seed/ varieties

zero/ minimum tillage

tree legumes

2.8

2.4

2.5

supplements

0.8

2.4

2.5

pasture: grasses

2.8

1.9

pasture: herb. legumes

2.8

1.5

1.6

maize

224

128

223

sorghum

231

193

beans

ground nuts

155

sunflower

Camels

116

Cattle

Chicken

114

Donkeys

131

integrated management

Cereals

pulses & oil crops

pest

Programme Completion Report Page | 75

Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Outputs

Objectively Verifiable Indicators

Endline Assessment Parameters

production season/year (%)

Mortality rates in livestock of new APFSs reduced by 5% and 10% in 2012 and July 2014 respectively

Level of seasonal livestock losses due to poor health

Number of livestock lost in 12 months (2013/2014) to different causes of livestock mortality

Baseline

Non-APFS households

APFS households

Goats

Pigs

130

Sheep

Turkeys

170

Cattle

Goats/Sheep

Chicken

- Constraints for land use: Flooding and water-logging in valley floors and plains; Heavily degraded, bare or overgrazed slopes; Deep gullies and rills and denuded laterite soil;

At least 20% and 50% of APFS continue to apply improved environmental management practices by 2012 and July 2014 respectively

Environmental management practices applied by APFS

Land use types, degradation and management in the parishes that benefited from the project (endline survey only).

- Main land degradation features: River bank erosion in valley floors; Severe gully and rill erosion, bush-burning and overgrazing in the plains and slopes; - Cropping and mixed systems management: Swamps in valley floors; Monoculture of annual crops in plains and slopes; Bare hilltops exposed to wind erosion, except where planted with forests; - Water sources and drainage: Flood-prone valley floors, plains and gentle slopes; Some hilltops used as catchments for water reservoirs; - Natural vegetation cover: Dense and diverse vegetation cover on lower ends of slopes; Sparse distribution comprising of shrubs towards the hilltop, except in areas planted with forests or woodlots; - Watershed management: Afforestation and planted woodlots; Contour farming; Controlled grazing; Gully reclamation across all the zones of the landscape.

At least 60% of IGPs initiated by APFS are generating economic returns by July 2014

Financial health of FFS IGPs

Programme CompletionCompletion Report 2015Report Page | 76 76 Programme

Computed average gross margins of different incomegeneration projects engaged in by the APFS groups (UGX)

bags

1,176,500

1,339,667

bags

442,500

373,123

Goat breeding

goats

450,000

Horticulture

basins

-31,000

Piggery

pigs

1,600,000

Poultry Production

trays

250,000

Cereal banking Crop production

Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihood Programme (KALIP â&#x20AC;&#x201C; UG/FED/2008/020-280)

Outputs

Objectively Verifiable Indicators

Endline Assessment Parameters

Baseline

Non-APFS households

APFS households

1,680,000

Total value of savings currently

427,684

Value of outstanding loans

310,071

Value of bad loans, if any

213,713

Cash at hand & bank

342,292

Cash in welfare/social fund

76,224

Property worth

1,445,231

Veterinary services At least 75% of Village Saving and Loan Associations (VSLAs) established have gone through at least two successful cycles by July 2014

VSLA operations and financial health

Programme Completion Report

Average VSLA performance statistics (UGX)

kit

Page | 77 Programme Completion Report

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Annex 2c: Result 3 â&#x20AC;&#x201C; Baseline against endline indicators Outputs

Objectively Verifiable Indicators 75 % of production department reports required by district production coordinator, CAO and MAAIF submitted as per standards and on time by July 2014

Baselin e

Endline

Very unsatisfactory

Unsatisfactory

Satisfactory

Excellent

Assessment Parameters

Quality and timeliness of production dept. reports vis-Ă -vis required standards/ schedules;

Rating by district leaders of DPD report quality (%)

Rating by district leaders of DPD report timeliness (%)

Very unsatisfactory

Unsatisfactory

Satisfactory

Excellent

Budget: Improvement in allocations in most districts;

Output 3: Capacity of relevant department s in Local Governmen t at district and subcounty levels built for effective planning, service delivery, supervision and monitoring

50% improvement in (livestock) disease surveillance and response, and input and produce quality controls by district and sub county production offices by July 2014

Functionality of (livestock) disease surveillance/ response & input/produc e quality control facilities, mechanisms and systems;

Livestock disease surveillance and response mechanisms

budgetary

Human resources: No change in HR situation (numbers still low), but CAHW training has increased capacity; Equipment: Increase in (unverified) lab facilities;

computer

Legislation/regulations: Still enforcement, except quarantines;

and weak

Outreach: Still done on ad hoc basis. Budget: Increase in budgetary allocations and cost-transfer to the suppliers; Input and produce quality control mechanisms

