Vision: ‘Transformed Community of Nebbi District from a Peasant to a Modern and Prosperous Society within 30 Years’.

Theme: Strengthening the seed sectors to increase income of the poor and improve quality of life in the district.

April 2015

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 i The Map and Location of Nebbi District on the Map of Uganda

ii Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Vision “A Transformed Community of Nebbi District from a Peasant to Modern and Prosperous Society within 30 Years”.

Mission “To Improve Quality Of Life Of The Community Through A Coordinated Service Delivery Mechanism And Equitable Distribution Of Resources In Line With Na- tional And Local Priorities.”

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 iii FOREWORD

This Development Plan by design has been prepared to guide and streamline the delivery of services within the framework of the Second Five-year National Development Plan (NDPII) which was launched by His Excellency, the president of Uganda. The planning process was premised on the overall national vision and theme of the National Plan especially the focus on socio-economic transformation. In particular, highlights have been given on the development plan and its alignment to the NDP in relation to the National Development Framework giving due priority to the objectives and thrust of the NDP. The task of making the plan was a concerted effort of many stakeholders, both political and technical. Development concerns and priorities were generated right from the Lower Local Councils, especially the villages upwards to the district level. From the villages, these priorities were then refined and forwarded to the Parishes where they were incorporated into the Parish Investment Plan and forwarded to Sub-Counties with feedback linkages to the Villages. The sub counties/Town councils at their level incorporated the Parish Plans and forwarded their priorities to the District together with the specific projects, which they wish the District to fund. The budget conference was conducted at the district level where consultations were made with the LLGs and CSOs so that these priorities became part and parcel of this Plan with a feedback to the Sub-Counties on the way forward.

The vision of the district is “A transformed community of Nebbi District from a peasant to a modern and prosperous society within 30 years”

The District Development Mission is: ‘To improve quality of life of the community through a coordi- nated service delivery mechanism and equitable distribution of resources in line with national and local priorities “

Development Goals is ‘‘improved livelihoods of the people of Nebbi District by 2019/2020’’.

Nebbi district still needs to handle enormous tasks ahead to fulfil its obligations as a service delivery entity. The decision of what and when to deliver or serve the people, resource mobilisation and management; effective co-ordination, networking and linkage with all development stakeholders; Participatory community mobilisation; and Integrated and complementary approach to the plan implementation is strongly recom- mended.

Moreover, this plan focuses on enhancing food Security and nutrition by encompassing strategies that address pertinent factors affecting food situation in the district.

In my capacity, as head of the District, I pledge total commitment to handle the operation and maintenance of the district’s facilities in order to ensure that they remain in effective and efficient working condition for a long time.

I also wish to pronounce council’s full commitment to achieving the objectives enshrined in the Plan.

I therefore, finally call upon all the people of Nebbi district, central government, and Development Partners (Donors and NGOs) and people of good will to support and contribute towards the implementation and actualization of the plan for the benefit of the community of Nebbi District.

For God and my Country

Okumu Robert

CHAIRPERSON/NEBBI DISTRICT

iv Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 ACKNOWLEDGEMENT

The production of this document has been the collaborative effort of a number of stakeholders – both the political and technical wings. The Plan is a strategic framework for resource mobilization, allocation and utilization in the common fight for eradication of poverty, and promotion of prosperity and Development. It aims at promoting improved service delivery and sustainable development in the district through rational use of available resources and time. In this respect, I appeal for smooth, consultative and complementary working relationship among all stakeholders involved in the implementation of this plan, notably the Central government, district local council, district and sub-county staff, NGOs, Donors and the community.

I would therefore like to thank all the sub-county Chiefs/Town Clerks, Community Development Workers, Sub accountants, Extension workers and any other sub-county-based technical staff who in one way or another contributed to the production of this document. The political leadership of the sub-counties/Town Councils are no exception to this acknowledgement.

I also thank the district-based Heads of Department/ Sector who actively and willingly provided data/infor- mation to enrich the production of the plan. I would also like to appreciate the efforts of the LC V chairman in particular and the District council, generally, in supporting and providing conducive environment and leadership which facilitated the compilation and final production of this document. In a special way, I would like to acknowledge the District Planning Unit for providing secretarial and technical support to this activity.

Finally, I wish to express my sincere gratitude to the National Planning Authority (NPA) for providing the necessary technical support required in production of the National Development Planning guide which formed the basis for production of this document. I also sincerely recognize any other person, who, in one way or the other contributed to the production of this document but has not been acknowledged under any of the above categories.

Thank you

OKAKA GEOFFREY

CHIEF ADMINISTRATIVE OFFICER / NEBBI DISTRICT

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 v TABLE OF CONTENTS

THE MAP AND LOCATION OF NEBBI DISTRICT ON THE MAP OF UGANDA...... I

LIST OF TABLES...... XI

EXECUTIVE SUMMARY...... 1

INTRODUCTION...... 1

CHALLENGES TO DDPI IMPLEMENTATION...... 1

THE SECOND DISTRICT DEVELOPMENT PLAN (DDPII):...... 1

The District Objectives:------2

Strategies for Realizing the District Objectives:------2

Financing Strategy------2

Implementation Strategy------2

CHAPTER ONE: INTRODUCTION 4

1.0 INTRODUCTION 4

1.1 BACKGROUND 4

1.1.1 Context of the District Development Plan------4

1.1.2 The District Development Plan Formulation Process------5

1.1.3 The Structure of the District Development Plan------6

1.2 NEBBI DISTRICT PROFILE 6

1.2.1 Geography------6 Location...... 6 Topography...... 7 Climate...... 7 Soils...... 7 Vegetation...... 7 The Environmental/Natural Resources Endowment...... 7 Atmospheric Resources...... 8 Fresh water resources...... 8 Fisheries resources...... 8 Mineral Resources and Energy...... 9 Forest Resources /Tree Species Diversity...... 10 Wetlands Resources...... 11 Wetlands/Hydrology...... 11

1.2.2 The Administrative Structure------11

1.2.3 The Demographic Characteristics------12

1.2.4 Natural Resources Endowments------13

1.2.5 Social Economic Infrastructure------13 Livelihood analysis:...... 13 Household and Family Issues...... 14 Economic Issues...... 14

vi Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 CHAPTER TWO: DISTRICT SITUATION ANALYSIS 15

2.1 REVIEW OF THE SECTOR DEVELOPMENT SITUATIONS 15

INTRODUCTION:...... 15

2.1.1 Management and Support Services------15

2.1.2 Finance and Planning------16

District Planning Unit:------16

Finance------17

Analysis of the Financial and other Resources situation of Nebbi District------17

2.1.3 District Council and Statutory Bodies------19 LG Public Accounts Committee...... 19 District Service Commission...... 19 Contracts committee...... 19 District Land Board...... 20 District Council...... 20

2.1.4 Internal Audit------20

2.1.5 Education------20 Basic Education:...... 20 Pre-primary schools:...... 21 Primary Education:...... 25 PLE Results Analysis...... 28 Secondary education:...... 29 Tertiary Education:...... 30 Physical Education and Sports:...... 30 HEALTH DEPARTMENT:------31 Disease Burden:...... 31 Health Sector Partners:...... 32 Progress and performance against key sector indicator:...... 33 Health services coverage:...... 33 Determinants of health:...... 34 Quality of health care:...... 34

2.1.7 Community Based Services / Social Development------35 Services of the Sector...... 35

2.18 The Youth Livelihood Programme:------36

2.19 Social Protection------36

The Social Assistance Grant for Empowerment (SAGE):------37 Introduction...... 37 Beneficiaries per Sub County...... 37 Conclusion...... 39 2.10 Community Driven Development (CDD):...... 39

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 vii 2.11 Special Disability Grant...... 40 Challenges:...... 45

2.12 PRODUCTION AND MARKETING 45

Crop sub sector------46

Livestock sub sector------48

Fisheries sub sector------49

Commercial Services subsector------51

Production management services:------53 Sector financing...... 54

2.13 NATURAL RESOURCES AND ENVIRONMENT 54

The Purpose of the Natural Resources Department------54

Atmospheric Resources------55

Fresh Water Resources and Fisheries------55 Fresh water resources...... 55 Fisheries resources...... 55 Safe Water Coverage...... 55

Agricultural Resources------58

Mineral Resources and Energy------58

Forest Resources /Tree Species Diversity------59 Wetlands Resources...... 60 Biodiversity...... 60 Invasive species (plants)...... 60 Exotic plant species...... 61 Eco-Tourism...... 61 Over Fishing and Depletion of Fisheries Resources...... 61

2.14 Works and Technical Services------62

2.2 ANALYSIS OF THE STATE OF CROSSCUTTING ISSUES 63

Gender Analysis------63

Household and Family Issues------65

Economic issues------66

Decision making issues------66

Education issues------66

Health issues------66

Population and Development Analysis------66

Energy Mainstreaming Analysis------71

Analysis of HIV/AIDS------79

Food and Nutrition Security Analysis------80

2.3 ANALYSIS OF DISTRICT POTENTIALS, OPPORTUNITIES, CONSTRAINTS, AND CHALLENGES (POCC). 83

2.4 REVIEW OF PERFORMANCE OF THE DISTRICT DEVELOPMENT PLAN (2010/11 –2014/15). 85

viii Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Community Based Services Department:------86 Achievements:...... 86

Water Sector Performance Review------86

Finance Department:------88

EDUCATION DEPARTMENT...... 89

PLE results analysis:------90

Secondary education:------90 Tertiary Education:...... 91 Physical Education and Sports:...... 91

PRODUCTION AND MARKETING:...... 91

Achievements:------91

CropS------...... 92

Livestock------93

Fisheries------93

Commercial Services------94

District Production management Services------95

District Planning Unit------95

Internal Audit Department------95

District Service Commission (DSC):------96

Administration Department:------97

Procurement Department------98

Land Board:------99

District Council:------99

District Public Accounts Committee (PAC)------100

Health Department:------100

2.5 Analysis of Urban Development Issues------101

2.6 Key Standard Development Indicators------101

CHAPTER THREE: DISTRICT STRATEGIC DIRECTION AND PLAN 103

3.0 INTRODUCTION: 103

3.1 Adaptation of Broad National Strategic Direction and Priorities------103 Development Objectives...... 103 Core Values/Principles:...... 104

3.3 Adaptation of Relevant National Crosscutting Policies / Programmes------110

3.5 Sector –Specific Development Objectives, Outputs, Strategies, and Interventions------110 3.5.1 Water Department:...... 110

3.5.2 Council Department------111 Development specific Objectives:...... 111 Strategies to achieve the objectives...... 111 Development Outputs:...... 111

3.5.3 District Service Commission:------112

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 xv Development Objectives:...... 112 Development Outputs...... 112 Development Interventions:...... 112

3.5.4 Management Support Services:------112 Specific Development Objectives...... 112 Development Outputs:...... 113 Strategies for achieving the above objectives...... 113 Development Interventions...... 113

3.5.5 Natural Resources Sector:------114 Strategic Objectives:...... 114 Development Outputs:...... 114 Strategies for achieving the objectives:...... 114 Development Interventions:...... 115

3.5.6 Finance Department.------116 Objectives...... 116 Development Outputs:...... 117 Strategies for achieving the objectives:...... 117 Development Interventions...... 117

3.5.7 Health Department:------119 Strategic objectives:...... 119 Development outputs:...... 119 Strategies for achieving the objectives:...... 119 Development Interventions:...... 120

3.5.8 Production and marketing------120 Sector specific development objectives:...... 120 Investment priorities:...... 120 Development Interventions...... 121

District Production Management Services------124

3.5.9 Works and Technical Services------124 Mission:...... 124

3.5.10 Community Based Services Department 125 Mission...... 125 Goal...... 125 Specific Objectives;...... 125 Strategies for achieving the above objectives...... 126

3.5.11 District Planning Unit 127 Mission:...... 127 Strategic objective:...... 127 Specific Objectives:...... 127 Key Outputs:...... 128 The Interventions...... 128

3.5.12 Audit Department 128 x Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Strategic objectives...... 128 Specific objectives...... 128 Functional objectives...... 129

3.5.13 Public Procurement and Disposal Unit 129 Vision...... 129 Mission...... 129 Strategic objectives:...... 129 Specific objectives:...... 129 Strategies for achieving the objectives:...... 130

3.5.14 Local Government Public Accounts Committee (LGPAC) 130 Specific objectives:...... 130 Interventions:...... 130 3.5.15...... 130

CHAPTER FOUR: IMPLEMENTATION, COORDINATION AND PARTNERSHIP FRAME- WORK...... 152

4.0 INTRODUCTION 152

4.1 Implementation and Coordination Strategy------152 4.1.1 Community Participation...... 152 4.1.2 Private sector Involvement...... 152 4.1.3 Procurement Policy...... 153 4.1.4 Sense of Ownership...... 153 4.1.5 Capacity Building of Stakeholders...... 153 4.1.5 Sector Wide Approach...... 153 4.1.6 Strengthening decentralized service delivery system...... 153 4.1.7 Civil Society Involvement...... 153 4.1.8 Appropriate Technology Mix...... 153 4.1.9 Report sharing by various actors...... 153

4.2 Institutional Framework for Implementation, Coordination and Partnership------154 4.2.1 The Central Government (Sector Working Groups, MDAs )...... 154 4.2.2 Development Partners (Donor Working Groups):...... 154 4.2.3 District Local Government (DTPC, DEC, Standing Committees, Council, Procurement Committees, etc):...... 154 4.2.4 Line Departments and Stakeholder (DWO, DPO, DEO, DE, DCDO, etc):...... 154 4.2.5 Lower Local Governments (STPC, Standing Committees, Council, Extension Staff, ..)...155 4.2.6 The Private Sector (Contractors, Individuals …):...... 155 4.2.7 The L.C 1 (Village Council, PDCs, VHT, Opinion Leaders,..):...... 155 4.2.8 The Facility-Based Management Committees (WSSCs, SMCs, HUMCs, PMCs, ):...... 155 4.2.9 The Civil Society (CBOs, FBOs, Interest Groups …):...... 155

4.4 Pre-Requisites for successful Implementation of the DDP II------157

4.5 Overview of Development Resources and Projections by Source------159

CHAPTER FIVE: DDP FINANCING FRAMEWORKS AND STRATEGY...... 163

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 xi 5.0 INTRODUCTION ...... 163

5.1 Overview of Development Resources and Projections by Source------163

5.2 RESOURCE MOBILISATION STRATEGY...... 175

Introduction------175 5.2.1 Strategies for implementation of the District Fundraising and Resource Plan...... 175

CHAPTER SIX: DDP II MONITORING AND EVALUATION STRATEGY...... 176

Stakeholders in the M&E strategy------176

6.1 DDP II Monitoring and Evaluation Matrix------177

6.2 DDP II Monitoring and Evaluation Frameworks------177 6.2.1 Monitoring and Evaluation Framework...... 177 Resources for Monitoring and Evaluation...... 178 6.2.2 DDP Progress Reporting...... 180 - PAF Monitoring Reports...... 180 6.2.3 Joint Annual Review of DDP II:...... 181 6.2.4 DDP II Mid -term Evaluation:...... 181 6.2.5 DDP II End of Term Evaluation:...... 182 6.2.6 Annual Performance reports:...... 182

6.3 DDP II Communication and Feedback Strategy/ Arrangements------182 Desired results...... 182 Communication mix...... 183 Key messages...... 184

6.4 LGDP MONITORING AND EVALUATION MATRIX...... 186

CHAPTER SEVEN: PROJECT PROFILES...... 202

APPENDICES...... 226

APPENDIX 1: ANNUALISED WORK PLAN...... 226

Appendix 2: LOWER LOCAL GOVERNMENTS’ BELOW THE BUDGET LINE INVESTMENTS ...... 246

Appendix 3: WORK PLAN OF THE CIVIL SOCIETY ORGANIZATIONS (CSOs).------251

NEBBI DISTRICT NGO FORUM...... 251

AGENCY FOR ACCELERATED REGIONAL DEVELOPMENT (AFARD)...... 254

CHURCH OF UGANDA NEBBI DIOCESE (ANGLICAN)...... 258

Introduction------258

CARITAS NEBBI FOR THE YEAR 2013 TO 2017...... 259

CEFORD 5-YEAR STRATEGIC PLAN 2014 – 2018...... 260

MER BER ‘A’ COOPERATIVE SOCIETY LTD...... 262

Web Strategy------263

xii Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 LIST OF TABLES TABLE 1.1 DETAILED PROGRAM FOLLOWED DURING PLAN FORMULATION PROCESS.------5 TABLE 1.2 THE ADMINISTRATIVE UNITS OF NEBBI.------11 TABLE 1.3 POPULATIONS BY SUB-COUNTY BY SEX.------12 TABLE 1.4 PERCENTAGE DISTRIBUTION OF POPULATION BY ECONOMIC ACTIVITY:------14 FIGURE 2.1 DISTRIBUTIONS OF PRIMARY SCHOOLS AND NFE CENTRES BY OWNERSHIP.--- 25 TABLE 2.2 QUALITY STANDARDS IN EDUCATION BY YEAR.------27 TABLE 2.3 ENROLMENT TREND BY GENDER FROM 2010 TO 2014------27 TABLE 2.4 PLE PERFORMANCE TREND FROM 2008 TO 2013------28 TABLE 2.5 COMPARING NEBBI DISTRICT 2013 PLE RESULTS WITH THE NATIONAL PLE RESULTS. 28

TABLE 2.6 ENROLMENT IN SECONDARY SCHOOLS 2014------30 TABLE 2.7 DISTRIBUTION OF HEALTH FACILITIES BY OWNERSHIP, LEVELS AND SUB COUNTIES AS OF 2014.------31 TABLE 2.8 THE TOP 10 CAUSES OF MORBIDITY IN NEBBI DISTRICT BY PERCENTAGE, 2013/2014:------31 TABLE 2.9 TOP 10 CAUSES OF MORTALITY IN NEBBI DISTRICT BY PERCENTAGE, 2013/2014:-32 TABLE 2.10 HEALTH SECTOR PARTNERS IN NEBBI DISTRICT:------32 TABLE 2.11 PERFORMANCE FOR HEALTH SERVICES COVERAGE INDICATORS:------33 TABLE 2.12 THE STATUS OF FUNCTIONALITY FOR PAKWACH HC IV AS OF 2013/2014FY------35 TABLE 2.14 SHOWING ACREAGE AND TOTAL PRODUCTION OF MAIN CROPS IN NEBBI 2009 TO 2013------46 TABLE 2.15 AVERAGE YIELD PER HECTARE PER CROP:------47 TABLE 2.16 POPULATION OF ANIMALS BY SUB-COUNTY.------48 TABLE 2.17 THE DISTRICT LIVESTOCK POPULATION BY SPECIES BY SUB-COUNTY.------48 TABLE 2.18 FISH CATCH BY LOCATION AND VALUE (IN SHILLINGS).------50 TABLE 2.19 THE TYPES OF FISHING GEARS AND METHODS USED NEBBI DISTRICT------51 TABLE 2.20 STAFFING POSITION IN PRODUCTION SECTOR------53 TABLE 2.22 THE LOCATION AND SIZE OF CENTRAL AND LOCAL FOREST RESERVES IN THE DISTRICT.------59 TABLE 2.23 COMMON TREE SPECIES FOUND PLANTATION FOREST, NATURAL FORESTS AND WOODLANDS IN NEBBI.------59 TABLE 2.24 SUMMARY OF GENDER ANALYSIS MATRIX------63 TABLE 2.25 WORK PLAN FOR GENDER MAINSTREAMING:------252

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 xiii TABLE 2.26 ACTION PLAN FOR GENDER MAINSTREAMING------253

TABLE 2.27 NEBBI DISTRICT ENERGY INVESTMENT POTENTIALS------70

TABLE 2.28 PROPOSED STRATEGIES IN THE DISTRICT ENVIRONMENT ACTION PLAN (DEAP) 2015/16-2019/20------72

TABLE 2.29 ANALYSIS OF HIV/AIDS.------78

TABLE 2.30 HIV/AIDS MITIGATION AND CONTROL PLAN:------254

TABLE 2.32 WATER SECTOR PERFORMANCE REVIEW------85

TABLE 2.33 PERFORMANCE OF LOCAL REVENUE BY SOURCES FOR 2013/14-2014/2015.------87

TABLE 2.34 QUALITY INDICATORS IN PERFORMANCE OF EDUCATION DEPARTMENT..------88

TABLE 2.35 ENROLMENT TREND FROM 2010 TO 2014------88

TABLE 2.36 PLE PERFORMANCE TREND FROM 2008 TO 2013------89

TABLE 2.37 ENROLMENT IN SECONDARY SCHOOLS 2014------90

TABLE 2.38 THE PERFORMANCE REVIEW OF THE DISTRICT SERVICE COMMISSION.------95

TABLE 2.39 THE PERFORMANCE REVIEW OF THE ADMINISTRATION DEPARTMENT.------95

TABLE 2.40 PERFORMANCE FOR HEALTH SERVICES COVERAGE INDICATORS.------99

TABLE 2.41 KEY STANDARD INDICATORS.------100

TABLE 3.1 NEBBI DDPII OBJECTIVES ADAPTED FROM NDPII GOAL AND OBJECTIVES------102

TABLE 3.2 ADAPTATION OF SECTOR SPECIFIC STRATEGIC DIRECTIONS AND PRIORITIES (NA- TIONAL)------104

TABLE 4.1 THE DIFFERENT LEVELS OF INTEGRATION OF LOCAL GOVERNMENT PRIORITIES.-150

TABLE 5.1 FINANCIAL RESOURCE LEVELS, TOTAL PROJECTED 5-YEAR BUDGETS AND KEY UN- FUNDED PRIORITIES BY DEPARTMENTS AND SOURCES OF FUNDS TO THE DISTRICT-- 17

TABLE 5.2 POCC ANALYSIS FOR NEBBI DISTRICT------83

TABLE 6.2 JARDS UNDERTAKING------183

xiv Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 LIST OF ACRONYMS

ACAO Assistant Chief Administrative Officer

ADB African Development Bank

AIDS Acquired Immune Deficiency Syndrome

ARI Acute Respiratory Infections

CAO Chief Administrative Officer

CBMS Community Based Management System

CBO Community Based Organisation

CDO Community Development Officer

CFO Chief Finance Officer

CHW Community Health Worker

CROWNS Community Renewed Ownership of West Nile Schools

DANIDA Danish International Development Agency

DEC District Executive Committee

DEO District Education Officer

DHE District Health Educator

DHI District Health Inspector (ate)

DPU District Planning Unit

DSC District Service Commission

DTPC District Technical Planning Committee

DWD Directorate of Water Development

DWSDCG District Water and Sanitation Development Conditional Grant

EARS Education, Assessment, Resource Services

EC European Commission

EDF European Development Fund

FEW Field Extension Workers

GER General Enrolment Rate

GFS Gravity Flow Scheme

GoU Government of Uganda

HIV Human Immune Virus

HUMC Health Unit Management Committee

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 xv IEC Information, Education and Communication

LGA Local Government Act

LGMSD Local Government Management

LLG Lower Local Government

MCH/FP Maternal Child Health/Family Planning

MIS Management Information System

MoFPED Ministry of Finance ,Planning and Economic Development

NARO National Agricultural Research Organisation

NDLG Nebbi District Local Government

NGO Non-Governmental Organisation

NUSAF Northern Uganda Social Action Fund

PLE Primary Leaving Examination

PSWO Probation and Social Welfare Office(r)

PWA People living With AIDS

PWD People living With Disabilities

RDC Resident District Commissioner

STD Sexually Transmitted Disease

STIP Sexually Transmitted Infections Program.

TBA Traditional Birth Attendants

UACE Ugandan Advanced Certificate for Education

UCE Ugandan Certificate for Education

UNDP United Nations Development Programme

UNFPA United Nations Population Fund

UNICEF United Nations Children’s Fund

UPE Universal Primary Education

WES Water and Environmental Sanitation

WFP World Food Program

WHO World Health Organisations

xvii Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 EXECUTIVE SUMMARY

Introduction

This District Development Plan (DDPII) is the second in a series of six 5-year Plans aimed at achieving the district vision. The Vision aims to transform the district from a basically peasant and low income to a com- mercialized competitive, agricultural one with a fairly high per capita income in the next 30 years.

This Plan builds on the achievements registered under the first District Development Plan (NDDPI) and takes into consideration the challenges encountered and lessons learnt during its implementation. The Plan also seeks to leverage opportunities presented by emerging developments at the national, district, and LLG levels. The DDPII aims to increase overall competitiveness, create additional wealth and employment while em- phasizing inclusive and sustainable growth. Overall, the Plan prioritizes key development opportunities and fundamentals envisaged in the District Vision which feeds into the National Vision 2040. This is expected to maximize development benefits and increase efficiency in resource utilization. The theme of DDPI was “Growth, Employment and Socio-economic Transformation for Prosperity”. The Plan was instrumental in streamlining planning along medium to long-term targets as a basis for de- velopment planning and financing.

Challenges to DDPI Implementation i. Low prioritization and sequencing of projects and interventions leading to inefficient utilization of re- sources ii. Limited financing options due to: low domestic revenue mobilization; weak PPP financing arrange- ment; and a high cost of finance for the private sector iii. Weak public sector management, including a weak decentralized public service delivery system, pro- curement delays and corruption. iv. Limited involvement of non-district actors in planning and implementation of the plan. v. Limited integration of cross-cutting issues in sectoral plans, programmes and projects, key of these being gender, environment, Nutrition and HIV/AIDS. This is due to lack of synergies and coherence across sectors and local governments on what priorities to taken on. vi. Limitation of staffing. vii. Policy shift in funding from NAADS to Operation Wealth Creation. viii. Natural Calamities/disasters/droughts/Floods.

The Second District Development Plan (DDPII): The theme of DDPII is “Strengthening the seed sectors to increase income of the poor and improve quality of life in the district’’. The main goal of DDPII is to improve the livelihoods of the people of Nebbi district by 2019/2020. This goal will be realized through the following strategic objectives, viz:

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 xviii The District Objectives:

• To improve the quality of learning and teaching in primary and post primary institutions through provi- sion of conducive learning and teaching environment in all learning institutions;

• To improve safe water and safe sanitation coverage through the development of surveyed water points and mobilize and support communities in the use of approved sanitary facilities;

• To enhance good governance and security through building the capacity of men, women and vulner- able groups to participate in the planning, implementation, monitoring and evaluation of development interventions;

• To improve access to quality health services through building the capacity and supporting community own resource persons and equipping Health Sub District, Sub County and parish level health services delivery points with highly motivated and qualified staff, drugs and sundries;

• Improve household incomes through maintaining access and feeder roads, supporting profitable agri- cultural production, sustainable use of natural resources and enhancing peoples’ access to credit and income generating activities.

Strategies for Realizing the District Objectives: • Prioritizing, profiling and sequencing of project implementation to achieve efficiency in resource use;

• Building strategic and strong and viable Public Private Partnerships as a means to increasing resources for financing and engaging with a number of non-state actors; • Building an efficient public service delivery system that will involve setting and adhering to service de- livery standards and zero tolerance to corruption; • Strengthening decentralized service delivery by improving the functionality of local governments and facilitating the provision of some services at a regional level for small sized districts; • Ensuring alignment of all planning and budget instruments of the LLGs to the NDDP; • Mobilize and increase participation of the population in implementation of the District Development Plan through a clear and coordinated District Mobilization Programme; and • Building patriotism and nationalism through a District service programme.

Financing Strategy

The second DDP will require more innovative strategies for mobilizing resources, both domestic and Na- tional in order to finance the frontloaded spending on infrastructure. With more reliance on Central Govern- ment disbursement revenues and the anticipated reduction in aid, this will require tapping into new sources of local revenue without compromising macroeconomic stability. The key sources of financing will include Conditional grants, un-conditional grants, donor funds, and locally raised revenues.

Implementation Strategy

The district has continuously improved its capacity in development planning and budgeting, however imple- mentation remains a critical challenge hindering the realization of planned development outputs and out- comes. Therefore, during the next five years, the following will be critical for the successful implementation of the Plan:

The development projects that have been prioritized in this plan were carefully selected with the aim of achieving the following:

 Improve Service Deliveries through sustainable service delivery.

xiii Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020  Promote good leadership through democratic and effective local governance.

 Reduce inequality & vulnerability through responsive development planning.  Ensure security & law and order through vigilance and maintenance of Law and order.  Provide basic health care to all people through sustainable health services.

 Provide basic holistic education by promoting universal primary education.

 Provide clean/ safe water and sanitation to all households through sustainable water development facilities.

 Improve road network, transport & communication by construction and maintenance of feeder and community access roads.

 Increase production & productivity of agricultural products through economic and competitive farming practices.

 Increase household incomes through promotion of wealth for all strategy.

 Increase access to markets through local profitability.

 Promote investments through Local investment

 Increase employment opportunities by creation of active and reliable activities.

 Promote safe disposal of wastes through educative and responsible citizenship.

 Protect Natural Resource Base through sustainable utilization of natural resources for socio-economic developments

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 xix CHAPTER ONE: INTRODUCTION

1.0 Introduction

This chapter explains the background of the document and puts emphasis on the Local government de- velopment context, description of the local government planning process and structure of the Local Gov- ernment Development Plan. It further covers the district profile featuring key geographical information, administrative structure, demographic characteristics, natural endowments, as well as socio-economic in- frastructures of the district.

1.1 Background

1.1.1 Context of the District Development Plan

Development Plans are a legal requirement for all higher and lower local governments in Uganda. Section 35 of the Local Governments Act (CAP 243) requires district councils to prepare comprehensive and inte- grated Development Plan incorporating plans of lower local governments in their respective areas of juris- diction. The Local Governments are further required to submit their plans to the National Planning Authority (NPA) for integration into the National Development Plan (NDP) and Ministries to inform National Sector planning process. Furthermore local government development plans are the main modality through which strategies and activities of the NDP are cascaded to the levels where citizens can participate and benefit from them.

Previously Local Governments prepared, approved and implemented three year rolling plans to operation- alize the Poverty Eradication Action Plan (PEAP). The PEAP frame work had focused mainly on reducing poverty but was unable to elicit the necessary stimuli for socio-economic transformation due to its emphasis on social services and less on productive sector of the economy. Section 35(4) of the Local Governments Act (amendment 2010) now requires the Local Governments planning period to be five years the same as that of the Central Government. Since the introduction of the Comprehensive National Development Planning Framework (CNDPF) in 2007, a number of changes in the planning system have occurred. The CNDPF presents a shift in development planning mechanism from a need-based to proactive vision-based planning. Other changes include development of the Uganda Vision 2040, and the National Development Plan; the emergency of Local Economic Development (LED) as one of the pillars of decentralization; the emerging emphasis of Public Private Partnerships in planning and the need to provide for adequate partici- pation of non-state actors in the planning and budgeting processes. Accordingly, this second 5-year Nebbi District Development Plan (NDDP II), 2015/2016-2019/2020 is in response to meet the legal obligation; realign the local government development priorities with the Vision 2040’s strategic direction; adopt the local government plans to the new planning paradigm; re-orient the Local Governments from being mere service delivery units to wealth creating entities that will facilitate socio-economic transformation and ensure harmonization of physical planning with socio-economic planning.

