- Evaluation Plan:
- 2021-2025, Uganda
- Evaluation Type:
- Final Project
- Planned End Date:
- 05/2022
- Completion Date:
- 05/2022
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 40,000
Terminal Evaluation of Uganda Green Growth Incubation Centre Project – Songhai Integrated Model Pilot
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 Terms of Reference-UGIP Technical Evaluation 2022.docx |
tor | English | 630.97 KB | Posted | 11 |
| Executive Summary-UGIP.docx |
summary | English | 37.62 KB | Posted | 18 |
 FINAL TERMINAL EVALUATION REPORT 30-04-2022.pdf |
report | English | 2626.21 KB | Posted | 21 |
| Title | Terminal Evaluation of Uganda Green Growth Incubation Centre Project – Songhai Integrated Model Pilot | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| Atlas Project Number: | 00092356 | |||||||||
| Evaluation Plan: | 2021-2025, Uganda | |||||||||
| Evaluation Type: | Final Project | |||||||||
| Status: | Completed | |||||||||
| Completion Date: | 05/2022 | |||||||||
| Planned End Date: | 05/2022 | |||||||||
| Management Response: | Yes | |||||||||
| Focus Area: |
|
|||||||||
| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
|
|||||||||
| SDG Goal |
|
|||||||||
| SDG Target |
|
|||||||||
| Evaluation Budget(US $): | 40,000 | |||||||||
| Source of Funding: | TRAC | |||||||||
| Evaluation Expenditure(US $): | 40,000 | |||||||||
| Joint Programme: | No | |||||||||
| Joint Evaluation: | No | |||||||||
| Evaluation Team members: |
|
|||||||||
| GEF Evaluation: | No | |||||||||
| Key Stakeholders: | Government of Uganda | |||||||||
| Countries: | UGANDA |
| Lessons | |
|---|---|
| 1. |
|
| Findings | |
| 1. | Main Findings
Relevance and Design Relevance of the project objective and the strategy to the national, regional and local priorities was strong, as it appropriately addressed the international, national and local development priorities and needs and policy agenda of Uganda. In general, the design and output of the project activities were relevant. With majority of the population being the youth who are also unemployed coupled with biting poverty, the project has potential to impact social and technical transformation of the youth and other marginalized groups as well as revamp the economy. The Songhai model is also very relevant as it can also be used as a bedrock in operationalizing the current government anti-poverty strategies and policies such as the Parish Development Model, Operation Wealth Creation, National Advisory Agriculture Services (NAADS), etc. The project’s integrated development approach is highly key in ensuring youth and women empowerment and ensuring that community development needs are clearly identified through participatory processes in order to enhance government’s response to skills development, employment creation, natural resource management (NRM) and the resultant socio-economic transformation. Efficiency Whereas Project management arrangements and implementation are anchored on sound financial management regulations (ATLAS) by UNDP as well as embedded in MGLSD government systems, much as this is good control measure it has also generated red tape and bureaucracy which has adversely affected the operation and implementation of the project activities. The high staff turnover as a result of delayed/low salary payment and delayed release of project funds coupled with banking of the project generated revenues into the consolidated fund have all affected the project’s efficacy. However, some efficiency gains can be seen in the way the project is modelled by using locally available resources, material and communities which ensure cost minimization. The reported delays in funds transfer have hampered timely activity implementation, procurement of equipment and farm inputs, construction of infrastructure and subsequent delays in the realization of the results. Effectiveness The project is not on track and is seriously lagging behind contrary to its design strategy as well as regarding its implementation that has affected its medium and long-term realization of the desired outcomes and impact still requires more time. There is current scanty evidence pointing to medium- and long-term project outcome and impact achievement. Nevertheless, should the funding and management aspects of the project be streamlined, there is hope that the envisaged project results would be achieved at full implementation scale within timeframe of additional 3-5 years. Sustainability The possibility of project sustainability as the project was at design envisaged to be high so that it can also be rolled over to other regions of the country. At the current level, the project implementation has managed to integrate key tenets of project sustainability namely, use of government structures and systems, skills and empowerment of communities to ensure integration of locally available material and resources, project revenues accruing from open market sale of products, community participation, ownership, contribution and capacity building. The project sustainability however hangs in balance since its progress and funding is hampered and the rest of its value chain stages are not realized yet. Impact Whereas Songhai project has lagged behind its schedule and not completed its planned stages, the actual impact cannot be assessed at this stage. The current slight progress production level interventions have got potential to generate some short-term impact especially from the community workers who include Kampiringisa Juveniles and the youth generally who have been skilled and also gained some income and employment as a result of the project. Women community workers have also testified how they have managed to take care of their families and educate their children as single parents as a result of getting employed by the project. On the overall given the broad objectives and strategies of the project, it had not yet generated significant and observable changes in people’s welfare indicators. However, the project outcomes are well positioned to yield greater impact over time due to the challenges in funding and completion of the pilot. |
| Recommendations | ||
|---|---|---|
| 1 |
|
|
| 2 | Evaluation Recommendation or Issue 4: Songhai Project should foster and improve collaboration with FAO, IFAD and other international agencies to benefit from their advanced technology. |
|
| 3 | Evaluation Recommendation or Issue 5: Improve Songhai project visibility and inclusivity and get the communities sensitized about its benefits, a costed comprehensive marketing as well as multimedia communication strategy should be developed and implemented |
|
1. Recommendation:
|
Evaluation Recommendation or Issue 3: Bring on board other MDAs to play an active role in rolling out Songhai model both at the national as well as sub-national LG levels. UGIP, MGLSD, partner ministries particularly Ministry of Agriculture, Animal Industry and Fisheries; MoFPED, CSOs |
Management Response: [Added: 2022/06/15]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 3.1. Design a mechanism for conducting regular portfolio meetings with the different stakeholder categories to foster information sharing and project ownership.
[Added: 2022/06/15] [Last Updated: 2022/06/20] |
• UNDP & Ministry Gender Labor and Social Development department for Labor, Industrial relations and Productivity. | 2025/12 | Initiated | On-going History |
2. Recommendation:
Evaluation Recommendation or Issue 4: Songhai Project should foster and improve collaboration with FAO, IFAD and other international agencies to benefit from their advanced technology.
Management Response: [Added: 2022/06/15]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Design a mechanism for conducting regular portfolio meetings with the different stakeholder categories to foster information sharing and project ownership.
[Added: 2022/06/15] [Last Updated: 2022/06/20] |
• UNDP & Ministry Gender Labor and Social Development department for Labor, Industrial relations and Productivity. | 2025/12 | Initiated | On-going History |
3. Recommendation:
Evaluation Recommendation or Issue 5: Improve Songhai project visibility and inclusivity and get the communities sensitized about its benefits, a costed comprehensive marketing as well as multimedia communication strategy should be developed and implemented
Management Response: [Added: 2022/06/15]
Agree
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| 5.1. launch an effective publicity and visibility campaign for UGIP activities to create awareness among communities and partner ministries on all concepts of the organic products.
[Added: 2022/06/15] [Last Updated: 2022/06/20] |
• UNDP & Ministry Gender Labor and Social Development department for Labor, Industrial relations and Productivity. | 2025/12 | Initiated | On-going History |