Human resources: Increase in number of staff available; Equipment: Increase in lab facilities; Legislation/regulations: Still enforcement of existing regulations;

weak

Outreach: Some sensitization campaigns initiated

50% of beneficiaries satisfied with the quality of services from Sub county & District Production Departments by July 2014

Public perceptions/ satisfaction with services received

78 Programme Completion Report Programme Completion Report 2015 Page | 78

Very unsatisfactory

Below expectation

Above expectation

Very satisfactory

Rating by district leaders of public satisfaction with DPD services (%)

Very unsatisfactory

Below expectation

Above expectation

Very satisfactory

Community

Poor

Rating by district leaders of DPD service delivery (%)

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Karamoja Livelihood Programme (KALIP â&#x20AC;&#x201C; UG/FED/2008/020-280) Outputs

Objectively Verifiable Indicators

Baselin e

Assessment Parameters rating of quality of services received (HH interviews) (%)

Community rating of frequency of services received (HH interviews) (%)

Endline

Fair

Good

Excellent

Once/twice in last 3 years

Every season

Whenever there need/request Routine/ service

regular

Programme Completion Report

Page | 79

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Annex 3: Lessons from the KALIP Regional Closure Workshop Positive lessons learned Result 1



Grants Good and tight programme LIWs was good to engage people Cash stimulated local economies VSLAs encouraged savings PMU was very supportive Need to work with DLG was good Good to try new innovations Valley Tanks Enough funds for 23 tanks Equipment will stay in Karamoja Used local materials where possible Highly technical and disciplined work Appropriate design of the tanks

     

APFS was a good training tool Many women participated CAHWs are excellent resource Appropriate seed multiplication Good linkages and coordination PMU presence was useful

         

Timely delivery Quality outputs Good reporting Regular monitoring Capacity building appreciated Flexibility was useful Regular review meetings Use of district staff as DFPOs Clean audits Technical advisor to oversee actions and accountability

  



Structures completed and of good quality. Accommodation good. Support to community policing has enhanced peace Motorcycles were a good type Community/Police relations have improved Crime has reduced Police boreholes are shared with the local communities

  

          

Result 2

Result 3

Result 4

Negative lessons learned

    

80 Programme Completion Report Programme Completion Report 2015 Page | 80

   

        

   



Grants Lengthy approval processes Exchange losses/gains are hard Rule of origin not appropriate always DLG did not get sufficient funds from KALIP PMU to monitor

Valley Tanks Water attracts settlement and land pressure Technical grounds dictate location Remote locations and limited DLG monitoring Local ownership and promoting bylaws WUCs need on-going support Short time frame Environmental interventions were not well planned Weak linkages between implementing partners and DLG More zoning of APFS needed Laborious procurement process Multiple works to one contractor Limited use of District engineer in works supervision Monitoring funds were not sufficient Capacity of some implementing partners was limited Understaffing meant some assets were not used fully Reporting from other KALIP implementing partners was insufficient. Some building still have defects Not all stations were given boreholes Police training was limited and some impact lessened due to officer transfers Only 7 sub counties benefitted and need to roll out to the other 50 in Karamoja!

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Karamoja Livelihood Programme (KALIP â&#x20AC;&#x201C; UG/FED/2008/020-280)

Annex 4: KALIP Focus subcounties

Programme Completion Report

Programme Completion Report 81 Page | 81

Programme Completion Report

Mercy Corps Scotland

Arbeiter-Samariter-Bund Deutschland e.V. (ASB)

DanChurchAid (DCA)

UN FAO

31 Aug 2014

Nakapiripirit Napak

Happy Cow

COMWO

MAZIDEP

Moroto

Kotido

ADRA, Save Children

CARITAS,

Kaabong

C&D

Nakapiripirit

Karenga,

Kathile,

Iriir, Lokopo, Lopeei, Matany, Ngoleriet

Lorengechora,

Kakomongole, Lolachat, Loregae, Moruita, Nabilatuk, Nakapiripirit Town Council

Katikekile, Nadunget, Rupa, Tapac,

Kacheri, Kotido, Nakapelimoru, Panyangara, Rengen

Kaabong, Kalapata, Lolelia, Loyoro, Sidok

Amudat, Karita, Loroo

Abim, Alerek, Lotuke, Morulem, Nyakwae

Kakomongole, Lolachat, Loregae, Lorengedwat, Moruita, Nabilatuk, Namalu,

Amudat, Karita, Loroo,

Lokopo, Lotome, Ngoleriet

Napak Amudat

Katikekile, Nadunget, Rupa

Moroto

Abim, Alerek, Lotuke

Kacheri, Kotido, Panyangara, Rengen

Kotido Abim

Kalapata, Kamion, Kapedo, Karenga, Loyoro, Sidok

Kaabong

Kawalakol,

Sub county

District

Amudat

9 Mar 2011

31 Dec 2013

19 Apr 2014

31 Oct 2013

End Date

ZOA

EUR 2,528,225

01 May 2012

20 Feb 2012

01 May 2012

Start date

Abim

the

€ 1,277,777.61

€ 1,888,889

€ 1,277,537.60

Amount

Abim DLG, GOAL

CPAR

C&D,

ACTED,

GOAL (U)