The 5- year (NDDP II), is a development framework put in place by the District Council to guide and co- ordinate all development efforts in the district by the various stakeholders. It is part of the medium term planning under the CNDPF. It states the district’s commitment to meet the socio-economic vision of its people in the next five years. It details the current district development status, potentials and opportunities for investments, and constraints and challenges experienced and envisaged. The district’s medium term strategic direction, development priorities and implementation strategies are stipulated as well as resource

1 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 mobilization strategies. Monitoring and evaluation strategies are detailed to enable the Local Government regularly and systematically track progress of implementation of priority initiatives and assess performance of the plan. A communication strategy is included as an important element of the plan to harness compli- ance with objectives; long-term outcomes and strategic directions; ensure required bottom-up influences as well as provide feedback on progress and challenges.

1.1.2 The District Development Plan Formulation Process

The plan was developed through a participatory bottom up planning process involving a cross section of stakeholders from the village and parish levels up to the district. The village and parish level participatory planning meetings were held in the months of September to November 2014 facilitated by members of the STPC led by the ACDOs /CDOs as focal point officers and members of the Civil Society also participated. At the district level Heads of Department Consultative meeting was held in November 2014 and this was followed by the District level Planning and Budget Con- ference which was held December 2011 attended by many categories of stakeholders including development partners. This was to ensure ownership of the plan and to support the realization of its objectives. Based on the out comes from the above two meetings the District Planning Unit compiled the Draft 5-year Development Plan and presented it in the District Technical Planning Committee (DTPC) in the month of January 2015 for their input. The inputs from the DTPC were later incorporated and the document was finally presented to the District Council for approval in the month of April 2015.

Table 1.1 Detailed Program followed during plan formulation process.

Time Activity Responsibility Key Output Oct 2014 - • Attended National and Regional local CAO/Planner/ District Budget Framework paper, Jan 2015 government BFP workshop Draft sector annual work plan and HoF/Budget Desk draft Budget • Executive met to determine % of flexibility.

• Budget desk met to prepare the Budget circular Call and circulated it to HoD and LLGS.

• Sectors prepared their input to BFP

• LLGS identified investment priorities with the community and submitted unfunded priorities to the district sectors

• Executive discusses the draft BFP

• Held Budget Conference.

• Budget Desk incorporated the input from budget conference and draft budget en- dorsed by executive committee and sub- mitted to MOFPED March – May • Budget Desk incorporated grant ceilings. CAO/Planner/ Approved district Development 2015 Plan, LREP, CBG Plan, and Pro- • Sectors review their annual plan with the HoF/Budget Desk curement plan committee. • Executive examined the Plan. • Council approval of the plan

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 2 May – June • Executive reviewed the budget CAO/Planner/ Draft Budget and performance con- 2015 tract form • Budget laid before council. HoF/Budget Desk • Budget referred to standing committees • Submission of copies to MoFPED July- Sep- • Approval of the budget by Council. CAO/Planner/HoF/ Approved Budget, revised perfor- tember 2015 mance contract form B, Endorsed • Incorporation of LLG plan Into DDP. Budget Desk/Sector DDP heads • Implementation and monitoring for the new FY takes off

1.1.3 The Structure of the District Development Plan

The plan has seven chapters. Chapter one basically presents the Historical background, introduction and the profile of the district as well as some key geographical information, administrative structure, demograph- ic characteristics, natural endowments, and socio-economic infrastructures. Chapter two presents Situa- tional analyses and departmental performance reviews. Chapter three handles LGDP strategic direction and plan. Specifically, it handles development objectives, outputs, interventions and summary of sectoral programs/projects. Chapter four contains LGDP implementation and coordination strategy, Institutional ar- rangements, integration and partnership arrangement, pre-requisite for successful LGDP implementation. Chapter five on the other hand presents LGDP financing frameworks and strategy (resource mobilization strategy and overview of development resources and projections by source and name of program. Chapter six presents LGDP monitoring and evaluation strategy, that is, LGDP monitoring and evaluation matrix, monitoring and evaluation arrangements, progress reporting, joint annual review of LGDP, mid-term evalu- ation, end of term evaluation, and LGDP communication and feedback strategy/arrangements. Meanwhile, chapter seven contains the project profiles of all prioritized programs/activities. Finally, at the end we have a number of annexes.

1.2 Nebbi District Profile

1.2.1 Geography

Location

Nebbi is one of the districts in northern region of Uganda. It is bordered by Arua district in the Northwest and the North, DRC in the south, Zombo in the west, Amuru in Northeast, Bullisa in the southeast and Nwoya District in the east. It lies between latitudes 2°30’ south 2°30’ North and longitudes 30°45’ East and 31°10’ East, with an average altitude of 700m above sea level.

Nebbi district has a total area of about 1,984 Sq. Kilometres, of which land area is 1,459 square km. 83.19% is arable land, while 2.91% is occupied by game reserve, 6.4% wetlands and open water then 7.5% is occupied by forest reserves.

Nebbi District headquarters are situated in Nebbi Town Council which is approximately 450 Kilometres from Kampala, the Capital City of Uganda.

The district is located in a region where there are no key development infrastructures like reliable electricity and piped water. Being a border district, it is usually affected by events that take place in the neighbouring countries and therefore suffers the burdens of managing issues of refugees and communicable diseases.

3 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Topography

Geological activities produced a conspicuous morphology in the district. Faulting and rifting along the west- ern arm of the East African rift valley zone extends from Panyimur into Jukia hills. Up arching and tilting affected the Erussi and Goli uplands. As a result, differences in localized diastrophic forces led to a variation in relief with a marked ascend towards the Democratic Republic of Congo. Jonam County has a flat relief and Padyere is raised plateau .Metamorphic rocks are widespread and sedimentary rocks dominate most parts of Jonam County along Lake Albert Nile basin. Granitic intrusions on the other hand are a common feature in Padyere County.

The geographic and environmental differences noted have produced different soils. Jonam is dominated by young and immature lithosols .By composition soils in most parts of Padyere are mainly ferallitic soils. Along the slopes and valleys hydromorphic soils exist while vertisols and ferruginous soils of negligible productivity predominate in Jonam.

Climate

Nebbi district experiences a purely tropical climate due to her location within the eastern topographical rainfall zone. The dry and sub-humid climate is associated with aerographic rainfall and hail/thunderstorms. Rainfall is bimodal in nature with peaks in May and October. The first short and usually unreliable rainfall is from late March – May, while the second and more reliable rains falls in the July – October period. Dry spells are experienced in June – July and December – early March. Temperature is generally high except in parts of Padyere County. However, the rainfall pattern is gradually changing to one peak per annum. This is evidenced by prolonged drought and delayed beginning of the usual rainy season as indicated by late planting of crops.

Soils

The geographic and environmental differences noted have produced different soils. Jonam is dominated with young and immature lithosols unlike parts of Padyere which is mainly ferallitic soils. Along the slops and valley hydromorphic soils exists while vertisols and ferruginous soils of negligible productivity predom- inate in Jonam. Like climate the rich soil endowment provides an opportunity for the growing of a variety of crops as already highlighted above. However there is evidence of loss of soil fertility through leaching especially where agricultural production is done in formerly forested areas. Jonam County generally lacks clay soils and makes construction of brick houses expensive since such materials have to be ferried from the neighbouring counties.

Vegetation

Climate and altitude explain the predominance of the savannah vegetation in the district. The pattern of distribution however, varies distinctly with Jonam dominated by thick dotted grassland, Padyere wooded dry and most savannah grassland. Fairly high population densities have an important effect on the original vegetation. Wooded areas are being cleared for agriculture; provide construction wood for the (semi-per- manent) dwellings and fuel wood is used by 99% of the population. These uses are in forms of charcoal and firewood for domestic and institutional energy sources. Other sources of energy include electricity, petroleum and solar power.

The Environmental/Natural Resources Endowment

Natural resources constitute the primary source of livelihood for the majority of the Ugandan population. The economy of Uganda depends on exploitation of its natural resources and will remain so for the unfore- seeable future. Management of these natural resources is, therefore, important and critical to Uganda’s long-term development (EA, GEF, UNEP, and NAPA-Uganda 2007). Nebbi district’s population equally depends on natural resources for their livelihood and economic development. The main environmental resources are examined below.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 4 Atmospheric Resources

These resources include climate (fresh air, sunshine, rain, wind and ozone layers) which significantly sup- port livelihoods and wellbeing of both the flora and fauna. However, the district is very vulnerable to climate variability. For instance, the rainfall seasons changed from two to one and this has affected agricultural productivity, food security and disease prevalence (especially cholera and meningitis in the recent past). The variability in climate in the District affects the livelihood of the people since their main economic activity is agricultural based.

Fresh water resources

As noted earlier, the District is endowed with plentiful of water resources and the most important largest ones are River Nile and Lake Albert, which are a habitat to a variety of over 30 fish species. These water resources have opportunities for investments in industrial and commercial fishing like modern landing sites with accessories and fish processing plants. Other permanent water sources are rivers like Ora and Nyar- wodho while seasonal streams and springs (that are mainly found in Erussi Sub-county in Padyere County) also exist.

Fisheries resources

These resources are constituted by that component of aquatic biodiversity harvested directly by human be- ing for instance fish. Fisheries resources are known by their direct utilisation for human livelihood. As noted earlier, Nebbi District is endowed with fresh water resources which are rich in fish and other aquatic lives. Fishing is an important economic activity undertaken in the district. It is done on the major waters of Albert Nile and on Lake Albert, which are all in Jonam County. Other waters that have fisheries resources are Namrwodho and Ora rivers. R. Nile and L. Albert in Nebbi are homes to a number of fish species. The com- mon fish species within the Albert Nile and Lake Albert in Nebbi District are presented in the table below:

Table 1.2 Fish Species in Nebbi District.

SN Scientific Name English Name Local Name (Jonam/Alur) 1. Polypterus senegalus Bichir Otell 2 Protopterus aethiopicus Lung fish Lut 3 Hyperopicus bebe Ngai 4 Mormyrus kannume Elephant snout fish Kobia 5 Mormyrus caschive Elephant snout fish Kobia 6 Hydrocynus forskali Tiger fish Ngasia / Ngala 7 Hdrocynus vittatus Tiger fish 8 Alestes dentex Tiger fish 9 Alestes baremose Tiger fish Angara 10 Alestes macrolepidotus Gowa 12 Distichodus niloticus Moon fishes Wachone 13 Citharinus citharus Moon fishes Aporo 14 Labeo horie Carps Posso / Nduka / Karuka 15 Labeo coubie Carps 16 Labeo victorianus Ningu 17 Barbus bynni Barbel Sirri / Kisinja / Oshoi 18 Bagrus docmac Cat fish Ombala / Semutundu / Oreko/ Lugungu 19 Auchenoglanis occidentalis Cat fish Bubu / Orukwe 20 Bagrus bayad

5 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 SN Scientific Name English Name Local Name (Jonam/Alur) 21 Schilbe mystus Taitai 22 Eutropius niloticus 23 Clarias 24 Synodontis schall Kamuduli / Lungu 25 Synodontis frontosus Kwoke 26 Malapterurus electricus Electric cat fish Adinga 27 Lates niloticus Nile perch 28 Tilapia zilli Tilapia Oro/Ozogoro 29 Tilapia nilotica 30 Tilapia leucosticta 31 Tilapia esculenta 32 Haplochromines 33 Neobola bredoi Silver fish Muziri/Mukene 34 Brycinus Ragoge

Source: Fisheries Department-Nebbi District Local Government

Mineral Resources and Energy

The district has mineral potentials like petroleum within the Nile and L. Albert basins. The oil and gas ex- ploration and production is an important industry that will boost the economy of the District and Uganda as a whole. However, there is need to ensure that mitigation measures are implemented and emergency plan put in place to rectify or cleanup any emergency such as leakages, flaring, etc. Such emergencies can affect both the local and international communities of Democratic Republic of Congo, Sudan and Egypt.

The highly potential areas identified for exploration apparently are in Pakwach and Panyimur Sub-counties (EA1 and EA2) in the Pakwach/Nile and Lake Albert basins. Oil and gas activities are a new development to the people of Nebbi District and Uganda as a whole. This poses great challenges on how to manage the resources in regard to social and environmental aspects, since majority of the population are not aware of the impacts that may result out of the oil and gas activities. Thus, there is need to educate the general public on the industry and how they can cope and benefit from the industry.

Other minerals include diatomite and other geological resources such as clay, sand and rocks used in con- struction industry. The District is also endowed with other sources of energy which include hydro electric power whose potential sources have been identified in Namrwodho River falls in Jupangira Pawong for mini hydro power for isolated mini grid electrification. This is to initiate a drive to accelerate electricity access in the remote area of the District. The Government in conjunction with WENRECO will extend power that is generated from Nyagak H.E.P to Parombo via Angal and Nyaravur and to Pakwach Town Council, Pakwach and Panyimur. Thermal power also contributes towards boosting the energy potential in the District. It is in plan to construct a thermal power plant in Pakwach Sub-county which will follow the above distribution line.

There is high potential for solar power generation (photovoltaic generation) since the district has a longer sunny season than rainy season. The cost for solar energy technologies have declined rapidly since 2006. This makes the use of photovoltaic energy more and more feasible and affordable, especially in those areas that will not be connected to the grid in the foreseeable future. Pico solar solutions like solar lanterns or solar lighting systems also provide rural households with modern energy services like lighting or phone charging. Besides, solar energy is a renewable resource that is more environmentally friendly. By substituting kero- sene lamps through solar lighting health hazards can be reduced significantly.

Forest Resources /Tree Species Diversity

Both natural and plantation forests are available in the district and these facilitate the growth of the local

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 6 economy. The total gazetted forest area in the district is 4318 hectares of which 4,243 hectares are Central Forest Reserves (CFR) controlled and managed by the National Forestry Authority (NFA) while only 75 hectares are Local Forest Reserves (LFR) managed by the District Forestry Services1 and are (LFR) on Plantation Development Plan. The table below shows the sizes of both the CFR and LFR.

Table 1.3 Location and size of the central and local forest reserves in the district

S/n Name CFR Location by County Area (Ha) Name LFR Location by County Area (Ha) 1 Alwi Jonam 575 Acwera Padyere 21 2 Kyonga Jonam 114 Erussi Padyere 21 3 Oming Jonam 373 Nebbi Padyere 10 4 Opio Jonam 249 Pakwach Joman 13 5 Wadelai Jonam 552 Ragem Jonam 10 6 Omier Padyere 2,380 Total Area-CFR 4,243 Total Area-LFR 75 Source: Forest Department, Nebbi DLG

Many tree species exist in the district with the commonest as presented in the table below. However, due to opening of land for subsistence agriculture and increase in demands for timber, fuel wood for cooking and brick making, the once abundant species like moreceae, meliaceae, combretaceae and sapotaceae have become scarce. A lot of wood is lost through the use of energy inefficient technologies like cooking with three stone fires, the traditional methods of charcoal production where up to 85 % of the wood fuel is wasted in the process. Brick making also consumes a lot of fire wood and could be replaced by the more widespread production and use of soil stabilized interlocking bricks (SSIB).

Wetlands Resources

Nebbi district is also endowed with wetlands as a natural resource.1 These wetlands provide both direct and indirect benefits to the communities. The direct benefits include the policy that 25% can be used for activ- ities like crop production, papyrus, reeds, herbs, foods and fruits harvest. These policy provisions provide opportunities for income generation and food for the riparian communities thus, improved livelihoods of the people living along the wetland areas.

Wetlands/Hydrology

Apart from ground water, major surface water bodies include Lake Albert and the Albert Nile with dendrites and the tributaries that originate from the upland terrain. The major perennial rivers include the Nile, Ora and Namrwodho although the water volumes fluctuate due to changes in climate and human activities. There are other rivers and streams such as Korpio, Wang yang, Nyibola, Oceke, and Kivuje which are either seasonal or intermittent.

1.2.2 The Administrative Structure

The District is divided into two counties with 13 rural Sub-counties and two Town Councils. The District comprises of 81 parishes and 889 village councils. Padyere County has eight sub-counties and one Town council, while Jonam County comprises of five sub-counties and one Town Council. The District has two Town Boards namely; Panyimur and Parombo.

The District Council is the highest political authority in the district, with 30 members under the leadership of the District Chairperson. It has a technical team headed by the Chief Administrative Officer, distributed in eight directorates and departments. Each of the departments has a head and under every directorate, there are a number of Sections.

1

7 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Table 1.4 Administrative Units Of Nebbi.

COUNTY NEBBI DISTRICT -LLGS NO OF PARISHES/WARDS NO OF VILLAGES PADYERE Nebbi SC 04 36 Nyaravur 05 46 Atego 03 29 Kucwiny 07 97 Erussi 05 61 Ndhew 04 42 Parombo 08 67 Akworo 06 51 Nebbi TC 09 46 JONAM Pakwach T/C 05 52 Wadelai 05 75 Panyango 07 106 Alwi 04 60 Pakwach 04 63 Panyimur 05 58 TOTAL 81 889 Source: Management Support Services Department

1.2.3 The Demographic Characteristics

Population size, growth and distribution are key to planning and development and the district service deliv- ery is to a greater extent influenced by the size and rate of growth and distribution of the population.

The population of Nebbi district stands at 396,794 (2014 Population and housing census) composing of 48%(192,974) males and 52%(203,820) females with annual growth rate of 3.3%. The poverty head count index as per the 2005 National Health and demographic Survey stands at 54.30. Children under 15 years made up 46.4% of the population and the elderly (over 65 years) constitutes 3%. This puts the districts total dependency ratio at as high as 59%. The district’s population is distributed as 90.2%(338,665) rural and 9.8%(58,129) urban with an average density of 207 persons per square km and average household size of 5.1. Padyere County constitutes 62% of the district’s population while Jonam County is 38%. This distribution reflects the different agricultur- al potentials of the counties, as can also be seen from the population densities (persons per sq. km): highest in Padyere (>100) and Jonam (<100).

The population growth rate of 3.3% is due to the combined effect of a high fertility rate and declining levels of mortality (especially maternal and infant mortality) falling from 3.7% as reflected in the 2002 Census report.

Religion: The dominant religious denominations are the Catholic and Anglican churches. However, several smaller groups also exist. About 80% of the population belongs to the Roman Catholic while the Anglican society accounts for about 15% and the rest of the population is in other beliefs.

Table 1.5 Populations By Sub-County By Sex.

S/N County Sub-coun- Households Population ty Number Av. Male Female Total size Jonam Alwi 3,448 5.3 9,010 9,413 18,428 Jonam Pakwach 4,372 5.3 11,068 11,994 23,062

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 8 S/N County Sub-coun- Households Population ty Number Av. Male Female Total size Jonam Pakwach 4,521 4.9 10,499 11,861 22,360 TC Jonam Panyango 5,505 5.3 13,632 15,785 29,417 Jonam Panyimur 5.702 5.3 15,121 15,446 30,567 Jonam Wadelai 4,598 5.2 11,670 12,464 24,134 County total/average 28,146 5.2 71,000 76,963 147,963 Padyere Akworo 4,964 4.9 11,750 12,886 24,636 Padyere Atego 1,992 4.9 4,646 5,078 9,724 Padyere Erussi 6,830 5.1 16,724 17,984 34,708 Padyere Kucwiny 6,298 5.1 15,424 16,508 31,932 Padyere Ndhew 4,234 5.0 9,893 11,186 21,079 Padyere Nebbi 4,645 5.2 11,805 12,392 24,197 Padyere Nebbi TC 7,224 4.8 16,529 18,446 34,975 Padyere Nyaravur 4,025 5.0 9,759 10,777 20,536 Padyere Parombo 7,064 5.0 16,977 18,493 35,470 County total/average 47,276 5.0 113,507 123,750 237,257 District total 75,422 5.1 184,507 200,713 385,220 Source: District Population Office

1.2.4 Natural Resources Endowments

Population size, growth and distribution are key to planning and development and the district service deliv- ery is to a greater extent influenced by the size and rate of growth and distribution of the population. There are a number of natural resources in the district which include but not limited to the Albert and River Nile which breed a wide range of fish species and other aquatic resources. There are unexploited mineral de- posits which include petroleum, Gold and diatomite and now of late a number of wells of oil resources have been discovered in the Nile basin and exploration of the same is in progress.

Besides, Namrwodho River also offers opportunities for hydro electricity power generation. Most impor- tantly, currently it is being tapped to feed the ‘Alwi Dry Corridor Water Project’. Meanwhile there are also a wide range of forest resources available in many parts of the district which provide opportunities for timber industry. Geological, resources like clay, sand and rocks for construction and ceramics are available, not forgetting the fertile soils for agriculture and fresh water for human and livestock consumption and the abun- dant and cheap labour force and the favourable and peaceful climate for production and human survival.

1.2.5 Social Economic Infrastructure

Nebbi district is predominantly an agricultural district. Eighty-five (85%) of the population rely on agriculture for their livelihood. Majority of the people produce agricultural products for subsistence and only sell very little to acquire some basic necessities of life like paraffin, salt, soap, clothing, and so on. However, there are some farmers who have taken up for commercial farming under NAADS, groups and other arrangements. A number of them have received support from civil society organizations and other development partners in form of equipment and machineries like ox-ploughs, rice hurlers, tractors, improved seeds, advisory ser- vices, provision of market information, and so on.

9 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Livelihood analysis:

This is approached from the angle of asset possession, expenditure patterns, access, control and the own- ership of resources as experienced at the household level by men, women, youth and children.

The participatory poverty assessment conducted in the district has important findings about the livelihood of different groups amongst the poor that have significant implication on policy formulation processes that focus on poverty alleviation in the rural areas like extension services programmes. Some of the strongest findings/recommendations are crosscutting and are presented below:

The livelihood analysis table below portrays that men/boys are more involved in productive and income generating activities while women/girls are engaged in the basic household/family survival activities and subsistence farming. This contributes to the low income characteristics of women in Nebbi society.

Table 1.6 Percentage distribution of Population by Economic Activity:

Sub-county Agriculture Trade Manufacturing Service Other Akworo 54.1 0.6 1.7 3.7 40 Erussi/Ndhew 72.9 0.6 0.5 2.8 23 Kucwiny 69.2 0.5 0 1.1 29 Nebbi 52.1 2.9 0.9 3.5 40 Nebbi TC 24.8 6.9 4.6 7.8 56 Nyaravur/Atego 48.6 2.3 1.7 4.3 43 Pakwach 61.7 1.5 0.1 1 36 Pakwach TC 51.9 2.5 1 7.2 37 Panyango/Alwi 53.3 1.3 0.4 4 41 Panyimur 43 7.3 2.5 3 44 Parombo 53.4 2.8 0.2 2.7 41 Wadelai 52.9 1.8 0.1 2.4 43 District Average 53 3 1 4 39 Source: CIS summary Results 2009

Household and Family Issues

The need to provide for their households has increased the responsibilities and roles of women as pro- ducers, mothers, household managers and community organizers. Women have to work harder to provide better education and nutrition for their children as they head a big number of households. In the process of carrying out these duties, women have been marginalized in the access to resources and opportunities. In Nebbi, gender inequalities do exist. Household poverty cannot reduce when conflicts are the order of the day. The change in roles within a home should gradually be accepted given the changing circumstances and men need to be sensitized on this matter. NGOs, women councils, and other local leaders should play an active role in fostering good relations between men and women.

Economic Issues

In Nebbi, some few women work outside their homes to assist in supporting the household, however many more stay in the rural areas, growing food for the family. Even where they may be producing for the market, women may lack control over the proceeds. This has encouraged women to participate in group activities in order to mobilize savings to support their households.

However, some women are barred from associating which denies them opportunities of sharing their prob- lems and identifying means of overcoming them. Such women may not even attend development planning meeting in the communities.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 10 CHAPTER TWO: DISTRICT SITUATION ANALYSIS

2.1 Review of the Sector Development Situations

Introduction: This chapter presents a detailed review of Nebbi district’s development status and trends to date. It pres- ents the district’s achievements, challenges and identifies areas that need to be addressed over the period 2015/2016 – 2019/2020.

2.1.1 Management and Support Services

Administration (management support services) is charged with the responsibilities to oversee and ensure general implementation of Government programmes and Council’s planned activities across all the Depart- ments in the District. It is also concerned with issue of staffing and welfare of the council. Administration comprises of CAO’s Office, Main Administration i.e. Human Resource Management, Information and Public Relations, Records and Information and Assets Management. The department oversees 15 lower local governments and two boards.

The directorate derives its mandate from among others the Legal frameworks highlighted below; • The Constitution of the Republic of Uganda, 1995. • The Local Government Act, Cap 243, 1997. • The Public Service Act. • The Government Standing Orders. • The Human Resource Management by Local Government. • The Constitution of the Republic of Uganda, Cap. 4, Art. 41(1) • The Local Government Act, Sect. 67. • The Press and Journalist Statute, 1995. • The Electronic Media Act • The Access to Information Act • The Financial and Accounting Regulations • The NEMA Act • The Education Act. • The Public Health Act. • The Persons with Disability Act among others. The department oversees 15 lower local governments and two town boards. The department cur- rently has 59 staff out of the approved position of 109 giving a 54.1% with a staffing gap of 45.9%. This is one of the main constraints in service delivery especially at the lower local government level where one parish chief is assigned two or three parishes. Six offices of the sub county chiefs have also been assigned to community development officers who double as the chief and the community development officers. Others where the community development officers are not willing to take the assignment as Sub County chief have been assigned to parish chiefs. For staff capacity building and development only 0.01 % of the staff are able to benefit from the capacity building grant ren- dering others with no option other than self sponsorship where resources can allow while others remain disgruntled. This implies that the district is unable to effectively build the capacity of even willing staff to copy with the changing demands of the service.

11 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 In regards to infrastructure, out of the 13 sub counties 8 have offices currently in good status, 5 have inadequate office space (Erussi, Panyango, Wadelai, Panyimur, and Akworo), being housed in old struc- tures. The new office blocks for Akworo, Wadelai and Erussi constructed under LGMSD remain incomplete. Panyimur and Panyango require construction for new facilities. There are currently staff house in 8 sub counties. Five sub counties of Alwi, Panyango, Akworo, Ndhew and Atego do not have staff houses hence the staffs commute from nearby either Pakwach or Nebbi town council where they reside. This has negative implication not only on their performance in regards to time management, but also in terms of resources and general service delivery. There is therefore need for provision of staff houses and other facilities for the staff at the sub county headquarters.

As government focus shifts towards e-governance, most of the sub counties still lack access to information communication technology. Whereas access to internet has been made easier with the use of modem, all the sub counties lack the required ICT infrastructure and power. To strengthen communication and coordi- nation there is need for provision of basis ICT facilities and power to all the sub counties.

In terms of transport, the Sub County Chiefs were last availed with motorcycles in the year 2006 by the Ministry of Local Government. Currently most of the motorcycles are grounded and a few are in a very sorry state. This has made transport and coordination difficult for sub county administrators, hence need for acquisition of transport means for the LLGs.

2.1.2 Finance and Planning

District Planning Unit:

Section 37 of the LG Act cap 243, establishes planning units for purpose of coordination of all planning functions in the district to facilitate council meet their noble objective of approving evidence based plans and budgets. It is a secretariat of the Technical Planning Committee. The Unit is Headed by Principal Plan- ner and assisted by the Population Officer. According to government structure, the Planning unit should be having four technical staff, namely: Principal Planner, Senior Planner, Planner, and Population Officer. So there is a human resource gap of two persons.

The District Planning Unit (DPU) is a coordination centre for the district planning, budgeting and other re- lated functions. It is also the centre for data collection, categorization and analysis of relevant information for planning and other policy formulations. The DPU ensures cross cutting issues like gender, environment, poverty, HIV/AIDS and disaster preparedness are fully integrated in both the Development Plan and the budget as emphasized by decentralized planning. As opposed to the former planning procedures, it is the responsibility of the DPU to ensure that bottom – up planning is effectively carried out. The Planning Unit’s task also includes but not limited to, Development Planning; statistics generation, Population & Develop- ment; LG Project Monitoring & Evaluation; Management of Information Systems and Coordination of Donor projects

Key constraints to the Planning Unit include: - inadequate funding to meet all the requirements of the sec- tors in the Unit; lack of transport for monitoring and evaluation of projects; lack of office space for officers and databank of the District; lack of stable power for use by the Unit staff for production of timely and man- datory documents to mention but a few.

Finance

This department is mandated to collect, manage local and central government revenues, and design strat- egies for enhancing collection of local revenues. It comprises of sections of revenue, expenditure, and budgeting. The staffing level of the department stands at 89% including the sub county accounts staff.

Analysis of the Financial and other Resources’ situation of Nebbi District

This Section articulates the prevailing situation in Nebbi District with respect to Finances and other resourc- es, to provide a basis to come up with the appropriate strategy for fund raising and resource mobilization for the District.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 12 Two approaches are used here to analyze the existing resource situation in Nebbi, to inform the Resource mobilization Strategy; namely:

• The present level of required financial resources in the 12 Departments of the District which are used as the framework for channelling resources as well as implementing service delivery programs in the District;

• The Potential, Opportunity, Constraint and Challenge(POCC) Analysis framework that is used to gauge the situation of the District with respect to its current capacities and prospects regarding both financial and other resources.

Analysis of the present Budget levels for the period of the DDPII and the key unfunded priorities arising from the current levels of Revenue Projections for the same period is certainly an import- ant way to gauge the existence and the scope of resource requirements for Nebbi District, for the DDPII.

