Terminal Evaluation of Uganda Green Growth Incubation Centre Project – Songhai Integrated Model Pilot

Report Cover Image
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

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Download document Terms of Reference-UGIP Technical Evaluation 2022.docx tor English 630.97 KB Posted 11
Download document Executive Summary-UGIP.docx summary English 37.62 KB Posted 18
Download document 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:
  • 1. Poverty
  • 2. Resilience
  • 3. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.4.1 Solutions scaled up for sustainable management of natural resources, including sustainable commodities and green and inclusive value chains
  • 2. Output 3.4.1 Innovative nature-based and gender-responsive solutions developed, financed and applied for sustainable recovery
SDG Goal
  • Goal 1. End poverty in all its forms everywhere
  • Goal 12. Ensure sustainable consumption and production patterns
  • Goal 13. Take urgent action to combat climate change and its impacts
  • Goal 16. Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levels
SDG Target
  • 1.2 By 2030, reduce at least by half the proportion of men, women and children of all ages living in poverty in all its dimensions according to national definitions
  • 1.5 By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
  • 1.a Ensure significant mobilization of resources from a variety of sources, including through enhanced development cooperation, in order to provide adequate and predictable means for developing countries, in particular least developed countries, to implement programmes and policies to end poverty in all its dimensions
  • 12.b Develop and implement tools to monitor sustainable development impacts for sustainable tourism that creates jobs and promotes local culture and products
  • 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries
  • 13.2 Integrate climate change measures into national policies, strategies and planning
  • 13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning
  • 16.1 Significantly reduce all forms of violence and related death rates everywhere
  • 16.3 Promote the rule of law at the national and international levels and ensure equal access to justice for all
  • 16.6 Develop effective, accountable and transparent institutions at all levels
Evaluation Budget(US $): 40,000
Source of Funding: TRAC
Evaluation Expenditure(US $): 40,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Cliff Bernard NUWAKORA National Consulcliff.nuwakora@gmail.ccliff.nuwakora@gmail.ccliff.nuwakora@gmail.ccliff.nuwakora@gmail.comcliff.nuwakora@gmail.comomomomtant UGANDA
Dr. Hamid R. Chaudhry International Consultant/Team Leader
GEF Evaluation: No
Key Stakeholders: Government of Uganda
Countries: UGANDA
Lessons
1.

 

 

  • When the activities offered match local needs, local communities and individuals are likely to adopt them quickly. Songhai is successful because it enables farmers to improve their productivity while regenerating and preserving natural resources. It also offers dignified professional activity for youth by giving them the means to become innovative entrepreneurs.

 

  • People by giving them the means to become innovative entrepreneurs Timely release of funds is crucial for the achievement project targets. Delayed release affects the pace of implementation of activities adversely.

 

  • Attractive staff remuneration and motivation ensures retention of skilled staff as well as increased productivity and builds spirit of resilience and commitment.

 

  • The organic products have a big demand and market in Kampala. Hence, the organic farming and organic products producing enterprises have a big scope for local as well as export markets.
  • Government ownership, political will and commitment is fundamental for the success and sustainability of such model. In case of Uganda, the ownership and commitment of UGIP is evident as H.E. President of Uganda himself launched this project. Additionally, MGLSD is made custodian of Songhai pilot.

 

  • Systematic and constant involvement of stakeholders from initial stages to all stages of project ensures the ownership, sustainability and success of the project’s interventions. Stakeholders’ involvement also ensures that the interventions are need-based and demand-driven.

 

  • Systematic planning and clear design of project helps in fast tracking progress against targets and indicators. This is approach to showcase quick wins is important for such a model.

 

  • Constant engagement of stakeholders and sharing of information and knowledge is key in successful project implementation.

 

  • Employing local people/experts in this initiative is more effective as they are aware of the local conditions and system. They can easily learn and have easy adoptability of new technology in the local conditions.
  • Localizing and use of locally available resources leads to project sustainability and efficiency gains.
  • There is need to solicit as much as possible inputs and locally fabricated material                     rather than procuring from overseas. That not only is economically viable but also                   supports the local businesses.

 

  • Involvement of local communities in project implementation is cost-effective and sustainable. Out-growers with communities can be good model for enhancing the Songhai model. Involvement of indigenous communities is also beneficial in the implementation of project activities.

 

  • Once the community is motivated, mobilized and supported, the chances of acceptability and adoptability are more. It was noticed that the participating farmers around the UGIP-Songhai Center were expanding their farming activities to generate more revenue.

 

  • Systematized mechanism of M&E applied within Project initiatives would ensure quality monitoring of the activities, on the one hand and provision of valid information for impact assessment, on the other hand. Constant and close supervision and monitoring of project activities is also crucial in realizing long term project objectives.

 

  • The main objective of Songhai Porto-Novo is to train young agricultural entrepreneurs who, once established, become examples of success and draw the attention of the surrounding populations to the new kind of agriculture practiced by Songhai. This training does not stop with the acquisition and mastery of techniques of agricultural production. Songhai follows up with its farmers from the installation stage to the establishment of their farms and beyond.[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

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

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

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