N/A

IP partner

Programme Completion Report 2015 Page | 82

KALIP IP

Lot

Annex 5: List of implementing partners (IPs)

Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Karamoja Livelihoods Programme (UG/FED/2008/020-280) Karamoja Livelihood Programme (KALIP â&#x20AC;&#x201C; UG/FED/2008/020-280)

Annex 6: KALIP staff list Location

Post / Title

Full Name

KAMPALA

Start date

End date

National Programme Coordinator*

Emmanuel Niyibigira

01/08/2010

30/09/2014

Finance/Contracts Officer*

Patrick Rwera

Finance/Contracts Officer*

Christopher Birungi

01/05/2011

30/09/2014

Administrative/Logistics Officer,

Aanyu Aminah Ochom

09/07/2010

30/11/2014

Monitoring and Evaluation Officer

Maurice Seddy Ekwang

01/03/2011

31/01/2012

Receptionist/Secretary

Helen Akello

01/11/2010

30/11/2014

Office Assistant

Anthony Kyabaggu

09/07/2010

30/09/2014

Driver NULEP Kampala

Yowasi Kironde

09/07/2010

30/09/2014

Programme Coordinator

Jimmy Ochien

09/07/2010

30/09/2014

Peter Loruk

01/11/2010

30/11/2014

Programme Engineer

Fred Oyoo

01/03/2011

01/07/2012

Programme Engineer

Julius Mwesigwa Kacebonaho

01/06/2011

31/01/2015

Administration and Finance Officer

Nakut Faith Loru

01/03/2011

30/11/2014

Assistant Programme (Community Development)

Christine Teko

09/07/2010

30/11/2014

Assistant Programme Officer (Livestock & Enterprise Development)

Dr Patrick Etiang

01/03/2011

27/08/2013

Estate Assistant

David Ewaru

09/07/2010

28/02/2015

Driver Moroto

Simon Lomongin

09/07/2010

31/01/2015

Driver Moroto

Timothy Chuchu

01/02/2011

31/12/2011

Driver Moroto

Godfrey Mugerwa

01/05/2011

30/11/2014

Driver Moroto

Godfrey Ngorok

01/07/2012

30/11/2014

Office Assistant

Lucy Napeyok

09/07/2010

30/11/2014

Security Guard 1

John Alany

09/07/2010

30/11/2014

Security Guard 2

James Logir

01/01/2011

30/09/2014

Programme Officer (Agriculture Livestock Development)

Officer

Iyamulemye

MOROTO

* Staff members paid from ALREP funds

Programme Completion Report 2015

Page | 83

Programme Completion Report

Programme Completion Report Works Works Works

Works Works Works

Supply of Furniture

Construction of production office in Amudat Sub county in Amudat District

Construction of production office in Lodiko Sub county in Kaabong District

Construction of production office in Labalangit and kawalakol Sub county in Kaabong District

Construction of production office in Katakekile & Rupa Sub county in Moroto District

Construction of production office in Nadunget Sub county in Moroto District

Construction of production office in Larengechora and Iriir Sub county in Napak District

