REPORT ON PARTICIPATORY REVIEW OF NATIONAL ... - op.go.ug · 1. Dr. Abubakar. M. Moki Commissioner OP 0772844195 [email protected]. ug 2. Mwenyi Davis AC/PA OP 0772415915 dmwenyi@ yahoo.co.uk

May, 2020

THE REPUBLIC OF UGANDA

REPORT ON PARTICIPATORY REVIEW OF NATIONAL POLICIES ON: ENVIRONMENT MANAGEMENT;

COORDINATION; AND TRAINING.

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TABLE OF CONTENTS

FOREWORD ...................................................................................................ii

1.0 INTRODUCTION.................................................................... 1

2.0 BACKGROUND...................................................................... 1

3.0 PROBLEM STATEMENT...................................................... 2

4.0 OBJECTIVE............................................................................. 2

5.0 METHODOLOGY................................................................... 2

6.0 OUTCOME............................................................................... 2

7.0 REVIEW OF THE NATIONAL ENVIRONMENT ............................ MANAGEMENT POLICY ...............................................................3

8.0 REVIEW OF THE NATIONAL COORDINATION POLICY 17

9.0 REVIEW OF THE NATIONAL TRAINING POLICY....... 27

ANNEX 1: LIST OF PARTICIPANTS................................................ 38

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FOREWORD

Public policies are government actions to address public issues for improvement of lives of citizens. The public policies considered were: National Environment Management Policy, National Coordination Policy and National Training Policy.

A number of methodologies were adopted in the review process which included: structured presentations of policies under review; brainstorming & discussion sessions; questions and answers, and experience sharing among participants. The main focus of the review was determination of Relevance and Effectiveness of selected policies by analysis of implementation arrangements, interrogation of how objectives were achieved for positive effects and desired outcomes.

The National Environmental Management Policy (NEMP) was developed in 1994 and its overall objective was; “To promote, maintain and improve environmental quality and resource productivity for socio economic transformation and sustainable development”.

The National Coordination Policy (NCP) was developed in 2016 and its main purpose was, “To set out the guiding principles and policies for the management of the coordination machinery of government”.

The Public Service Training Policy was developed in 2006 and the overall objective of the Policy was; “To achieve an efficient and effective service and professionally competent administrative machinery of Government capable of originating and implementing Government Programmes”.

Review of the National Environment Management Policy indicated that the Policy has not been effective in addressing the problem it was meant to address. It was observed that issues of environmental deterioration were increasing such as the deteriorating wetland coverage, the choice of the public policy activities and deliverables did not properly reflect and address the primary problems/needs/issues.

It was recommended that planned activities be well aligned to the objectives of the policy for it to be effective and relevant in addressing the environmental problem.

Review of the National Coordination Policy indicated some successes resulting from its implementation; however, it still remains a problem in the Public Service and thus affecting service delivery. The policy therefore, has not been very effective since issues of coordination are still affecting Government performance. It is recommended that since the policy has not achieved most of its objectives, the activities undertaken should be refocused on the intended objectives.

Review of the National Training Policy indicated that there was no evidence to show/demonstrate the effectiveness and relevance of the policy. The problem to be addressed by the policy was not clearly stated although several causes of the problem were registered.

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It was recommended that the problem of the Policy should be clearly identified and stated so as to focus the objectives and planned activities to addressing the identified problem.

It is therefore important to note that there is need to clearly understand the problem and focus on how best to implement the policy so as to address the problem. This would bring out the effectiveness and relevancy of the policy. Reviews should be undertaken on the different policies for promotion of efficiency and relevancy of public policies.

Deborah KaturamuDEPUTY HEAD OF PUBLIC SERVICE AND DEPUTY SECRETARY TO CABINET

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1.0 INTRODUCTION

This was the second participatory review of public policies. It took place at the Office of the President Cabinet Library on 18th June; 2019.The purpose of the participatory review was to assess the effectiveness and relevance of the National Environment Management Policy, National Coordination Policy and National Training Policy. This report documents the proceedings of the participatory review and contains the following sections; introduction, background, problem statement, objectives, methodology, outcomes, communication from the Chairperson, review of policies and conclusion.

2.0 BACKGROUND

Government of Uganda has put in place a number of public policies. Public policies are means of addressing public issues towards improving the lives of the citizens and transforming the country into a middle income status. Good practice requires that policy reviews are conducted to determine public policies that have worked and those that have not. The involvement of stakeholders is a contemporary principle that requires their participation in all matters that concern them for inclusiveness, relevance and effectiveness. The National Environmental Management Policy (NEMP) was developed in 1994 and its overall objective was; “To promote, maintain and improve environmental quality and resource productivity for socio economic transformation and sustainable development”. The National Coordination Policy (NCP) was developed in 2016 and its main purpose was, “To set out the guiding principles and policies for the management of government’s coordination machinery”. It sought to address the gap in coordination of government activities and eliminate the problems of poor program alignment and prioritization; disjointed and unstandardized information requests by coordinating agencies; and limited stakeholder participation.

The Public Service Training Policy was developed in 2006 and the overall objective of the Policy was; “To achieve an efficient and effective service and professionally competent administrative machinery of Government capable of originating and implementing Government Programs”.

However, since the approval of these policies, there has been no review conducted to determine their effectiveness and relevance to the different stakeholders. It was against this background that the participatory review was carried out to determine the effectiveness and relevance of the public policies.

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3.0 PROBLEM STATEMENT

Effective policy management requires that policy reviews are undertaken regularly and documented to establish: the effectiveness and relevance among others and take remedial actions where necessary. However, since the approval of the NEMP in 1994, NCP in 2016 and NTP in 2006 there has been no participatory review conducted on the policies to determine their relevance and effectiveness in addressing the problems for which they were developed hence no available evidence on what had or had not worked. Lack of evidence on effectiveness (e.g the extent to which the policy had achieved its objectives) and relevance (e.g the extent to which the planned activities had addressed the identified problem) of these policies created a gap that was addressed under the participatory review.

4.0 OBJECTIVE

The main objective of the participatory review was to assess the effectiveness and relevance of the National Environment Management Policy, National Coordination Policy and National Training Policy.

5.0 METHODOLOGY

The methodology adopted in the participatory review involved: presentations on the policies, plenary session (discussions, questions and answers), brain storming and sharing of practical experiences.

The effectiveness of a policy was assessed by analyzing the extent to which the policy objectives had been achieved, and determination of factors that facilitated or hindered their realization. It also involved establishing cause-effect relationships about the extent to which the policy produces the desired outcome.

Policy relevance was determined by analyzing the extent to which policy actions helped to achieve the policy objectives and thus reduce the problem which the policy had to address.

6.0 OUTCOME

The outcome of the participatory review meeting was increased understanding and appreciation of the importance of public policy reviews in the policy management function and better collaboration in policy reviews; increased awareness on effectiveness and relevance of the selected public policies.

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7.0 REVIEW OF THE NATIONAL ENVIRONMENT MANAGEMENT POLICY

The National Environmental Management Policy (NEMP) was developed in 1994 and its overall objective was; “To promote, maintain and improve environmental quality and resource productivity for socio economic transformation and sustainable development”. The specific objectives of the policy are;

1) To promote long-term, socio-economic development for improved health and quality of life through sound environmental and natural resources management;

2) To integrate, in a participatory manner, environmental concerns in all development policies, plans, activities and budgets at national, district and local levels;

3) To conserve, restore and gazette ecosystems to maintain ecosystems services for life support especially conservation of national biological diversity;

4) To optimize resource use to achieve a sustainable level of resource consumption

Since the approval of the policy in 1994, it was noted that challenges related to environment were increasing in the country. The policy was selected for review to determine and address any gaps that may be identified so as to to promote, maintain and improve environmental quality and resource productivity for socio economic transformation and sustainable development

The dimensions of analysis for review of National Environment Management Policy were effectiveness and relevancy. Effectiveness of the National Environment Management Policy referred to the ability of the Policy to; address/minimise the problem for which it was meant to address, achieve the objectives, cause positive changes/outcomes out of its implementation. Relevance on the other hand referred to the ability of a public policy’s implemented activities addressing the identified problem for which the public policy was developed.