Table 2.1 Financial Resource levels, total projected 5-year Budgets and key unfunded priorities by Departments and sources of funds to the District

S/N Key Unfunded Priorities and Estimated resource Budget gaps (by Department) FY 2015/16 Total 5 year Pro- Unfunded Estimated Budget (‘000) jected Budget Priorities resource (‘000) gap re- quired Department (‘000) Current funding sources 1 Administration 1,739,863 8,699,315 Nil Nil • Unconditional Grant-wage and • Non-Wage 2 Finance 471,447 2,357.235 530,000 530,000 • Monitoring and accountability 3 Council and 2,380,713 11,903,565 54,000 54,000 • Fund(PAF) Statutory Bod- • Local Government Management and ies • Service Delivery Grant(LGMSD) • Locally Generated Revenue (LR) 4 Production 649,217 3,246,085 800,000 800,000 • Peace, Recovery and Development and Marketing • Plan (PRDP) Grant 5 Health 4,180,984 20,904,920 120,000 120,000 • Salary and Gratuity for Political • leaders 6 Education 14,023,800 70,119,000 5,000,000 5,000,000 • Boards and Commissions Grant • Ex-Gratia to Lower Level political 7 Roads and 1,170,842 5,854,210 2,000,000 2,000,000 • leaders Engineering • Production and Marketing Grant Services • (PMG) • 8 Water 583,620 2,918,100 500,000 Agricultural Extension Salary. 500,000 • Primary Health Care Gant: Wage, 9 Natural Re- 188,761 943,805 400,000 400,000 • Non-wage and Development sources • Baylor Grant • Global Fund Grant 10 Community 857,946,000 4,289,730,000 -Nil Nil • PREFA Grant Based ser- • UNICEF Grant vices • Special Grant for PWD 11 Planning 116,169 580,845 230,000 230,000 • School Inspection Grant • GIZ Grant 12 Internal Audit 53,240 266,200 200,000 200,000 • Uganda Road Fund (URF) Total 3,092,603,346 13,108,138,965 9,834,000 9,834,000

The following key aspects should be noted about the District funding and resource situation above:

• Up to 99.1% of the funds used by the District at the moment to deliver its mandate are transfers from the Central Government, and barely 0.3% and 0.6% are from locally generated funds and Donors respec- tively. This means the Strategy could focus greatly on targeting the local resource base and Donors to widen the resource base.

13 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 • The locally generated revenues collected are only from few sources, notably Market gate collections, Business licences, animal and crop related levies and Agency fees; while a number of potential reve- nue sources continue to remain redundant, such as Birth and Death Registration fees, Property related duties, land fees and local hotel Tax, among others,

• Unfunded priorities are essential service delivery requirements for the district local government for it is to fulfil its goal, but which unfortunately it cannot achieve within the present resource basket,

• According to the current performance level the district is only able to plan for and mobilize 64% of its re- source requirements, as evidenced by its 5-year projected revenue budget against the estimated value of the unfunded priorities, leaving 36% of its revenue resource requirements as the target for resource mobilization efforts in the 5-year period,

• Despite the seemingly numerous funding sources, there are still huge funding gaps, as evidenced by the numerous unfunded priorities listed,

• There are no deliberate efforts, so far, by the District to reach out to donors as a potential funding source; the few that have come have done so on their own and this is one aspects that the resource mobilization Strategy could pick on,

• The trend in the central Government transfers on which the district relies so much is a declining one, echoing the need to come up with a strong resource mobilization drive, if it is to effectively deliver its mandate,

• Some of the funding sources are Projects from the Ministries, such as Global fund, PREFA and Baylor from the Ministry of Health, PRDP and GIZ from Office of the Prime Ministers, AHIP from MAAIF, among others. This means they will shortly wind up signalling the need to find ways to raise more funds.

Table 2.2 Expenditure Performance and Plans:

S/N DEPARTMENT APPROVED BUD- ACTUAL EX- 2015/16 DRAFT GET 2014/15 PENDITURE BUDGET (000’S) BY END OF (000’S) DEC (000’S) 1. Administration 1,591,994 722,481 1,739,863 2. Finance 513,183 258,531 471,447 3. Statutory Bodies 599,586 272,334 2,380,713 4. Production and Marketing 1,261,928 291,320 649,217 5. Health 4,380,947 1,800,532 4,180,984 6. Education 15,096,409 6,629,538 14,023,800 7a. Roads and engineering 1,181,664 406,029 1,170,842 7b. Water 582,307 86,719 583,620 8. Natural Resources 250,688 64,727 188,761 9. Community Based Services 1,016,374 101,416 857,946 10. Planning 833,575 1,009,433 116,169 11. Internal Audit 53,249 25,477 53,240 Grand Total 27,361,903 11,668,537 26,416,603 Source: Finance Department- Revenue desk

The revenue sources include Conditional and unconditional grants from the central Government, Donor funds and Local Revenue. On average, conditional and unconditional grants constitute 80.3% of the district total budget, while Local revenue is about 1% and Donors contribute 4% of the district budget.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 14 It should be observed that 95% of the total budget is conditional grant, while 77% of the unconditional grant is spent on salaries and wages leaving only 23 % to run recurrent activities of council at the district and LLGs.

2.1.3 District Council and Statutory Bodies

The LG Act Cap 243 establishes statutory bodies and these are: Local Government Public Accounts Com- mittee, District Service Commission, Contracts committee and Land Board. All the boards are in place and functional as described below:

LG Public Accounts Committee

Comprises of five members, of which there is one female. Its functions include, among others, examination of reports of Auditor General, Chief Internal Auditor, and any other reports of commissions of inquiry. It is expected to review 4 reports from each annually –making a total of eight reports which are usually chan- nelled to the Council through the DEC

District Service Commission

This was also established under the provision of the Local Government Act cap 243, currently the DSC has 4 members all male, and the district has failed to attract a female member, to fully constitute the commis- sion. Its functions include appointment, disciplinary actions and dismissal of staff.

Contracts committee

Was established after revision of the Local Government Act and replaced the LG Tender boards. It is con- stituted by five members nominated from the District Civil Service and approved by MFPED. Its functions include procurement and disposal of public assets. It is assisted by the evaluation committee in execution of its mandate.

District Land Board

The District Land board is in place according to the LG requirement. It is comprised of six members. Their key role is to examine all matters relating to land in the District and offer appropriate advice for adoption by the responsible line departments

District Council

This is the highest political authority and has legislative and executive powers. Currently it is comprised of a total of 28 councillors which includes 1 chairperson, 13 male councillors, and 10 female councillors. There is an executive committee of 4 members.

There are three standing committees of the District Council namely:-Finance, works and Technical Com- mittee; Production & Marketing, Natural Resource and Community Service Committee and lastly Social Services Committee. The compositions of these committees are the Council members who are not on the District Executive Committee.

The constraints faced by Statutory bodies and the Council in general includes:- lack of interpretation of Legal and statutory documents; inadequate knowledge on monitoring of Planned Council programmes; ab- sence of a well constructed Council chamber; lack of Office space for Committee Chairperson; inadequate local Revenue to fund their activities/operations.

15 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 2.1.4 Internal Audit

This unit carries out a major role of ensuring that resources are used as planned and that there is value for money. It reports to council on quarterly basis however the departments rarely receives feed backs on actions taken as a result of the submitted Audit reports through PAC. The unit is fully staffed with a total of 4 staff, headed by the head of Internal Audit.

The constraints to this department include inadequate funding to undertake their Audit functions; lack of transport for the staff mobility; lack of office space and basic office equipments including data capturing machines such as recording devises and storage facilities for confidentiality of documents.

2.1.5 Education

Education services in Nebbi district coordinated by the education and sports sector is provided by Gov- ernment aided, private and community institutions at levels of pre-primary, primary, secondary and tertiary institutions such as Business, Technical, Vocational Education and Training (BTVET) and Uganda College of Commerce (UCC) Pakwach. The sector has multiple objectives including transmission of general and applied knowledge, as well as skills development.

Basic Education:

This is constitutes pre-primary and primary schools.

Pre-primary schools:

Currently 43 Early Childhood Development (ECD) centres are operational. This caters for 3-5 years old chil- dren. These schools are exclusively owned and managed by the community and private sector. The number of Pre-primary schools increased from 10 in 2009 to 43 in 2014. The enrolment in pre-primary schools in 2009 was 560 pupils as compared to 2,589 in 2014 giving enrolment increase of 25%.They are served by 116 teachers. However, many children of pre-primary school going age still remain excluded considering the number of children aged 3-5 years in Nebbi district projected at 67,305 in 2014. This is mainly because most of the pre-primary schools are located in urban and peri-urban areas. Sub-counties like Atego and Nd- hew had no pre-primary school, while Nebbi Town Council has the highest number of pre-primary schools. Of the 43 pre-primary schools only 01 ( St. Monica Nursery school) has been registered, and three licensed. Others are undergoing the licensing process. It is envisaged that the remaining schools shall be licensed and registered by the period of this plan. The table below shows the distribution of Pre-primary schools in the district.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 16 Table 2.3 Distributions of Nursery Schools by Parish and Sub-county as of 2014

S/ PARISH VILLAGE ECD CENTRE BOYS GIRLS TOTAL MALE TRS FEMALE TOTAL LICENSED/REG. NO TRS

Nebbi Town Council 1 Namrwodho Nyarakwacha St. Thomas Ed. Centre 43 49 92 0 7 7 Licensed 2 Central Mission St. Monica 53 37 90 0 6 6 Registered 3 Forest Gift For Children 42 32 74 1 3 4 Licensed 4 Nebbi Hill Flying Eagle 30 35 65 6 6 12 N/Licensed 5 Nyacara Good Shepard Infant school. 29 63 92 0 3 3 Not Licensed 6 Forest Good Parents N.S. 41 34 75 0 3 3 Not Licensed 7 Nebbi Hill Classic N.S. 115 128 243 0 9 9 Licensed 8 Nyacara Baptist N.S. 58 72 130 2 5 7 Licensed 9 Nyacara River View Parents N.S. 41 50 91 0 4 4 10 Forest Tauhid Islamic N.S. 45 52 97 0 3 3 11 Forest Nebbi Junior Academy 114 151 265 1 5 6 Not Licensed 12 Central Nebbi town Modern 26 36 62 0 5 5 Licensed Nebbi Sub-County 13 Jupangira Aaron Academy 34 23 57 3 2 5 14 Jupangira Bethel Children’s Ministry 51 64 115 0 5 5 Licensed 15 Jupangira St. Stephen’s N.S. 39 28 67 0 3 3 16 Kalowang Unity N.S. 25 18 43 1 2 3 17 Koch Bright Nursary Academy 15 19 34 1 2 3 Kucwiny Sub-County 18 Mvura Nyamutar APEX Nyamutar N.S. 23 27 50 1 1 2 Licensed 19 Olago Jupanzei APEX Jupanzei N.S. 26 22 48 1 1 2 Licensed 20 Olago Jupukei Jupukei N.S. 66 79 145 0 4 4 Licensed 21 Ramogi Ramogi 27 21 48 2 2 4 22 Achwera Akaba T.Centre Eagle Nest N.S. 13 10 23 0 2 2

17 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 S/ PARISH VILLAGE ECD CENTRE BOYS GIRLS TOTAL MALE TRS FEMALE TOTAL LICENSED/REG. NO TRS

23 Akanyo St. John Bosco N.S. 54 47 101 0 3 3 24 Olago Prevail Day Care 26 25 51 0 3 3 25 Ramogi Good Parent N.S. 20 37 57 4 1 5 26 Ramogi St.Kizito N.S. 10 12 22 1 3 4 Erussi Sub-County 27 Padolo Our Lady of Fatima N.S. 21 19 40 1 2 3 28 Pajur St. John N.S 27 15 42 0 2 2 29 Padolo Joaquin and Pedro N.S. 46 66 112 2 3 5 Ndhew Sub-County 30 Abar West St. Mary N.S. 59 51 110 1 3 4 31 Abar St. Kizito N.S. 16 27 43 2 1 3 32 Abar West St. John N.S. 27 29 56 2 1 3 33 Oweko St. Joseph N.S. 32 42 74 2 1 3 Nyaravur Sub-County 34 Akworo Nyaravur Kintergarten 46 65 111 1 3 4 Licensed 35 Mbaro East Nyaravur Parents N.S. 102 90 192 2 2 4 Licensed 36 Pamora Lower St. Theresa Girls Infant School 102 120 222 1 6 7 37 Pamora Lower New Hope N.S. 17 30 47 1 4 5 38 Pamora Lower True Life Mixed N.S. 17 11 28 1 2 3 Parombo Sub-County 39 Ossi East St. Paul N.S. C 17 38 1 3 4 40 Pulum St.Laurence Academy N.S. 76 41 117 8 0 8 41 Parwo St. Theresa N.S. 27 25 52 0 3 3 42 Parwo Bishop Mazzoldi Kintergarten 42 50 92 0 3 3 43 Parwo ROADSTAR N.S. 59 63 122 5 5 10

18 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 S/ PARISH VILLAGE ECD CENTRE BOYS GIRLS TOTAL MALE TRS FEMALE TOTAL LICENSED/REG. NO TRS

44 Parwo Parombo Great Commission N.S. 45 40 85 2 2 4 45 Pagwata Achana Parents’ N.S. 28 26 54 6 2 8 46 Ossi East Ussi Apolla N.S. 17 14 31 2 2 4 Atego Sub-County 47 Paminya Upper Green Field N.S. 64 56 120 2 2 4 Akworo Akworo S.C. 48 Kasatu St. Mary N.S. 49 52 101 1 2 3 49 Murusi St. Andrew N.S. 22 28 50 2 1 3 50 Ondier Biti N.S. 40 45 85 2 0 2 51 Kasato Christ The King N.S. 46 44 90 0 3 3 52 Pakolo Hope For New Generation 39 42 81 1 2 3 Pakwach Town County 53 Puvungu Our Lady of Trust 116 132 248 0 7 7 54 Amor West Sure Day Care N.S. 16 25 41 1 2 3 55 Central Ward Puvungu Parents 26 36 62 0 3 3 56 Puvungu Divine Grace N.S. 32 23 55 0 6 6 57 Puvungu Pride Academy 31 31 62 0 3 3 58 Puvungu East Good Parents Pakwach 23 29 52 1 4 5 59 Amor West Real Light N.S. 39 29 68 0 4 4 60 Puvungu Cen- Sts Peter and Paul N.S. Kapita tral 17 17 34 0 3 3 61 Puvungu Pakwach Modern N.S. 57 60 117 0 5 5 62 Puvungu East Happy Time N.S. 90 95 185 0 5 5 Panyimur Sub-County 63 Nyakagei Shalom N.S. 66 93 159 4 1 5

19 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 S/ PARISH VILLAGE ECD CENTRE BOYS GIRLS TOTAL MALE TRS FEMALE TOTAL LICENSED/REG. NO TRS

64 Ganda MAGR Paul Jalcebo Mem. N.S 97 100 197 0 5 5 65 Dei DECO N.S. 33 42 75 1 3 4 66 Dei Jehovah Shamah N.S 47 45 92 4 0 4 Alwi Sub-County 67 Abok St. Paul N.S. Paila 20 18 38 0 3 3 Wadelai Sub-County 68 Mutir St. Mary’s N.S. 43 62 105 2 2 4 69 Pakwinyo Pakwinyo Modern N.S. 59 57 116 3 2 5 70 Pakwinyo Pakwiyo Parents N.S 30 56 86 2 1 3 Pakwach Sub-County 71 Mukale St. Mary N.S. 51 81 132 1 3 4 72 Mukale St. Kizito N.S. 23 31 54 1 1 2 73 Olyejo Akella N.S, 40 49 89 2 2 4 GRAND TOTAL 3,112 3,390 6,499 94 218 312 Source: DEO’s office

20 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Primary Education:

This caters for 6-12 years old. It is provided by a network of government aided, community and private pri- mary schools and NFE Centres across the district. Currently a total of 193 primary schools serve the district as per the distribution below:

Table 2.4 Distribution of Primary Schools and NFE Centres by Ownership 2014.

COUNTY GOVERNMENT AIDED NON FORMAL PRIVATE/COMMUNITY TOTAL PADYERE Nebbi T.C 11 01 06 18 Nebbi 09 01 02 12 Erussi 14 01 00 14 Akworo 14 01 01 17 Kucwiny 13 01 02 16 Atego 04 00 00 04 Ndhew 10 01 03 14 Nyaravur 07 01 00 08 Parombo 14 01 02 17 County Total 96 08 16 120 JONAM Wadelai 11 01 00 12 Panyango 12 00 02 14 Alwii 10 01 00 11 Panyimur 09 01 03 13 Pakwach T.C 07 01 02 10 Pakwach 08 01 00 09 County Total 57 5 07 69 Total 153 13 23 193 Source: DEO’s Office

Figure 2.0 Distributions of Primary Schools and NFE Centres by Ownership.

Source: Education Management Information System (EMIS), 2014

Out of the total 193 primary schools, 79% of them are Government-owned. Private and community schools constitute 14% while NFE Centres takes 7%. The number of permanent classrooms increased from 1,235 in 2010 to 1,455 in 2014, hence the pupil: classroom ratio improved from 88:1 in 2009 to 76:1 in 2014 which is below the national standard. The improvement was due to increase in construction of new classrooms under various government programmes like SFG, EDF, LGDPII, NUSAF 1 & 2, PRDP, and LGMSDP.

21 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Table 2.5 Quality Standards In Education By Year.

RATIOS 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 REMARKS. PUPILS: TEACHER RATIO 75:1 72:1 72:1 69:1 69:1 69:1 63:1 63:1 63:1 63:1 66:1 Reduced ratio. PUPILS: CLASSROOM RATIO. 99:1 94:1 92:1 91:1 87:1 85:1 83:1 80:1 78:1 78:1 76:1 Reduced ratio PUPILS: BOOK RATIO. 3:1 3:1 3:1 4:1 4:1 4:1 4:1 4:1 4:1 4:1 4:1 Ratio increased

Nebbi District Local Government Development Plan For 2015/2016–2019/2020 PUPILS: STANCE RATIO 120:1 110:1 90:1 87:1 85:1 85:1 80:1 76:1 76:1 75:1 73:1 Reduced ratio PUPILS: DESK RATIO 12:1 12:1 11:1 11:1 10:1 10:1 9:1 8:1 7:1 6:1 5:1 Reduced ratio TEACHERS: STAFF HOUSE RATIO 20:1 18:1 17:1 16:1 15:1 15:1 14:1 11:1 10:1 10:1 8:1 Reduced ratio Source: DEO’s Office

Table 2.6 Enrollment Trend by Gender From 2010 To 2014 22

Source: DEO’s Office There is improvement in pupil: stance ratio. Currently, it is 73:1 from 80:1 in 2010 .Although the district has been constructing drainable Septic Tank VIP latrines, the existing latrines continue getting filled up and some collapse due to poor soil and hence increasing the pupil: stance ratio.

The completion rate in the district had been 54% for Boys and 24% for Girls with a total 37% in 2010, but has improved to 61% and 32% for Boys and Girls respectively with a total of 46% in 2013. This implies that there has been slight improvement in the number of pupils completing primary seven cycles in relation to the total pupil enrolment. However, this is still very low compared to national completion rate; hence a lot of efforts have to be put to improve the situation so as to reap fully the benefits of education in our society.

PLE Results Analysis

In 2013, Nebbi District presented a total of 3,645 candidates for PLE to UNEB from a total of 116 primary schools as compared to a total of 5,433 candidates in 2010 when Zombo district was part of the greater Nebbi district.

The percentage of total passes (Div 1 to Div 4) for Nebbi District in 2013 PLE was 93% as compared to that of 90% in 2010. Out of the total number of 5,433 candidates registered for PLE in 2013 academic year, 3,702 (68%) of the candidates were boys and 1,731 (32%) were girls. The result also revealed that rural primary schools performed poorly as compared to the urban and peri-urban schools. The table below shows the performance trend from 2008 to 20013.

Table 2.7 PLE Performance Trend from 2008 To 2013

Year enrolled DIV.I DIV.II DIV.III DIV.IV DIV.U DIV.X Total % no of pass- pass- es es Year M F M F M F M F M F M F M F 2008 4257 1867 116 11 1701 537 878 499 649 294 375 314 538 212 4685 87.1% 2009 3937 1871 74 10 1217 425 1152 600 748 311 515 378 231 147 4537 84% 2010 3702 1731 80 16 1630 565 919 498 627 309 270 246 176 97 4644 90% 2011 2371 1276 49 7 992 378 726 378 338 244 166 186 100 83 3112 90% 2012 2392 1153 66 10 1130 358 631 361 317 217 151 133 97 74 3090 92% 2013 2421 1232 75 8 1235 400 606 380 311 191 107 167 87 86 3206 93% Source: DEO’s Office

Generally, there has been a steady improvement in PLE performance over the last five years although the highest number of 1st grade was recorded in 2010 when the district had one hundred twenty seven 1st grades.

The Table below shows a comparative analysis of PLE performance of Nebbi District and National PLE results in 2013.

Table 2.8 Comparing Nebbi District 2013 PLE Results With The National PLE Results.

Grade National Total pass Percentage pass Nebbi District Total Passes Percentage pass 1st 52,786 9.4 83 2.3 2nd 56,614 44.2 1,635 44.8 3rd 125,292 22.3 980 27 4th 68,554 12.2 502 13.7 U 66,645 11.9 274 7.5 X 19,959 3.4 173 4.7 Total 389,850 100 3,653 100 Source: DEO’s Office

23 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 The percentage of first grade at national level was 9.4% compared to only 2.3% for Nebbi. This shows a great disparity and calls for a lot of effort to meet the national standard.

However, the failure percentage for Nebbi district was lower, that is, 7.5%, compared to the national one which was as high as 11.9% placing Nebbi at a better position at the national level. The percentage of those who did not sit for examination in the district was at 4.7% as compared to the 3.4% for the nation. This was a reflection that Nebbi district’s performance was fairly good as the grades in which most of the candidates passed were 2nd and 3rd similar to the national performance.

The poor grades have been due to a number of factors such as teachers’ and pupils’ absenteeism, inad- equate staff accommodation, inadequate supervision and mentoring by most head teachers and SMCs, inadequate career guidance and counselling, late reporting to school by pupils, inadequate support by par- ents, inability to read and poor facilitation and logistical support for effective and regular inspection among others.

Secondary education:

The secondary education caters for 13-18 years old. Currently a total of 26 secondary schools serve the district. These are 10 government aided secondary schools, 16 private and community schools in partner- ship with government in Universal Secondary Education (USE) programme.

The 2014 ratio of boys in total enrolment was 66.5% while that for girls was 33.5%. The table below shows enrolment in secondary schools s in the district in 2014.

Table 2.9 Performance of Secondary Schools in UCE Exams.

SCHOOL YEAR DIVI- DIIVI- DIIVI- DIIVI- DIIVI- GRADE TOTAL GRA SION 1 SION 2 SION 3 SION 4 SION U X TOT AKWORO S/C M F M F M F M F M F M F M F AKWORO S.S 2014 1 0 4 1 10 0 8 5 0 0 0 0 23 6 29 2013 0 0 4 0 9 1 15 1 1 2 0 0 29 4 33 2012 0 0 6 0 5 3 9 1 1 0 0 0 21 4 25 2011 1 0 0 0 2 0 9 4 3 2 1 1 16 7 23 2010 0 0 2 0 5 1 6 4 5 2 2 0 20 7 27 MARTYRS’ CO.PAK- 2014 0 0 4 0 4 1 59 19 14 13 3 1 84 34 118 WACH 2013 0 0 1 0 3 1 20 3 10 7 1 0 35 11 46 2012 0 0 2 0 3 2 20 3 16 9 2 0 42 14 56 2011 0 0 0 0 3 1 9 1 1 1 1 0 14 3 17 SUNRISE S/C. 2014 5 0 14 2 13 6 8 5 0 0 0 0 40 13 53 2013 5 1 10 3 8 9 3 5 0 0 0 0 26 18 48 2012 3 0 8 0 12 4 9 10 1 1 1 2 34 14 30 2011 3 1 6 2 5 6 2 5 7 0 0 0 23 7 29 2010 2 0 8 0 6 2 3 5 2 1 3 0 24 5 104 KOCH AWINGA S.S 2014 3 0 4 0 14 3 42 26 2 9 1 0 38 66 2013 0 0 3 0 9 2 25 6 12 7 3 1 16 53 69 2012 0 0 1 0 13 1 42 6 5 3 2 0 10 64 74 2011 0 0 4 0 15 6 23 20 5 3 4 0 29 80 109

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 24 SCHOOL YEAR DIVI- DIIVI- DIIVI- DIIVI- DIIVI- GRADE TOTAL GRA SION 1 SION 2 SION 3 SION 4 SION U X TOT AKWORO S/C M F M F M F M F M F M F M F 2010 1 0 5 0 17 4 41 9 14 11 1 1 25 79 104 ANGAL S.S 2014 8 3 26 - 56 - 35 - 0 - 0 125 - 125 2013 2 0 15 - 52 - 68 - 0 - 5 135 - 135 2012 6 1 29 - 49 - 54 - 0 - 1 136 - 136 2011 6 2 21 - 69 - 81 - 0 - 1 178 - 178 2010 6 2 23 - 49 - 68 - 2 - 1 149 - 149 PANYANGO S.S 2012 0 0 2 - 4 - 16 - 0 -- 4 28 - 28 2011 0 0 2 - 8 - 15 - 3 - 0 46 - 46 2010 0 0 2 - 19 - 62 - 18 - 0 93 - 93 MAX FOUNDATION 2014 0 0 1 - 17 1 7 - 10 3 0 1 105 14 119 2013 0 0 1 0 3 2 23 8 6 3 1 0 34 13 47 NEBBI PROGRES- 2014 0 0 3 1 13 6 24 21 4 7 3 0 SIVE 2013 0 0 1 0 9 4 32 19 10 8 6 1 58 32 90 2012 0 0 2 0 8 1 30 7 3 4 5 0 48 12 60 2011 0 0 2 0 7 4 37 14 4 5 0 0 50 23 73 2010 0 0 5 0 7 4 21 24 5 4 0 0 38 32 70

Table 2.10 Enrolment in Secondary Schools 2014

CLASS MALE FEMALE TOTAL S.1 1,732 943 1,522 S.2 1,522 761 2,283 S.3 1,483 627 1,975 S.4 1,154 486 1,648 S.5 203 52 255 S.6 238 61 299 TOTAL 5,859 2,948 8,807 Source: DEO’s Office.

Tertiary Education:

Tertiary education in the district is provided by Uganda College of Commerce, Pakwach, and the only ter- tiary institution in the district.

Physical Education and Sports:

The Physical Education and Sports (PES) in the school curriculum contribute to national development through promotion of team-spirit, fitness, discipline, socialization and patriotism among the people. Sports also provide entertainment and amusement as well as creating opportunity for self employment and live- lihood for sports men and women. The educational institutions of all levels in the district provide enabling environment for the talent development through internal games and sports competitions as well as partici- pation of the talented in district and national competitions.

The insufficient funding of the sports section sometimes makes the district to present teams for only one of the three national events of Athletics, Ball Games and Music, Dance and Drama. The district could not

25 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 even fill teams for the other ball games like Volleyball, Netball and Hand ball during national competitions, Distribution of Health Facilities by ownership, levels and Sub Counties as of 2014.

HEALTH DEPARTMENT:

Table 2.11 Health units by type ,ownership, and sub-county

Number and level of facilities Ownership S/No LLG Name HCII HCIII HCIV HCV Total Gov’t NGO Total 1 Wadilay 2 1 0 0 3 2 1 3 2 Panyango 1 2 0 0 3 3 0 3 3 Alwi 2 1 0 0 3 2 1 3 4 Pakwach TC 1 1 1 0 3 2 1 3 5 Pakwach 2 1 0 0 3 3 0 3 6 Panyimur 2 1 0 0 3 3 0 3 7 Akworo 1 1 0 0 2 2 0 2 8 Parombo 2 1 0 0 3 3 0 3 9 Erussi 2 2 0 0 4 3 1 4 10 Ndhew 1 0 0 0 1 1 0 1 11 Atego 1 1 0 0 2 2 0 2 12 Nebbi 2 1 1 0 4 3 1 4 13 Nebbi Town Council 0 0 0 1 1 1 0 1 14 Nyaravur 0 1 0 1 2 1 1 2 15 Kucwiny 1 2 0 0 3 2 1 3 Total 20 16 2 2 40 33 7 40 Source: DHO’s Office

The health facilities distribution over the whole district is fairly equitable with nearly every parish having at least one health facility. The proportion of the population residing within 5 km of a health facility (Govern- ment and PNFP) is estimated to have reached 95%.

Disease Burden:

The biggest burden of disease in Nebbi district is attributable to preventable communicable diseases. The following table list the commonest causes of morbidity and mortality in order of prevalence. It shows that malaria accounts for 45% of diseases burden with 223,573 cases of diagnosis. This is followed by Pneumo- nia constituting 28.7% of the total disease burden. Intestinal worms ranks third while diarrhoeal diseases, Gastro-intestinal disorders, skin diseases, injuries, Ear ,Nose and Throat conditions, Pneumonia, and uri- nary tract infections follow in that order.

Table 2.12 Top 10 causes of morbidity in Nebbi District by percentage, 2013/2014: Rank Disease Diagnosis Percentage 1. Malaria 223,573 45.0 2. No Pneumonia – Cough or cold 142,564 28.7 3. Intestinal worms 32,712 6.6 4. Diarrhoeal Diseases 19,050 3.8 5. Gastro-intestinal Disorders 18,538 3.7 6. Skin diseases 15,712 3.2 7. Injuries 13,197 2.7 8. Ear Nose and Throat (ENT) conditions 11,283 2.3

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 26 9. Pneumonia 10,275 2.1 10. Urinary tract infections 9,933 1.9 Total Diagnoses 496,837 100 Source: DHO’s office

Table 2.13 Top 10 causes of mortality in Nebbi District by Percentage, 2013/2014: Rank Disease Diagnosis Percentage (%) 1. Malaria 309 37.0 2. Anaemia 151 18.1 3. Hypertension 118 14.1 4. Pneumonia 77 9.2 5. Diarrhoeal diseases 40 4.8 6. Liver cirrhosis 35 4.2 7. Severe malnutrition 33 4.0 8. Respiratory infections 30 3.6 9. Hepatitis 21 2.5 10. Tuberculosis (new smear positive cases) 21 2.5 Total Deaths 835 100 Source: DHO’s office

Health Sector Partners:

Nebbi district has never been blessed with many health sector partners. The few available partners in Nebbi District and their areas of support are illustrated in the table below:

Table 2.14 Health sector partners in Nebbi District:

S/N Name Geographical Type of activity area 1. Belgian Technical Corporation (BTC). District wide Support to institutional capacity build- ing on governance, leadership and management. 2. Global Fund. District wide Support to HIV/AIDS, TB and Malaria interventions. 3. WHO. District wide Support to HMIS and surveillance. 4. UNICEF. District wide Support to immunization activities. Implementing partners: 1. Baylor Uganda. District Wide Support to comprehensive HIV/AIDS services. 2. AFARD District Wide Water and Sanitation, Nutrition, HIV/ AIDS. CARITAS District wide HIV/AIDS awareness among the Youth. Marie Stopes Uganda (MSU). District wide Provision of Long Term and Perma- nent Family Planning Services. Train- ing of health workers in reproductive health service provision. Uganda Health Marketing Group (UHMG). District wide Provision of HIV counselling and test- ing services. The Carter Centre (TCC). District wide Support to elimination of Neglected tropical diseases. Programme for Accessible health Communication District wide Support to PLWHA with Basic Care and Education (PACE). Kits.