Construction of production office in Abim District

Construction of production office in Kotido District

Construction of production office in Nakapiripirit District

Construction of Police Nakapiripirit District

UG/FED/2011/276/884/SUPPLY/006

FED/2011/276-884/WKS/001

FED/2011/276-884/WKS/002

FED/2011/276-884/WKS/003

FED/2011/276-884/WKS/004

FED/2011/276-884/WKS/005

FED/2011/276-884/WKS/006

FED/2011/276-884/WKS/007

FED/2011/276-884/WKS/008

FED/2011/276-884/WKS/009

FED/2011/276-884/WKS/010

Programme Completion Report 2015 Page | 84

Works

Supply and installation of Solar panels in Karamoja

UG/FED/2011/244-927/3/SUPPLY

Works

Supply of 14 Motorcycles

UG/FED/2011/244-927/1/SUPPLY

Facilities

Works

Supply of Toyota Land cruiser hard body

UG/FED/2008/020-287/2/SUPPLY

Post

Supply

Supply of double cabin pick up

UG/FED/2008/020-287/2/SUPPLY

Works

Supply

Supply of a double cabin pickup vehicle

UG/FED/2008/020-287/1/SUPPLY

Type

Contract Title

Contracts Number

Annex 7: Summary table of contracts

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Imprest

Funding Source

25-May-2012

13-Apr-2012

1-Apr-2011

27-Jul-2011

31-Mar-2011

3-Jan-2011

30-Jan-2011

Start Date

30-Mar-2013

30-Apr-2013

31-Aug-2013

14-Apr-2013

31-Aug-2013

12-Jan-2013

14-Feb-2013

31-Aug-2013

15-Mar-2013

1-Jun-2011

26-Oct-2011

30-Jun-2011

2-Apr-2011

1-Apr-2011

End Date

389,444,595

198,306,621

159,550,182

163,933,048

165,628,526

162,469,200

188,058,320

211,857,003

211,402,757

220,740,005

60,424,000

117,257,766

123,391,954

122,568,884

79,525,890

63,268,400

Commitment in Uganda Shillings

Commitment in Euros

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Programme Completion Report

Works Works Works Works Works Works

Works

Construction of Police Nakapiripirit District

Construction of Police Post Facilities in Napak District

Construction of production offices for Alerek and Abim Sub county in Abim District

Construction of production offices for Nyakwase Sub county & Abim Town council

Construction of production offices for Karita Sub county & Amudat District

Construction of production offices for Kacheri Sub county & Kotido Sub County in Kotido District

Construction of production offices for Panyangara Sub county & Kotido Town Council in Kotido District

Construction of production offices for Nakapiripirit Town Council & Moruita Sub county in Nakapiripirit District

Construction of production offices for Nabilatuk Sub county & Loregea Sub county in Nakapiripirit District

FED/2011/276-884/WKS/015

FED/2011/276-884/WKS/016

FED/2011/276-884/WKS/017

FED/2011/276-884/WKS/018

FED/2011/276-884/WKS/019

FED/2011/276-884/WKS/020

FED/2011/276-884/WKS/021

FED/2011/276-884/WKS/022

FED/2011/276-884/WKS/023

Programme Completion Report 2015

Works

Construction of Police Post Facilities in Moroto District

FED/2011/276-884/WKS/014 in

Works

Construction of Police Post Facilities in Kotido District

FED/2011/276-884/WKS/013

Facilities

Works

Construction of Police Post Facilities in Amudat District

FED/2011/276-884/WKS/012

Post

Works

Construction of Police Post Facilities office in Amudat District

FED/2011/276-884/WKS/011

Karamoja Livelihood Programme (KALIP â&#x20AC;&#x201C; UG/FED/2008/020-280)

20-Aug-2012

25-May-2012

Page | 85

Imprest

20-Jul-2013

31-Aug-2013

20-Jul-2013

31-Aug-2013

25-Feb-2013

30-Nov-2013

30-Mar-2013

185,540,620

158,082,030

164,569,700

169,197,200

256,653,176

154,150,660

154,486,570

374,080,945

442,664,629

380,975,040

404,937,987

440,612,876

436,137,453

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Programme Completion Report Works Works Works Works Works

Works Works

Works Supply Supply

Construction of infrastructure facilities in Napak

Construction of Karita S/C and Amudat District HQ

Construction of Kangole Police station

Construction of Moroto Regional Laboratory

Fencing Karita, lalachat, Rupa and Lokopo police posts

Fencing Kanu, Lobalangitand Kacheri police posts

Construction of production office in Abim and Alerek sub counties in Abim

Floor tiling and defect rectification Abim district production office

Floor tiling of Kotido District Production Office

Floor tiling of Kaabong District Production Office

Floor tiling and replacement of internal steel doors with timber doors Nakapiripirit District Production Office

Renovation of KALIP Housing estate unit B1 and SQ 1&2 and bass bar chambers

Supply and Delivery of Furniture

Supply, Installation of Solar Power Units in Karamoja

FED/2011/276-884/WKS/026-2

FED/2012/309-713/WKS/002

EuropeAid/135-420/M/WKS/UG/001

EuropeAid/135-420/M/WKS/UG/002

EuropeAid/135-420/M/WKS/UG/003

EuropeAid/135-420/M/WKS/UG/004

FED/2012/309-713/WKS/003

FED/2012/309-713/WKS/004

FED/2012/309-713/WKS/005

FED/2012/309-713/WKS/006

FED/2012/309-713/WKS/007

FED/2012/309-713/WKS/008

UG/FED/2012/309-713/001/SUP

UG/FED/2012/309-713/002/SUP

Programme Completion Report 2015 Page | 86

Works

Construction of District production offices in Napak District

FED/2011/276-884/WKS/026

Works

Construction of District production offices in Kaabong District

Construction of production offices for Lokopo Sub county & Napak Town Council in Napak District