7.1 Effectiveness

Under this section, a number of factors that demonstrate the effectiveness of the policy were analysed to determine whether the policy was effective or not in addressing the problem. These factors were: achievement of policy objectives; effects and outcomes of the policy. Below is a detail of the findings from the analysis;

(i) Achievement of the Policy Objectives

Examining the extent the policy had achieved its intended objectives revealed the following:

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1) There has been increased environmental information management and dissemination to the public through the State of Environment Report which was a result of the public policy;

2) Regulations and standards to control impacts on the environment have been established and implemented including effluent standards for energy, industry and agriculture;

3) Strengthened district and community monitoring and evaluation capabilities through establishment of Local Environmental Committees (LEC) which were provided for in the NEMP;

4) There has been enhanced integration of environmental aspects into national, sectoral and local government policies, plans, programmes and budgets;

5) The NEMP has led to enhanced Implementation of GOU commitments to multilateral environment agreements (MEAs) and conventions enabling localization of Global Environment conventions;

6) Arising from the NEMP, guidelines, standards and regulations have been developed and a code of practice for some practitioners put in place (EIA);

7) The NEMP guided MDAs and Lead Agencies to implement relevant environmental programs; and

The evidence provided above shows that the objectives have to a small extent been achieved, but have not ultimately addressed the problem at hand.

From the above information we conclude that the policy has not achieved most of its intended objectives e.g. objectives 1 and 4; and therefore has not been effective.

(ii) Supportive factors for achievement of the intended policy objectives

The following supportive factors for achievement of the policy objectives were revealed:

1) Existence of other legal framework like the National Policy for the Conservation and Management of Wetlands 1994, National Forestry Policy of 2001 as well as the National Forestry and Tree Planting Act of 2003 with the relevant subsidiary regulations to address Environment and Natural Resources (ENR) management issues. This contributed to the achievement of objective 2 above.

2) Collaboration of the Ministry of Water and Environment (MWE) with other line ministries like MLHUD, MJCA and other agencies. For example the

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implementation of the Cabinet Directive 114 (CT 2014) on cancellation of land titles issued in wetlands as one of the measures to address the problem of wetland degradation was implemented by a number of stakeholders. This contributed to the achievement of objective 3 above.

There is a positive relationship between supportive factors to the achievement of the policy objectives; however it is not exhaustive.

(iii) Obstacles encountered in achievement of the intended policy objectives

Obstacles encountered during the achievement of objectives were identified as follows:

1) Enforcement of and compliance to some legislations;

2) The role of the private sector in environmental management was not recognized during the formulation of the policy in 1994;

3) Inadequate collaboration among neighboring states on trans-boundary issues

4) The NEMP 1994, did not provide Environmental monitoring guidelines and standardized reporting system;

5) Inadequate coordination between the Principal Agency and other stakeholders which has resulted in duplication and over laps;

6) Inadequate funding and capacity within key government institutions, including local government, to execute their roles in the protection and sustainable management of the environment and natural resources for example, many local Governments have squatters in the wetlands;

7) Negative public attitudes and apathy concerning the environment leading to continued degradation and depletion of the resource;

8) Limited knowledge of environmental laws within law enforcement agencies including the police, prosecutors and magistrates; and

9) The policy did not make provisions for emerging issues like oil and gas, e-waste and green gas emissions.

The above evidence clearly demonstrates obstacles to achievement of the policy objectives and consequently contributed to failure to address the problem that the policy intended to address.

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(iv) Effects or changes of the Policy

The National Environment Management Policy targeted to provide an enabling framework for related policies in the environment arena and a roadmap for management of environment resources in Uganda consequently leading to reduced environmental degradation.Under this section, positive, neutral and negative effects or changes of the public policy on the targeted problem were examined and the following were revealed;

Positive effect

• Restoration of degraded critical ecosystems such as catchments of Lake Victoria and River Nile. Forest conservation and wetland demarcations

Negative effects

Despite the existence of the policy, environmental degradation in Uganda has increased at unprecedented rate as evidenced by the following;

1) Wetland coverage has declined to 8.4% in 2016 while the desired level of wetland coverage should be at least 12%.

2) Forest cover has declined to 9% compared to the desired level of at least 18%. The country is currently losing about 120,403ha of forest per year (NFA, 2017).

3) Air quality has deteriorated significantly during the past two decades in most urban areas in Uganda (Schwander et al. 2014).

4) Deforestation and wetland loss and degradation have accelerated soil erosion leading to reduction in Agricultural production which contributes 22.2% of GDP and employs 72% of the population.

5) Approximately USD 25 million is lost per annum due to loss of soil fertility linked to wetland loss in Uganda (Source: Wetlands Management Department).

6) Deforestation and wetland loss will exacerbate climate change effects on important sectors such as agriculture, water and energy

7) Water pollution has led to increase in treatment costs of water. The cost of treating water tripled between 2007 and 2010 (US$0.3 per cubic meter of water to about US$0.9).

8) Soil degradation has resulted into reduction of yields among farmers who do not use fertilizers hence affecting local livelihoods (Epule et al. 2018).

9) The cost of cleaning intake screens and de-silting at hydroelectric power plants has also been increasing over the years. The high costs of treating

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water, cleaning intake screen and de-silting have contributed to the ever-growing water and electricity tariffs respectively (GoU, 2017).

The changes above visibly show negative effects of the National Environment Management Policy on the targeted problem of environmental degradation and the consequences that come with it e.g food insecurity, water scarcity, conflicts and droughts.

This therefore implies that the National Environment Management Policy has not been effective in addressing the problem it was meant to address.

(v) Expected Policy outcomes

The key policy outcome was indicated as improved environmental quality and resource productivity for socio economic transformation and sustainable development.

The achievement of the intended policy outcome was stated as follows:

• Regulations and standards to control impacts on the environment have been established and implemented including effluent standards for industry and agriculture, acceptable levels of noise, standards for air quality and emissions and requirements for waste management.

From the above response, evidence on the degree at which improved environmental quality and resource productivity for socio economic transformation and sustainable development had been achieved was not readily available.

(vi) Supportive factors for achievement of the policy outcomes

The following support factors for achievement of the policy outcomes were revealed:

1) A deeper understanding of the dependence of individuals and the nation on the environment, natural resources and the services they provide is a prerequisite for sustainable economic growth.

2) Effective environment and natural resource management requires that local, national and regional levels adopt an integrated approach.

3) Security of tenure and access to natural resources for individuals and groups is fundamental to their sustainable management.

4) Environmental laws and regulations must be fairly, impartially and transparently applied in order to overcome the influences of political, cultural and economic power that can undermine them.

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5) Incentives and disincentives are essential tools for promoting sustainable resource use and reducing environmental impacts, such as subsidies and tax relief, as well as sanctions and penalties.

6) Incorporating the full costs and benefits of development on the environment for all parties will strengthen public and private sector planning and accounting and support decision-making on issues

7) Ensuring that individuals, institutions and enterprises that pollute the environment are required to clean-up and repair the damage will reduce pollution as emitters of pollution seek to avoid these costs.

