Africa Region Findings & Good Practice Infobriefs

415 items available

Permanent URI for this collection

http://hdl.handle.net/10986/9389

These briefs report on ongoing operational, economic, and sector work carried out by the World Bank and its member governments in the Africa Region.

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Multi-Dimensional Results Measurement in CDD Projects : Experiences from the Malawi, Tanzania, and Uganda Social Action Funds

(World Bank, Washington, DC, 2007-12) Pidatala, Krishna ; Lenneiye, Nginya Mungai

In the last decade, Malawi, Tanzania, and Uganda have used the Community-Driven Development (CDD) approach to implement projects that exhibit multi-sectoral linkages, complex institutional structures and implementation processes, creative tension between the supply and demand sides, and convergence at the Local Government Authority (LGA) level in environments compounded by the pace of decentralization. The projects have broadened the issue of results focus from the measurement of a few input-output indicators to include intermediate outcomes (which measure beneficiaries potentially reached by outputs produced by the projects). In the process, these projects have been able to scale up from 'isolated boutique-type projects' to a mass production of outputs through participatory decision-making, local capacity development, and community control of resources. At the national level, the projects have contributed to: (a) poverty reduction, (b) improved social welfare, and (c) improved transparency and accountability.
The Northern Uganda Social Action Fund : Community Reconciliation and Conflict Management Empower Communities in a Post-Conflict Setting

(Washington, DC, 2006-12) World Bank

The five year Northern Uganda Social Action Fund (NUSAF), being implemented since 2003 is meant to assist government in its efforts to tackle poverty and bring about development that utilizes and builds on community value systems As part of the broader efforts to reconstruct Northern Uganda, NUSAF, as a project, and through direct grants to communities, is intended to: overcome underdevelopment through community action, leadership development, resource mobilization, strengthening the ongoing reconciliation processes in the region, and make it possible for communities to articulate and prioritize their specific needs and manage processes and outcomes, there by enhancing good governance for peace and development.
Uganda : Local Government Development Program

(World Bank, Washington, DC, 2006-07) Mohan, P. C.

The Uganda Local Government Development Program, with a credit equivalent to US$80.9 million, was implemented by the government over the period 2000-2004. The project was designed to scale up an earlier UN Capital Development Fund pilot to 30 districts (out of 56) so that policies and principles could be tested (and costed) on a larger scale and lessons learned used to develop national policy formulation within a sound fiscal framework. It had 4 objectives : (1) Test the feasibility of implementing constitutional and legal mandates with respect to decentralized service provision and devolution of the development budget through the provision of investment funds to the Local Governments; (2) Build the capacity of the Ministry of Local Government, the Local Government Finance Commission Secretariat, and a sub-set of the local governments for improved service delivery, accountability and transparency; (3) Test and institute alternative service delivery mechanisms through the private sector, beneficiary communities and other stakeholders in the Kampala City Council; (4) Monitor and evaluate project implementation for actual experience and good practices for formulating an appropriate strategy, implementation modalities, and phasing for eventual scaling-up, nationally, over time.
Public Expenditure and Financial Accountability (PEFA) - Lessons from Uganda’s Integrated Fiduciary Assessment Process

(World Bank, Washington, DC, 2005-10) Canagarajah, Sudharshan

The 2004 Country Integrated Fiduciary Assessment (CIFA) in Uganda was the first exercise by key development partners, and the government to adopt an integrated, and holistic approach to the assessment of Public Financial Management (PFM), along the lines of the Public Expenditure and Financial Accountability (PEFA) Program. The overall CIFA process in Uganda took place over a period of nine months, with each individual assessment being conducted over a period of two to three months, and the PER process being carried out during the entire financial year. The CIFA has benefited from strong coordination between the various government-donor diagnostic processes, and the lengthy consultations with key stakeholders throughout the process. The inclusion of a specific local government component has been of considerable value, especially in the decentralized service delivery environment prevailing in Uganda. The CIFA exercise highlighted both the commonalities and the differences between the different levels of government. In retrospect, a more in-depth analysis at the local government level would have provided a clearer understanding of the causes of the problems rather than merely the symptoms.
Uganda - Small Towns Water and Sanitation

( 2005-06) Mohan, P.C.