FED/2011/276-884/WKS/025

FED/2011/276-884/WKS/024

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Imprest

29-Apr-2014

25-Nov-2014

15-Nov-2014

12-Nov-2014

28-Apr-2014

2-May-2014

22-Jan-2014

26-Sep-2013

20-Aug-2012

26-Sep-2013

20-Aug-2012

29-Jun-2014

30-Nov-2014

28-Aug-2014

2-Nov-2014

22-Jul-2014

25-Jun-2014

19-May-2012

25-Jun-2014

31-Aug-2013

189,548,940

201,780,000

37,740,150

27,562,250

26,111,875

22,073,375

35,947,590

98,772,464

202,385,589

275,976,446

162,666,817

351,127,920

286,217,090

158,853,394

140,091,451

189,451,980

158,627,780

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Programme Completion Report

Service Service Supply Supply Supply Works Supply Supply

Framework Framework Supply Supply

Production of a TV documentary and news features on the impact of KALIP in Karamoja

Production of a story book on achievement and impact of KALIP

Supply of 16 brand new off road motorcycles

Supply of 14 brand new off road Honda motorcycles

Supply of brand new Laptop computers (28), Desktop Computers (16) and Printers (23).

Surveying and Drilling Borehole at selected police posts

Supply and Delivery of an assortment of Veterinary Equipment

Supply, Installation of Solar Power Units in Karamoja 12 sub counties and 4 districts

Financial Audit of KALIP and ALREP PE 2

Financial Audit of KALIP and ALREP PE 4

Mid Term Review of ALREP and KALIP

Provision of Technical Assistance Services to ALREP

Supply of nine double cabin pick-ups for district production departments

Supply of one bulldozer, track hydraulic excavator and one tipper truck for MoWE

UG/FED/2013/309-713/04/SC

UG/FED/2013/309-713/05/SC

UG/FED/2011/276-884/02/SUPPLY

UG/FED/2011/276-884/03/SUPPLY

UG/FED/2011/276-884/04/SUPPLY

FED/2013/309-713/004/WKS

UG/FED/2012/309/713/SUPPLY/001

UG/FED/2013-309/713/SUPPLY/001

FED/2012/286-500

FED/2014/352-902

FED/2012/305-272

FED/2012/247-881

FED/2013/296-208

FED/2013/316-702

Programme Completion Report 2015

Service

Training districts in Operations and maintenance of infrastructure

LPO00650

Framework

Service

Developing Digital and Paper activity atlas

LPO 645

Supply

Supply and Delivery of Furniture

UG/FED/2012/309-713/001/SUP

Karamoja Livelihood Programme (KALIP â&#x20AC;&#x201C; UG/FED/2008/020-280)

26-Nov-2013

20-Feb-2013

9-Jul-2010

5-Nov-2012

17-Dec-2014

14-Mar-2012

19-Nov-2014

23-Sep-2014

8-Jul-2014

30-Jul-2012

11-Jul-2012

5-Jun-2012

10-Jun-2014

18-Jun-2014

1-Apr-2014

1-Sep-2014

25-Nov-2014

Page | 87

Specific

Imprest

26-Jan-2014

20-Apr-2013

8-Mar-2014

5-Feb-2013

17-Mar-2014

14-May-2012

30-Nov-2014

23-Nov-2014

8-Nov-2014

30-Oct-2012

10-Sep-2012

4-Sep-2012

10-Oct-2014

18-Sep-2014

1-Jun-2014

30-Sep-2014

30-Nov-2014

196,909,288

168,417,200

122,632,500

94,282,000

167,613,600

138,667,040

49,250,000

64,480,146

11,900,000

39,768,750

17,157,200

551,839

183,951

1,350,275

66,950

56,295

4,200

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

88 Grant

Grant

Increasing Productive assets and strengthening Livelihoods in central Karamoja

Livelihoods protection and enhancement through development of productive assets in Nakapiripirit and Amudat

FED/2012/284-494

FED/2012/284-495

Programme Completion Report

Programme Completion Report 2015 Page | 88

GRAND TOTAL

Grant

SCA

Infrastructure for Northern Karamoja promoting Agro-pastoral growth and Enterprises

Improving Food Security and Diversification of Livelihood Opportunities in Karamoja

FED/2012/284-493

FED/2011/260-207

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Specific

27-Mar-2012

20-Feb-2012

27-Mar-2012

26-May-2011

30-Oct-2013

19-Feb-2014

30-Oct-2013

26-Aug-2014

9,995,928,872

9,152,892.16

1,248,653

1,888,889

1,273,615

2,528,225

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Programme Completion Report Land & building