From the above information, it was difficult to relate the support factors to achievement of policy outcome since there was no evidence to show the achievement of the policy outcome.

(vii) Obstacles encountered in achievement of the policy outcomes

Obstacles encountered during the achievement of outcomes were identified as follows:

(i) Continuous encroachment, occupation and issuance of titles in fragile ENR ecosystems and illegal extraction of ENR products affects the integrity of Central Forest Reserves (CFRs), Local Forest Reserves (LFRs), wetlands, River banks, lakeshores and hilly areas.

(ii) High rates of ENR loss than the levels of restoration for instance forest loss is 33 times level of reforestation; wetland loss is 70 times levels of restoration.

(iii) Weak enforcement, monitoring and surveillance capacity especially at District and lower Local Government levels to stop further loss;

(iv) Unclear boundary of wetland reserves, lake shores and the complex ownership issues in general and in particular the leases previously granted in fragile ecosystems;

(v) Conflicting interests and mandates given that ENR is a multi-sectoral resources whose management is a shared responsibility;

(vi) High levels of silent and open resistance from all categories of the people coupled with the disregard for the provisions of the laws with impunity;

(vii) Large influx of refugees over the years which has continuously put pressure on the ENR

From the above information, it can be concluded that the above factors negatively affected the achievement of policy outcome.

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(viii) Stakeholders’/beneficiaries’ knowledge, understanding and capacity

On the evidence on the stakeholders’/beneficiaries’ knowledge, understanding and capacity to carry out actions of the public policy and whether it has been improved, the following were identified:

During the period of implementation, the Environment Information Network (EIN) was established to enable sectors (lead agencies) at national level have a forum for collaboration in data and information sharing as well as sharing resources.

The information provided was on the interventions carried out in reaching out to the stakeholders and did not show the stakeholders’ knowledge, understanding and capacity for implementation of the NEMP and whether it had been improved.

(ix) Expected Intermediate outcomes of the NEMP

The expected intermediate outcomes of NEMP are:

1) Forest-dependent communities will have access to forest products which they are currently not easily accessing due to high deforestation and degradation;

2) The youth will benefit from new employment opportunities in green small and medium scale enterprises that may emerge due to reduced deforestation and wetland loss; the poor will have access to safe water due to improved wetland and forest cover that will purify the water;

3) Women will have access to raw materials needed to make baskets, mats, carpets and other handcrafts if wetland cover improves with the review of existing policies, laws and regulations;

4) The National Water and Sewerage Corporation will save resources that they are currently spending on water treatment due to degradation of wetlands and deforestation thus save resources to invest in connecting more towns to improve access to safe water; and

5) The communities living in flood prone areas will be more secure from floods because of the expected restoration of wetlands.

An assessment of the effectiveness of the NEMP in terms of its realisation of the intermediate outcomes was made.

1. Technical Committees were established to facilitate linkages between key stakeholders on technical and policy issues relating to Environment Impact Assessment, biodiversity, pollution licensing, soils and environmental standards.

2. Considerable achievements have been realised in disseminating environmental

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information to the public. A “Clearing House Mechanism” was established for sharing biodiversity information.

3. Though initially resisted Environment Impact Assessments (EIAs) were introduced in the 1990s and are now a standard requirement for developments that impact on the environment. EIA guidelines and a code of practice were developed, EIA practitioners trained, and the public and the private sector sensitized. Environmental Inspectors deployed to carry out routine inspections and monitor compliance.

4. Regulations and standards to control impacts on the environment have been established and implemented including effluent standards for industry and agriculture, acceptable levels of noise, standards for air quality and emissions and requirements for waste management.

The information given above was mainly on the procedures and/or activities undertaken while there was no information on the achievement of the expected outcomes indicated above.

(x) Intervention Logic

Under this section, an assessment was to be conducted on the plausibility/ credibility of the intervention logic of NEMP.

There was no information given.

There was no demonstration of the intervention logic.

(xi) Implementation Context

An assessment on how the NEMP implementation context influenced its effectiveness was carried out and the following was presented:

Environmental protection and natural resource management requires the integration of multiple sectors and institutions. Many Government and non-government institutions play roles in managing the environment and natural resources.

The challenges of cross cutting sectors require a framework for coordination and implementation that can deliver the active participation and interaction of the multiple institutions whose roles and responsibilities are defined. The main elements of this framework are outlined below.

i. The Policy Committee will ensure coordination on environmental concerns at the highest levels of government

ii. Focal Points for the Environment within sector ministries and agencies will coordinate with the Ministry responsible for the Environment

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iii. The Ministry responsible for the Environment will coordinate the activities and actions of all government and non-government institutions on matters relating to the environment

iv. The National Environment Management Authority will coordinate relevant sectors and agencies on the approval of Environmental Impact Assessments and the issuing of permits and licenses

v. Local Governments will coordinate at local level on matters relating to the environment

The Ministry responsible for the Environment will coordinate the mainstreaming and integration of environment, natural resources and climate change into government programs, plans and strategies.

From the information given above, the implementation of the policy is mainly through coordination between different stakeholders. However, due to the escalation of the problem of environment degradation, it can be concluded that the implementation context has some gaps thus rendering NEMP ineffective.

(xii) Timing

An assessment on how much time is needed before effects can be observed and whether the effects of the policy persisted over time, the following was provided:

The NEMP implementation framework provides for a phased and sequenced approach to implementation of the reforms; the phased approach was necessary because environmental management and restoration of the ecosystem is expensive and the impacts/ effects may take a long time before they manifest- hence the cost of delay or inaction would be high for the country;

From the information given above, there was no evidence on how much time was needed before effects could be observed and whether the effects of the policy would persist over time.

(xiii) Achievement of activities

Under this section, an assessment on whether the activities achieved, or are likely to achieve the planned objectives and outcomes as enunciated in the NEMP document was to be undertaken however no information was given on the planned activities under NEMP and achievement of those activities:

Since the planned activities for implementation of the policy and achievement of the activities were not outlined, analysis of achievement of the activities couldn’t be ascertained.

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(xiv) Satisfaction of StakeholdersThe following portrays evidence that NEMP stakeholders/beneficiaries were satisfied with the activities of the policy and the quality of the outputs and hence their stakeholder- buy in.1) The NEMP guided MDAs and Lead Agencies to implement relevant

environmental programs such as tree planting 2) Arising from the NEMP, MDAs are mainstreaming environmental

management in the planning process as a requirement under cross cutting issues in the National budgeting system

3) MDAs and LGs have been able to prepare Environmental Management plans for programs and projects e.g Mbarara University of Science and Technology who prepared an environment management plan on Pharm-Biotechnology and Traditional Medicine Center.

4) The Ministry in collaboration with Local Governments (LGs) and Civil Society Organizations (CSOS) inventorized and assessed ENR status to establish hotspots for restoration and management planning. ENR feasibility studies are being conducted to inform project formulation requirements e.g Feasibility Study on Detailed Engineering Design and Construction Supervision of Solar Powered Piped Water Supply Systems and Sanitation Facilities in Refugee Settlements and Host Districts in West Nile and Northern Uganda

From the information above, it can be concluded that the stakeholders were satisfied with the objectives and benefits of environmental management, thus the mainstreaming environmental management in their planning processes.