27 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 S/N Name Geographical Type of activity area JOYODI Panyango Sub Community based HIV/ AIDS preven- county tion services SURE. District Wide Medicine management, logistical support inform of computer, motorcy- cles and capacity building for staff. Church of Uganda District Wide HIV/AIDS, Safe Water and Sanita- tion, Health Service Delivery Uganda Red Cross Society (URCS). District Wide Disaster preparedness and response. Nebbi Catholic Diocese District Wide HIV/AIDS, Safe Water and Sanita- tion, Health Service Delivery Source: DHO’s Office

The major challenge faced by CSOs is uncoordinated work of different partners causing duplication, redun- dancy and health wastage.

Progress and performance against key sector indicator:

This section presents an overview of the overall progress and trends in health sector performance for FYs 2010/11 – 2014/15. It therefore includes an assessment of performance of the sector using the core indi- cators.

Health services coverage:

The performance against health service coverage indicators for monitoring the health sector development plan implementations is presented in this section.

• The percentage of women attending the 4 ANC visits increased from 37.8%in 2010//11 to 40.1% in 2013/14 FY. This is far below the target (55%) for 2014/15. • The percentage of deliveries in health facilities stabilized at 60% in 2010/11 to 64.5% 2013/14. • Coverage for immunization services showed an improvement in the percentage of less than one year immunized with third dose of pentavalent vaccine (DPT3) from 89.3% in 2010/11 to 96.9% which is above the target (85%) for the planning period ending. • The percentage of children exposed to HIV from their mothers accessing HIV testing within 12 months increased from 65% in 2010/11 to 98% in 2013/14. This is above the target (90%) for 2014/15. • The percentage of eligible people receiving ARV treatment therapy increased from 60% in 2010/11 to 95% which is above the target (65%) for 2014/15.

The table below summarizes the trends in performance for the core health services coverage.

Table 2.15 Performance for health services coverage indicators:

2013/2014 Achieve- Performance trend S/# Indicator 2010/11 2011/12 2012/13 Target ment from 2010/2011 1. Per capita OPD utilization rate. 1.1 1.5 1.3 1.0 1.3 Stagnant 2. % approved positions filled by skilled health workers. 33 33 33 50 36 Stagnant 3. % children < 1 year immunized with 3rd dose pentavalent vaccine. 89.3 80.6 72.2 90 96.9 Improving 4. % pregnant women attending ANC 4 Improving but below times. 37.8 34.3 34.0 55 40.1 target

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 28 2013/2014 Achieve- Performance trend S/# Indicator 2010/11 2011/12 2012/13 Target ment from 2010/2011 5. % deliveries attended by skilled health Improving but below workers. 60.6 56.6 59.7 65 64.5 target 6. Timeliness & completeness of HMIS Improving but below reporting. 83.3 90.7 86.1 100 92.8 target 7. Couple Years of Protection (CYP). Improving but below 12666 14493 17770 40000 25600 target 8. % of health units without stock out of any of the 6 tracer medicines. 3 3 4 0 2 9. % of children exposed to HIV access- Improving but below ing HIV testing within 12 months. 25 54 76 100 98 target Source: DHIS 2

Determinants of health:

The overall contributions of the interventions for improving health outcomes is assessed with coverage with other health determinants such percentage of households with latrines, Couple Years of Protection, percentage of children under five with height/age height below lower line – 2D (stunting) and percentage of children under five with weight/age height below lower line– 2D (wasting). This has been reported in the UDHS, 2011 with no specifics to Nebbi District.

The percentage of households with latrines increased from 74% in 2010/2011 to 77.6 in 2014/2015 during the period under review. This is above the target (70%) for the 2010/2011 – 2014/2015 periods. Beginning FY 2014/15, Nebbi District envisages receiving financial support worth UGX 165,661,000from the Global Sanitation Fund (GSF) through Uganda Sanitation Fund Program (USF) to improve sanitation and hygiene in the 8 sub counties of Erussi, Parombo, Panyango, Nebbi, Nyaravur, Panyimur, Atego and Pakwach using participatory methods. The sector continues monitoring progress in the delivery of contraceptive services at the program level using the HMIS. There was a remarkable increase in the Couple Years of Protection (CYP) from 12666 in 2010/11 to 17770 in 2013/14 FY. CYP is the estimated protection provided by Family Planning (FP) services during a one-year period, based upon the volume of all contraceptives dispensed to clients.

Quality of health care:

The indicators for quality of health service provide information on the direct output from investments made in health services. They are a measure of improvements made in access, quality, and safety of health ser- vices provided.

Per capita Out Patients Department (OPD) utilization rate has continued to fluctuate between 1.1 and 1.3, above the target of 1.0 in 2013/14.

During the 2014/2015 planning period, the sector intends to assess the level of client satisfaction. The availability of the 6 tracer medicines has continued to improve over the last four year with the per- centage of facilities without stock out of any of the 6 indicator medicines (first line anti-malarial (ACTs), Depo-Provera, Sulpha-doxine/pyrimethamine, measles vaccine, ORS and Cotrimoxazole) increasing from 90% in 2010/11 to 100% in 2013/14. This continues to be a positive trend that needs to be sustained. According to the Health Sub-District (HSD) concept, a HC IV is the first referral facility where there is no hospital to serve a supervisor role. The key feature of the HSD strategy was that each HSD would have a HC IV. The facility should have the capacity to provide basic preventive, promotive, outpatient curative, maternity, inpatient health services, emergency surgery and blood transfusion and laboratory services. In addition, it should supervise and support planning and implementation of services by the lower health units in its area of jurisdiction. Pakwach HC IV functionality has been maintained with a resident Medical Officer available over the last 5 years. The HC IV is able to provide intervention in case of complications during delivery which includes the ability to provide a Caesarean Section and Blood Transfusion. The facility also continues to struggle with

29 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 high loads of accident victims especially from the National Park and the highway for which it is inadequately equipped. The human resource though at 98% remains inadequate for the level of service offered.

Table 2.16 Status of functionality for Pakwach HC IV as of 2013/2014FY

Services OPD ANC Deliveries PN visits Immunization FP Visits Admissions No recorded 24749 2114 923 419 4955 322 6309 SUO 126,418 Source: DHO’s office

2.1.7 Community Based Services / Social Development

Community Based Services department is the lead agency in the SDS with the mandate to empower com- munities to harness their potential through cultural growth, skills development, and labour productivity for sustainable and gender responsive development. As the lead Local Government institution, the Depart- ment of Community Based Services is responsible for policy implementation, implementation of guidelines governing service delivery, providing support supervision, carrying out monitoring and evaluation, capacity building of lower local governments and Coordination

Goal: ‘To improve income of the poor, thereby promoting and increase in the quality of life of the people and enhance good governance, harmony and Security’ Mission statement “To improve the socio-economic and cultural conditions of the people through active involvement and participation of the people and partners in a gender sensitive way with emphasis on the disadvantaged and most vulnerable members of the Community

Services of the Sector Community Based Services Department provides the following services: • Culture and Community Development • Disability and Elderly • Labour, Employment and Industrial relations and • Probation, Youth and Children

2.18 The Youth Livelihood Programme:

Nebbi district is currently one of the 27 pilot districts that youth livelihood programme is being implement- ed in across the country. To date 110 projects have been funded to the tune of 529 million and out of the 110 projects, ten (10) projects were skills development while 100 projects are livelihood support. 70 of the projects are located in Padyere while 40 are in Jonam County. A total of 1,627 Youths have so far benefited from the Programme out of this total sum 1031 are males and 596 are females meaning that out of the total population of 88,000 youths in the district only 1.8% have so far benefited

The Youth livelihood programme is a revolving fund scheme and to date Shs. 25,665,050 million has been repaid and transferred to Ministry of Gender Labour and Social Development. In comparison to the other 26 benefiting districts, Nebbi is number six with a recovery rate of 1%.

Table 2.17 Summary of Youth Livelihood Projects by Sub County in the Last Three FYs

No LLG Projects No. Beneficiaries Amount funded M F T Erussi 8 81 39 120 37,524,000 Parombo 10 89 51 140 44,213,000 Nyaravur 8 58 39 97 26,145,000 Atego 6 55 33 88 37,710,000

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 30 No LLG Projects No. Beneficiaries Amount funded M F T Akworo 10 89 57 146 35,834,500 Kucwiny 7 67 36 103 41,061,500 Nebbi 9 54 40 94 39,308,550 Nebbi TC 11 106 50 156 68,824,000 Ndhew 12 115 65 180 42,594,000 Wadelai 4 31 21 52 26,138,000 Panyango 6 59 38 97 33,444,067 Pakwach TC 5 34 30 64 24,555,000 Pakwach 5 48 24 72 27,966,250 Panyimur 7 70 32 102 42,727,562 Alwi 8 75 41 116 37,455,000 Cumulative Totals 116 1031 596 1627 565,500,429 Source: District Community Development Office

2.19 Social Protection

Social protection refers to the formal and informal initiatives that provide assistance to the extremely poor individuals and households; and social services to groups who need special attention or would otherwise be denied access to basic services, social insurance to protect against risks such as discrimination and abuse. The CDO has to ensure there is inclusion and participation of vulnerable, poor and marginalized groups in development programmes as a strategy to promote poverty focused development and reduction of poverty.

The department provides social protection services to the community. Majority of our community members are either ignorant or poor and this makes them vulnerable. Many people are poor or face the risk of becom- ing poor due to adverse changes like drought and floods with the associated negative effects. Others are disadvantaged by demographic characteristics like gender, disability, household consumption, illness, age and loss of parents among others. Therefore, it is on these bases that social protection is being provided to prevent, cope with and mitigate the risk effects.

The Social Assistance Grant for Empowerment (SAGE):

Introduction In Nebbi District the SAGE program was launched on 8th March, 2012 during the International Women’s Day celebration hosted in the District. There are two grants that are being piloted in the District; namely; Senior Citizen’s Grant –targets Ugandan citizens of 65 years and above; and the Vulnerable Family Grant- targets families that targets households with a low labour capacity and therefore cannot engage in meaningful economic productivity.

The Vulnerable Family grant however, is being phased out and their last payment was in December, 2015. All are going to receive a transition allowance of 100,000/=, the affected Sub counties include; Panyimur, Pakwach, Pakwach T/C, Atego, Kucwiny and Erussi. All Sub counties will take on Senior Citizen’s grant.

Beneficiaries per Sub County The total number of beneficiaries enrolled from the inception of the program stands at 13,085 (Males are 3,957 and Females are 9,128).These numbers have drastically reduced. This has been due to the deaths of some beneficiaries and others found to be under age during the validation exercise which took place between September and October 2014 in the Senior Citizen Grant Sub Counties. The newly registered beneficiaries after appeals in November 2015 stands at 279 (Not disaggregated by gender).Find below detail of the beneficiaries per Sub County.

31 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Table 2.18 Number of Beneficiaries per Lower Local Government

SN. Sub County Beneficiary Number Males Females Total 1. Akworo 422 710 1132 2. Alwi 313 501 814 3. Atego 22 221 243 4. Erussi 83 751 834 5. Kwicwiny 110 714 824 6. Ndhew 315 518 833 7. Nebbi 402 687 1089 8. Nebbi Town Council 379 784 1163 9. Nyaravur 360 677 1037 10. Pakwach 44 391 435 11. Pakwach Town Council 41 332 373 12. Panyango 537 908 1445 13. Panyimur 76 453 529 14. Parombo 522 912 1434 15. Wadelai 331 569 900 Total 3,957 9,128 13085

Table 2.19 Newly registered beneficiaries after appeals in November 2015 (senior citizen grant sub-counties)

SN NAME OF SUB COUNTY NUMBER OF BENEFICIARIES REGISTERED 01 Alwi 23 02 Nyaravur 15 03 Nebbi Town Council 14 04 Akworo 23 05 Nebbi 16 06 Ndhew 50 07 Panyango 42 08 Parombo 17 09 Wadelai 79 Total 279

Since the inception of the program, beneficiaries have been receiving payment consistently, an amount of UGX. 11,236,556,255 has been paid out since inception of the programme. Payments are done after every two months and each beneficiary receives a sum of 25,000/= per month. Below is the total amount of money given out to the beneficiaries in the different Sub Counties from inception of the programme in 2012 up to September 2015.

Table 2.20 Amount of money paid to the beneficiaries since the inception

SN Sub County Amount of money 1. Akworo 1,005,143,925.00 2. Alwi 606,954,260.00 3. Atego 204,636,910.00 4. Erussi 694,261,165.00

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 32 SN Sub County Amount of money 5. Kucwiny 669,812,765.00 6. Ndhew 672,933,470.00 7. Nebbi 1,035,319,835.00 8. Nebbi Town Council 939,967,765.00 9. Nyaravur 1,063,439,425.00 10. Pakwach 354,305,925.00 11. Pakwach Town Council 313,456,360.00 12. Panyango 1,064,853,390.00 13. Panyimur 440,657,595.00 14. Parombo 1,254,420,560.00 15. Wadelai 916,392,905.00 Grand totals 11,236,556,255.00 Source: District Community Development Office (SAGE section)

Conclusion The programme is moving on well though we have some challenges of loss of Sim cards, missing names on the pay roll especially for Parombo Sub County, Pulum Parish, late reporting of deaths by LCI and PDC’s. The team is however working hard to ensure that emerging challenges are worked upon and issues that need secretariat attention are reported to them for their actions.

2.10 Community Driven Development (CDD): The district is also implementing the Community Driven Development (CDD) in all the sub-counties includ- ing Town Councils. The CDD aims at empowering communities to champion their local developments and demand for accountability for increased ownership and sustainability of decentralized local service delivery. The district has funded a total of 54 projects to a tune of shillings 190 million in the last three financial years. This financial year, a total of ten (10) projects worth 47 million have been funded under this intervention. This has been able to benefit 240 people across the counties of Padyere and Jonam. Seven of the projects are located in Padyere while three are in Jonam County. The funded Projects range from apiary, hair-dress- ing, fruit tree farming, purchase of utensils for hire, mushroom growing, events and functions management, computer accessories and animal traction. The leaders at various levels are appealed to monitor and sup- port the communities to take good care of the projects to improve their livelihood.

Table 2.21 Summary of CDD projects funded in the last three financial years LLG parish Village Project Projects Cost Panyango Pacego Pacer centre Pacer centre black smithing, 3,000,000 art and craft Pamitu Pamitu central Agap youth Salon 3,000,000 Sub Total 6,000,000

33 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 LLG parish Village Project Projects Cost Alwi Pangieth Vupu pa kwer upe women Tailoring 2500,000 group Pangieth Got madi Can nyayo paro youth group 2,500,000 motorcycle boda boda Ayila nyabang Acayerach motorcycle boda 2,500,000 boda Abok Pateng central Sai ku kwok youth group sa- 2,000,000 loon Fualwonga jupaliga east Wadikra youth group saloon 2,000,000 Fualwonga jupaliga west Can cewa community group 2,500,000 phone charging Sub total 14,000,000 Panyimur boro Singla A Panyimur orphans and guid- 4,000,000 ance support group fishing Sub total 4,000,000 Erussi Padolo Oleny trading centre Abi oronga elderly events man- 4,000,000 agement Padolo Oleny trading centre Erusi boda boda association 2,500,000 motorcycle Padolo Oleny trading centre Mungudit women mush room 3,270,000 seed processing Padolo Atido Nyikwai kwonga women coffee 3,650,000 planting Sub total 13,420,000 Nyaravur Mbaro East Nyaravur centre B Mungutimo mushroom growing 2,500,000 Mbaro East Acibu Acibu Women group catering 2,500,000 services Mbaro East Nyaravur Trading Centre Nyaravur Boda boda 2,500,000 Mbaro West jupakeno Gen mungu orphans and wid- 3,800,000 ows Association Sub total 11,300,000 Nebbi Town Central boma Nebbi Drvers youth transport 2,500,000 Council services Thatha jupanjao Lagop ojai events manage- 3,000,000 ment group central Boma 1 Akuna kulala broker tyre repair 4,000,000 central opano Arrived youth bakery 4,000,000 forest laji Laji youth and elderly events 4,000,000 management Namthin Pubidhi lower Eden trust mushroom growing 3,000,000 Sub total 20,500,000

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 34 LLG parish Village Project Projects Cost Akworo kasato Akuru kasato Can lalo mer soap making 3,000,000 kasato Kasato central God is able mixed youth car- 4,000,000 pentry kasato Kasato central Mungutelo yo mixed PWD craft 3,000,000 Sub total 10,000,000 Parombo pagwata ndrosi Rwothomio group plastic chairs 4,000,000 and utensil for hire parwo Market square Parombo Allied youth initiative 3,800,000 for development-The bongo bi- cycle transport Subtotal 7,800,000 Atego Paminya upper Okemo east Atego FAL instructors Associ- 2,500,000 ation Subtotal 2,500,000 Nebbi Kalowang anjao ombanya Mer ber piggery 3,367,000 Subtotal 3,367,000 Kucwiny Akaba nyarakwacha Ting kori youth group Events 3,000,000 management Sub total 3,000,000 Grand Total 95,887,000

2.11 Special Disability Grant

Special Disability Grant aims at empowering Persons with Disabilities to initiate income generating projects for sustainable livelihoods as a disadvantaged lot of people. The funding for the disabled persons under the Special Disability Grant has been quite stable for the last three financial years as the district has been receiving over 30 million per annum. In the current financial year a total of eight (8) Projects have been funded amounting to 22.4 million across eight (8) Lower Local Governments. Five are located in Jonam County and three are in Padyere County. Since the inception of the programme in 2009/10 a sum of 152.9 million has been disbursed to support the people with disabilities within our communities. The interventions they are engaged in include but not limited to fishing, produce buying and selling, utensil buying and hire, events and functions management, boda boda/motorcycle hire and grinding mill among others

Table 2.22 Distribution of the Special Grant Projects for the Last Three Years since the Inception of the Programme in the District in FY 2011/12

S/N Group Name Location Project Type Amount (UGX) 1 Gorocan PWD farmers Wadelai Livestock 2,000,000 2 Tielo ber association of PWD Panyango Livestock 2,500,000 3 Kwai ku tic association of PWD Nebbi TC Savings and credit 2,500,000 4 Rupiny association of PWD Parombo Livestock rearing 4,500,000 5 Panyimur association of PWD Panyimur Transport 4,500,000 6 Pakwach parents support group Pakwach TC Food processing 2,000,000 7 Puvungu cobbling group Pakwach TC Cottage 2,000,000 8 Akworo Goro miyo can Akworo Livestock 4,500,000 Congambe Association of the 9 Disabled Nyaravur Basket making 2,500,000

35 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 S/N Group Name Location Project Type Amount (UGX) Kwo Wondire ongo Disabled as- 10 sociation Pakwach T/C Goat rearing 3,200,000 Ngec Lonyo Association of the 11 Disabled Atego Embroidery 3,500,000 Nyamotar Yesu Mer Disabled 12 group Kucwiny S/C Goat rearing 3,000,000 13 Paroketo Disabled group Pakwach S/C Goat rearing 2,707,000 14 Mukale Disabled group Pakwach S/C Goat rearing 2,707,000 15 Koch Disabled association Nebbish S/C Black smith 2,346,000

Ndhu rowth mungu kende mu- 16 larwa association of the blind Kucwiny Shoe making 2,000,000 17 Deaf support association Nebbi TC Tailoring 2,000,000 Jupagilo primary school children 18 with disabilities Akworo Poultry 1,500,000 19 Parombo association of the blind Parombo Computer services 3,100,000 20 Owinyopielo disabled group Nebbi S/C Carpentry 2,500,000 21 Goro ocwaya group Atego Bee keeping 2,500,000 22 Mungu nen deaf group Erussi Goat rearing 2,000,000 23 Olwenjo disabled group Pakwach S/C Goat rearing 2,000,000 24 Ngom lokojo group Nebbi S/C Tailoring 2,000,000 25 Mungu mio disabled group Kucwiny Goat rearing 2,500,000 Sayo kwo disabled person’s 26 group Ndhew Phone charging 2,800,000 Nebbi town council bodaboda 27 association Nebbi TC Transport 2,500,000 28 AkworoGoro Miyo Can Akworo SC Cattle Rearing 4,500,000 Gororac Disabled Cobbling 29 Group Nebbi SC 2,000,000 30 Can KeloNgech Disabled Group Kucwiny SC Cattle rearing 2,500,000 31 Mungu Nenn Deaf Group Goat rearing 2,000,000 Kothongola Disabled Tailoring Tailoring and Garment man- 32 Group Erussi SC ufacture 4,000,000 Parombo Association of Physi- 33 cal Disability Parombo SC Revolving fund 4,000,000 Abok Persons with Disability As- 34 sociation Panyimur Cattle Rearing 2,000,000 35 Pulaka Disabled Group Erussi SC Savings and Credit 2,500,000 36 Kabangwambe Disabled Group Parombo SC Revolving Fund 2,500,000 Nyaravur Disabled Persons As- 37 sociation Nyaravur SC Savings and Credit 2,500,000 NyamutarYesuMer Disabled 38 Group Kucwniny SC Cattle rearing 3,000,000 Nebbi Association of the Physi- 39 cally Disabled Nebbi TC 40 Yesu timo persons with Disability Akworo Stationary Shop 3,000,000 41 Wanen Anyim Disabled Group Atego Art & Craft 2,000,000 Dorombe Ku ngom Disabled 42 Group Alwi Secretarial Work 3,000,000 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 36 S/N Group Name Location Project Type Amount (UGX) Pujwang Mer Ber Disabled 43 Group Pakwach T/C Charcoal Selling 2,500,000 Yesu teloyo children with Dis- 44 ability group Kucwiny Plastic Chair for hire 3,000,000 Goro oloyo mudho Disabled 45 Group Panyango Chairs and Utensils for hire 2,000,000 Erussi Mungo neno disability Erussi Chairs and Utensils for hire 2,500,000 46 group Help Disabled Children excel 47 group Nyaravur Photo studio 2,500,000 Ngier Ikan Women disabled 48 group Kucwiny Photocopying machine 2.500,000 Uyudho upper Association up- per association of persons with 49 hearing impairment Nebbi T/C Plastic bag making 2,000,000 Leng cwiny Disabled Childen’s 50 group Nebbi T/C Utensils for hire 2,000,000 51 Par Pa Mungu Disabled Group Panyimur S/C Fishing 3,400,000

52 Concern Disabled Group Nyaravur S/C Produce buying and selling 3,500,000

53 Goro Uloyo Mutho Group Panyango Utensil buying and hire 2,000,000 54 Kwolonyo Disabled Group Wadelai Piggery 2,210,000 Procurement of Plastic 55 Goromungumio Wadelai Chairs/Utensils for hire 3,000,000 Procurement of Koch P/S Disabled parents sup- Plastic Chairs/ 56 port group Nebbi SC Tumpline for hire 3,000,000 Motor cycle Wameke Piwatek Disabled 57 Youth Grouo Alwii (Bodaboda) 3,000,000 Ngomlokuju Disabled Self-help 58 group Nebbi TC Grinding Mill 2,500,000 Parwanga Merber Disabled 59 Group Pakwach TC Produce buying and selling 2,455,000 60 Kudikiri Disabled Group Kucwiny Apiary 2,200,000

61 Mbaro West Disabled Group Nyaravur Produce buying and selling 2,200,000 Angal boys primary school dis- abled pupil’s-Nyaravur S/C for 62 craft work Nyaravur Craft work 1,712,500 Pacego PWD Yesu Ribowa De- 63 velopment Association Panyango Events Management 1,712,500 64 Mungudit disabled group Ndhew Retail Trade 1,712,500 65 Wadikrwa disabled group Parombo Tailoring 1,712,500 66 Can KwiyaGoro Pakwach T/C Arts and Crafts 1,712,500 67 KonyiriGiri Nebbi T/C Piggery 1,712,500 68 Atyak Parish Disabled Group Pakwach S/C Grinding Mill 1,712,500 69 Mungumioore Ndhew Events Management 1,712,500 Grand Total 173,525,000

37 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Table 2.23 Distribution of FAL Centres by LLG, Parish, Village, and Enrolment by Sex, Level, and Number of Instructors

No LLG No of No of No of Enrolment level 1 Enrolment level 2 Enrolment level TOTALS No of Instructors Par- Villages classes 3 ish M F Tot M F Tot M F Tot M F Tot M F Tot 1 Wadelai 5 75 13 14 170 184 2 68 70 0 0 16 238 254 7 6 13 2 Panyango 7 106 28 21 224 245 59 29 88 0 80 253 333 18 10 28 3 Alwi 4 60 26 97 359 456 40 97 137 5 24 29 142 480 622 16 10 26 4 Pakwach TC 5 52 13 16 70 86 35 42 77 13 46 59 64 158 222 6 9 15 5 Pakwach 4 63 22 210 286 496 98 200 298 0 8 8 308 494 802 0 6 Panyimur 5 58 17 40 240 280 42 131 173 37 41 78 119 412 531 12 5 17 7 Akworo 6 51 15 120 197 317 35 105 140 7 4 11 162 306 468 14 0 14 8 Parombo 8 67 19 28 205 233 47 149 196 3 8 11 78 362 440 10 9 19 9 Erussi 5 62 18 49 191 240 14 109 123 2 4 6 65 304 369 10 11 21 10 Ndhew 4 41 14 25 147 172 7 84 91 2 125 127 34 356 390 6 6 12 11 Atego 3 29 10 82 187 269 61 120 181 0 143 307 450 8 4 12 12 Nyaravur 5 46 65 290 355 59 156 215 0 124 446 570 6 13 19 13 Kucwiny 7 97 28 560 414 974 121 95 216 38 19 57 719 528 1247 20 8 28 14 Nebbi 4 36 8 15 89 104 13 40 53 0 0 0 28 129 157 3 5 8 15 Nebbi T.C. 9 46 31 68 492 560 72 294 366 9 67 76 149 853 1002 11 27 38 TOTAL 81 889 262 1410 3561 4971 705 1719 2424 116 346 462 2231 5626 7857 147 123 270 To implement community mobilization and empowerment programme, the district has recruited a total of eight 1 SCDO, 1 Labour Officer, 2 CDOs at sub-county level. The district is not able to fill all the approved positions for CDOs and ACDOs at sub-county level due to the current high wage bill. The CDOs and ACDOs support all sectors in mobilization of communities mainly for water and sanitation, health, education, production, wealth creation, participatory planning to ensure that government programmes respond to community needs and preparation of sub-county development plans among others.

In spite of their enormous contribution the ACDOs and CDOs are poorly facilitated in terms of meagre budgetary resource allocation in all the sub-counties and

57 even the district. This is further compounded by the man power gap. There are only 11 CDOs at sub-county level out of the approved 15 positions. The few are overloaded and don’t do effective mobilization in the entire district coupled with the negative attitude of some community members like laziness and drunkenness. As such there is limited community capacity to demand for services and slow progress in socio-economic indicators as a whole.

38 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Challenges:

Our challenge in this sector still remains the issue of high expectations/ demand from the communities amidst the limited resources. There is also the problem of lack sustainability of the projects coupled with negative attitude with a case in point of youth livelihood programme which has affected the repayments by the beneficiaries.

Nebbi District has one institution caring for Vulnerable Children. This institution is Acres of Hope Home located near Showers Hospital on showers road. On average about 40 children being taken care of by this institution. The children in this home are brought from all over the District and Zombo District.

The burden of caring for OVC continues to be overwhelming. Most of the households taking care of OVC are headed by widows, widowers or grandparents. The burden of looking after orphans and other vulnera- ble children coupled with the economic hardship has put a lot of stress on older persons and impoverished them almost to the point of destitution. Therefore, it was important to complement the efforts of these care givers in meeting the needs of the OVC.

2.12 Production and Marketing

The Production and Marketing Sector in the district comprises of six sub sectors i.e. crop, livestock, fish- eries, and entomology and commercial services. These sub sectors support a significant population that depends on agriculture for their source of income, livelihoods and food security. The local government Act mandates the sector to do the following: crop, animal and fisheries extension services; entomologi- cal services and vermin control; trade development services; commercial inspectorate and cooperative development. The functions undertaken by the sub-sectors are provision of advisory services, controlling epidemic diseases, pests and parasites affecting crops, animals and fish; enforcing agricultural laws and regulations; carrying out inspection and certification of agricultural inputs; ensuring veterinary public health and collection of agricultural Statistics

Crop sub sector

The district has land that can be divided into 3 distinct agro ecological zones namely; the highland Arabica coffee and banana production zone; the mid plateau cotton and maize production zone and the lowland fishing and sesame production zone. It experiences two rainy seasons – a short one from March – May and the long rains from July – December. This climate has supported the production of a variety of crops table 2.14 and 2.15 below. Cassava is the main crop for food security but also as cash crop, others of major economic potential are simsim, rice, and maize. Arabica coffee is grown in the highland sub counties of Erussi, Ndhew and parts of Nebbi sub -county. In 2013, UCDA estimated the acreage of coffee in the dis- trict at 1,233ha that is a total of 2,096,071 trees planted by 11,937 households. Cotton is grown in the sub counties of Akworo, Alwi, Erussi, Kucwiny, Ndhew, Nebbi and Parombo. In the 2013/2014 season Cotton Development Organisation estimated a planted acreage of 27,300 acres with a production of 15,015 tons.