Busbar chamber House

Programme Completion Report 2015

Land & building

Two bedroomed detached house with pit latrine & external kitchen

Security Office

Land & building

Two bedroomed detached house with pit latrine & external kitchen

Land & building

Two bedroomed semi-detached with pit latrine & external kitchen

Generator house

Land & building

Two bedroomed semi-detached with pit latrine & external kitchen

Land & building

Two bedroomed semi-detached with pit latrine & external kitchen

Maids house with pit latrine

Land & building

Three bedroomed house with external kitchen

Land & building

Three bedroomed house with external kitchen

One bedroomed 4 in one house with pit latrine

Land & building

KALIP Hall & Archive

Land & building

KALIP Office Block consisting of 10 rooms

One bedroomed 4 in one house with pit latrine

Asset Type

Asset Description

D5-D8

D1-D4

C5&C6

C3&C4

C1&C2

Asset No.

Page | 89

n/a

Serial Number

Annex 8a - Assets transferred to OPM from Programme Office (Infrastructure and main items)

Annex 8: Asset register

Karamoja Livelihood Programme (KALIP â&#x20AC;&#x201C; UG/FED/2008/020-280)

KALIP Moroto Estate

Location

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Programme Completion Report

Store house Fence SUZUKI 125 TF Internet disk Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery Office Equipment & Machinery

Two trailer containers â&#x20AC;&#x201C; Green

Chain-link fence

Motorcycle

Afsat satellite dish and accessories

2 Under-ground water tanks 3,000 litres

Camera Sony cybershot DSC T500

Sun top way inverter

Water tank - crest 10,000 lts

Submersible Water pump and borehole

Grundfos Pump SQ1-65 Compact Submersible pump

Generator portable

Underground water tank - 3,000 litres

Generator Marapco Ltd UK 10kva

Generator Olympia Ltd UK 20kva

Beamer 2

Canon Photocopier

Video Camera Sonny

Programme Completion Report 2015 Page | 90

Asset Type

Asset Description

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

CE/NUREP/10/10

OE/NUREP/004

n/a

MCT08783

Sony & Epson

OPM/KALIP/126 OE/NUREP/10/02

OLY0000PPXM10301

FGWPEPP3CPD302804

Honda

n/a

TF125-138835

n/a

Serial Number

OE/NUREP/O9/045

OE/NUREP/017

NUREP

KPIU/MTO/GEN/076

None

OPM/KALIP/888

To be engraved

OE/NUREP/08/025 & 026

I way Africa

UG 0141 Z

Asset No.

Stationery store

Generator house

C6 house

Container B

Estate borehole

Estates/Next to the Gen house

Office ( Reception )

Office ( AFO's store )

In the space between the office

Behind the Office

KALIP Moroto Estate

Location

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

EC - Ongoing

UG - Uganda

Status

Delegation in charge

Procedure

Programme Completion Report

Total

Coût total/Global Cost Contribution UE/EU Contribution Volet Ouganda Autres Contributions/Other Contributions

Title

projet_fiche_edf.rdf

Programme Completion Report 2015

01 02 0201 03

N°

Analytical breakdown

Project seq. No

15,000,000.00 15,000,000.00 15,000,000.00 0.00 15,000,000.00

Allocated

Karamoja Livelihoods Programme(Ouganda)

09 / 03 / 2009

Signature date of FA by Beneficiary Country

16 / 12 / 2008

Signature date of FA by European Commission

Projects

Final Date for Contracting (FDC ILC)

15,000,000.00 106,149.99 106,149.99 0.00 106,149.99

Balance

0.00 0.00 0.00 0.00 0.00

Temporary Contracted

UG - Uganda

Page | 91

Temporary Allocated

10 / 02 / 2015 10:29:04

0.00 14,893,850.01 14,893,850.01 0.00 14,893,850.01

Contracted

UG - Uganda

Zone benefitting from the action

Final Date for implementing FA (FDI FA)

FDC FA 01 / 01 / 2008

Commission Decision date

Commitment dates follow up

Date of presentation to the Committee

0.00 0.00 0.00 0.00 0.00

Temporary Balance

Delegation in charge

End of period of execution (DLE)

Closing date

End date of operational implementation period (LMO=EOI)

- Uganda -

09 / 03 / 2014

31 / 12 / 2009

09 / 03 / 2017

09 / 03 / 2015

Page 1 / 4

Country

15,000,000.00

EU contribution

The overall goal of the Karamoja Livelihoods Programme is to promote development as an incentive to peace in the region by offering livelihood alternatives and income generation opportunities to the pastoral communities. The specific objective of the programme is to protect and enhance incomes of the target pastoral communities and support them in building up their productive asset base. The programme contributes to the implementation of the Karamoja Integrated Disarmament and Development Plan (