(xv) Complementarity

An assessment on how the different activities complemented each other in the empowerment of stakeholders/beneficiaries targeted by NEMP, the evidence presented was:

Many environmental issues and problems in the country are cross-cutting in nature. Issues relating to land tenure, land use and planning and biodiversity conservation, for example, cut across many requirements for action in different sectors. These cross-cutting thematic areas are considered to be cross-sectoral due to the many stakeholders involved in their management. Consequently, creating an integrated and multi-sectoral systems approach to planning and management of natural resources and the environment is fundamental to sustainable socio-economic development. To accomplish this, policies are needed to address cross-sectoral environmental management issues. The cross-sectoral policies, objectives and strategies are prioritized based on three criteria (i) the seriousness or urgency of the problem the policy is to address; (ii) the potential contributions of the policy to the economy and social well-being; and (iii) the policy’s potential for solving the problem.

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From the information given above, there was no evidence on how the different activities complemented each other in the empowerment of stakeholders/beneficiaries targeted by the NEMP.

7.2 Relevance

(i) Choice of the Public Policy Activities

An assessment of whether the choice of NEMP activities and deliverables properly reflected and addressed the primary problems/needs/issues, taking into account mandates of the stakeholders involved was carried out. The following information was revealed;

Despite the efforts put in place to implement the policy, the choice of the policy activities and deliverables have not addressed the primary problem of reducing environmental degradation. The following issues are still seen; decline in forest cover, increase in pollution and destruction of wetlands and continued flooding.

From the response above, no information was provided on the planned activities for implementation of the policy and achievement of the activities.

(ii) Objectives, Goals and Needs

An assessment was carried out on how the objectives and goals matched the problems or needs or issues that were being addressed by the implementation of the NEMP.

The NEMP targeted to provide an enabling framework for related policies in the environment arena and a roadmap for management of environment resources in Uganda consequently leading to reduced environmental degradation.

The policy objectives are to:

1) To promote long-term, socio-economic development for improved health and quality of life through sound environmental and natural resources management;

2) To integrate, in a participatory manner, environmental concerns in all development policies, plans, activities and budgets at national, district and local levels;

3) To conserve, restore and gazette ecosystems to maintain ecosystems services for life support especially conservation of national biological diversity;

4) To optimize resource use to achieve a sustainable level of resource consumption

From the information given above, it can be concluded that the NEMP objectives and goals relate to the problems/needs/issues that are being addressed.

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(iii) Actual Activities and Outputs

An assessment on how actual activities and outputs of the NEMP were relevant to the overall goal and intended outcomes was carried out. The following evidence was provided;

There were cross sectoral policy responses and strategies developed in the policy that were consistent with the overall goals and intended outcomes. And strategies and activities were put in place for each of the strategy. Below is an example on the Control of Pollution

Measures have been put in place to control pollution in the country. However, these are not adequate. Stronger systems for monitoring and controlling pollution, especially acute pollution, are necessary to ensure stricter enforcement of the law.

Policy Response:

i. Monitor and control pollution and ensure cross-sector compliance with pollution regulations

Strategies:

i. Strengthen institutional, technical and coordination capacity for regulation and pollution control

ii. Develop a mechanism to ensure compliance by the person responsible for the pollution to pollution control requirements

iii. Develop a framework to ensure application of best available technologies and environmental practices

From the response above, there was no information provided on the planned activities for implementation of the policy and achievement of the activities (outputs). Analysis of whether actual activities and outputs of the NEMP were relevant to the overall goal and intended outcomes couldnot be ascertained.

(iv) Comparative advantage

An assessment was supposed to be done on the comparative advantage of each stakeholder involved in the NEMP and the extent to which it was maximised however there was no information provided.

On the comparative advantage of each stakeholder involved in the policy and extent they maximised the policy, there was no evidence presented.

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(v) Fitting into current constitutional/sectoral/national/ international reference and frameworks

An assessment was done on how the NEMP fitted into the current constitutional/sectoral/national/ international references and frameworks, the following evidence was provided:

The Constitution of the Republic of Uganda has several provisions that explicitly or implicitly safeguard the environment, including the following:

i. Article 18 states that “The State shall protect important natural resources including land, water, wetlands, minerals, oil, fauna and flora on behalf of the people of Uganda.”

ii. Article 39 entitles every Ugandan to a clean and healthy environment.

iii. Article 17 states that every citizen has the duty to create and protect a clean and healthy environment.

A number of policies have been developed to operationalize provisions of the Constitution and provide guidance on environment management and sustainable use of natural resources. These include but are not limited to:

i. The National Wetlands Management Policy 1995ii. The Water Policy 1995iii. The Wildlife Policy 1996iv. The Fisheries Policy 2000v. The National Forestry Policy 2001vi. The Land Use Policy 2008vii. The Soils Policy (Draft)viii. The Irrigation Policy (2016)ix. The National Oil and Gas Policy 2008x. The National Climate Change Policy 2015The NEMP was a policy response to the 1992 World Summit on Sustainable Development signed in Rio de Janeiro Brazil. Since then, new international protocols have emerged including the Sustainable Development Goals and the post Rio +20’s “The Future We Want”

NDPII identified environment as an enabling sector. Forestry is highlighted as a core sector for development. Uganda’s environment and natural resources constitute critical natural infrastructure and natural capital for the nation.Vision 2040 proposes to transform Ugandan Society from a peasant to a modern and prosperous country within 30 years. In the context of environment, Vision 2040 envisages a green and

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clean environment with no water and air pollution, conserving flora and fauna, and restoring and adding value to ecosystems.

From the information above, it can be concluded that the public policy fitted into the current constitutional/sectoral/national/ international frameworks

(vi) Lessons Learnt

Twenty years of implementation of the NEMP have demonstrated a number of important lessons. These include:

1) Allowing a gap to grow between national demands and expectations of performance in the environment and natural resources sub sector and investment in the sub-sector to allow these demands and expectations to be met. Either investment must be increased or demands and expectations must be reduced.

2) Coordination among different stakeholders promotes increased performance within the environment and natural resources sub sector.

From the information provided, there is need to address the issues raised, for example overlapping mandates. Different stakeholders should be given specific roles and responsibilities for better implementation of policies.

Conclusion

Review of the National Environment Management Policy indicated that the Policy has not been effective in addressing the problem it was meant to address. It was observed that issues of environmental deterioration were increasing such as the deteriorating wetland coverage. The review indicated that the choice of the public policy activities and deliverables did not fully reflect and address the primary problems/needs/issues.

It is recommended that focus should be put on the planned activities. The activities should be well aligned to the objectives of the policy for it to be effective and relevant in addressing the environmental problem.

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8.0 REVIEW OF THE NATIONAL COORDINATION POLICY

The National Coordination Policy (NCP) was developed in 2016 and its main purpose was, “To set out the guiding principles and policies for the management of the coordination machinery of government”.

The specific objectives of the policy are;

1) To maximize institutional synergies amongst MDAs, civil society, development partners and the private sector so as to ensure efficient and effective delivery of public services

2) To ensure harmony in the process of setting priorities in MDAs so as to achieve the highest return per unit of investment and sequence government programs in a manner that achieves the highest socio-economic impact.

3) To minimize duplication and maximize synergies during implementation of mandates across MDAs.

4) To standardize reporting across government so as to optimize resources spent on planning, implementation, monitoring and evaluation of government programs.

5) To achieve economies of scale, optimize resource deployment and capitalize on institutional memories.

6) To effectively address the needs of the People government serves.

7) To enhance the quality of performance in the Public Service.

8) To ensure that Government honors its regional and international obligations in a consistent and timely manner

Since the approval of the policy in 2016, it was noted that challenges related to coordination still exist in the country and is characterised by the silo mentality of MDAs which affects the quality of service delivery to the public. The policy was selected for review to determine and address any gaps that may be identified so as to achieve the purpose that the policy intended to achieve.