The specific objectives of this project (Credit of US$42.3 million over the period 1995-2003) were to: (a) improve health conditions through better water supply, excreta disposal, waste management and public hygiene; (b) alleviate poverty and improve the lot of women; and (c) reduce environmental degradation through better waste management. The project was to provide improved and sustainable water supply and sanitation services in two groups of towns: (a) the 11 small towns ( Busia, Kalisizo, Kyotera, Lugazi, Luwero, Lyantonde, Malaba, Ntungamo, Rakai, Rukunguri and Wobulenzi ), where most of the town populations drew water from boreholes with hand pumps, springs and traditional sources such as rivers and lakes - this was to be implemented by the Directorate of Water Development ( DWD ); and (b) the rehabilitation of the water sewerage services in Jinja, to be expanded to include Njeru.- to be implemented by the National Water and Sewerage Corporation ( NWSC ).
Uganda - Integrating Gender into Policy Actions

(World Bank, Washington, DC, 2005-04) Canagarajah, Roy S.

The findings of both macro- and microeconomic analysis of the links between growth and gender inequality have shown that large gender disparities in basic human rights, resources, economic opportunity, and in political voice is directly and indirectly limiting growth in sub-Saharan Africa, and that women and girls are bearing the largest and most direct costs of these inequalities.
Pro-Poor Health Services : The Catholic Health Network in Uganda

(World Bank, Washington, DC, 2005-01) Daniele Giusti

Most private not-for-profit (PNFP) health providers in Uganda are faith-based. They account for a sizeable proportion of the health services delivered in the country and have as their prime concern the provision of services to the poor. These providers are coordinated through umbrella organizations, such as the Catholic, Protestant, and Muslim Medical Bureaus and the Uganda Community Based Health Care Association. This article documents the experiences of the Catholic health network in Uganda and its umbrella organization, the Uganda Catholic Medical Bureau (UCMB) in making health services work for poor people. It demonstrates how the pro-poor ethos derived from a longstanding tradition and the mission of healing by treating and preventing diseases, with a preferential option for the less privileged supported by soft regulation and technical assistance from the umbrella organization can induce a process of activity.
Monitoring and Evaluation for Results : Lessons from Uganda

(World Bank, Washington, DC, 2004-09) Hauge, Arild O. ; Mackay, Keith

Recent experience with monitoring and evaluation (M&E) in Uganda has shown how M&E can be developed to contribute to national capacity building, rather than become a demanding, but unproductive data collection exercise. Symptoms of M&E overload have been addressed by assigning coordination responsibility to the Office of the Prime Minister. Prospects are now improving for aligning M&E capacity with strengthening cost-effectiveness and achievement of value for money in service delivery.
Uganda : Turn-around of the National Water and Sewerage Corporation

(World Bank, Washington, DC, 2003-07) Matta, Nadim

National Water & Sewerage Company (NWSC), the Ugandan utility responsible for urban water delivery, was operating at a loss of Sh 348MM a month with performance indicators below African utility standards. In 1999, the Bank recommended that NWSC close down for good, after five years of intensive investments aimed at turning- around the utility. However, just three years later, the NWSC is hailed as a model by other African nations, corporations, and municipalities. What made the difference? Dr. William Muhairwe, the newly hired Managing Director declared a 100-day program focusing on targeted outputs. A sharp focus on results and "stretch" goals brought out the hidden reserve of capacity that already existed in the utility.
Uganda : The First Urban Project

(World Bank, Washington, DC, 2002-02) Mohan, P.C.

The project's original objectives were to: a) improve living conditions and alleviate poverty in Kampala; b) improve urban financial management; and 3) strengthen institutional capacity. As part of the mid-term restructuring, monitor modifications were made to these objectives: 1) strengthen the Kampala City Council's (KCC) ability to better deliver, finance, and maintain basic urban services for all Kampala residents, particularly the poor; 2) assist KCC in getting demonstratable physical improvements on the ground aimed at gaining credibility with the people it serves; and 3) strengthen the institutional capacity of sector institutions. The Note discusses the impact on the ground and the lessons learned from implementing the project.