Karamoja Livelihoods Programme

EUR - EURO

15,000,000.00

Starting date

Description

Title

Currency

EU contribution

Total cost

Detailed Decision Form

Request date

Title

UG - Uganda

Zone benefitting from the action

16 / 12 / 2008

FED - European Development Fund

Domain

Decision dates follow up

2008/020-280

Reference

Decision (Level 1)

Annex 9: EU CRIS position as of 15 February 2015

Karamoja Livelihood Programme (KALIP – UG/FED/2008/020-280)

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

UG - Uganda

Delegation in charge

Procedure

Programme Completion Report

Ongoing

2013/321-979

projet_fiche_edf.rdf

Ongoing

2013/316-702

Closed

2012/286-500

2013/309-713

Ongoing

2012/284-495

Closed

Ongoing

2012/284-494

Ongoing

2012/284-493

2013/296-208

Closed

2011/276-884

2012/305-272

Closed

Ongoing

2010/247-881

2011/260-207

Closed

2010/244-826

2010/257-167

Status

Reference

Supply of one bulldozer, one track hydraulic excavator and one tipper truck Programme Estimate 5

Programme Estimate 4 KALIP

SUPPLY OF NINE (09) BRAND NEW DOUBLE CABIN 4WD PICK-UPS

Livelihood Protection and Enhancement through the Development of Productive Asset in Nakapiripirit and Amudat Districts, Karamoja Region. Financial audit of Programme Estimate (PE) number 2 of ALREP and KALIP Mid Term Review of ALREP and KALIP

Programme Estimate 3 KALIP from 1/1/2012 to 30/6/2013 Lasting Infrastructure for Northern Karamoja promoting Agro-pastoral Growth and Enterprise (LINKAGE) Increasing Productive Assets and Strengthening Livelihoods in Central Karamoja

Start-up Programme Estimate from 1st July 2010 to 31st December 2010 Provision of Technical Assistance services to KALIP Programme Estimate 2 KALIP from 1/1/2011 to 30/9/2011 Contribution Agreement for Improving Food Security and Diversification of Livelihood Opportunities for Communities in Karamoja

6000005216

6000085170

6000005216

6000135529

6000055148

6000381292

6000058809

6000053398

6000055399

6000005216

6000055556

6000005216

6000055405

6000005216

EC - Ongoing

Status

LEF Number

UG - Uganda

Zone benefitting from the action

Title

FED - European Development Fund

Domain

Contracts

2008/020-280

Reference

Decision (Level 1)

24 / 07 / 2013

28 / 11 / 2013

11 / 02 / 2013

20 / 02 / 2013

31 / 10 / 2012

09 / 03 / 2012

27 / 03 / 2012

05 / 04 / 2012

27 / 03 / 2012

21 / 12 / 2011

26 / 05 / 2011

16 / 12 / 2010

13 / 08 / 2010

09 / 07 / 2010

EC signature date

10 / 02 / 2015 10:29:04

TMK & CO. PARTNERSHIP AGRICONSULTING EUROPE SA COOPER MOTOR CORPORATION UGANDA CMCLIMITED REPUBLIC OF UGANDA UNIT EXPORT LIMITED REPUBLIC OF UGANDA

ARBEITERSAMARITER-BUND DEUTSCHLAND EV FOLKEKIRKENS NODHJAELP FOND

REPUBLIC OF UGANDA CARDNO EMERGING MARKETS (UK) LTD REPUBLIC OF UGANDA THE FOOD AND AGRICULTURE ORGANIZATION OF THE UNITED NATIONS REPUBLIC OF UGANDA MERCY CORPS SCOTLAND LBG

Legal Entity (LEF)