The dimensions of analysis for review of National Coordination Policy were effectiveness and relevancy. Effectiveness of the National Coordination Policy referred to the ability of the Policy to; address/minimise the problem for which it was meant to address, achieve the objectives, cause positive changes/outcomes out of its implementation. Relevance on the other hand referred to the ability of a public policy’s implemented activities addressing the identified problem for which the public policy was developed.

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8.1 Effectiveness



Examining the extent the policy had achieved its intended objectives revealed the following:

a) There is increased synergies under different platforms such as the SDGs coordination, National Partnership Forum, Presidential Investors Round Table to facilitate achievement of objectives (a) and (f).

b) Reporting has been standardised through the Government Annual Performance report to facilitate achievement of objective (d).

c) Through constantly meeting with different stakeholders especially those with related mandates and having discussions to agree on a way forward, duplication has been reduced so as to achieve objective (c).

d) Engagement of stakeholders at different levels that is at a technical and policy levels, this results in reaching policy decisions and thus achieve objective (b, c, f, and g)

There is ample evidence to show that the above stated activities are in line with achievement of objectives of the NCP. However, the extent to which that achievement has been realised is hard to qualify in the absence of baseline and statistical evidence. There is need to undertake a client satisfaction survey to evaluate the extent to which the policy achieved its intended objectives.


The following support factors for achievement of the policy objectives were revealed:

1) The supportive political context: The institutional Coordination frame work was approved by Cabinet and subsequently by Parliament, so political support was instrumental for achievement of the policy objectives.

2) A framework for multi-sectoral collaboration between agencies

3) Increasing pressure for improved performance of the public sector.

4) Willingness of key decision makers to cooperate across mandates.

5) Close donor coordination requiring GOU coordination

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6) Integration of institutional coordination framework in the wider dialogue

7) A coordinating committee or body to monitor progress and develop policyFrom the factors stated above, it can be concluded that these supportive factors were essential in the achievement of the policy objectives; however, no information is given on the extent to which the policy objectives were achieved.



1) Inadequate cooperation from MDAs,2) Short term orientation of MDAs,3) Lack of results and performance orientation at sector level4) There is limited resource availability to facilitate the Coordination function,5) Complexity of issues, multi-dimensional, multi-stakeholder, multi-sectoral,6) Inadequate availability of data and reliable information, 7) Lack of Mechanisms to manage, work with, and sanction offenders, and8) Limited collaboration, communication and information sharing among

agencies and sectorsFrom the information stated above, it can be concluded that these obstacles affected the achievement of the policy objectives

(iv) Effects or changes of the Policy

Under this section, positive, neutral, negative effects or changes of the public policy on the targeted problem were examined. The following were revealed:

The problem that the National Coordination Policy targeted to solve, was weak Public Sector Management and Administration characterized by amongst others, inadequate policy, legal and regulatory frameworks; weak institutional structures and systems; poor interaction with civil society and civic participation and incomplete data and information on performance.

Coordination is necessary to manage the various forms of dependency that naturally occur when institutions have interlinked objectives, when they share a common environment, or when there are shared resources.

Coordination is necessary when the activities of one MDA may have a disruptive or countermanding effect on those of another. Issues such as policy and program duplication, overlap, fragmentation and poor communication are minimized or eliminated.

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Positive, neutral, negative effects or changes of the National Coordination Policy on the targeted problem were examined. Evidence indicated that:

1) Activities have been coordinated within established organizational management structures by special programs to solve complex public problems. There is coordination of affirmative action programmes such as Luweero.

2) There is standardised quarterly reporting to Ministry of Finance, Planning and Economic Development.

3) Through coordination of NDP, service delivery has gradually improved over time e.g mass immunisation in the health sector. This activity required a lot of coordination and it registered high levels of success.

4) There is coordination of stakeholders interested in supporting and collaborating with OPM in the implementation of the National Coordination Policy such as the UN agencies and development partners.

5) There were increased synergies under different platforms such as the SDGs coordination, National partnership forum, Presidential Investors round table.

The important thing to note here is that when MDAs are able to cooperate, and derive satisfaction in the process of cooperation; they become efficient and effective, and performance is improved.

From the information above, it can be concluded that the problem in the NCP is not clear. In addition evidence of the effects / changes of the policy on the problem were not indicated but rather processes undertaken in implementation of the policy.


The key policy outcome was an integrated and coordinated public service delivery system for sustainable socioeconomic transformation and development. The achievement of the intended policy outcome was stated as follows:

1) Enhanced inter-agency relationships 2) Increased access to and improved service delivery e.g mass immunisation in

the health sector. This activity required a lot of coordination and it registered high levels of success.

3) Raising awareness of public and their rights.From the information above, there was no evidence on the degree to which an integrated and coordinated public service delivery system for sustainable socioeconomic transformation and development had been achieved.

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The following supportive factors for achievement of the policy outcomes were revealed:

1) Capacity building and training of key stakeholders.

2) Engaging stakeholders in the implementation of NCP related activities and stakeholder buy-in.

3) Defining roles and responsibilities amongst key players eased coordination and implementation of NCP activities.

4) Good political support

5) Regular monitoring and evaluation of the implementation of the NCP related activities.

From the above information, there is need to ascertain and evaluate the extent to which the support factors to achievement of policy outcome to avoid any form of bias.


Obstacles encountered during the achievement of outcomes were identified as follows:

1) Lack of cooperation among state and non-state actors. 2) Lack of proper feedback mechanism amongst stakeholders and implementers

of NCP related activities.3) Poor information sharing and coordination during inter-agency response

that has a negative influence on collective decision-making and actions4) The unpredictable, dynamic and complex nature of the environment in which

the stakeholders need to collaborate. Issues are overtaken by eventsFrom the information stated above, it can be concluded that these obstacles affected the achievement of the policy outcomes.



a) The continued presentation of cross cutting issues to OPM to coordinate.

b) OP is undertaking most of the roles stipulated in the policy and so are the other MDAs like MOFPED, NPA, MOLG, MOPS.

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However, a client/stakeholder satisfaction survey is necessary to estimate the extent to which stakeholders’/beneficiaries’ have knowledge, understanding and capacity to carry out actions of the public policy

From the information above, it can be concluded that stakeholders have knowledge, understanding and capacity to carry out actions of the NCP since they are involved in implementation of the policy activities..

(ix) Effectiveness of the public policy in terms of its intermediate effects

An assessment of the effectiveness of the public policy in terms of its realisation of the intermediate outcomes was made.

The policy was effective as it generated the following intermediate effects:

a) More cross cutting issues are being brought to OPM’S attention.

b) So many issues have been addressed using the multi-sectoral approach from the coordination policy.

c) There has been management of interdependence among different activities to accomplish specific objectives.

d) The coordination done by feedback approach has seen reliance on mutual adjustments/trust among agencies through vertical and horizontal communications

From the information given above, it can be concluded that actual intermediate effects were not clearly stated but processes to achieve the intermediate effects were registered above.

(x) Intervention logic

An assessment was carried out on whether the intervention logic of the NCP was plausible/credible and the following information was provided:

It engages officer from a technical level to a political level and this enables solving of issues at all these levels. When they fail at a technical level, the political heads take them on and make decisions.

From the information stated above, there was no demonstration of the intervention logic (log frame work)


An assessment on how the policy implementation context influences the NCP effectiveness and the following was presented:

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1) The approach of having meetings has enabled resolution of so many cross cutting issues by various stakeholders e.g. nutrition, SDGS, food safety, etc.