Table 2.24 Acreage and total production of main crops in Nebbi 2009 to 2013

CROP 2009 2010 2011 2012 2013 Area Produc- Area Produc- Area Produc- Area Produc- Area Produc- (Ha) tion (Mt) (Ha) tion (Mt) (Ha) tion (Mt) (Ha) tion (Mt) (Ha) tion (Mt) Maize 5,079 7,734 4,571 6,961 5,333 8,121 5,760 8,771 6,376 8,456 Finger 105.6 105 95 95 111 111 101 89 94 75 Millet Sorghum 2,127 1,384 1,914 1,245 2,233 1,453 2,412 1,569 2,218 1,250 Rice 148 98 133 88 155 103 405 1,012 454 1,133 Bean 1,084 579 975 521 1,138 608 1,229 657 1,352 784 Cow Peas 16 9 14 8 17 9 15 11 12 9

39 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 CROP 2009 2010 2011 2012 2013 Area Produc- Area Produc- Area Produc- Area Produc- Area Produc- (Ha) tion (Mt) (Ha) tion (Mt) (Ha) tion (Mt) (Ha) tion (Mt) (Ha) tion (Mt) Pigeon 61.6 45 55 40 65 47 5 3.7 1.6 1 Peas Ground- 1,540 996 1,386 896 1,617 1,045 1,811 1,268 1,992 1,394 nuts Simsim 2,945 1,894 2,650 1,704 3,092 1,988 3,710 2,386 4,592 2,938 Soya 15 5 5.5 4.9 5 Beans Banana 256 945 230 851 268 992 289 1,071 313 1,157 Food Banana 32.5 68 29 61 34 72 37 78 40 84 Sweet Cassava 27,205 116,674 24,485 105,006 28,565 122,507 29,708 127,407 32,084 137,600 Sweet 1,303 3,163 1,173 2,847 1,368 3,321 1,477 3,587 1,593 4,389 Potatoes Irish 35 102 32 91 37 107 30 86 22 63 Potatoes Onions 90 63 98 69 108 75 116 81 126 88 Source: Uganda Census of Agriculture 2008/2009; Volume IV: Crop Area and production Report, December, 2010. UBOS for 2008/2009 and LG / LLG Reports, Surveys & Projections for 2010 – 2013

Table 2.24 Production of major crops by Sub County

Sub Coun- Maize Rice Groundnuts SIMSIM CASSAVA BEANS ty Area Prodn Area Prodn Area Prodn Area Prodn Area Prodn Area Prodn (Ha) (Mt) (Ha) (Mt) (Ha) (Mt) (Ha) (Mt) (Ha) (Mt) (Ha) (Mt) Akworo 579 768 74 52 208 133 3,113 13,348 4 2 Alwi 128 170 90 3 315 201 1,056 4,528 8 5 Atego 111 148 26 18 58 37 569 2,442 24 14 Erussi 393 521 213 149 73 47 1,612 6,913 448 260 Kucwiny 733 972 5 2 253 177 618 395 3,061 13,127 18 10 Ndhew 265 351 143 100 110 70 1,075 4,610 386 224 Nebbi SC 146 364 357 250 148 95 2,391 10,256 246 143 Nebbi TC 571 757 61 153 97 68 27 17 1,884 8,078 157 91 Nyaravur 451 599 102 72 232 148 2,277 9,764 33 19 Pakwach 588 780 101 71 619 396 2,916 12,505 1 1 SC Pakwach 554 735 6 4 257 164 2,660 11,407 1 1 TC Panyango 247 327 87 218 180 126 477 305 1,534 6,580 5 3 Panyimur 333 441 26 18 114 73 2,953 12,664 15 9 Parombo 350 464 9 23 254 178 434 277 2,112 9,056 4 2 Wadelai 681 903 146 364 70 49 903 578 2,873 12,322 2 1 Total 6,376 8,456 454 1,133 1,992 1,394 4,591 2,938 32,084 137,600 1,352 784 Source: DAO, 2013

However, crop production in the district has been constrained by a number of factors namely; poor on-farm yields compared with research station (see table 2.1.5); prevalence of pest and diseases e.g. Cassava Brown Streak Disease, Cassava Mosaic, Banana Bacterial Wilt Disease, Groundnut rosette, Aphids, Striga, Tomato Bacterial wilt, Irish Potatoes moth/blight; poor soil and water conservation practices; unpredict- able and unreliable rainfall pattern which manifests in form of prolonged dry spells, floods, isolated rainfall throughout the district but more pronounced in the drier sub counties of Alwi, Akworo, Parombo, Panyango,

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 40 Nyaravur, Atego & Kucwiny; limited access by farmers to extension services; limited used of improved seeds and stocking materials and low level of farm mechanization - farmers are still using hand hoes for land opening.

Table 2.25 Average yield per Hectare per Crop:

Av. Yield (Mt/Ha) Av. Yield (Mt/Ha) Av. Yield (Kg/Acre)

Crop On-research station On-farm On-farm Maize 4-5 1.52 616 Finger Millet 2 1.00 404 Sorghum 1.6 0.65 263 Rice 5 0.66 268 Bean 0.9 0.53 216 Cow Peas - 0.56 228 Pigeon Peas - 0.73 294 Groundnuts 2.5 0.65 262 Simsim 1 0.64 260 Banana Food - 3.70 1,496 Banana Sweet - 2.10 848 Cassava 15 4.29 1,736 Sweet Potatoes - 2.43 982 Irish Potatoes - 2.87 1,161 Source: Agriculture department To improve the performance of the sub sector, different interventions have be carried out over the years including the following:- provision of crop advisory services to farmers, training farmers on the management of CBSD and other diseases, multiplication of cassava varieties tolerant to CBSD, procurement of BBW tolerant Banana suckers (Vars. FIA 17, Kisansa, Kibuzi, Enyesu, Empologoma) for multiplication; promo- tion of small scale irrigation; supporting the value chains of vegetable oil seed (sesame & soya beans) and initiating tea growing in the district.

Livestock sub sector Nebbi district has large swath of natural pastures and streams which support a vibrant livestock industry. This is coupled with the existence of veterinary staff who offer advisory services. At least 42% of households in the district are involved in one form of livestock rearing (see table 2.16 below). The estimated population of the different livestock and distribution in the district is shown below table 2.16. Meat production in 2014 was estimated at 460 tons. Livestock plays a key role as a source of income for many small farmers also as a means of savings and/or form of investment.

Table 2.26 Population of Animals by Sub-county.

Proportion of Households Owning Livestock Sub-county CIS Households HHs Cattle HHs Goats HHs Pigs HHs Chicken Akworo 3,461 11.0 27.5 0.5 32.3 Erussi 8,184 5.6 40.5 2.9 43.7 Kucwiny 4,744 29.2 61.0 3.4 58.0 Nebbi 4,401 7.1 36.0 8.0 32.5 Nebbi Tc 4,919 5.7 24.3 0.5 30.5 Nyaravur 4,256 17.1 43.7 2.2 42.2 Pakwach 3,268 17.3 42.4 0.2 48.3 Pakwach Tc 2,910 6.1 28.1 0.1 33.5

41 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Proportion of Households Owning Livestock Sub-county CIS Households HHs Cattle HHs Goats HHs Pigs HHs Chicken Panyango 6,225 9.9 39.1 0.0 42.2 Panyimur 3,571 11.3 35.5 0.5 37.3 Parombo 5,203 15.3 47.5 2.8 49.3 Wadelai 4,382 5.2 40.0 0.5 48.6 Total 55,524 11.4 39.5 2.0 42.1 Source: DVO’s Office

Table 2.27 District Livestock Population by type by sub-county.

Sub County Cattle Goats Sheep Pigs Chicken Akworo 5,099 10,414 1,250 73 18,666 Erussi 2,801 21,299 957 821 33,176 Ndhew 3,339 14,967 868 1,248 26,532 Kucwiny 18,512 31,664 5,954 686 45,943 Nebbi 4,186 17,336 4,285 915 23,882 Nebbi TC 3,755 13,078 486 261 25,051 Nyaravur 5,325 13,639 6,155 150 18,744 Atego 4,423 6,857 2,714 248 11,246 Pakwach 7,572 15,161 4,413 47 27,172 Pakwach TC 2,377 8,948 257 43 22,065 Panyango 3,381 10,521 3,504 65 31,101 Alwi 4,895 15,998 2,187 177 22,200 Panyimur 5,405 13,871 2,066 106 25,300 Parombo 10,662 27,042 1,851 619 45,890 Wadelai 3,053 19,179 891 568 39,795 Total 84,781 239,972 37,836 6,027 416,762 Source: District Veterinary Department 2014

Issues constraining the performance of the sub sector include; low productivity mainly due to use of in- digenous breeds (local breeds) that have low carcass weight and milk yield (1.5 litres/day compared to exotic 20 litres/day); High incidence of diseases and parasites of animals - major diseases and parasites include: New Castle Disease, Fowl Pox, African swine fever, Mange, Black quarter, Nagana, Rabies, In- ternal worms, ticks and tsetse flies. The diseases and parasites are found all over the district, incidences are exacerbated by uncontrolled movements of animals, lack of routine vaccinations and other preventive measures and the negative attitude of farmers to the treatment of animals at a cost; lack of quality pastures and feeds for livestock, poor infrastructure for disease and parasite control - the district has no cattle dip but only a few communal cattle crushes; livestock marketing is also not well organized in part due to the absence of functional livestock market in the district. However, over the last 5 years the sub sector made some significant investments in the areas of diseases control by conducting vaccination of cattle and poultry (14,291 vaccinated in 2014), construction of com- munal cattle crushes; introduced artificial insemination services and also provided advisory services to farmers (14% of households received veterinary extension services, FNS survey 2014) .

Fisheries sub sector The district is endowed with fresh water resources that can support a vibrant fisheries industry (see table 2.18 below). It has approximately 83 km of shore line with Lake Albert and The Albert Nile in the LLGs of

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 42 Panyimur, Pakwach, Pakwach Town Council, Panyango and Wadelai that support capture fisheries and cage fish farming; and also streams and wetlands in Erussi, Ndhew, Nebbi and Nebbi Town Council for aquaculture (see table2.18 below). There are 20 farmers/farmers groups practicing aquaculture with a total pond area and cage volume of 1726m 2 and 257m 3 respectively. Total production for 2014 was estimated at 4.2 tons this is low. The fishing infrastructure includes 70 fish landing sites, a modern fish market at Pa- nyimur and 1,934 fishing boats. The common fish species within the Albert Nile and Lake Albert in Nebbi District are presented in the table below.

Table 2.28 Common fish Species found in Albert Nile and Lake Albert in Nebbi District.

SN Scientific name English Name Local Name (Jonam/Alur) 1 Mormyrus kannume Protopterus aethiopicus Kobia 2 Mormyrus caschive Hyperopicus bebe Kobia 3 Hydrocynus forskali Tiger fish Ngasia / Ngala 4 Hdrocynus vittatus Tiger fish 5 Alestes dentex Tiger fish 6 Alestes baremose Tiger fish Angara 7 Alestes macrolepidotus Gowa 8 Distichodus niloticus Moon fishes Wachone 9 Citharinus citharus Moon fishes Aporo 10 Labeo horie Carps Posso / Nduka / Karuka 11 Labeo coubie Carps 12 Labeo victorianus Ningu 13 Barbus bynni Barbel Sirri / Kisinja / Oshoi 14 Bagrus docmac Cat fish Ombala / Semutundu / Oreko/Lugungu 15 Auchenoglanis occidentalis Cat fish Bubu / Orukwe 16 Schilbe mystus Taitai 17 Synodontis schall Kamuduli / Lungu 18 Synodontis frontosus Kwoke 19 Malapterurus electricus Electric cat fish Adinga 20 Lates niloticus Nile perch 21 Tilapia zilli Tilapia Oro/Ozogoro 22 Neobola bredoi Silver fish Muziri/Mukene 23 Brycinus Ragoge Source: Fisheries Department-Nebbi District Local Government

Table 2.29 Fish catch by location and value (in shillings).

Lake Albert Albert Nile Total Production Value (mil- Production Value (mil- Value (million Species Of Fish (t) lion shs) (t) lion shs) Production (t) shs) Brycinus nurse 3,151.0 731.0 411.0 457.1 3,562.0 1,188.1 Lates spp/Nile perch 644.0 2,171.0 106.0 281.0 750.0 2,452.0 Hydrocinus forskalli 340.0 1,603.0 216.0 480.5 556.0 2,083.5 Oreochromis niloticus 74.0 149.0 175.0 425.6 249.0 574.6 Alestes baremose 186.0 580.0 186.0 580.0

43 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Bagrus bayad 86.0 287.0 409.0 927.6 495.0 1,214.6 Clarias gariepinus 288.0 1,033.7 288.0 1,033.7 Protopterus eathiopicus 1.0 1.0 260.0 534.0 261.0 535.0 Barbus bynni - - 636.0 1,141.0 636.0 1,141.0 Other species 132.0 479.0 1,053.5 611.0 1,053.5 Overall 4,429.0 4,942.0 3,166.0 6,913.9 7,595.0 11,855.9

Source: Catch Assessment (CAS) conducted in July 2012- NaFIRRI.

The industry directly and indirectly supports about 10,306people who are involved in different activities in the fish value chain from fishing, processing, marketing, transportation, sale and making of gears and boats. In addition it also attracts other secondary activities at the fish landing sites like trading. This has offered a source of livelihood, income and food and nutrition security to the communities around the lake and river. However, the sub sector faces different constraints and challenges chief among them is the decline in fish catch over the years due to use of destructive fishing gears and methods (see the following table), increased number of people involving themselves in the fishing business hence overfishing of stocks, de- struction of fish breeding grounds especially by the prohibited gears; poor attitude of the fisher community in participating the management of the resource. The fish handling and marketing infrastructure at the landing sites are also poor with inadequate sanitary facilities, slabs and racks, poor access roads, no cold chain fa- cilities and only one market designed for handling fish at Panyimur. The main bottle neck for the aquaculture is availability of quality fingerlings and costs involved in feeding the fish.

Table 2.30 Types of Fishing gears and methods used Nebbi District Gillnets Hooks Seine nets Mos - quitoe seines Lampa - ra nets Cast nets Monofil - ament Traps Tychoon No. of Boats with No. mesh size >4 inches of Boats with No. mesh size < 4 inches No. of gill nets Total No. of boats with hooks sizes of ≤ 9 No. of boats with hook sizes > 9 no. of boats us - Total ing hooks No. of boats with seine nets No. of boats using mosquito seines No. of boats using lampara nets No. of fishermen with cast nets No. of boats with monofilament nets No. of fisherstraps with No. of fishers with ty - choons 583 793 1,376 276 150 426 64 28 136 228 250 208 39

Source: Fisheries Department 2012

Efforts have been made in the last years to improve the productivity of the sub sector, key investments included; construction and stocking of six demonstration fish ponds; establishing cage fish farming demo sites; training of farmers on best practices in aquaculture; inspection of landing site for compliance to reg- ulation; conducting patrol operations; fisheries data collection, sensitization of the fisher community on the danger of using prohibited fishing gears and methods and support supervision and mentoring of Beach Management Units (BMUs).

Commercial Services subsector

Nebbi is endowed with vast but largely under-tapped natural resources, which offer trade and investment opportunities across all sectors of the economy- agriculture, livestock, fisheries, forestry, energy, mining, tourism, and the services sectors. The very fertile soils, reliable rainfalls and good climate with vast expanse of unutilized land would support commercial production of tradable crops and livestock products. Besides,

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 44 Nebbi is blessed with two important water bodies- the Albert Lake and River Nile which harbour varieties of fish and other aquatic species offering a wide range for trade and investment opportunities in the sector, and would complement and support off-season production.

The strategic location of Nebbi at the gate to the entire North-western region guarantees Nebbi easy access to the regional markets of South Sudan and Eastern DRC. Besides, the supportive trade policies and the existing trade facilitating infrastructures and utilities makes Nebbi a comparatively advantaged location for trade and commerce.

The National Trade, Industrial, Cooperatives and Tourism Policies as derivatives of the National Devel- opment Plan and Vision 2040 are policy frameworks designed to facilitate Uganda’s progress towards transformation, competitiveness and prosperity within the context of decentralization, localization of trade, investments and productivity.

Almost all the rural and urban centres of Nebbi are getting connected to the hydro-power (electricity) line, a good factor for rural industrialization and manufacturing.

There are trade support institutions and partners like: the West Nile Private Sector Promotion Centre (WENIPS) Limited, a local institution involved in capacity development of our indigenous MSMEs, Agency for Accelerated Regional Development (AFARD), a local NGO involved in promotion of the vegetable oil (sesame) marketing value chain among other program interventions. Other local institutions supporting the production and marketing value chain include Uganda Cooperative Alliance (Nebbi Chapter), Caritas-Neb- bi, local Produce Marketing and Financial Cooperatives, a Bitrust, etc.

At the national level, there is a strong linkage with the Ministry (MTIC enabled by the DICOSS project), and the line trade and investments support agencies like: Uganda investment Authority (UIA), Uganda Export Promotion Board (UEPB), Uganda National Bureau of Standards (UNBS), Uganda Industrial Research Institute (UIRI), Uganda Registration Services Bureau (URSB), Enterprise Uganda (EU), Private Sector Foundation Uganda (PSFU), Uganda National Chamber of Commerce and Industry (UNCCI).

The biggest challenge to trade development and market access in the district can be attributed to the infor- mal nature of operations of our MSMEs, making it extremely difficult for them to access sustainable financial services that would support their production and operations at economic scales.

According to the Yearbook on Agriculture Finance (2009), there has been a reduction in the level of agri- culture finance from formal banks. This is a challenge for both women and men who require equal access to affordable credit for investment in agriculture. However, the credit constraint disproportionately affects women farmers since they do not at all times have collateral and often receive piecemeal information about government programmes on agriculture finance due to restrictions on their mobility by male spouses. Men and women have resorted to SACCOS to access credit but these have been found to be expensive and ex- ploitative to operate with which deters farmers from obtaining credit. In FY 2009/10, Government allocated Shs. 30 billion to Bank of Uganda to be accessed by both female and farmers. Accessibility to this credit facility is still a challenge due to terms and conditions that most times disfavour small-scale famers, majority of who are women.

Another challenge relates to inadequate budgetary resource allocation for implementation of planned ac- tivities. Until the financial year 2013-2014/2014-2015, the operations of the Commercial services subsector was meagrely provided for under the local revenue collections at an annual average of UGX 2 million with actual access usually less than 25%.

The District Commercial Services Support (DICOSS) Project operating in 25 pilot districts of Uganda (Neb- bi inclusive) had intended to support implementation of planned annual activities with US 10,000 dollars each year for two years. However, releases of the anticipated funds have been at 50% for the one year of implementation.

Constraining factors included inadequate number of staffs to deliver commercial and business extension services to the community, low quality products and services which does not compete favourably in the regional market, and lack of standardization.

45 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Production management services:

For effective and efficient delivery of services, there is need to have an appropriate number of technical staff. The staffing current stands at 90% filled. However, the staff needs appropriate logistics in order to deliver extension services especially at the sub county level

Table 2.31 Staffing Position in Production Sector

Job Title Number approved in Number filled/oc- the establishment cupied District Production Coordinator 1 1 Crop Sub-Sector Principal Agricultural Officer 1 1 Senior Agricultural Officer 2 0 Senior Agricultural Engineer 1 0 Agricultural Officers (Sub County) 15 15 Livestock Sub-Sector 0 Principal Veterinary Officer 1 0 Senior Veterinary Officer 1 1 Animal Husbandry Officer 1 1 Veterinary Officers (Sub county) 15 14 Fisheries Sub-Sector 0 Principal Fisheries Officer 1 1 Senior Fisheries Officer 1 1 Aquaculture Officer 1 1 Fisheries Officers (Sub County) 5 5 Commercial Services Sub-sector Principal Commercial Officer 1 1 Senior Commercial Officer 1 0 Commercial Officer 1 0 Entomology Sub-Sector Principal Entomologist 1 0 Senior Entomologist 1 1 Vermin Control Officer 1 1 Vermin Hinters 0 5 Support Staff Stores Assistant 1 1 Stenographer Secretary 1 0 Office Typist 1 1 Office Attendant 1 1 Driver 2 2 Askari 0 1 Total 56 54 Source: DPC’s Office.

Sector financing

In the last 5 years the department has been financed by Government of Uganda grants (GoU) and off

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 46 budget support from different CSO’s. The GoU grants included Production and marketing grant (PMG), Local Government Management and Service Delivery Programme (LGMSDP), Peace Recovery and De- velopment Programme (PRDP), Restocking Programme, National Agricultural Advisory Services (NAADS), District Commercial Services Project (DICOSS), Vegetable Oil Development Project (VODP2), Agricultural Extension Salaries Grant, Unconditional Grant Wage, Unconditional Grant Nonwage. Off budget support included investments by Danish Assistance to Refugee host Communities DAR3,

Partners with investments in the sector include AFARD, Community Connector Project (USAID), CEFORD & ZOA, CARITAS, APEF and Integrated Seed Sector Development (ISSD) – support local seed business groups to produce quality declared seeds.

2.13 Natural Resources and Environment

The Department of Natural Resources department comprise of three major sections of Environment, Forest and Lands with two different line ministries of Water and Environment, and Lands housing and urban devel- opment. There are also Government Agencies established by Government to coordinate Natural Resourc- es Management. These include, National Environment Management Authority (NEMA), National Forestry Authority (NFA) among others.

The Natural Resources Department is therefore mandated to ensure sustainable environmental and natural resources management at the District.

The Purpose of the Natural Resources Department

The sector is obliged to perform the following key functions;

 to coordinate all activities of the District Council relating to the management of the environment and natural resources;

 to ensure that natural resources and environmental concerns are integrated in all plans and projects approved by the District Council;

 to assist in the development and formulation of ordinances and bye laws relating to the management of natural resources in the District;

 to promote the dissemination of information about natural resources through education and outreach programmes;

 to coordinate with relevant authorities on all issues relating to natural resources and environmental management;

 to coordinate the activities of Local Committees (local environment committees, area land committees, forest committees and ecosystem management committees for wetlands) in management of natural resources;

 to receive reports from the local committees and advise them;

 to prepare the district state of environment report annually, 3 years environment action plan, 5 years wetlands action plan and 5 years district tree planting development plan;

 to ensure compliance with national natural resources and environmental management regulations, laws, standards and guidelines.

Atmospheric Resources

These resources include climate (fresh air, sunshine, rain, wind and ozone layers) which significantly sup-

47 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 port livelihoods and wellbeing of both the flora and fauna. However, the district is very vulnerable to climate variability. For instance, the rainfall seasons changed from two to one and this has affected agricultural productivity, food security and disease prevalence (especially cholera and meningitis in the recent past). The variability in climate in the District affects the livelihood of the people since their main economic activity is agricultural based.

Fresh Water Resources and Fisheries

Fresh water resources

As noted earlier, the District is endowed with plentiful of water resources and the most important largest ones are River Nile and Lake Albert, which are a habitat to a variety of over 30 fish species. These water resources have opportunities for investments in industrial and commercial fishing like modern landing sites with accessories and fish processing plants. Other permanent water sources are rivers like Ora and Nyar- wodho while seasonal streams and springs (that are mainly found in Erussi Sub-county in Padyere County) also exist.

The fresh water resources in Nebbi is managed by community owned and nurtured structures-the Beach Management Units (BMUs)- that is formed from an amalgam of several landing sites. BMUs are legally recognized2 thus, there are 33 BMUs managing the entire 71 landing sites. The water resources are how- ever, compromised with the increasing problem of pollution and other threats that do not only undermine its quality but also the production levels.

Fisheries resources

These resources are constituted by that component of aquatic biodiversity harvested directly by human being for instance fish. Fisheries resources are known by their direct utilisation for human livelihood. As noted earlier, Nebbi District is endowed with fresh water resources which are rich in fish and other aquatic lives. Fishing is an important economic activity undertaken in the district. It is done on the major waters of Albert Nile and on Lake Albert, which are all in Jonam County. Other waters that have fisheries resources are Namrwodho and Ora rivers. River Nile and Lake Albert in Nebbi are homes to a number of fish species.

Safe Water Coverage

Nebbi District safe water coverage stands at 74% (for both rural and urban water supply) with a functionality rate of 70%. The functionality of the water sources is affected by various factors such as geological, envi- ronmental and technical capability. The tables below explain the water coverage as well as the functionality levels by water technology type and the safe water coverage by LLGs.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 48 Table 2.32 Distribution Of Water Points By Type And Sub-County

49 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Agricultural Resources

Nebbi District has moderately suitable climate and fertile soils which enhances agricultural production. The district also has potentials for irrigation. Rivers like Ora, and Namrwodho can be used for establishment of irrigation schemes.

Additionally, the current livestock potentials and environmental conditions such as favourable climate and grassland vegetation would provide investment grounds for ranching, dairy farming, apiary and poultry farming.

Over 85% of the district population is engaged in subsistence farming as noted earlier on under livelihood analysis.

Mineral Resources and Energy

The district has mineral potentials like petroleum within the Nile and L. Albert basins. The oil and gas ex- ploration and production is an important industry that will boost the economy of the District and Uganda as a whole. However, there is need to ensure that mitigation measures are implemented and emergency plan put in place to rectify or cleanup any emergency such as leakages, flaring, etc. Such emergencies can affect both the local and international communities of Democratic Republic of Congo, Sudan and Egypt.

The highly potential areas identified for exploration apparently are in Pakwach and Panyimur Sub-counties (EA1 and EA2) in the Pakwach/Nile and Lake Albert basins. Oil and gas activities are a new development to the people of Nebbi District and Uganda as a whole. This poses great challenges on how to manage the resources in regard to social and environmental aspects, since majority of the population are not aware of the impacts that may result out of the oil and gas activities. Thus, there is need to educate the general public on the industry and how they can cope and benefit from the industry.

Other minerals include diatomite and other geological resources such as clay, sand and rocks used in con- struction industry. The District is also endowed with other sources of energy which include hydro electric power whose potential sources have been identified in Namrwodho River falls in Jupangira Pawong for mini hydro power for isolated mini grid electrification. This is to initiate a drive to accelerate electricity access in the remote area of the District. The Government in conjunction with WENRECO will extend power that is generated from Nyagak H.E.P to Parombo via Angal and Nyaravur and to Pakwach Town Council, Pakwach and Panyimur. Thermal power also contributes towards boosting the energy potential in the District. It is in plan to construct a thermal power plant in Pakwach Sub-county which will follow the above distribution line.

There is high potential for solar power generation (photovoltaic generation) since the district has a longer sunny season than rainy season. The cost for solar energy technologies have declined rapidly since 2006. This makes the use of photovoltaic energy more and more feasible and affordable, especially in those areas that will not be connected to the grid in the foreseeable future. Pico solar solutions like solar lanterns or solar lighting systems also provide rural households with modern energy services like lighting or phone charging. Besides, solar energy is a renewable resource that is more environmentally friendly. By substituting kero- sene lamps through solar lighting health hazards can be reduced significantly.

Forest Resources /Tree Species Diversity

Both natural and plantation forests are available in the district and these facilitate the growth of the local economy. The total gazetted forest area in the district is 4318 hectares of which 4,243 hectares are Central Forest Reserves (CFR) controlled and managed by the National Forestry Authority (NFA) while only 75 hectares are Local Forest Reserves (LFR) managed by the District Forestry Services3 and are (LFR) on Plantation Development Plan. The table below shows the sizes of both the CFR and LFR.

Table 2.33 Location and size of central and local forest reserves in the district.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 50 S/n Name CFR Location by County Area (Ha) Name LFR Location by County Area (Ha) 1 Alwi Jonam 575 Acwera Padyere 21 2 Kyonga Jonam 114 Erussi Padyere 21 3 Oming Jonam 373 Nebbi Padyere 10 4 Opio Jonam 249 Pakwach Joman 13 5 Wadelai Jonam 552 Ragem Jonam 10 6 Omier Padyere 2,380 Total Area-CFR 4,243 Total Area-LFR 75 Source: Forest Department, Nebbi DLG

Many tree species exist in the district with the commonest as presented in the table below. However, due to opening of land for subsistence agriculture and increase in demands for timber, fuel wood for cooking and brick making, the once abundant species like moreceae, meliaceae, combretaceae and sapotaceae have become scarce. A lot of wood is lost through the use of energy inefficient technologies like cooking with three stone fires, the traditional methods of charcoal production where up to 85 % of the wood fuel is wasted in the process. Brick making also consumes a lot of fire wood and could be replaced by the more widespread production and use of soil stabilized interlocking bricks (SSIB).

Table 2.34 Common tree species found in plantation forest, natural forests and woodlands.

Local name Common name Botanical name Oduk Combretum molle Combretaceae Cwaa Tamarindus indica Caesalpiniaceae Bey Afzelia Africana ( Paludia Africana ) Caesalpiniaceae Ogal Piliostigima thoningii Mimoceae Okudhu utiep Acacia seyal Mimoceae Okudhu oryang Acacia sieberina Moraceae Olam Fiscus sycomorus Meliaceae Tido Khaya senegalensis Meliaceae Tugo Borassus aethiopum Palmae Yago Kigelia Africana (k.aethiopum k. pinnata) Bignoniaceae Kalafurru Eucalyptus grandisi and globules Myrtaceae Okworo Fiscus glumosa Meliaceae Thangu Moringa oleifera Moringaceae Yao Butyrospermum paradoxum (subsp.niloticum) Sapotaceae Ofudhu Pseudocedrel a kotsychyi Meliaceae Source: A.B Ketende et al, Useful trees and shrubs for Uganda, (Pp 20-24)

Wetlands Resources

Nebbi district is also endowed with wetlands as a natural resource.4 These wetlands provide both direct and indirect benefits to the communities. The direct benefits include the policy that 25% can be used for activ- ities like crop production, papyrus, reeds, herbs, foods and fruits harvest. These policy provisions provide opportunities for income generation and food for the riparian communities thus, improved livelihoods of the people living along the wetland areas. The indirect benefits include climate modification due to its functions of ground water recharge and surface water retention, flood control that reduce spread of water born dis- eases, landscape and aesthetic values that attract the tourism industry.

51 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Biodiversity

Biodiversity refers to a range of variations or differences in living organisms and their environment, distin- guished by three levels of biological hierarchy: genes, species and ecosystem. Biodiversity conservation is concerned with the conservation of natural ecosystems and their components in the face of human activities or influence (NEMA 2004/2005). Nebbi District is naturally blessed with natural flora and fauna, which have been threatened by habitat loss, modification and alteration, unsustainable harvesting, pollution and intro- duction of alien species. The climatic change with extreme weather conditions may introduce new threats to the biodiversity (NEMA 2008).

Invasive species (plants)

Some of the noticed invasive species known in the district include the following:

• Water hyacinth (eicchomia crassipes) is one of the aquatic weeds that have infested the waters of Nebbi district especially Lake Albert and Albert Nile. It is a weed that rapidly spread from other parts of Uganda from 1988 to date into Nebbi district, although the level of infestation has reduced. Hyacinth is of an- thropogenic threats. Other aquatic weeds/ vegetation threatening Lake Albert and other river ecosystem include; pista stratole,ceratophylum,clemesus, various shrubs having impacts on fisheries, blocking fish spawning and nursery areas and reducing fish quality. • Lantana grass an invasive weed that has long been present, is however believed to improve soils fertility. • Lucina, an aggressive weed species is difficult to eliminate where it colonises. • Striga grass locally known as mothu, which invades especially cereals, has been there since time im- memorial and still exists in the district.

Exotic plant species

The common exotic plant species in the district range from trees of medicinal values to other uses. Howev- er with the recent research and development, there is an increase in infiltration of the exotic breeds. Both edible and inedible species and some of these include:

Grevelia Robusta, a leguminous plant that is used for promoting agro forestry. However, it is not very widely spread in the district but it is gaining popularity at a fast pace.

Moringa oleifera is a species said to have originated from India. It is believed to have a medical value, which curbs various diseases. Due to its nature of being drought resistant, Moringa grows favourably in Jonam County and is rapidly spreading in the district especially within the last three years.

Neem tree species is of foreign origin. Medical values have been attached to it. However, relatively hot areas along Albert Nile and Lake Albert particularly favour its growth but they are also found in Padyere County.

Calliandra and alnus are among some of the introduced plant tree species especially used in agro forestry.