Description

Title

Currency

EU contribution

Total cost EUR - EURO

15,000,000.00

09 / 03 / 2009

28 / 10 / 2013

09 / 03 / 2009

04 / 02 / 2013

05 / 11 / 2012

14 / 03 / 2012

01 / 05 / 2012

27 / 04 / 2012

30 / 04 / 2012

09 / 03 / 2009

18 / 06 / 2011

18 / 11 / 2010

27 / 08 / 2010

18 / 06 / 2010

Contractor signature date

19 Month(s)

2 Month(s)

20 Month(s)

2 Month(s)

90 Day(s)

2 Month(s)

18 Month(s)

24 Month(s)

18 Month(s)

40 Month(s)

12 Month(s)

48 Month(s)

6 Month(s)

Duration

EUR

Currency

1,023,892.61

551,839.00

2,095,556.83

183,951.00

66,950.04

4,200.00

1,150,000.00

1,700,000.00

1,135,978.16

2,276,933.89

2,528,225.00

561,941.08

1,350,275.00

207,812.40

Contracted

0.00 153,495.40 0.00 27,306.96

0.00 0.00 0.00

61,755.97 0.00 147,765.96

2,276,933.89 982,482.76 1,700,000.00 1,122,693.04

4,200.00 66,950.04 183,951.00

2,033,800.86 551,839.00 876,126.65

Page 2 / 4

0.00 28,578.00

561,941.08

135,027.50 1,215,247.50

2,499,647.00

0.00

Balance 207,812.40

Paid

Karamoja Livelihoods Programme

Detailed Decision Form

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

UG - Uganda

EC - Ongoing

UG - Uganda

Zone benefitting from the action

Financial Audit for Karamoja Livelihoods Project (KALIP) PE No. 4 and Northern Uganda Agricultural Recovery Programme (ALREP) PE No. 4

Status

Delegation in charge

Procedure

2014/352-902

Programme Completion Report

IN AV AB AV AV

Type

projet_fiche_edf.rdf

Description

00 01 02 03 04

N째

Riders

Entity

Statistical breakdown

FEDF-BFEDF-02.10.10.01-10-UG

Title

15,000,000.00 15,000,000.00

Total cost

EUR - EURO

15,000,000.00

Starting date

14,893,850.01

19 / 12 / 2014

End date

Type

106,149.99

Balance

120 Day(s)

56,295.00

Implementation duration

EUR

Closed Cancelled Closed Closed Closed

Status

56,295.00

Page 3 / 4

0.00

Karamoja Livelihoods Programme

Commited

10 / 02 / 2015 10:29:04

15,000,000.00 15,000,000.00

Value

15,000,000.00

Amount

17 / 12 / 2014

Description

Title

Currency

EU contribution

Total cost

ERNST AND YOUNG BEDRIJFSREVISORE N CVBA

EU contribution

Global commitment

AID.DEC.020280.01.1.BFEDF

AAP/2008 Add 01 - Correcting Final Date for Contracting Change FDC ILC date Extension of FDC and EOI by one year Extension D+3 by one year

Sector code

Budget line

Financial breakdown

6000053442

FED - European Development Fund

Domain

Ongoing

2008/020-280

Reference

Decision (Level 1)

Detailed Decision Form

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Programme Completion Report

FED - European Development Fund

UG - Uganda

EC - Ongoing

UG - Uganda

Domain

Zone benefitting from the action

Status

Delegation in charge

Procedure

EN EN EN EN EN EN EN

10 / 02 / 2015 10:29:04

Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document

EN EN EN EN EN EN EN EN EN EN EN EN

projet_fiche_edf.rdf

Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document Acrobat document

Language

Title

Type

Description

Title

Currency

EU contribution

Total cost

Financing Agreement No UG/FED/2008/020-280 (KALIP) EDF X Technical Rider CRIS Decision 20280 Add NO 2 (KALIP) Request for approval CRIS Decision 20280 Add No 2 (KALIP) Memorandum of Understanding on the Implementation Arrangements 1902010 Approval request for extension FDC and EOI Request for derogation D+3 and extension NAO Circulation sheet for addendum 1 Checklist addendum 1 KALIP Addendum 1 KALIP Non substantial modifications note signed by Director E Inception report Request to renew the flexible procedures for crisis/emergency/post-emergency situation for Northern Uganda and Karamoja rider 2 to FA 20280 signed Request extension D+3 NAO Note HOD request extension D+3 and addendum 2 FA KALIP Checklist addendum 2 KALIP Circulation sheet for addendum 2 KALIP Signed checklist signed 4 signatures decision note rider 2

Attached documents

2008/020-280

Reference

Decision (Level 1)

EUR - EURO

15,000,000.00

25 / 03 / 2013 28 / 02 / 2013 28 / 02 / 2013 01 / 03 / 2013 01 / 03 / 2013 12 / 03 / 2013 25 / 03 / 2013

30 / 05 / 2009 23 / 07 / 2009 23 / 07 / 2009 23 / 02 / 2010 10 / 08 / 2011 07 / 09 / 2011 07 / 09 / 2011 07 / 09 / 2011 02 / 03 / 2012 02 / 03 / 2012 28 / 06 / 2012 07 / 02 / 2013

Date of update

Page 4 / 4

Karamoja Livelihoods Programme

Detailed Decision Form

Karamoja Livelihoods Programme (UG/FED/2008/020-280)

Office of the Prime Minister New Government Building, Apollo Kagwa Road, Kampala Website: www.opm.nulep.org

Publishing Consultant: Hai Agency (Uganda) Limited P.O. Box 24413 Kampala-Uganda JK Building behind Apex House Tel: 0414 223507/ 0772/0702 408915 website:www.haiagency.com Cover design: Peter Mugeni Wanyama (slickrep256@gmail.com)