2) The IFCPPI (Institutional Framework for Coordination of Policies and Programme Implementation) enables putting political leaders with influence in the know of several issues of concern and their resolution is usually done in a short time. Eg NPF, PIRT, etc.

From the above information, it can be concluded that the implementation context influenced the NCP effectiveness

(xii) Timing

An assessment on how much time was needed before effects can be observed and whether the effects of the NCP persisted over time and the following was provided;

The effects of the policy are regularly realized and require no specific time frame, like reduced duplication and wastage and improved service delivery in certain areas.

The information provided above did not show time needed before effects would manifest and whether they persisted. The time factor is important for Monitoring and Evaluation of the effectiveness of the NCP.


An assessment of the activities for achievement of NCP objectives and outcomes as enunciated in the NCP document was done and the following information was revealed.

Once the duplication of mandates among MDAs is phased out, the activities are likely to achieve the planned objectives and outcomes

It can be concluded from the above information that there was no demonstration of a linkage between the activities and the objectives of the NCP.

(xiv) Satisfaction of stakeholders

Under the available evidence on the extent to which NCP stakeholders/beneficiaries were satisfied with the activities of the policy and the quality of the outputs, the following were revealed;

Satisfaction of stakeholders requires a satisfaction survey that hasnot been done yet.

From the information given above, it can be concluded that there was no evidence to demonstrate Satisfaction of stakeholders

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An assessment on how the different activities complemented each other in the empowerment of stakeholders/beneficiaries targeted by the NCP was carried out and the following evidence was presented:

The meetings at different levels from technical to political have enabled information flow from technical to ministerial level, this has enabled taking of informed decisions at a political level.

From the information stated above, there was no evidence of complementarity of activities (meetings) in the empowerment of stakeholders/beneficiaries targeted by the NCP.

8.2 Relevance

1) Choice of the Public Policy Activities

An assessment on whether the choice of the NCP activities and deliverables properly reflect and address the primary problems/needs/issues, taking into account mandates of the stakeholders involved was done and the following were revealed;

The policy clearly lays out role for different MDAs like OP, OPM, MOFPED, NPA, etc, most of which are under implementation and this has in away led to realization of some policy objectives like maximization of synergies and reduction of duplication.

From the information given above, it can be concluded that there was no evidence on whether the choice of the NCP activities and deliverables properly reflect and address the primary problems/needs/issues.

2) Objectives, goals and needs

An assessment was carried out on how the goal and objectives matched the problems or needs or issues that were being addressed by implementation of the NCP. The following were revealed;

a) In maximizing institutional synergies: A lot of cross cutting issues in MDAs are solved

b) In ensuring harmony in the process of setting priorities in MDAs: A lot of cross cutting issues in MDAs are resolved.

c) In Minimizing duplication: the issue of conflicting mandates is identifiedd) In Standardizing reporting: Government has instituted centralised

coordination and reporting arrangements while implementing Government policies and programs.

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e) In effectively addressing the needs of the People government serves: The issue of needing better public service delivery and effective implementation of the National Vision, National Development Plan (NDP) election manifesto of the ruling party at the time.

From the information stated above, there was some linkage between the objectives and improving coordination. However, the problem or need or issue that is being addressed by NCP is not clearly stated.

3) Actual activities and outputs

An assessment was done on how actual activities and outputs of the NCP were consistent with the overall goals and intended outcomes. The following evidence was provided;

1) Planning in a multisectoral approach has helped realize the goal of minimised duplication of programmes and resource wastage.

2) Knowledge of existence of the NCP through public awareness programs.3) Built strong formal partnerships amongst state and non-state actors.4) Government support and Political Will; implementation of the NCP has

political will and support from Government at all levels.5) The synchronizing of MDA work plans to achieve government goals had

enabled the realization of improved service delivery through implementation of the NDP.

From the information stated above, there was some evidence on how the actual activities and outputs of the public policy were consistent with the overall goals and intended outcomes under 1, 2 and 5.

4) Comparative advantage

An assessment was done on the comparative advantage of each stakeholder involved in the NCP and the extent to which it was maximised. The following information was provided;

Some of the stakeholders of the NCP include; OPM, MoFPED, NPA, etc

On the comparative advantage of each stakeholder involved in the policy and the extent they maximized the policy, there was no evidence to present.

5) Fitting into current constitutional/sectoral/national/ international references and frameworks

An assessment was made on how the NCP fitted into the current constitutional/sectoral/national/ international references and frameworks. The findings were as follows:

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1) The policy is in line with the OPM mandate stipulated in the constitution and NDPII.

Article 108A of the Constitution mandates the Office of the Prime Minister to be inter alia, responsible for the coordination and implementation of government policies, programs and projects.

2) Similarly, Chapter 11 of the National Development Plan 2010/11- 2014/15 requires the OPM to coordinate the implementation of the NDP. This policy has been developed to provide a framework for the coordination function in the OPM.

From the information above, it can be concluded that the National Coordination policy fitted into the current constitutional/ sectoral/ national/ international references and frameworks.

(vi) Lessons learnt

Lessons learned or best practices for similar future public policies were listed as follows:

Future policies should clearly streamline how the issue of duplication of mandates will be tackled especially when it requires repealing of laws, acts and other legal documents.

The information provided above highlights an issue that needs to be addressed for better management and implementation of the NCP and other policies going forward.

Conclusion

Review of the National Coordination Policy indicated some successes resulting from coordination; however coordination still remains a problem in public service and thus affecting service delivery. The policy therefore, has not been very effective since issues of coordination are still affecting Government performance. It was concluded that since the policy has not achieved most of its objectives, the activities undertaken should be refocused on the intended objectives.

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9.0 REVIEW OF THE NATIONAL TRAINING POLICY

The Public Service Training Policy was developed in 2006 and aimed at assisting the government to achieve the goal of having an efficient and effective service and professionally competent administrative machinery of Government capable of originating and implementing Government Programmes.

The specific objectives of the policy are;

1) Put in place a strategy for keeping government officials abreast with up to date professional knowledge, skills and attitudinal orientation for best performance.

2) Ensure efficient and effective utilisation of resources spent on training in the public service.

3) Establish a framework for institutional arrangements, procedures and practices that will ensure a systematic approach to training in the public service.

4) To ensure fairness in the management and administration of training opportunities.

5) To ensure that all Government Officials have opportunities to develop and progress in their career and that all professions have identified training milestones and job competencies.

6) To encourage the increased use of non-conventional training techniques in the public service.

7) To promote the concept of a learning organisation in the public service

Since the approval of the policy in 2006, it was noted that challenges related to training still exist e.g discrimination in training of public officers. The policy was selected for review to determine and address any gaps that may be identified so as to assist Government achieve the goal of having an efficient and effective service and professionally competent administrative machinery capable of originating and implementing Government Programmes.

The dimensions of analysis for review of National Training Policy were effectiveness and relevancy.

The dimensions of analysis for review of National Training Policy were effectiveness and relevancy. Effectiveness of the National Training Policy referred to the ability of the Policy to; address/minimise the problem for which it was meant to address, achieve the objectives, cause positive changes/outcomes out of its implementation. Relevance on the other hand referred to the ability of a public policy’s implemented

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activities addressing the identified problem for which the public policy was developed.

9.1 Effectiveness



Examining the extent the policy had achieved its intended objectives, the following information was identified:

1) The Ministry continues to implement activities geared towards strengthening the training function in the service, the human resource planning framework is under formulation, the public service training needs assessment is undertaken with support of MDAs to enable training of officers in relevant fields.

2) At least, all MDAs/LGs have established training committees although their effectiveness remain low.