Pinus are exotic edible plant species introduced in the district and are not very common but the few avail- able are cassava variety, the TME14, 00067, 00057 and MH97/2961, series with wide canopy covering the ground surface, thus preventing light penetrating from reaching other plants below.

Maize (Longe1 and Longe5), simsim (sisame 1 and 2.m sevenit 1-3) and groundnuts (red beauty, sere- nut1, 2 and 3) have also been introduced in the last ten years. Most farmers tend to prefer the exotic plant breeds (hybrids).

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 52 Eco-Tourism

Nebbi district has close proximity to Murchison Falls Conservation Area. The good cultural traits of the Alur people of being hospitable makes the conservation area a must go for tourists. The other tourist potentials include animals (crocodiles and hippopotamus in and along the R. Nile, monkeys and chimpanzees in Wadelai) and birds, cultural and historical sites like Wang-lei in Pakwach (where the great Alur ancestors Nyipir and Nyabongo separated), Fort Emin Pasha in Wadelai sub-county and Amuru Pii (Hot spring) in Panyimur sub-county, ‘Italia’ the Italian site in Erussi Sub-county, Loj judongo in Kucwiny where the great Alur ancestor-Nyipir finally settled, died and was buried.

Over Fishing and Depletion of Fisheries Resources

The District is endowed with the River Nile and Lake Albert, which are a habitat to a variety of fish species. However, this resource is depleted because the fishing communities highly depend on the fish resource as a source of their livelihood, and use destructive illegal and crude fishing gears. Additionally, the lake shores and river banks are encroached on by the communities for settlement and cultivation in some areas, there- fore, deteriorating the breeding ground for the fish to regenerate.

The above practice calls for a systematic process to institutionalize the BMUs with clear mandates on enforcements. Further, investment in continuous fisher community sensitization and education needs to be rigorously supported to relay well sorted messages on allowable fishing practices within the laws and penalties. Additionally, improvement in fish processing by the communities to minimize post harvest losses and promote environmentally friendly technologies need to be undertaken by the Government.

2.14 Works and Technical Services

This sector comprises two departments namely water and Roads departments. The former is charged with the responsibility of opening new roads, rehabilitating and maintaining the existing road infrastructure. The road network in the District consists of 72 km of trunk road, 393 km of feeder roads, and 410km of commu- nity roads. The district does not have any of the roads which is paved (Tarmac). Meanwhile the latter is charged with the provision of safe water for drinking as well as the provision of water for production Total Length of Trunk road : 72Km Total length of tarmac road : 72 km Total length of feeder road : 393Km Total length of urban road : 108 km Airstrip : 1(in Koch) Length of road under maintenance : 803 km No. of Bridges : 23 (17 concrete decked) Number of people employed as road gang 616 District Roads class I and II : 393km Community Access road class III : 410 km Urban road Paved : 2 km Urban roads Unpaved : 92.67 km National roads paved : 72 km National roads unpaved : 131.3 km

53 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 2.2 Analysis of the State of Crosscutting Issues

The comprehensive National Development Planning Framework in Uganda identifies a number of develop- ment issues whose effects and influences extend beyond one sector. They are issues whose development impacts reach beyond one sector/field. The CNDPF recognizes that it is important for all development ac- tors to address crosscutting issues as a strategy of ensuring higher effectiveness of development policies and programs. For that reason, the national development planning framework requires that crosscutting issues should be adequately integrated into national and sub-national plans and be addressed in all polit- ical and technical discourse on development. Therefore, local governments carry out deep analysis of the crosscutting issues that need to be integrated in the Local development plans. The depth of the analysis to be made by LG on each of the crosscutting issues depend on the significance of the issue to the LG’s development situations.

Gender Analysis

Gender is a critical variable in the development process. It addresses issues to do with differences between women and men, boys and girls within the same households, and within and between cultures that are socially and culturally constructed and change over time. These differences are reflected in roles, responsi- bilities, access to resources, constraints, opportunities, needs, perceptions, views, etc. held by both women and men, and their interdependence relationships.

It is a fact that the distribution of development in the District is highly skewed in terms of gender relations, on top of the overall poor development ranking in Uganda. For instance, in terms of Human Development Performance Nebbi District is occupying an unenviable ranking of 49th out of 56, with Human Development Index (HDI) of 0.399 (HDI Ranking by Districts, 2004 in UNDP’s Uganda Human Development Report, 2005) The same report, in looking at Human Poverty indices by districts, ranks Nebbi District as the 6th poorest district in Uganda, out of 56, and human poverty index of 43.4.

The women constitute 52% of the district population, yet their access to productive resources is quite limit- ed. Very few of the women own land, which is the principle means to survival. They lack capital, access to financial services in the form of banking services. Lack of control over land and other productive activities makes women more vulnerable. It is also observed that 41% of women are exposed to domestic violence and 52.3% between 15-49 years are illiterate according to the UNDP, Uganda Human Development Report, (1998).

From the gender mainstreaming and mentoring activities conducted during the last financial year, as well as the training and field reports, below is an attempt to bring together the gender concerns and/ or issues, their possible causes and impacts as well as the plans/strategies that are in place to overcome the situations.

Table 2.35 Summary of Gender Analysis Matrix Gender Issue Possible Causes Likely Impacts Plans/Strategies 1.High illiteracy rates Little attention given to Women/ -Low participation by women in develop- -Expand coverage and access to Functional among women (56.2%) Girls’ education due to negative mental work Adult literacy as opposed to men culture and high household poverty. (24.1%) in Nebbi -Low labour productivity -Mobilize and promote girls’ school attendance under UPE -Exclusion from decision making

-Limited participation in political life and decision making 2.Limited numbers of -Limited educational levels of wom- -Perpetually limited access of women to -Inquire into, and address the causes of poor women in paid employ- en financial and other resources educational pursuit by girls. ment; e.g.. only 19% of staff are women in the -Lack of gender-aware policies and - Women’ continuous disempowerment in -Commit more public resources to support girls’ entire service of Nebbi practices, e.g. deliberate affirmative decision making education district Local Govern- action ment -Gender inequality and patriarchy likely -Implement a deliberate policy to employ more to persist in households as well as public of the qualified girls in public institutions institutions

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 54 Gender Issue Possible Causes Likely Impacts Plans/Strategies 3.Limited involvement -Poor mobilization of the women -Women’s needs often left out of the prior- -Improve mobilization strategies for women, for of women in the de- (according to an Action Research ities, which are often set by men. planning meetings centralized bottom-up done by AFARD, June 2006) planning process -Maternal and Child illnesses and deaths -Design special modalities and programs for -Wrong time scheduling of these related to, for instance Reproductive seeking women’s views for incorporation into meetings (in the afternoons, when Health continue to remain high among plans. women are engaged in marketing, Women and Children and/ or other home chores.

-Village meetings, where women could have participated, often do not take place.

4. Limited ownership -Cultural practice, that disenfran- -Women and Children continuing to suffer -Mobilize and sensitize women and men, as and control rights over chises women, as they enter mar- deprivation due to lack of control over re- well as cultural institutions on the need for cul- property by women in riage source management decisions tural reform households, and also communities. -Limited education and empower- -Commit more public resources to support girls’ ment, among women education

-Limited gender empowerment, to cause the necessary institutional changes at all levels 5.Huge burdens of -Culture, that assigns household -Women and men experience untold -Mobilize all groups and campaign for equitable household chores on duties as gender role for females drudgery, significantly discounting on their sharing of burdens and responsibilities women and girls, as a welfare result of low involve- -Organize incentives, especially for the males ment of men and boys -Women and girls left with little time to en- to engage in household chores, to relieve the in domestic work gage in other activities that are important females for their welfare

-Girls deprived of time to engage in their study activities, as opposed to the boys 6.Poor School atten- -Lack of role models to motivate the -Low socio-Economic status of girls and -Inquire into, and address the causes of poor dance/high school girls women school attendance by Girls- drop-out rates among girls -A traditional practice ad prece- -Limited Gender Empowerment -Sensitize LCs to increase vigilance in imple- dence of girls marrying off at ado- menting defilement and early marriage laws lescence -Persistent Gender inequity in Societal roles and responsibilities -Mobilize women Role Model activities to mo- tivate girls

7.Limited access of -Unfair cultural norms, that relegate -Specific concerns of women are often left -Mobilize and sensitize communities and women to, especially women to ‘subject’ status at all lev- out in decisions that have implication for households to educate girls beyond primary high leadership posi- els of society allocation and use of public resources levels tions -Limited formal education of women -Continuous marginalization of women -Sensitize Communities and cultural institu- tions to deconstruct unfair cultural norms and practices 8.Limited rights and -Traditionally, after men have paid -High Maternal and Child Mortality rates -Work with NGOs engaged in women-related roles of women in bride wealth in marriage, producing among women and children due to, too activities to intensify Mobilization and sensitiza- making family planning children become a key ‘accountabil- early, too many, too frequent and too late tion on matters of women’s rights and other reproductive ity’ aspect, which only the man has births health decisions a say on. -Intensify use of Health Units and Outreaches -Poor health and welfare of welfare of for sensitization on Reproductive Health -Culturally women tend to be valued women due to over engagement in child according to the number of children bearing and child care -Step up Mobilization of Male participation in they produce. Reproductive Health Activities

9. Low participation of -This is culturally viewed as wom- -It increases work burden of women, -Intensify already on-going sensitization of men men in processing and en’s role, yet ownership and control hence reducing on their welfare and women, to share both this role, and right Marketing of Agricultur- of the Returns is often the man’s of ownership. al products domain. -Women are further disempowered 10.High rates of abuse -Effect of cultural practices that tend -Girls and women often de-humanized -Intensify sensitization of girls’ and women’s to demean women rights through defile- -High infection rates of STDs among wom- -Strengthen enforcement of relevant laws. ment and rape respec- -Inadequate knowledge and en- en tively forcement of relevant laws on de- filement and rape. Source: Nebbi district harmonized data base

55 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Household and Family Issues

The need to provide for their households has increased the responsibilities and roles of women as pro- ducers, mothers, household managers and community organizers. Women have to work harder to provide better education and nutrition for their children as they head a big number of households. In the process of carrying out these duties, women have been marginalized in the access to resources and opportunities. In Nebbi, gender inequalities do exist. Household poverty cannot reduce when conflicts are the order of the day. The change in roles within a home should gradually be accepted given the changing circumstances and men need to be sensitized on this matter. NGOs, women councils, and other local leaders should play an active role in fostering good relations between men and women.

Economic issues

In Nebbi, some few women work outside their homes to assist in supporting the household, however many more stay in the rural areas, growing food for the family. Even where they may be producing for the market, women may lack control over the proceeds. This has encouraged women to participate in group activities in order to mobilize savings to support their households.

However, some women are barred from associating which denies them opportunities of sharing their prob- lems and identifying means of overcoming them. Such women may not even attend development planning meeting in the communities.

Decision making issues

The Local government policy to have women councillors and women representatives on every community committee has greatly improved the position of women in decision making. The participation of women is still low compared to men especially in high-level decision-making.

Education issues

There is a lot gender disparity in the Education sector. Male children have greater opportunities than girls in accessing education. Although the Government Policy of UPE scrapped expenditure on Primary educa- tion, the girls still register the highest dropout rate. Some parents are reluctant to send their girls to school partly because of the long distances to schools. There are few secondary schools in rural areas and as a result the priority has mainly been given to boys to attend school. The low literacy level among women coupled with social cultural ties has suppressed the role of women in the process of attaining sustainable development.

Health issues

In their reproductive function, women are exposed to enormous health risks compounded by pregnancy. Women are vulnerable to infections and exacerbate problems during childbirth because of poor nutrition and anaemia during pregnancies.

Domestic violence is still on the increase with women being the major victims. Major causes include poverty and unemployment of husbands resulting into frustration; lack of development activities to occupy both men and women meaningfully while educating them; marital misunderstandings and jealousy.

Population and Development Analysis

Population size and growth Rate: During the period 2002 – 2014, Nebbi district population increased by 118,908 people in a period of 12 years. More than half of the population (52%) is female, and due to the District’s high fertility rate, estimated at an average of 7.9 children per woman (UBOS 2002 Census result), half of the population is children under the age of 15 years.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 56 Fertility: Nebbi’s total fertility rate has generally remained high, at 7.9 in 2011 (UDHS report). The reasons for high fertility include early onset of marriage and childbearing, religious and cultural beliefs, and prefer- ence for large family sizes as a source of sustenance and social security. Nevertheless, the unmet need for family planning remained high at 34 percent as of 2011.

Because of the cross cutting nature of population programmes and its inter relationship with development, Nebbi District Local Government is structured in form of Departments/Directorates. Therefore in order for development of the population to occur, every department has a role and relationship with population. Against this back ground, the population analysis of the district is presented in the table below high lighting the population issue and comments on the population issue giving an overview of how population and de- velopment interrelate and influence each other in the district.

Table 2.36 Population and Development situation analysis in Nebbi District.

Dominant pop- Factors influencing the population issue as identified in the Comment ulation issue DDP addressed in the DDP Management and There is still low capacity of technical officers and political lead- training and mentoring of these staff at all levels including CBOs to support services ership in planning for an integrated population and development enhance their skills in understanding population and development programming. Besides there is Inadequate funds and logistics integration, Lobbying for logistics with other development partners to coordinate and supervise population and Development pro- be done in order to improve on coordination and supervision of acti- grammes in the District. vates of population and Development activities. Education, Sci- The pupils class room ratio is still poor i.e. 107 pupils per class- More class room and latrines need to be constructed in schools ence, Technology room compared to the national average of 70 pupils per class. where pupils class room is high, desk and text books to be procured and sports the district pupil to text books ratio is 6:1 compared to the na- and supplied to schools with high ratios, Recruitment of many pro- tional average of 3:1, the pupils desk ratio in the district is 6:1 fessional teachers to be undertaken in order to meet the minimum compared to the national one of 3:1, the transition rate to a set national standard. tertiary and vocational training institution need senior one is very low i.e. only 10% yet the national percentage to be established so as to provide skills for employment and wealth is 64%. This reflect a high drop out rate. The pupil stance ratio creation.. is still very high in most schools although the national average is 67:1. Health The number of person per doctor number is very high i.e. 36,511 Strategize for immediate recruitment and deployment of health persons per doctor compared to the national average of 18,600 workers, community sanitization and strengthening of community persons per doctor, Also the person per nurse is also alarming- health sector, adequate and timely supply of drugs and more health ly high at 12666 against the national average of 7700 persons units to establish so as to reduce the distance travelled by patients per Nurse. The district contraceptive prevalence rate is low i.e. to the existing facilities. 21% compared to the national average of 32% and district latrine coverage of 77% is low compared to the national target of 100% Production and Lack of district farm institute for demonstration. The community Need to establish agricultural research centre /farm institute for marketing depends on an adaptive research and technology transfer which demonstration and for locally improved crop variety .drought resis- most times is in appropriate to the local conditions, lack of exten- tant crop be introduced and supplied to farmers for multiplication. sion staff in the LLG, the unpredictable climatic condition that as And extension staff be recruited and posted to all sub counties to resulted into poor agricultural production, lack of financial institu- provide extension services to the farmers. tion to support the farmers with soft and farm input loan and lack of technologically improved seed variety for multiplication Technical ser- Lack of road equipment plant. The district has two grader which The contractors should be trained in contract management , major vices and works cannot allow the district to work effectively on the road net work, rehabilitation of roads be done, water budget need to be increased low capacity of the local contractors resulting into sub standard and considered as priority in order to increase water coverage , works, the percentage of paved road is 0% compared to the 23% basic equipment is procured for the mechanical section , hygiene at the national level, low safe water coverage and poor house hold and sanitation campaign be conducted sanitation and hygiene. Community ser- Inadequate funding, lack of logistical/transport and low literacy Increase budget allocation for the directorate, strengthening FAL vice rate of 58.7% compared to the national literacy rate of 69.6% centres.. Natural resources Poor natural resource management i.e. deforestation, wet land By laws should be set at all level, awareness creation be conducted. degradation, and bush burning, inadequate staff there especially agro farming practice need to be encouraged , key posts need to in department of survey, lack of transport for staff in the directorate be filled , motorcycles need to be procured for the directorate and and inadequate funding release/allocated to the directorate. increase budget allocation to the directorate . Finance and plan- Lack of office accommodation , cabinets in all the sectors, inade- Office accommodation need to be provided, cabinets need to be ning quate funding of especially DPU and Audit department and lack procured, adequate budget allocation be made for these department of comprehensive inventory of equipment and tools. and data bank of inventory be established.

Cross cutting The average household size is 5 persons per household com- Strategies for awareness creation , integrated planning at all levels issues,(poverty pared to national average of 4.7; the district population growth , increase funding to address the cross cutting issues , participatory HIV/AIDS and rate of 2.7% compared to the national one of 3.4% is again threat- planning that involves all stakeholders and special interest group environment and ening. considered and budgeted for. gender ) Source:- Nebbi District Harmonized Database February 2015

57 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 The Directorate Population situation analysis presented in the above table indicates how the various direc- torates identify service factors to population and development. The table below shows the overall and direct population issues with their causes, likely impacts and mitigation measures in the form of strategies/plans that are reflected in the District Population Action Plan.

Table 2.37 showing Population Issues and problems in Nebbi district by cause, impact and strategies.

Population Issues/Problems Possible cause Likely impact Plans /strategies Health • Negligence of male counterparts in • Increase STDS,STIs. • Awareness of the population RH interventions. on male involvement and en- actment of a bye law to effect • Low male involvement • Low health seeking be- male involvement. • Eminent Poverty and ignorance. haviours.

• Poor health condition of the popula- • Making functional all health tion. • Poor attitudes towards good hy- • Spread of preventable units in the district. giene. Diseases.

• Low sanitation coverage. • Health and hygiene promotion • Poor environmental sanitation at • Low agricultural productivity programmes to be established. house hold levels. of the population. • Increased rate of infection of common diseases. • Establish youth friendly cor- • Illiteracy and lack of knowledge on ners in all health facilities to im- Adolescent friendly health services part knowledge on Adolescent • Increased adolescent ignorance on available at the youth corners. reproductive health issues. friendly health services.

Education • Remoteness of location of Primary • Poor performance of pupils • Routines supervision of educa- schools and lack of incentives to keep in schools. tional facilities. teachers in hard to reach/hard to stay Low retention of staff leading to poor • in areas. • Increase in dependency • Construction of schools facil- performance. ratio. ities by the Government and • Communities are too poor to construct other development partners. Lack of staff house. • staff houses for their teachers. • Poor pupil teachers relation- ships. • Creation and establishment of • Poor teacher duty attendance. • There are few secondary schools in community secondary and vo- the district. • Poor retention and daily cational schools where they are • Lack of secondary school facilities. attendance by pupils espe- required. • Inadequate funds to construct the vo- cially the Girl Child due to • Lack of vocational institution. cational schools and more secondary domestic cores.. • Targeting schools for supply schools. of water facilities such as bore • Lack of clean water supply at schools. holes. • Poor parents altitude and support to education Community services • Poor attitude towards education. • Under development and • Strengthening FAL programmes high dependency ratio. in the entire district. • High illiteracy rate. • Poor attitude towards community de- velopment initiatives. • Extreme poverty and low • Advocacy with development part- • Negative attitude toward community standard of living. ners to establish poverty eradica- development initiatives. • People have been used to hand outs tion programmes. from the time they were in exile and • Increase national cost on • Idleness and Laziness among the the time they hosted refugees. services. • Advocacy for a manageable fam- youthful populations ily size by all the stakeholders. • Drug and substance abuse especially • Increased number of family • Poverty at household levels. among the male youth. size beyond the carrying ca- • Community mobilization on dan- pacity of the household. gers associated with domestic • High fertility rate. • Exploitation of Natural resources thus violence. leading to household poverty. • Increased crime rates by idle • High cases of domestic violence. youth. • The quest for power and domina- tion by the male over the female has perpetuated domestic violence in the district.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 58 Technical services & works • Lack of framework to institution- • Poorly maintained roads • Creation of awareness and alize road user committees. hence impassable. establishment of roads user Roads committees at village levels • Road works is taken as a male • Reduction in class at- • Absence of roads user commit- only intervention. tendance and poor • .Advocacy for involvement of tees. performance of the pu- female populations in road • Poor roads that inhibits children pils during rainy school maintenance. • Low concern of female on road to access schools during rainy terms. maintenance. seasons. • Ensure periodic maintenance • High incidence of water of the roads are executed. • Children face problems during • Lack of funds to provide water born diseases. rain season to school. points in all villages. • Advocate for more resources • Drop out of school by to procure more safe water • Poorly maintained community • Lack of periodic maintenance of children taking too long to points. access roads. the hand pumps. fetch water for domestic use. • Periodic maintenance of Water facilities to be empha- • Continuous break- sized. • Fewer water sources. down of water facili- ties hence increasing • Community education • Distance to water sources is far chances of water born on safe water chain to for children. diseases. be encouraged to avoid water borne diseases in • Too hard pumps for children. future. • Maintenance and sustainability. Production • Deforestation. • Poor crop yields thus per- • Encourage production of petuating hunger. drought resistant and fast Crop production • Poor vermin control in farming yielding crops. areas. • Destruction of food crops. • Prolong drought. • Strengthen entomological • Laziness and idleness by the • Low level of productivity department to hunt down • Vermin attack on crops. thieves, poor care for cattle by translating into poverty. vermin. the owners. • Shortage of Inputs. • Increased crime rate for • Sensitization of the commu- • Drought and lack of technology the thieves and poverty nities on the dangers associ- ated with land fragmentation. • Land fragmentations to introduce high quality animal for the robbed. at household levels. Animal hus- feeds. bandry • Poor quality animals kept • Sensitization of the commu- • Deforestation. which cannot fetch much nity against theft and the sub sequent results if caught and • income to alleviate pov- Theft of live stock. prosecuted. • Lack of community mobilization erty. • strategy to appreciate fish farm- Poor quality of natural animal • Introduction of improved feeds. ing. • Desertification and cli- matic change. feeds and improved method of animal rearing. Fisheries • Prolonged drought and absence of stable water source. • Malnutrition and low fresh fish intake hence • Encouraging tree planting in • Poor knowledge of fish pond poor health in the District. degraded areas. management. • Community sensitization on • Lack of enough water for fish fish pond management. production. • Encouragement of house- holds to engage in fish farm- ing

59 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Natural resource • High population. • Low agricultural produc- • tivity and poverty. • Lack of environmental protection • Public campaign and enact- Forests. knowledge and hunting expedi- • Soil erosion and climatic ment of bye laws against de- • Deforestation. tions. change. forestation and bush burning. • • Indiscriminative bush burning. Increasing population pressure • Destruction of natural • Public campaign against wet on lands. habitat for wild life. land encroachments. Wetlands • Land conflicts for agricultural • Climate change and de- • Enactment of a bye law and • Encroachment in wet lands for purposes. sertification. its enforcement on wet land the purpose of crop farming. usage. • Persistent drought that affects • Poor physical planning • Un planned urban mushrooming crop production on land. of urban centers. • Sensitization of the popula- centers. tion on planned urbanization. • Population pressure and rural • High costs of compensa- • Communal ownership of land urban migration. tion to put development • Capacity building of actors on that inhibits infrastructural devel- infrastructures. physical planning concerns. • opments. Lack of development funds and poverty at household and com- • Breaking laws under • Community awareness cre- • Limited knowledge on new land munity levels. pretext of ignorance of ation on new land laws and laws. law. regulations. • Poor attitude towards adaptation to new systems and laws. Planning and budgeting • Lack of conditional grand to sup- • Inadequate data to sup- • Lobby for conditional grand port population and development port decision making on for population and develop- • Limited funding against activities activities and poor local revenue development interven- ment programmes as popu- that promotes population and base at the District Local Govern- tions in the District. lation and development is an development programmes in the ment. assessable area of LGDP. District. • Lack of community own- • Lack of confidence in the Gov- ership of development • Lobby District Council to sup- • Inadequate community apprecia- ernment systems as communities programmes initiated in port budgetary allocation to tion of their role to actively partic- generate wish lists that the district their locations. population and development ipate in annual planning process. cannot implement within a year. programmes from Local rev- • Perpetuated and cyclic enue. • Low savings and credits poten- • Poor understanding of rolling over poverty. tial of the population of plans by the community mem- • Mobilize the communities to bers. • Mismanagement of continuously participate in • Poor management Of SACCO’s SACCO’s development planning meet- • Community poverty. ings.

• Poor saving culture. • Community sensitization to develop a savings culture. • Low level of education for SAC- CO’s management • Ensure qualified staffs are re- cruited and remunerated.

Energy Mainstreaming Analysis

Energy is essential resource that triggers sustainable development and enhances poverty reduction efforts in both developed and developing countries. It affects all aspects of development, social, economic, and en- vironmental, including livelihoods, access to water, agricultural productivity, health, population, education, and gender-related issues. However, Energy service delivery can negatively affect the environment if not dealt with sustainably. Therefore, there is need to focus on community access to modern and sustainable renewable energy technologies, existing and future electrification schemes and energy efficient technolo- gies, e.g. for lighting, phone charging, biomass consumption and supply, the proposal of potential small and Pico- renewable (hydro) generation sites and the promotion of industrial sector powering and machinery.

Nebbi District is well endowed with potential renewable energy resources and also faced with energy issues as presented in the analysis matrices below:

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 60 Table 2.38 Nebbi District Energy Investment Potentials Sector Opportunities Location Administration and • Existence of the district energy structure (energy coordi- District headquarters Planning nation committee, EFPP, Electrical Engineer, etc) for co- ordination with MEMD and other line ministries and agen- cies for effective planning and implementation of energy issues/activities in the district Natural Resources • Existence of natural/Plantation forests and woodlots All sub-counties and urban councils/ which are potential for biomass energy supply for house- rural growth centers in the district hold, institutional and industrial use All sub-counties and urban councils/ • Bio-waste from abattoirs and drainable latrines/septic rural growth centers in the district tanks/lagoons and crop/biomass residues to energy (bio- gas, incineration, briquettes, charcoal production) Panyimur, Pakwach and Alwi sub counties • High solar radiation that could be turned into energy for processing Nebbi sub county • Oil and Gas deposits (exploration) District wide • River Namrwodho waterfalls and rapids for hydro electric- ity power generation • Available community and public land that could be used for establishing woodlots/biomass to address energy de- mands Production • Bio-waste from households, markets, abattoirs/livestock All sub-counties and urban councils/ and crop residues to energy (biogas and briquettes pro- rural growth centers in the district duction) Pakwach town council and Parombo • Existence of agro-processing factories like cotton ginner- town board ies All sub-counties and urban councils/ • Investments in market facilities and structures as bio rural growth centers in the district waste collection points Works and Techni- • Presence of hydro-form machine for brick making. This District Headquarters cal services has the potential to conserve the environment when ad- opted by the community District Headquarters • Available technical staff with basic skills on electrical in- All sub-counties and urban councils/ stallation and repair works ready to support communities rural growth centers in the district in need • Existence of good road network for easy transportation of biomass/electrical equipments and electricity connec- tivity Health • Existence of hospital lagoon and residue of patients’ Nebbi and Angal Hospitals food could be used for biogas and briquettes production Nebbi and Angal Hospitals, Pakwach • Presence of institutional woodlots and energy saving Health Centre VIII and Health Centre cook-stoves in some health units promotes conservation IIIs of the environment and adoption of energy saving-cook stoves which can be replicated among communities All Health Units in the district • Available institutional lands that could be used for estab- lishing woodlots to address energy demands • Existence of many health units is an opportunity for grid extension and off-grid power supply

61 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Education • Existence of Pacer Polytechnic and Angal Vocational Panyango and Nyaravur sub counties Institute as a training institution providing skills to local artisans in electrical installations All sub-counties and urban councils in the district • Existence of schools with high enrolments that gener- ates adequate amount of bio-waste for use biogas and briquette production • Availability of institutional woodlots in schools for con- servation of the environment and adoption of energy saving cook-stoves which can be replicated among communities • Available institutional lands that could be used for estab- lishing woodlots to address energy demands • The existence of numerous day and boarding schools could be eligible for grid extension or an off-grid power supply Community Based • Existence of local artisans who are promoting efficient All sub-counties and urban councils Services cooking technologies at household and institutional lev- els All sub-counties and urban councils/ rural growth centers in the district • Presence of micro finance and informal village saving groups that finance asset acquisition to their members (small solar units/lamps) which are effective for commu- nity use

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 62 Table 2.39 Proposed Strategies in the District Environment Action Plan (DEAP) 2015/16-2019/20

DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Loss of tree Farm- Charcoal producers Sustainably Increased tree cover -Raise tree seedlings Seeds/seedlings and other GIZ ZARDI RICE cover lands productive farm- and distribute to farmers nursery inputs Brick Makers land and forest NFA Forest reserves -Establish institutional, Suppliers of energy saving reserves Timber producers community and individu- technologies AFARD CEFORD Communities al woodlots will be com- Fuel wood sellers Efficient wood fuel tech- Transport means and fuel RADA mitted to plant nologies in place Establish community trees and Farmers conservation pilot Airtime for radio program CARITAS projects use energy Natural resource /extension CEFORD saving technol- -Demonstrate use of services ogies energy saving/efficient RICE West technologies (cooking Land use planning and Nile District Local stoves, fish smoking policy Government and brick burning kilns) DRC will allocate in institutions and com- Training materials like IEC funds for munities Agro forestry practiced materials, stationery etc Life concern reforestation programme. -Train communities on nursery Energy service Development providers Partners will Management, tree/ be ready to put forest establishment and resources into agroforestry practices Private tree planting. nursery operators

Extension services

63 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Table 2.39 Proposed Strategies in the District Environment Action Plan (DEAP) 2015/16-2019/20

DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Loss of tree Farm- Charcoal producers Sustainably Increased tree cover -Raise tree seedlings Seeds/seedlings and other GIZ ZARDI RICE cover lands productive farm- and distribute to farmers nursery inputs Brick Makers land and forest NFA Forest reserves -Establish institutional, Suppliers of energy saving reserves Timber producers community and individu- technologies AFARD CEFORD Communities al woodlots will be com- Fuel wood sellers Efficient wood fuel tech- Transport means and fuel RADA mitted to plant nologies in place Establish community trees and Farmers conservation pilot Airtime for radio program CARITAS projects use energy Natural resource /extension CEFORD saving technol- -Demonstrate use of services ogies energy saving/efficient RICE West technologies (cooking Land use planning and Nile District Local stoves, fish smoking policy Government and brick burning kilns) DRC will allocate in institutions and com- Training materials like IEC funds for munities Agro forestry practiced materials, stationery etc Life concern reforestation programme. -Train communities on nursery Energy service Development providers Partners will Management, tree/ be ready to put forest establishment and resources into agroforestry practices Private tree planting. nursery operators

Extension services

DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Poor waste Community Well planned, Increased latrine and Carry out regular public Tools and equipments NGOs: Service DRC Stakehold- manage- clean settlements, other sanitary facilities in health inspections providers ers will be ment Settle- Institutions with a healthy place and well main- Environmental health GIZ for wastes committed ments population. tained and utilised. Hold services collection to construct, RADA and dispos- maintain and Reduced waste-related home improvement Community based services al in public utilise waste disease incidences. campaigns AFARD, places management Works and technical services facilities. Increased waste col- Enforce public health Act DRC, lection & safe disposal Legal services Communities facilities/ services Formulate and enforce RICE West- Bio- energy will embrace byelaw on kavera Advocacy services(CSOs) Nile, technology proper waste wastes service management interventions. Waste collection and storage Radio providers Provide waste collection/ facilities-land fills and trucks stations disposal facilities in (Pakwach, public places/dev’ts Fuel and transport means Paidha, Maria, etc) Mobilise and sensitise IEC materials public on importance of Means of proper waste manage- transport ment from urban councils Demonstrate recycling, reuse and use of wastes for bio-energy technol- ogies

64 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Uncon- Farmland Farmers Sustainably pro- Increased vegetation Sensitise the public on Legal service. Community Life concern GIZ trolled bush ductive farmland cover dangers of bush burning leaders burning/ Hunters and forests Airtime for radio program. RICE Law enforcers loss of Reduced cases of bush Train community in fire West will be commit- biodiversity Forests Charcoal producers burning detection and fighting Bush burning Act or regu- Environ- Nile ted to enforce lations. Cultural ment Police bush burning Increased biodiversity Formulate and enforce leaders laws bush burning byelaws Services of cultural leader.

Control use of fire on District council. farm land NFA Community FM radio stations and will be vigilant Train farmers on hay presenters. in detection making and usage as and fighting alternative fodder Training materials like IC DRC fires and fire materials, stationery etc. causers.

Production and ENR exten- sion services. Judiciary

Transport means and fuel

FM radi- os-Maria, Pakwach, Rainbow, Paidha

65 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Soil/land Farm- Farmers Sustainably pro- Soil and water conserva- Train farmers in soil and Training materials , NARO Funders GIZ Farmers will be degradation lands ductive farmland tion structures in place. water conservation prac- for bench ready to adopt tices and good animal IEC materials, stationery etc. terraces RICE good farming husbandry practices. demos on West practices Extension services. APEP hill slopes Nile including soil Increased yields Demonstrate and sup- and water port planting of trees on Tree Planting materials. conservation. hill tops and bare areas; Survey and cultivation Tools RADA ZARDI District Local Raise and distribute and equipment. Government agroforestry seedlings will allocate By laws, resources Establish and maintain for land GIZ improvement adequate vegetative Airtime for radio program. cover around river banks and fighting encroachment FM radio stations and of river banks. presenters NFA Stable river banks Production and ENR exten- sion services. AFARD

Transport means and fuel. DRC

Private nursery operators

66 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Reduced Water Fishermen Sustainably Increased fish stocks. Demonstrate good Extension services RICE West NARO/ RICE fish stocks bodies productive water fishing practices Nile ZARDI West bodies and wet- Increased fish varieties/ Nile Wetlands lands. species. Train fishermen in improved and/or sustain- Demo Tools equipment and Fishermen Regulated fishing activity able fishing practices materials Energy Environ- shall adopt / industry. service ment Police NUSAF3 good fishing Carry out providers practices

Social marketing/ Training materials advocacy to promote standard fishing gears Fish policy and legisla- Enforce fisheries laws Airtime for radio program tion breeding areas in place. and regulations Carry out regular inspections in fishing Training materials like IEC areas, landing sites and materials, stationery etc markets for illegal fish and fishing gear.

Identify and protect fish A forum of fish traders breeding areas.

Introduce and demon- strate cage fish farming. Monitoring services

Transport means and fuel

Patrol boat

67 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Wetlands Wetlands Brick makers Conserved wet- Restored wetlands Cover borrow pits with Tools and equipment like Community Environ- DRC Local leaders degradation lands rich in plant soil and other biodegrad- hoes, spades, fork hoes, leaders/LCs mental will be commit- Farmers and animal life able materials protection ted to enforce Trees/pasture seed and force environmental Sand miners Plant trees/grass to seedlings compliance restore degraded areas Cultural Stone and clay Reduced wetlands Improved bee hives leaders artisans degradation. Carry out wetlands Seed/ compliance monitoring Honey harvesting kits seedling suppliers for Sensitise stakeholders Extension services Religious indigenous Wetland de- Increased biodiversity. on sustainable wetlands leaders tree species pendant busi- utilization and relevant Airtime for radio programs ness people laws (sand miners, Training materials like IEC brick makers Improved local economy Formulate wetland man- materials, stationery etc DRC ZARDI etc) will restore for wetland dependent agement action plans degraded communities. Monitoring services areas (borrow Form wetland user pits etc). groups for effective and Transport means and fuel inclusive management Increased participation in ( Acquire 2 motorcycles and Legal ser- wetlands management 1 Vehicle ) vices

Wetland laws

68 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Oil & Gas Farm Oil companies Sustainably pro- Restored farm Conduct awareness Production and Natural NEMA, Supplier Con- Commitment devel- lands ductive farmland lands training for people in Resource management to provide struction by various opment Service providers/ affected areas. DoP testing compa- stakeholders to activities sub-contractors Regenerated Notifications/permission from kits and nies an Inter-in- (involves; vegetation on Conduct EIA reviews DoP for access to oil pads UWA, equipment stitutional geolog- the farmlands and carry out post EIA and PAs IEC materials Radio Expertise collaboration ical and monitoring of oil and gas airtime/media space NFA for water and investment seismic Reduced activities. and soil of resources to surveys, farmland area Equipment and tools for MEDIA pollution reduce impact and drilling exposed to Conduct environmental monitoring and testing soil detection. of oil and gas leading to oil and gas inspection and monitor- for oil wastes on protected vegetation activities. ing based on checklists/ areas clearing, Participate in environ- Relevant staff soil dis- Waste mental audits. turbance, adequately Environment and natural emissions, contained Monitor and test soils for resources policies Cooperation noise and and safely oil wastes. by the oil vibrations, disposed off Transport facilities ( Acquire companies waste gen- Develop capacity of with district eration and 2 motorcycles and 1 Vehicle Fragile district technical staff to ) authorities to transporta- eco-systems deal with O&G issues. be even more tion.) identified and Sensitivity atlas positive. avoided. Ensure adequate waste containment and safe Mechanisms disposal by the oil to contain/pre- companies. vent chemical and oil spills in Ensure that the oil place. companies have in place a mechanism for dealing with chemical and oil spills.

69 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Protected Oil companies Productive Pro- Restored flora and fauna Raise awareness to Notifications/permission from NEMA, Tools Con- Formalise In- Areas tected Areas rich in PAs. reduce impact on DoP for access to oil pads struction ter-institutional Service providers/ in fauna and flora, Protected Areas and PAs DoP compa- collaboration (forest sub-contractors like harmoniously nies and investment reserves waste transporters. co-existing with Dig trenches to guard IEC materials UWA, Rangers/ of resources to and Mur- communities Healthy wildlife (flora and against wildlife crossing reduce impact chison fauna). to communitiesReview Radio airtime/media space NFA vermin of oil and gas National EIAs and carry out post guards on protected Park) EIA monitoring of oil and Equipment and tools for MEDIA areas gas activities at least monitoring and trench Reduced cases of wildlife quarterly digging District Local /human conflicts Government Record and report Specialised staff will take lead wildlife-human conflict in monitoring cases Transport facilities( Acquire 2 oil and gas motorcycles and 1 Vehicle ) activities Introduce unpalatable crops and apiary Sensitivity atlas Rapid response by Train community on UWA problem animal control measures (alerts and scaring techniques)

70 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Water Oil companies Safe and produc- Increased aquatic life. Monitor and test water Water quality testing Radio/Media National Lake bodies tive water bodies/ quality regularly. gadgets. services Fisheries Victoria resources resource basin Stakeholders Engage and sensitize GPS set research Envi- will close- Service providers/ communities on the Institute ronment ly monitor sub-contractors dangers of contaminated NWSC Waste Manage- activities of water. management ment pro- oil companies IEC materials regulations. gramme and be able to Increased availability of Review EIAs and carry detect contami- safe water for people and out post EIA monitoring Air time/Radio stations nation. animals. of oil and gas activities at least quarterly Transport National Uganda Information Water and Bureau relating to oil Participate in environ- ( Acquire 2 motorcycles and Sewerage of Stan- and gas ac- Mechanism to contain/ mental audits 1 Vehicle ) Corporation dards tivities will be prevent chemical and shared by all stakeholders. petroleum spills in place Develop capacity of Waste management regu- LG staff to deal with lations. petroleum International Cooperation Oil Compa- and transpar- Water quality testing ency between Develop emergency re- services. nies sponse and contingency the DLG and Oil Compa- actions to be taken Lake Victoria basin CBOs, NGOs, nies will be Environment Management strengthened. programme MAAIF

Uganda Bureau of Stan- dards

71 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 DEAP Pri- Natural Persons who District vision Future changes needed Actions to be taken Resources/ services Services/ Desirable Ser- Stakeholders’ ority Issue/ resourc- brought negative to realise the vision needed partners partners/ vices/ response Problem es/ land change available services partners cover/ not found found use area but not available for the issue Settle- Oil companies Well planned, Planned and clean Sensitize communities Experts in Community NEMA UAC Uganda Cooperation ments clean settlements, settlements. and other stakeholders mobilisation, Environment Red with Oil Com- Service providers/ with a healthy on risks from oil and gas management and disaster Cross panies sub-contractors population. activities risk reduction. society Radio sta- TASO Healthy Population Prepare disaster man- IEC materials tions/media agement plan (from Oil Local structure and Gas activities) Air time/Radio stations will be used Environ- to mobilise Review EIAs and carry EIS/ Certificate of approval RICE ment police communities to out post EIA monitoring participate in of oil and gas activities Environment laws and meetings. at least quarterly regulations Nebbi NGO Recruit community Transport health monitors. Forum Relevant ( 2 motorcycles and 1 partners Establish green belts Vehicle ) will provide and community woodlots support. around and/or within Stationeries settlements and around Life Con- cern, Oil and Gas activity ar- Tree seedling and Nursery eas for a carbon neutral equipments Resources will development. be availed to Stationery implement the Plan new settlements AFARD activity (social services) Physical planning standards and guidelines Baylor- District to Uganda recruit physical planner Nebbi

OPM

: DEAP-Nebbi District Local Government 2015/16-2019/20

72 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Analysis of HIV/AIDS The AIDS pandemic has affected different sections of the population causing loss of productive manpower, increase in numbers of orphans and dependants that translate into socio- economic stress. There is thus, no doubt that the disease is a major development challenge that undermines the attainment of the develop- ment goals of all sectors in the district.

This area has developed quickly over the last three years. Whereas some voluntary counselling and testing was being done at the hospitals and Goli HC, five VCT sites were established with the help of Aids Infor- mation Centre at Nebbi, Angal Hospital and Pakwach HC IV. ARV services were opened in Nebbi Hospital in 2007 by Joint Clinical Research Centre (JCRC) with support from USAID, and expected be scaled up within the next 3 years.

Table 2.40 HIV Counselling and Testing outputs:

Indicator Numbers 2013/2014 Numbers 2014/2015 No. tested at HCT 95,999 132,728 Tested +ve 2,503 2,935 Under 5 years tested 3,277 5,107 Under 5 tested +ve 59 93 No. tested as Couples 6,318 14,056 Discordant 210 185 SMC 9,785 5,054 Pregnant women counselled, tested and 21,717 received HIV test results HIV positive pregnant women given Cotri- 586 moxazole for prophylaxis Pregnant women tested positive for HIV 361 HIV positive pregnant women assessed for 337 ART eligibility

Table 2.41 Analysis of HIV/AIDS.

Category of people affect- Issue/problem Effects ed/infected People Living With HIV/AIDS High stigmatization by the community Loss of self-esteem. Increased vulnerability due to loss of house- Increased vulnerability to opportunistic hold incomes and food. infections and deaths Poor nutrition and health Orphans Increased number of child headed house- Increased dependency holds High vulnerability to Manipulations High school Drop-out among orphans. Adolescents High involvements in drug abuse and night High prevalence of Infections among the dances Youth. Widows and Elderly High stigmatizations by the community Loss of self esteem. Poor nutrition and health. Increased vulnerability to opportunistic in- fections and deaths Inheritance of widows Social sector. Increased no. of orphans weakening the so- High dependency. cial fibre of the society. Employment and work force. Reduced performance at work places due Loss of esteem. to stigma and general body Weakness. Reduced performance. Source: District HIV/AIDS FPO

73 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Food and Nutrition Security Analysis

Nutrition plays an important role in the Scio-economic well being of the community. Good nutrition for children under two years and mothers helps in cognitive development, healthy individuals and improved incomes in adulthood. Meanwhile malnutrition can lead to death, significant reduction in agricultural pro- ductivity and also affects the education potential of school children.

An analysis of the food and nutrition security challenges, causes and possible mitigation action has been done for Nebbi district and is highlighted in the matrix below:

Table 2.42 Food and Nutrition Security Analysis Matrix

District Food and Nutrition Security Analysis SN Food and Nutrition Secu- Immediate cause Underlying cause Mitigation Actions rity Challenge Identified needed Statistics on some nutrition outcome indicators • Low birth weight (newborns weighing less than 2.5 kg, 11% (2011) • Stunting among under-5s - 36.6% (2014) • Vitamin A deficiency among under-5s, 20% (2012) • Underweight among under-5s – 17.1% (2014) • Vitamin A deficiency among women age 15-49, • Underweight among non-pregnant women age 36% (2012) 15-49 – 11.1% (2014) • Exclusive breastfeeding to age 6 months (percent- • Iron deficiency anemia among under-5s, 91.9% (2012) age of infants),79.2% (2014) • Iron deficiency anemia among women age 15-49, • Wasting, 6% (2011) 75.4% (2012) Inadequate intake of Limited access and Lack of awareness about Provision of Vit A supple- vitamin A among children. utilisation to vitamin A Vit A supplementation ments; create awareness Vitamin A deficiency among among children 6-59 among mothers and care among mothers on need under-5s at 20% (UDHS, months givers, stock out of vit A at for consumption of food 2011) health facilities rich in vitamin A, provision of adequate quantities of Vit A by NMS High incidence of diarhorea Consumption of food Poor sanitation and hy- Provision of deworming and other infections contaminated with fecal giene in house holds tablets to children, increas- material es awareness on good hygiene and sanitation among mothers, provision of zinc and ORS to children below 5 years, intensify school health days High incidence of anemia Lack of blood (Iron) Consumption of foods low Health education on iron among women of child in iron, high incidence of rich foods and iron tablet bearing age (14-49). i.e. malaria, poor adherence to intake, provision of iron 75.4% (2014) uptake of iron tablets tablets during ANC, HB monitoring in ANC High incidence of anemia Lack of blood (Iron) Consumption of foods Use of LLIMN, deworming, among children 0 - 5 yrs low in iron, high incidence treatment of malaria and i.e. 91.9% (2014) of malaria and other other infections, provision infections of MNP to children 6 -23 months High incidence of malnutri- Insufficiently diverse Poor access to diverse Health education, provi- tion (SAM and MAM) GAM diets and high disease diets, health care and sion of nutrition support at 4.2% and SAM 1.2 % burden nutrition support services services (OTC, ITC) at (2014) facilities, Nutrition assess- ment at community level by VHTs Inadequate integration Limited nutrition as- Budgetary constraints and Provision of nutrition as- of nutrition assessment sessment equipments limited support supervision sessment equipment, train services in health facilities. (weighing scale, height staff, increase the number 53% of HF offer compre- boards), skills and of staff and routinely hensive nutrition services. human resource conduct anthropometric assessment

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 74 District Food and Nutrition Security Analysis SN Food and Nutrition Secu- Immediate cause Underlying cause Mitigation Actions rity Challenge Identified needed

Poor feeding practices Poor adherence to Inadequate knowledge Provision of MIYC nutrition among infants. Exclusive breast feeding, com- among mothers on best services at health facilities, breast feeding (79.2%), plementary feeding breast feeding practices, counsel mothers (including Minimum acceptable diet and nutritional support teenage pregnancy, too EID) on EBF, initiation of for 6-23 months was 34.1% services frequent births breast feeding in the 1st in 2004 hour of birth, establish breast feeding corners, promote growth monitoring for 0 -23 months, en- courage exclusive breast feeding of exposed infants for 1 year

Insufficient diversity Lack of knowledge on Limited land, cultural Provision of adequate of foods at household nutritious foods, growing practices, low agricultural extension services to level. 27.8% HHs had poor mainly staples (cereals productivity, pest and farmers, supply improved dietary diversity, 7 groups and roots), emphasis diseases, rampant sell of varieties of nutritious crops (=<4) on quantity rather than farm produce, unfavorable and animals e.g. Vitamin A quality of foods weather conditions, dense sweet potatoes and iron rich beans, pest and diseases control, Conduct household food demon- strations in the community

Shortage of food for house- Low crop and livestock Long drought spells, pests Promote drought resis- hold consumption and production and produc- and disease, flooding tant crops, improve on income generation. 37.7% tivity and water logging, poor household post harvest experienced moderate to agronomic practices, low technologies, integrate severe hunger (HHS) in provision of extension FNS in the district disaster 2014 serves, limited use of plan, promote VLSA, en- improved varieties ergy saving technologies, promote gender issues in agriculture

Limited nutrition pro- Limited capacity of Some schools have limited Establish nutrition clubs in grammes at school level school management land, weather affecting schools, implement WASH in promoting nutrition school gardening, limited interventions in schools, programmes participation by pupils and parents

Limited capacity of DNCCs/ Lack of skills and SNCCs not fully trained, Training of DNCC, SNCCs, SNCCs in nutrition pro- knowledge on nutrition lack awareness, little CSOs in nutrition program- gramming, Implementation, programming appreciation of nutrition ming, nutrition surveys, nu- monitoring and evaluation issues and budgetary trition advocacy, resource constraints mobilization, conduct mon- itoring and Evaluation and undertake learning visits, recruit a nutritionist in the district

Limited capacity of VHTs Low educational level Inadequate motivation in Train VHTs, motivate, to implement nutrition hence inadequate skills terms of funds, equipment equip them with logistics programmes and knowledge on nutri- and logistics and other kits. tion activities

Nutrition issues not fully Lack of skills and DNCCs, SNCCs not fully Training of DNCC, SNCCs, integrated in annual work knowledge on nutrition trained, lack awareness, CSOs in nutrition planning plans and development programming little commitment on nutri- and budgeting, nutrition ad- plans tion issues and budgetary vocacy and resource mobi- constraints lization

Weak coordination of Little awareness and SNCCs not fully trained, Conduct regular planning multi-sectoral nutrition commitment on nutrition lack awareness on nutri- and coordination meetings committees issues tion issues and budgetary for nutrition committees constraints

Lack of food and nutrition Limited skills and knowl- Local leaders and Staff not Train local leaders and staff security ordinance and edge in the formulation trained on formulation of on formulation of laws, for- byelaws of ordinance nd byelaws laws, budgetary constraint mulation and enforcement of byelaws and ordinance

75 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 District Food and Nutrition Security Analysis SN Food and Nutrition Secu- Immediate cause Underlying cause Mitigation Actions rity Challenge Identified needed

Inadequate data on food Incomplete reporting weak M & E system, Train staff, VHTs, LLGs and nutrition on nutrition activities by budgetary constraints and CSOs on data collec- departments, VHTs tion, nutrition reporting, dissemination and develop a nutrition M & E system

Limited advocacy on nutri- Lack of skills and leaders and staff not Train leaders and staff tion issues knowledge on nutrition trained on advocacy, lack on advocacy and com- advocacy awareness on nutrition munication skills, Orient issues and budgetary local leaders, staff, media, constraints CSOs on nutrition issues

Food and Nutrition POCC analysis

Potentials Challenges

• Political good will to champion the nutrition agenda • Lack of a nutritionist in the district

• Trained technical staff in health, agriculture, water and • Inadequate funds for implementation of identified community mobilization and functional VHT structure FNS interventions

• District has 40 health facilities were cases of malnutri- • Limited number of health staff trained in IMAM and tion can be treated IYCF

• Health workers trained in IMAM, IYCF • Inadequate number of weighing scales and height boards for health facilities and for conducting • Forty health facilities equipped with nutrition assess- outreaches ment equipments e.g. height boards, weighing scales and MUAC tapes • Inadequate knowledge & skills in nutrition program- ming • VHTs trained on nutrition assessment and availed with MUAC tape they conduct assessments and make refer- • Weak nutrition coordination structures at sub rals to health facilities counties

• Functional District Nutrition Coordination Committee (DNCC)

• Functional school structures e.g. Teachers, SMC & PTA facilitate implementation nutrition interventions in schools (de-worming, WASH, school gardening) Opportunities Constraints

• Availability of the Uganda Nutrition Action Plan and • Unpredictable weather conditions affecting food other nutrition related policies and guidelines security in the district

• Existence of NGOs, CSOs, USAID, UNICEF that are im- • Inadequate central government funding for imple- plementing/funding nutrition interventions in the district mentation of identified food and nutrition security interventions • Technical and budgetary support from Government MDA (OPM, MoH, MAAIF, MWE. MGLSD…) • Inadequate and inconsistent supply of therapeutic foods, iron/folic acid • Supply of RUFT, MNP, ORS + Zinc to the district by NMS and partners • Pest and diseases affecting lives crop and livestock production and productivity • Community willing to embrace new interventions

• Availability of Vitamin A enriched sweet potatoes and iron rich beans

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 76 2.3 Analysis of District Potentials, Opportunities, Constraints, and Challenges (POCC).

This section attempts to examine the potential, opportunities, constraints and challenges of the Local gov- ernment. Below is a scan of the internal environment of Nebbi District, for the Potentials that it may draw on in putting together and implementing its activities; and Constraints that it may have to deal with, to successfully coin and implement its missions. The Opportunities and Challenges, which are factors in the external environ- ment that it might take advantage of, and mitigate respectively to effectively, implement its development programmes. Ways the District might act to harness and take advantage of the opportunities; as well as mitigate the Challenges are also suggested

Table 2.43 POCC Analysis for Nebbi District Table 2.43 POCC Analysis for Nebbi District

Potential Strategies to harness Potentials  The District has a small but strong and committed team of  Assemble a strong fundraising team Staff, who can effectively drive implementation of a fund- coordinated by the District Planner raising strategy whose job description fits well with that  The District operates within the set Policies and responsibility Regulations of Government that guides its operations in all  Strengthen compliance with the laws spheres, such the LGA, LGFAR, PPDA Act and guidelines, and policy guidelines by all Departments Standing Orders, Education Act, among others. It therefore and staff of the district has a sound resource management track record,  Mobilize the local people in the district to  The District is enjoying good relationship with existing massively participate in modern farming funding partners to raise income  The District has fertile soils and good climate favourable for  Design and implement actions to high production of both crops and animals, that can provide improve revenue collections from such a strong taxable base for the local government sources as BDR registration, land fees,  With regard to fundraising, there are still revenue sources hotel tax, etc where collection performance can be improved, such as BDR Registration Fees, Land fees and Hotel tax, among others. Constraints Remedies to the Constraints

 The Staffs are few, and a good number are still new and  Recruit new Staff and continuously build

inexperienced capacities of existing ones  The Political leadership is often overstepping their roles  Sensitize political Leaders on their role and interfering in the work of technical Officers, thus de boundaries, and if need be, seek motivating the latter intervention of the Ministry of local  Inadequate tools, equipments and transport logistics that Government for appropriate mentorship hamper movement and other performance aspects  Lobby respective Central Government  Low level of economic activity in the District and Ministries and Development partners widespread poverty still limits the potential of the Local extensively for fill the gaps in tools, Governments to collect public revenues internally to equipment and logistics required for finance Public expenditures effective resource mobilization  Rampart corruption among those responsible for performance revenue collection  Lobby for quick extension of the power  Widespread apathy among citizens who do not lines for the recently switched on appreciate their obligation towards public revenue Nyagak Power dam contribution through tax compliance Internal factors within the District the within factors Internal  Weak skill and capacity among Lower local Government Authorities for effective local revenue collection and management  Absence of reliable and cost-effective electricity supply has continued to remain a hindrance to vibrant economic activities in the district, such as cottage industries and

the service sector

Opportunity Taking advantage of the Opportunities Ex ter nal Fa ct or s fro m ou tsi de th e Di str ict

NEBBI DISTRICT LOCAL GOVERNMENT DEVELOPMENT PLAN FOR 2015/2016 – 2019/2020 Page 85 of 292

77 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020  Nebbi is a new District with a unique location at the Border  The District to put together a strong with DR Congo, that is known by all Stakeholders, as being fundraising team to proactively reach out in need of resources to potential Development Partners  Central Government is committed to funding services  District to build up a skilled and delivery through Local governments, motivated staff to effectively meet the  Nebbi district is among the farthest from Kampala, its has requirement for Central government often attracted sympathy as a hard to reach and stay place funding  The current legal regime that recognizes Local  District to reach out to Investors, to take Governments as body corporate provide them the full advantage of the newly established mandate to enter into resource mobilization, as well as electricity Power dam other forms of partnerships with other entities  The Switching on of the Nyagak electric Power dam and the impending distribution of the power will attract cottage industries and expand employment, incomes and potential for higher public revenue collection Challenge Mitigating the Challenge  Continued ban on Graduated tax is limiting opportunities  The District should ensure it establishes to raise local revenue for Local Governments sound performance record in  Funding from Central Government are generally on a management of existing funds from declining trend, Central government, as a strategy to win  Donors are also generally not in favour of funding Districts more in this situation due governments persistence in creating more of them,  Diversify the donor base to increase despite the donor disapprovals funding chances  A large informal Sector, complicating the tax assessment

2.4 Review of Performance of the District Development Plan 2.4 Review of Performance of the District Development Plan (2010/11 –2014/15). (2010/11 –2014/15). The M&E initiatives implemented during the First DDP period have contributed to promotion of accountability and transparency, largely driven by increased demand for performance and results within Local Government The M&E initiatives implemented during the First DDP period have contributed to promotion of accountabil- ityand and by transparency,the civil society, largely development driven bypartners increased and generaldemand public. for performance and results within Local Govern- ment and by the civil society, development partners and general public. The production of a number of mandatory/periodic reports was mainstreamed within Lower Local TheGovernment. production These of a numberinclude:- ofAnnual mandatory/periodic and Quarterly Progressreports was Reports, mainstreamed Quarterly OBTwithin and Lower PFB Localcontracts, Govern - ment.Annual These Assessment include:- reports, Annual Quarterlyand Quarterly monitoring Progress reports Reports, among Quarterly others. TheseOBT and periodic PFB contracts,reports were Annual Assessmentstrategies aimed reports, at enhancing Quarterly measurement monitoring ofreports good governanceamong others. and accountability,These periodic including reports comparability were strategies aimedwith other at enhancingAfrican countries. measurement of good governance and accountability, including comparability with other African countries. Despite the above achievements, the District’s M&E systems still face a number of challenges. The culture Despiteof accountability the above and achievements, of evidence-based the District’s management M&E issystems still relatively still face new a and number not yet of wellchallenges.-established The and culture ofwidespread accountability in all and the ofdirectorates evidence-based and Lower management Local government. is still relatively Several newpolicy and-makers not yet do well-establishednot perceive the and widespreadvalue-addition in allof M&Ethe directorates as a tool to guideand Lower future Localpolicies, government. programs, andSeveral budgets policy-makers for better results do not hence perceive not the value-additiongiving M&E a priority of M&E agenda as a tool during to guide programme future implementation.policies, programs, There and are budgets problems for in better the identification results hence of not giving M&E a priority agenda during programme implementation. There are problems in the identification of performanceperformance indicators, somsomee of of which which lack lack targets targets or ortime time frame frame and and are are in somein some cases cases not notmeasurable. measurable. ThereThere isis alsoalso aa lack lack of of uniformity uniformity inin the the use use of of the the logical logical frameworks frameworks whichwhich makesmakes itit hardhard toto ensureensure syn- chronizationsynchronization of actions of actions while while reporting reporting using using Ministry Ministry specific specific reportingreporting t emplates.templates.

The incentive system of rewards and sanctions is found wanting, with no positive or negative consequences for achievement of results or the lack thereof. The end result is decreased motivation and interest given to M&E by civil servants. NEBBI Monitoring DISTRICT LOCAL in most GOVERNMENT programmes DEVELOPMENT is largely PLAN a complianceFOR 2015/2016 –based 2019/2020 system with Page reporting 86 of on292 inputs, activities and outputs to responsible & line Ministries and donors in order to trigger further releas- es of funds rather than as a tool to guide future policies, programs, and budgets for better results.

Failure to integrate a number of information systems that have been developed over the years by various Ministries for specific purposes on various ICT platforms is of critical concern. While they help provide information to their users, the lack of integration has resulted in cases of duplication, additional work for

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 78 making various data bases communicate with each other, the impossibility to relate some data bases, and the existence of several estimates for the same indicator. The data validation procedures remain limited for some data bases and metadata is often inadequate or unavailable. This reduces the credibility of some data bases and therefore the use by potential users. When two estimates exist for the same indicator, the user is not in a position to explain the differences and determine which data to use. As M&E obligations at local level increase due to new MIS systems being put in place, the consequent multiplicity and duplication of M&E systems leads to fatigue.

There are still very few evaluation initiatives developed as part of policy management and accountability processes. Evaluation is mainly oriented towards project evaluations rather than towards programme eval- uations. Evaluations are usually donor-funded, neither owned nor shared across the Directorates.

Community Based Services Department:

Achievements: • Sensitised Lower Local Government Politicians and Technocrats on Gender Issues, • conducted gender mainstreaming training for the District Technocrats in a bid to enhance mainstream- ing of gender issues in development plans and programmes, • Conducted role model visits to Primary and Secondary Schools, Designed tools for Gender Audit, • Held debriefing meeting LLG staff and HODs on the findings of role model visits, Sensitized and Mentor stakeholders on Gender related Issues, • Updated District Gender Profiles and disseminate reports to stakeholders, • Supported Office Operations, • Undertook gender sensitization as well as disseminate the Uganda Gender Policy 2007, • Undertook TOT for Gender Focal Point persons at LLG level (1 male and 1 female), • Conducted Radio Talk Shows to facilitate the Women Constituency advocate for Women’s rights , Con- ducted quarterly executive district women council meetings, • Purchased Office Consumables’ for Women Council Office, • Facilitated International Women’s Day celebration • To date funded 110 projects under Youth Livelihood Programme. Out of the 110 projects, ten (10) proj- ects were skills development while 100 projects are livelihood support. 70 of the projects are located in Padyere while 40 are in Jonam County. • The department provided social protection services to the community under SAGE Programme. Ma- jority of our community members are either ignorant or poor and this makes them vulnerable. Many people are poor or face the risk of becoming poor due to adverse changes like drought and floods with the associated negative effects. Others are disadvantaged by demographic characteristics like gender, disability, household consumption habit, illness, age and loss of parents among others.