3) There has been a clear division of roles and responsibilities, training liaisons have been identified to link the MDAs/LGs to the Ministry of Public Service.

4) There has been improvement and more transparency in the management of training funds.

5) The policy has ensured that more training opportunities are availed to a wider range of officials than before.

There was no available evidence to show the achievement of the policy objectives. A detailed study needs to be undertaken to underscore the achievements.


The following support factors for achievement of the policy objectives were revealed:

1) Establishment of the Department of Human Resource Planning and development.

2) The dedication of a training budget line in the charts of account and the reservation of funds under the training component

3) Routine reporting to the Top Management of the Ministry on implementation progress.

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4) The assignment of cadres to lead ministry facilitates provision of professional guidance and planning for their staff. For example Office of the President is the home to policy analysis cadre.

From the information above, it was difficult to relate the support factors to the objectives since there was no available evidence to show the achievement of the policy objectives



a) Lack of linkage between training and the appraisals. Training has continuously been viewed as a reward than a performance improvement tool.

b) Whereas the training committees have been in place, their functionality remains low partly due to influence from managers and heads of institutions.

c) Political interference in some LGs affect implementation of the training plan. For example in Mityana some political leaders tend to allocate training funds inappropriately.

d) Monitoring and Evaluation of the training programs not comprehensive.

e) Evaluation of impact of training is inadequate.

f) Decentralization of training funds to sectors. The training committee at the DLGs has limited control of training budget since approvals are done at the sector level.

g) High attrition rate of trained staff. All LGs complained that trained staff after acquiring higher qualifications, seek better opportunities elsewhere and they leave when they have not transferred the skills acquired to their colleagues.

The above evidence clearly demonstrates obstacles to achievement of the policy objectives and consequently failure to address the problem that the policy intended to address.

(iv) Effects or changes of the policy

The main problems that the National Training Policy (NTP) strives to address are; Lack of planning and professionalism, poor coordination, lack of career training milestones for every cadre, unclear responsibility centres for various training functions, training being largely supply driven, discrimination in availing training

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opportunities to public officials and public officials undertaking training without due authority at the expense of government. Therefore the Public Service Training Policy sought to streamline the management of training.

An assessment of the positive, neutral and negative effects or changes of the NTP on the targeted problems revealed the following;

1) Most government institutions have in place training committees although their functionality remains low.

2) That the concept of development of training plans is now entrenched in MDAs/ LGs operations.

3) Bonding is still practiced although in a few MDAs/LGs. There is need to sensitize various institutions on the importance of bonding.

4) Training in the service today emphasizes the improvement of practice, performance and competence.

5) There is improved coordination of the training function at the MDA/LG level although at national level there is little adherence to coordination measures.

6) Training budgets and corresponding training item code in the chart of accounts was introduced. This encouraged proper planning and budgeting.

The above changes where mostly on the procedures and setting up structures through which the training function would be managed. It was hoped that training would buttress the performance management in the service; however, a few gaps remain.

From the above information, it can be concluded that there was no evidence on effects or changes of the Public Service Training Policy on the identified problem.


An assessment on the achievement of the intended policy outcomes was undertaken and the following was revealed;

The key policy outcome was indicated as good management of training in the public sector. The achievement of the intended policy outcome was stated as follows:

1) Training committees established in all government institutions except a few.2) Involvement of all stakeholders at all levels of the training function.3) All institutions prepare training plans which are later incorporated in the

institutional work plans and budgets. From the information given above, it can be concluded that the outcome of the NTP were achieved to some extent since measures for good management of the training function in MDAs have been put in place.

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An assessment of supportive factors for achievement of the NTP outcomes was done and the following was revealed;

a) Capacity building and training of key stakeholders.

b) Presence of training committees

c) It was noted that in majority of the LGs that have training plans, the plans are informed by the training needs assessment.

d) Presence of the human resource planning and development department at the Ministry of Public Service. This has helped in constantly training human resource officers in different MDAs on how to manage and monitor the training function among others in their respective MDAs.

It can be concluded from the information given above that the supportive factors demonstrated evidence for the achievement of the policy outcomes.


An assessment of the obstacles encountered to the achievement of outcomes was done and revealed the following;

1) Lack of linkage between training and the appraisals. Training has continuously been viewed as a reward than a performance improvement tool.

2) Whereas the training committees have been put in place, their functionality remains low partly due to influence from managers and heads of institutions.

3) Inadequate funding to cater for the training needs of the service.

4) Lack of awareness of the policy and its guidelines

5) Political interference in some LGs affect implementation of the training plan. For example in Mityana some political leaders tend to allocate training funds inappropriately.

6) Monitoring and Evaluation of the training not comprehensive

7) Decentralization of training funds to sectors. The training committee at the DLGs has limited control of training budget since approvals are done at the sector level.

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8) High attrition rate of trained staff without knowledge sharing and transfer of skills acquired to their colleagues.

From the information given above, it can be concluded that the identified obstacles need to be addressed so that the policy outcomes can be achieved to the maximum.



All the LGs acknowledged that there is stakeholder involvement in the process of developing the capacity building plan. They further noted that there is stakeholder involvement at different stages of developing the capacity building plan i.e. Capacity Needs Assessment, Preparation of Capacity building plans, implementation, monitoring and evaluation; which;

1) Enables the training manager to focus the training on the capacity gaps available in an institution.

2) Promotes transparency and facilitate easier approval of the Capacity Building plan

3) Promotes ownership of the Capacity Building plan amongst stakeholders

4) Staff fill capacity needs assessment forms which they are analysed by the training committee hence easier to identify the capacity gaps

5) Implementation, monitoring and Evaluation enables coordination of the training every quarter ,that is, Human resource officers are able to coordinate

6) Enables identification of departments of the LGs in need of training

7) Aids in efficient budget allocation

From the information given above, it can be concluded that there is evidence on the stakeholders’/beneficiaries’ knowledge, understanding and capacity to carry out actions of the NTP since there is stakeholder involvement in the process of developing the capacity building plan

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(ix) Effectiveness of the NTP in terms of its intermediate outcomes

The expected intermediate outcome was good management of training in the public sector.

An assessment of the effectiveness of the public policy in terms of its realisation of the intermediate outcomes was made and the following response was given;

The NTP generated the following intermediate outcomes:

a) Creation of training committees at vote level

b) Appointment of training focal persons at institutional level.

c) Highlighted the importance of training needs assessments before the trainings are awarded.

d) Preparation of training plans and links them to the budget for funding.

e) It has highlighted the need to link training to performance appraisals so that training serves to enhance performance.

From the information above, it can be concluded that evidence given did not demonstrate achievement of the intermediate outcomes of the NTP but instead outputs.

(x) Intervention Logic

The question to be answered under this section was whether the intervention logic of the NTP was plausible/credible.

No evidence was available on whether the intervention logic of the public policy plausible/credible.

There was no information provided to demonstrate the intervention logic for implementation of the NTP.


An assessment on how the implementation context influenced the NTP effectiveness revealed the following:

1) Successful implementation of the policy depends on availability of funds.2) Functionality of the training committees3) Limited political influences from the various leaders in the award of training.4) Clear gap and skills analysis reports

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5) Lack of proper evaluation on the impact of training. 6) Engagement of development partners for financial, technical and capacity

building.From the above information, it can be concluded that there was no information on the implementation context and therefore no demonstration on how the policy implementation context influenced the NTP effectiveness

(xii) Timing

An assessment was done on how much time was needed before effects could be observed and whether the effects of the NTP persisted over time. The following was provided:

The policy has been in force since 2006, and it was meant to be implemented across the Public Service. The implementation provides for a periodical review.

From the above information, it can be concluded that there was no demonstration on how much time was needed before effects could be observed and whether the effects of the NTP persisted over time


An assessment of the activities for the achievement of NTP objectives and outcomes as enunciated in the NTP document was done and the following information was revealed.

The achievement of these activities is only possible if sufficient funds are provided for the training function.

From the information given above, there was no evidence on how the activities achieved, or are likely to achieve the objectives and outcomes as enunciated in the NTP document.

(xiv) Satisfaction of Stakeholders

An assessment of the available evidence on the extent to which the NTP stakeholders/beneficiaries were satisfied with the activities of the policy and the quality of the outputs revealed the following:

The stakeholders included: relevant Government Ministries, Local Governments and Human Resource Managers.

From the information above, there was no evidence on their levels of satisfaction with the activities of the policy and the quality of its outputs

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An assessment on how the different activities complemented each other in the empowerment of stakeholders/beneficiaries targeted by the NTP was supposed to be done.

There was no information provided.

There was no evidence presented on how the different activities complemented each other in the empowerment of stakeholders/beneficiaries targeted by the NTP.

9.2 Relevance

(i) Choice of the Public Policy Activities

An assessment on whether the choice of the NTP activities and deliverables properly reflected and addressed the primary problems/needs/issues, taking into account mandates of the stakeholders involved was supposed to be done.

There was no information provided.

No evidence was provided to demonstrate how the choice of the NTP activities and deliverables properly reflected and addressed the primary problems/needs/issues, taking into account mandates of the stakeholders involved.

(ii) Objectives, goals and needs

An assessment was carried out on how the goal and objectives matched the problems or needs or issues that were being addressed by implementation of the NTP. The following were identified:

Training is an integral part of institutional development. Through the training function, an institution assesses its staff gaps and builds their capacity towards achievement of its objectives. The objectives of the NTP should address the need for the country to have highly skilled human resources to undertake the necessary strides to achieve middle income status.

From the information above, it can be concluded that there was no evidence/ demonstration on how the objectives and goals matched the problems or needs or issues that are being addressed

(iii) Actual activities and outputs

An assessment was done on how actual activities and outputs of the NTP were consistent with the overall goals and intended outcomes. The following evidence was provided;

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1) Professional development committees established and meetings held regularly.

2) Creation of training committees

From the above information, it can be concluded that there was no demonstration on how actual activities and outputs of the NTP were consistent with the overall goals and intended outcomes

(iv) Comparative advantage

An assessment was done on the comparative advantage of each stakeholder involved in the policy and extent they maximised the policy.

There was no evidence to present.

No evidence was provided on the comparative advantage of each stakeholder involved in the NTP and the extent to which it was maximised.

(v) Fitting into current constitutional/sectoral/national/ international reference and frameworks

An assessment on how the NTP fitted into the current constitutional/sectoral/national/ international references and frameworks, was done and revealed the following:1. Vision 20402. NDP II

From the information given above, there was no evidence to demonstrate how the public policy fitted into the current constitutional/sectoral/national/ international reference and frameworks

(vi) Lessons learnt

Lessons learned or best practices for similar future public policies were listed as follows:1) Need to look out for quick wins at an early stage.2) Stakeholder “Buy-In” and engagement leads to effective implementation of

planned activities.3) The Stakeholder Matrix has helped the Ministry to understand all stakeholders

and their needs.4) Continuous awareness creation about the policy and its intended objectives is

critical.

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5) Need for a comprehensive gap and skill analysis for the entire service so that training is tailor made.

6) Need to build capacity of staff and implementers of the policy to undertake some processes like monitoring and evaluation, gap analysis and needs assessments. .

7) Need for mid- term reviews and audits through stakeholder meetings and platforms.

8) Establishment of a smaller committee or a team of experts with a vision to consult and implement reforms which are related to training.

9) Realization that different actors have different interests/niche.

From the information given above, it can be concluded that the above factors should be adopted for better performance of similar/related policies

Conclusion

Review of the National Training Policy indicated that there was no evidence to show/demonstrate the effectiveness and relevance of the policy. The problem to be addressed by the policy was not clearly stated although several causes of the problem were registered.

It is recommended that the problem of the Policy should be clearly identified and stated so as to focus the objectives and planned activities to addressing the identified problem.

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ANNEX 1: LIST OF PARTICIPANTS

S/N NAME DESIGN. MDA TEL E-MAIL1. Dr. Abubakar.

M. MokiCommissioner OP 0772844195 [email protected].

ug2. Mwenyi Davis AC/PA OP 0772415915 dmwenyi@

yahoo.co.uk3. Emmanuel

AjutuAC MEMD 0712250142

4. Ongol Joseph AC MWE 0777777934 [email protected]

5. Emmanuel Kitamirike

ED Public Policy Institute

0754140029 [email protected]

6. Edward Kabongoya

Ass.Lecturer MUK 0700759022 [email protected]

7. Julius Kabusere PPA MOH 0779109426 [email protected]

8. Odeny Wilfred PPA MIA 0782431374 [email protected]

9. Kyaligonza Moses

PPA Parliament 0772191515 [email protected]

10. Leo Nampogo PPA MoGLSD 0779655176 [email protected]

11. WayaMugeni Rosemary

PPA MoLG 0705277727 [email protected]

12. Baziwe PPA MEMD 0712858236 [email protected]

13. Ajuna Albert PPA SH 0703872835 [email protected]

14. Margaret Luzige

PPA MTIC 0782454923 [email protected]

15. Kasuku Ben SPA OP 0753025132 [email protected]

16 Namirembe Hafsa

SPA OP 0704136510 [email protected]

17. Twinomujuni Collins

SPA MTIC 0703035453 [email protected]

18 Joseph Lule SPA MoPS 0773313107 [email protected]

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19 Kyomuhendo Harriet

SPA MWE 0772402349 [email protected]

20. Amos Mubangizi

SPA MOES 0782891979 [email protected]

21. Patrick Sserwadda

SPA DEI 0782554292 [email protected]

22. Ronald Reagan Namanya

SPA MoWT 0782385774

23 OwechiPenina PA MEMD 0784230611 [email protected]

24. Marvin Ssenkungu

Economist OPM 0705490362 [email protected]

25 KasemireProscovia

PA MOES 0774293451 [email protected]

26 Namuli Catherine Mugerwa

RA URSB 0784560763 [email protected]

27 Orishaba Judith PA MoES 0705382143 [email protected]

28 Ssempungu Apollo

SP/STAT UPS 0774892481 [email protected]

29 Jackson Asiimwe

Economist MoICT&NG 0779148781 [email protected]

30 Kyohiirwe Bridget

Economist MoICT&NG 0787909007 [email protected]

31 OnanKusasira Economist UPS 0782138710 [email protected]

32 Edgar James Nadiope

PA MOJCA 0777063452 [email protected]

33 Emoje Fiona PA Judiciary 079253556 [email protected]

34 NassaliAminah PA OPM 0701625185 [email protected]

35 Leila Ssali Economist OPM 0703588172 [email protected]

44 Zzinga James PA MLHUD 0705039755 [email protected]

Department of Policy Development & Capacity Building,Office of the President-Cabinet SecretariatKAMPALA

Compiled by:

Documents

REPORT ON PARTICIPATORY REVIEW OF NATIONAL ... - op.go.ug · 1. Dr. Abubakar. M. Moki Commissioner OP 0772844195 [email protected]. ug 2. Mwenyi Davis AC/PA OP 0772415915 dmwenyi@ yahoo.co.uk