Water Sector Performance Review

• Held 20 District water supply and Sanitation coordination Committee as planned.

• Held 60 DWO meetings as per the plan. • Procured one motor bike for the department. • Planned to buy one photocopier but did not achieve it. • Made monthly fee for internet 60 times as planned.

79 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 • Planned and carried 20 O&M on water sector vehicle. • Planned and convened 5 Planning and advocacy meetings at district and sub county. • Planned 90 community sensitization meetings and achieved all. • Conducted 100 trainings on O&M, Gender, Participatory Planning and Participatory Monitoring for WUC, community and Primary schools. • Held 20 extension staff review meetings as planned. • Planned to carry out 105 post construction support to WUCs but achieved 100. • Planned to organize 2 drama shows to promote water supply construction, O&M and sustainability but achieved none. • Organized 10 radio programmes promoting water supply construction, O&M and sustainability instead of the 80 that was planned. • Planned 2 trainings in Project Planning and Management and computer applications at UMI but achieved none. • Planned 1 baseline survey for sanitation but achieved none. • Planned 1 follow up survey but did none. • Achieved all the 5 sanitation week promotion activities. • Planned 1 training of extension workers in participatory approaches but did not achieve it. • Triggering of communities was not done though planned. • No follow up visits for triggered communities was done. • Five orientation meeting for teachers and pupils in school Hygiene and sanitation was planned but not achieved. • Five school hygiene club formation and follow up was planned but not achieved. • Five inter-school HESAN competitions were planned but not achieved. • Five Home improvement campaigns were planned and achieved. • Five drama shows promoting improved sanitation and hygiene was planned but not done. • Five water days were celebrated as per plan. • Planned and constructed five public latrines. • Planned to construct 10 but achieved 8 hand dug shallow wells. • Drilled 22 deep boreholes against the plan of 100. • No Piped Water Supply System was constructed (Gravity Flow Scheme) at Erussi sub county and extended to Parombo. • Five domestic rain water harvesting facilities were installed against the 25 planned. • No valley tanks were constructed. • Five adverts for works were put national newspaper. • Carried out 60 bore hall sitting and construct supervision against the 100 in the plan. • Rehabilitated 54 boreholes instead of 100 as planned. • Carried out 5 Environmental compliance monitoring as planned. • Desilted 10 boreholes as planned. • Planned to carry out water quality testing o new sources and achieved all. • Carried out 94 water quality testing on old sources against the planned 125.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 80 • Commissioned 10 completed water and sanitation facilities as planned. • Planned 200 construction supervision visits but achieved 125. • Planned 65 inspections of all water points after construction and achieved all. • Planned 20 data collection and analysis and achieved all. • Planned to conduct 10 specific surveys but achieved nil. • Planned 20 visits to Kampala and workshops and achieved all.

Water infrastructure plans, accomplishments, unfinished projects and emerging needs:

During reporting period the sector planned for a number of significant infrastructure development projects focusing on construction, rehabilitation of water sources and extension of piped water in Rural growth cen- tre/Urban centre. Largely most of the planned outputs under the Water Sector have been achieved due to the nature of funding.

However, it’s only the long term projects that extend beyond two or more financial years due to long pro- cesses of design review and procurements. Delays in getting approved designs have also been associated with cost escalations for most projects as a result of the long period between appraisal of projects and approval of designs. Such is the case of Nyarwodho Gravity flow scheme andAndibo Valley Dam. The sector should plan and allocate sufficient resources for operation and maintenance of Office space and vehicles (including motorcycles

Finance Department:

Table 2.42 Performance of Local Revenue by source for 2013/14-2014/2015. Local revenue Budget Actual % Budget Actual % 2013/14 2013/14 2014/15 2014/15 Local service tax 30,000,000 36,685,604 122 30,000,000 79,390,990 265 Land fees 5,000,000 6,606,600 132 5,000,000 5,477,500 110 Application fees 3,000,000 315,875 11 3,000,000 354,550 12 Business licenses 20,000,000 7,352,705 37 20,000,000 6,881,855 34 Liquor licenses - 28,000 - - 7,000 Other licenses 4,285,000 - - 4,285,000 - - Interest from private entities 50,000,000 43,045,260 86 50,000,000 16,599,760 33 Rent on prod. assets 250,000 - 250,000 - Sale on non-prod. assets 10,000,000 - - 10,000,000 - Sale of prod. assets 105,000 - - 105,000 - Rent/rates on prod. assets 10,000,000 16,059,664 161 10,000,000 - Park fees 10,000,000 2,791,226 28 10,000,000 - Property related fees 24,630,000 - - 24,630,000 - Animal/crop fees 10,000,000 8,929,899 89 10,000,000 4,727,110 47 Registration fees- birth - 1,137,885 111,650 Registration of business 6,622,000 753,375 11 6,622,000 274,750 4 Agency fees 30,000,000 24,654,250 82 30,000,000 15,702,634 52 Market/gate charges 74,000,000 78,130,888 106 74,000,000 57,704,321 78 Other fees and charges 10,000,000 1,783,926 18 10,000,000 1,856,257 19 Miscellaneous (LST) 57,200,000 48,013,664 84 50,000,000 13,177,200 26 Total 355,092,000 276,288,821 78 347,642,250 202,265,577 58 Source: Finance- Revenue Enhancement Desk.

81 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Education Department

Out of the 193 primary schools, 79% of the primary schools are Government-owned. Private and commu- nity schools contribute to 14% respectively while NFE Centres contribute to 7%. The number of permanent classrooms increased from 1,235 in 2010 to 1,455 in 2014, hence the pupil: classroom ratio improved from 88:1 in 2009 to 76:1 in 2014 which is below the national standard. The improvement was due to increase in construction of new classrooms under various government programmes like SFG, EDF, LGDPII, NUSAF 1 & 2, PRDP, and LGMSDP. The ratio of permanent staff houses reduced from 15:1 to currently 8:1.

Pupils: Teacher ratio reduced from 69:1 in 2009 to 66:1 in 2014, yet the pupil enrolment increased from 104,000 pupils in 2009 to 111,545pupils in 2014. Pupil: text book ratio worsened to 4:1 in 2014 compared to 3:1 in 2006, while pupil: desk ratio improved from 10.8 in 2008 to 5:1 in 2010.

Table 2.43 Quality Indicators in performance of Education Department

Indicator 2010 2011 2012 2013 2014 Remarks. Pupils:Teacher Ratio 63:1 63:1 63:1 63:1 66:1 Reduced Ratio. Pupils: Classroom Ratio. 83:1 80:1 78:1 78:1 76:1 Reduced Ratio Pupils: Book Ratio. 4:1 4:1 4:1 4:1 4:1 Ratio Increased Pupils:Stance Ratio 80:1 76:1 76:1 75:1 73:1 Reduced Ratio Pupils:Desk Ratio 9:1 8:1 7:1 6:1 5:1 Reduced Ratio Teachers:Staff House 14:1 11:1 10:1 10:1 8:1 Reduced Ratio Ratio Source: Department of Education

Table 2.44 Enrolment trend from 2010 to 2014 YEAR MALE FEMALE TOTAL 2010 49,490 45,984 95,474 2011 55,526 49,239 104,765 2012 57,662 52,254 109,916 2013 57,702 52,914 110,616 2014 58,027 53,518 111,545 Source: Education Inspection report

The current pupil: stance ratio slightly improved from 80:1 in 2010 to 73:1 in 2014.Although the district has been constructing drainable Septic Tank VIP latrines, the existing latrines continue getting filled up and some collapse due to poor soil and hence increasing the pupil: stance ratio.

The completion rate in the district had been 54% Boys, 24% Girls, and total 37% in 2010, but has improved to 61% Boys, 32% Girls, and total 46% in 2013. This implies that there has been slight improvement in the number of pupils completing primary seven cycles in relation to the total pupil enrolment. However, this is still very low compared to national completion rate; hence a lot of efforts have to be put to improve the situation so as to reap fully the benefits of education in our society.

PLE results analysis:

In 2013, Nebbi District presented a total of 3,645 candidates for PLE to UNEB from a total of 116 primary schools as compared to a total of 5,433 candidates in 2010 when Zombo district was part of the greater Nebbi district.

The percentage of total passes (Div 1 to Div 4) for Nebbi District in 2013 PLE was 93% as compared to that of 90% in 2010. Out of the total number of 5,433 candidates registered for PLE in 2013 academic year, 3,702 (68%) of the candidates were boys and 1,731 (32%) were girls. The result also revealed that rural primary schools performed poorly as compared to the urban and peri-urban schools. The table below shows the performance trend from 2008 to 20013.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 82 Table 2.45 PLE Performance trend from 2008 to 2013 Tot. No. of % Year enrolled DIV.I DIV.II DIV.III DIV.IV DIV.U DIV.X pass- passes es Year M F M F M F M F M F M F M F 2008 4257 1867 116 11 1701 537 878 499 649 294 375 314 538 212 4685 87.10% 2009 3937 1871 74 10 1217 425 1152 600 748 311 515 378 231 147 4537 84% 2010 3702 1731 80 16 1630 565 919 498 627 309 270 246 176 97 4644 90% 2011 2371 1276 49 7 992 378 726 378 338 244 166 186 100 83 3112 90% 2012 2392 1153 66 10 1130 358 631 361 317 217 151 133 97 74 3090 92% 2013 2421 1232 75 8 1235 400 606 380 311 191 107 167 87 86 3206 93% Source: Education Department

Generally, there has been a steady improvement in PLE performance over the last five years although the highest number of 1st grade was recorded in 2010 when the district had one hundred twenty seven 1st grades. The performance was fairly good as the grades in which most of the candidates passed were Second and Third. The poor grades have been due to a number of factors such as teachers’ and pupils’ ab- senteeism, inadequate staff accommodation, inadequate supervision and mentoring by most head teachers and SMCs, inadequate career guidance and counselling, late reporting to school by pupils, inadequate support by parents, inability to read and poor facilitation and logistical support for effective and regular inspection among others.

Secondary education:

Secondary education mostly caters for 13-18 years old. Currently the district has a total of 26 secondary schools. Of these, there are 10 government aided secondary schools, 16 private and community schools in partnership with government in Universal Secondary Education (USE) programme.

In 2013, the ratio of boys in total enrolment was 65.5% while that for girls was 34.5%. The table below shows enrolment in secondary schools s in the district in 2014.

Table 2.46 Enrolment in Secondary Schools 2014

CLASS MALE FEMALE TOTAL S.1 1,732 943 1,522 S.2 1,522 761 2,283 S.3 1,483 627 1,975 S.4 1,154 486 1,648 S.5 203 52 255 S.6 238 61 299 TOTAL 5,859 2,948 8,807 Source: Education Department

Tertiary Education:

Tertiary education in the district is provided by Uganda College of Commerce, Pakwach, which is the only tertiary institution in the district.

83 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Physical Education and Sports:

The Physical Education and Sports (PES) in the school curriculum contribute to national development through promotion of team-spirit, fitness, discipline, socialization and patriotism among the people. Sports also provide entertainment and amusement as well as creating opportunity for self employment and live- lihood for sports men and women. The educational institutions of all levels in the district provide enabling environment for the talent development through internal games and sports competitions as well as partici- pation of the talented in district and national competitions.

The insufficient funding of the sports section sometimes makes the district to present teams for only one of the three national events of Athletics, Ball Games and Music, Dance and Drama. The district could not even fill teams for the other ball games like Volleyball, Netball and Hand ball during national competitions, as only talents of football is been developed.

Although community sporting is to be developed as well, this has never been adequately funded. This therefore constrain the merger budget of the department.

Since 2010, the sports section of the district trained 71 referees and 24 Netball umpires and coaches. Through games and sports committee 163 games teachers were trained on the new changes in Kid athletic and football.

Production and Marketing:

Achievements:

NAADS

• A total of 3,516 farmer groups were mobilized under NAADS to receive advisory services

• 34,014 farmers received advisory services/had contact with extension workers – workshops, sensitiza- tions, training, demonstrations, field days, farm visits • Farmers of three categories i.e. food security, market-oriented and commercial were provide with differ- ent technologies, in total 10,500 benefited. • Irish potato seed store was built in Erussi. • 3 Rice threshers procured and installed for farmers in Wadelai, Atyak and Nebbi Sc • Rice Hullers supplied to Nebbi Sub county • 2 Chicken feed mixtures procured and installed for Nebbi TC and Pakwach Sub-county • 1 Honey bulking centre constructed in Nebbi TC for Bee keepers • 2 sets honey processing machines supplied to Erussi and Panyango Sub counties • Acquired a complete set of bee harvesting and processing equipments • Established 15 adaptive research trials, one in each LLG on cassava, poultry, Groundnuts, Fruits and Rice • Formed 15 Multi stakeholder Innovation platforms for cassava and rice in each LLG and one at district level.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 84 Crop

• Sensitized and trained 632 farmers on Cassava Brown Streak Disease (CBSD) management in Nyar- avur, Ndhew, Kucwiny, Alwi, Pakwach and Wadelai Sub counties and established task forces in each sub county for management of the disease

• Procured a total of 140 bags of cassava cuttings variety tolerant to CBSD (NASE 16, NASE 19) and distributed to 40 farmers in the sub counties of Wadelai, Panyango, Alwi, Nebbi and Ndhew for multi- plication • Conducted routine pests and diseases surveillance visits in all LLGs • Procured 400 Banana suckers (Vars. FIA 17, KISANSA, KIBUZI,ENYESU, EMPOLOGOMA) from Kawanda Research Institute and distributed to 3 farmers in Ndhew, Erussi and Nebbi for multiplication • Identified 7 potential micro irrigation sites in the district in Wadelai, Kucwiny, Nebbi and Ndhew sub counties. • Procured one motorized irrigation pump that shall be installed in Wadelai Sub County to demonstrate small scale irrigation systems. • Trained farmers on Rice agronomy in Panyimur; Tea agronomy in Erussi, Ndhew, Nebbi and Atego Sub counties; and Vegetable oils seeds (Sesame, Soya beans) in Panyimur, Pakwach and Kucwiny. • Trained 42 farmers in Jupangira and Pawong parishes on Tea farming • Conducted a one-week training for staff and farmers on quality Irish potato seed production in Erussi. • Sensitized farmers in the sub counties of Pakwach, Nyaravur, Alwi, Atego, Kucwiny, Panyimur on soil and water conservation.

Unfinished activities • Construction of demonstration granaries and farmer training on post harvest handling. • Training beneficiary farmer groups on use of pest and disease control and quality control equipments.

Livestock

• Vaccinated 12,668 dogs and cats against rabies in all LLGs.

• Vaccinated 17,537 cattle against CBPP in Kucwiny, Nyaravur, Atego, Nebbi, Nebbi TC Panyimur, Ak- woro and Parombo LLGs, Nebbi and Kucwiny LLGs and no new cases of CBPP reported, hence controlled. • Vaccinated 12,663 poultry against NCD, Gumboro and Fowl Pox . • Construction and operationalization of four communal cattle crushes in Nyaravur, Kucwiny, Nebbi and Panyimur Sub counties • One Artificial Insemination Technician trained at Entebbe AGR&DB • Community sensitization (65 male, 21 female) on artificial insemination done in Ndhew, Erussi, Nebbi Sub county and Town council; and on Radio in preparation for introduction of artificial insemination services in the district. Already 20 exotic cows identified, ear tagged ready for artificial insemination in Erussi, Ndhew, Nebbi sub county and Town council • Trained 148 people on control and management of major livestock diseases in Nebbi, Erussi, Ndhew, Atego, Wadelai, Panyango, Alwi and Kucwiny LLGs

85 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Unfinished activities:

• Formation and sensitizing water user committees for water for livestock

• Construction of slaughter slabs in rural growth centres.

Fisheries

• Inspection of 56 fish landing sites along L. Albert and The Albert Nile conducted annually

• Constructed 6 new demo fish ponds and rehabilitated 5 others in Erussi, Ndhew, Nebbi sub county and Town Council; these were stock with Tilapia • Constructed and stocked 5 demo fish cages in Pakwach, Pakwach Town Council, Ndhew and Panyan- go LLGs • Trained 61fish farmers in best practices in pond and cage fish farming practices, in Pakwach, Pakwach Town Council, Erussi, Ndhew and Nebbi LLGs • Farm visits made to 15 fish farming groups in the LLGs of Erussi, Ndhew, Nebbi, Nebbi Town Council and Pakwach Town Council • Conducted 5 patrol operations to on River Albert Nile and Lake Albert to control illegal fishing activities in Panyimur, Pakwach and Pakwach Town Council LLGs • Sensitized fishers using 30 Radio spots and 8 meetings in Panyimur and Pakwach Sub counties on the roles of BMUs in co fisheries management • Procured 18 weighing scales for fisheries data collection and trained 54 BMU member in fisheries data collection • Conducted refresher training to 98 BMU executive committees members on their roles in Panyimur Sub county • Sensitized BMUs members on fish quality assurance and fish safety and; subsequently formed 10 fish- er groups that were trained on fish quality assurance in Panyimur and Pakwach Town Council LLGs; technical support supervision was also offered to the groups • Construction of a fish market at Panyimur by MAAIF and ICEIDA under the QAFMP project • Construction and equipping of a district fisheries office by MAAIF and ICEIDA under the QAFMP project.

Unfinished activities

• Construction of demonstration fish handling slabs at landing sites

• Procurement of patrol boat and engine. Note: repairs are being done on an older boat.

Commercial Services

Achievements:

• Two trade and investment promotion meetings were organized in which a total of 75 district leaders and business stakeholders were trained and sensitized on trade policies and the investment code in the context of local economic development.

• Two rounds of market and business information data collected and disseminated to user stakeholders via the notice boards and Paidha FM.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 86 • A total of 350 MSMEs practitioners were trained in basic entrepreneurship and business management skills, surpassing the planned target of 150. • 20 Cooperative enterprises (7 Producer, 1 Transport and 12 Financial) cooperatives were backs-topped and technically facilitated to prepare auditable reports for presentation to the general assembly of members • Office administration material and services procured, and 3 coordination travels to deliver reports to the MTIC Ministry and agencies in Kampala were undertaken. • 3 rounds of talk shows undertaken to popularize the mandates and functions of the commercial ser- vices department, with special emphasis on trade and investment opportunities unfolded by the oil and gas prospects within the Albertine graben region. • Monitoring of the DICOSS project implementations and reporting by the offices of the CAO and the CFO; and were adequately facilitated. • Partial fencing and completion of the Commercial Services Office premise.

Unfinished activities • Undertaking baseline survey and profiling of all MSMEs in the four urban centres of Nebbi • Continuous market and business information data collection and dissemination to user stakeholders. • Mobilization of the producer community for cooperative formation, training, mentoring and audit ser- vices support to the cooperative management and board members. • Trainings to mainstream tourism activities in the D/LLGs and private sector activities work plan, and profiling of tourism attraction potentials/sites. • Facilitating trainings in artisanship and agro-processing by outsourcing trainers from UIRI and NARO • Completion of the fencing of the Commercial Services Office premise.

District Production management Services • Procured 4 laptops for Pakwach, Parombo, Erussi and Panyango SC. • Collected agricultural data in Pakwach, Panyango, Erussi, Paidha, Jangokoro, Wadelai sc • Conducted 1 exposure visit to Kawanda and Namulonge research Institutes for Production Committee members. • Technical staff conducted 3 joint supervision visits in all 15 LLGs. • Construction of a mini laboratory at the district headquarters. • Generated and disseminated Nebbi District Agricultural Abstract 2013.

District Planning Unit In the five-year period, the unit was able to accomplish the following: • Produced 5 annual district work plans. • Produced 5 district Budget Frame work Papers. • Prepared 20 quarterly Output Budget Tool reports.. • Carried out 20 multi-sectoral monitoring of projects under PRDP, LGMSD, PAF, NUSAF and UNICEF. • Carried out four (4) internal assessments of both the District and The Lower Local Governments. • Carried out the 2014 Uganda National Population and Housing Census (UNPHC). • Registered births printed and distributed birth certificates for children under five years of age. • Produced the Five-year District Development Plan (2010/11- 2014/15).

87 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Internal Audit Department

Targets • To reduce the number of audit queries (of auditor General from the base line of 30 to 15; • To increase the percentage accountability status of funds from the base line of 60 to 90; • To reduce the percentage losses of district funds from the base line of 30 to 10; • To reduce the number of special audits to address complaints from the base line of 40 to 10; and • To produce 20 quarterly Internal Audit reports.

Achievements • Reduced the number of audit queries (of auditor General) to 20 • Increased the percentage accountability status of funds to 70 • Reduced the percentage losses of district funds 10; • Produced all the 20 quarterly Internal Audit reports.

Challenges encountered in the implementation of DDP1 • Unrealised local revenue; • Insufficient budgetary allocation arising from reduced Indicative Planning Figures (IPFs); • Inadequate provision for staffing to perform audit of the various points and review the audited work; • Delayed quarterly remittance of unconditional/ discretional funds; and

• Lack of logistic (transport).

District Service Commission (DSC):

The DSC is composed of 4 members instead of 5 and became functional during the 3rd quarter of FY 2010/2011 and is manned by 3 technical staff instead of 5. Several cases were handled with some chal- lenges that were faced in the area of human resource, leaking and collapsing ceiling making the office uncomfortable.

Staff discipline was fair since the DSC handled only 2 cases for the period under review, probably many indiscipline cases were left unreported. There is need for continuous training/mentoring of staff in filling appraisal forms. Creation of district has led to reduced IPFs yet the workload remains constant.

In the last five years, the District Service Commission was able to do the following:

Table 2.47 Performance review of the District Service Commission. S/N Activity Total S/N Activity Total 1. Appointment on probation 1,202 15. Regularization of appointment 51 2. Post humus appointment/confirmation 7 16. Regularization /confirmation in appointment 3. Confirmation 498 17. Re-designation in appointment 2 4. Promotion 123 18. Transfer within service/promotion 6 5. Transfer of service on promotion 1 19. Transfer of service 13 6. Transfer within service 8 20. Transfer within service and re-designation 1 7. Study leave 25 21. Appointment on local contract 95 8. Renewal of contract appointment 140 22. Termination of contract appointment 65 9. Retrospective contract appointment 2 23. Acting appointment 5 10. Renewal of acting appointment 2 24. Mandatory retirement 62 11. Leave without pay 1 25. Adjustment of salary 1 12. Change of post title and salary scale 3 26. Retained in service 1

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 88 S/N Activity Total S/N Activity Total 13. Amendment 30 27. Disciplinary cases 7 14. Rescinding of appointment 3 Overall Total 2,390 Source: Secretary’s office-DSC

Administration Department:

Table 2.48 Performance Review of the Administration Department.

S/N Planned activity/out put Target Achievement Remark CAO’s Office 1 Disburse Grants to lower Local Transfer has been done quarterly. Governments 20 20 2 Coordinate and monitor Program 20 20 Done quarterly 3 Conduct staff meetings (DTPC, The 30 included extra ordinary, expanded DTPC SMMs, STMs) 60 90 and Senior Management/general staff Meeting 4 Respond to disaster Response has been made annually depending on the occurrence of the disaster. Relief supplies from OPM have been distributed to the affected house- 10 16 holds. 5 Attend to litigations 15 9 6 Hold National and district specific International Labour Day celebrations have been Celebrations/Events 15 11 skipped due inadequate fund. Human Resource Management and Central Registry 1 Prepare of Recruitment work plan District plans prepared annually. Two plans were 5 7 for TASO supported recruitment 2 Prepare and submission of draft TASO adverts were centrally done advert to DSC 5 5 3 Prepare appointment letters & Some advertised posts did not attract applicants posting instructions while some posts were not approved by MoPS. 1,000 712 Some appointed did not turn up to assume duty. 4 Induct & orient new staff/Councilors 30 councilors were inducted in 2011. Others recruit- ed towards the end of the financial year 2014/15 1,030 483 could not be inducted due limited time frame. 5 Fill and submit pay change forms Human resource data entry form has under gone to MoPS transformation in the management process. In the early years 2010 – 13 manual hard copies of HRD forms was submitted to MoPS. Later HROs sub- mitted and captured the data and currently done Approximately at the district. 7,800 3,121 6 Validate Payroll This has been done monthly and payroll displayed on the notice boards. Pay slip generated and dis- 60 60 tributed at the district. 7 Select and approve of staff for train- Meeting selection of staff for training done annu- ing 5 5 ally.

89 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 S/N Planned activity/out put Target Achievement Remark 8 Target Achievements Make sub- • Probationary appointment – 1,000 • Probationary appointment - 712 missions to DSC • Confirmation -800 • Confirmation -487

• Promotion -150 • Promotion -97

• Regularization of appointments - 15 • Regularization of appointments - 48

• Transfer of service – 8 • Transfer of service – 18

• Contract appointment - 20 • Contract appointment – 97

• Mandatory retirement – 100 • Retirement – 54

• Disciplinary cases – 80 • Disciplinary cases– 2

• Acting appointment – 5 • Acting appointment – 12

• Change of post title/re- designation – 5 • Change of post title/re- designation – 6

• Post humus appointment – 5 • Post humus appointment -3

• Leave without pay – 4 • Leave without pay – 3

• Study leave – 150 • Study leave – 2

• Resignation - 10 • Resignation - 1 9 Create computerized staff database 1 1 Computerized staff database was created in 2012/13 with support from the intra health project from MoH 10 Train registry staff and departmental records 25 1 District support one staff for Bachelor in records staff and information management. There was inade- quate funds for in-house training of other staff 11 Reorganize central registry & the District Re- 1 1 Renovation and re-tooling done in the financial cords Centre year 2013/14 and 2014/15 Information and Public Relations 1 Develop district communication 1 1 Developed in the financial year 2010/11 and inte- strategy grated in the DDP 2 Publish quarterly newsletters. 60 0 No fund allocated for the plan 3 Host of monthly News briefing/ con- 60 45 ferences. 4 Publish annual district reviews/sup- 5 3 Inadequate fund realized plements. 5 Host quarterly talk shows. 20 15 6 Produce council chart 1 1 Published in 2012 7 Maintain district website 60 65 This included routine maintenance and redesign- ing and face lifting of the site 8 Create Information Resource Cen- 1 1 Established in the financial year 2013/14 tre

Procurement Department

This department’s vision is, “An efficient, transparent, and corruption free Local Government with all the officers being held accountable and emphasizing value for money procurement”.

Its mission statement is “To carry out procurement and disposal activities in accordance with the laws that regulate procurement in Uganda for value addition to the entity”

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 90 Its strategic objectives are out lined below; • To promote good governance, harmony and security as one of the pillars of PEAP/NDP • To build procurement and disposal capacity in the District and in Uganda in general • To create a corruption free environment by observing the procurement laws • To monitor the compliance levels of the users and the service providers in the District In line with the above values, therefore, its specific objectives are as follows: • To create a sound business environment in the District and in Uganda at large • To make sure that all the procurement laws are adhered to • To create employment opportunity to the unemployed people • To acquire works, supplies and services in a timely manner • To act as a secretariat and implement all lawful decision of the contracts committee • To liaise with all the users in the supply chain management

Targets and the achievements of the previous plan • To sign all the 70 contracts To make 4 bid opportunities in the advert, however, only 3 has been placed • with service providers, but not all were signed • To meet 16 times and adjudicate on award decisions and indeed 13 meeting were held • To consolidate all the departmental procurement plans which were all submitted(15 LLGs and the users at the District headquarters) • To submit all the 4 quarterly reports to the Authority and the Ministries and already 2 reports are submit- ted

Challenges encountered in the implementation of the DDPI • Inadequate funding to pay members of the contracts committee and the evaluation committee • Inadequate funds to pay vendors

Land Board: This board plays very important functions which include but not limited to the following: • Hold and allocate land in the district which is not owned by any person or authority; • Facilitate the registration and transfer of interests in land; • Take over the role and exercise the powers of the lessor in the case of a lease granted by a former controlling authority; • Cause surveys, plans, maps, drawings and estimates to be made by or through its officers or agents; • Compile and maintain a list of rates of compensation payable in respect of crops, buildings of a non-per- manent nature and any other thing that may be prescribed; review every year the list of rates of com- pensation, and • Deal with any matter which is incidental or connected to the other functions.

The following activities were accomplished by the district land board/department in the last five years: • Approved 835 land applications. Of these, 832 were freehold, 2 were leasehold • Held 12 planning /management meetings. • Trained area Land Committees. • Reviewed the district compensation rate 4 times.

91 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 • Formed the district physical planning committee. • Discussed and recommended approval of Parombo Town Board physical development plan. • The physical planning committee met 12 times to discuss the physical development plan issues. • Approved 4 Building plans and deferred 12. • Did survey verification and preliminary plotting of survey records.

District Council: In the last five years the Council was able to organize and convene the following meetings: • 60 Council committee meetings, • 30 Business committee meetings, and • 30 full council meetings.

District Public Accounts Committee (PAC)

This committee is composed of 5 members, one of which is a woman as per the guidelines. It is headed by a chairman that is proposed by the District chairman and then approved by the district council basing on the recommendations of the Public Service Commission. The Clerk to Councils ‘Office forms the secretariat of the committee.

The Committee is charged with the responsibility of review the quarterly Internal Audit reports, Auditor Gen- eral’s, as well as the special Audit reports, whenever they are there. In the previous planning season the unit accomplished the following activities: • Reviewed 20 Internal Audit reports and consequently made 20 recommendations to the council; • Reviewed 5 Auditor General Reports and consequently made and submitted 5 recommendations to the council. • Reviewed 4 Special Audit reports and as a result produced and submitted 4 recommendations to the council for appropriate actions to be taken.

Health Department:

Table 2.49 Performance for Health Services Coverage Indicators. 2013/2014 Achieve- Performance trend S/# Indicator 2010/11 2011/12 2012/13 Target ment from 2010/2011 Per capita OPD utilization 1.1 1.5 1.3 1.0 1.3 Stagnant 1. rate. % approved positions 50 36 Stagnant filled by skilled health 2. workers. 33 33 33 3. % children < 1 year 89.3 80.6 72.2 90 96.9 Improving immunized with 3rd dose pentavalent vaccine. 4. % pregnant women 37.8 34.3 34.0 55 40.1 Improving but below attending ANC 4 times. target 5. % deliveries attended by 60.6 56.6 59.7 65 64.5 Improving but below skilled health workers. target 6. Timeliness & complete- 83.3 90.7 86.1 100 92.8 Improving but below ness of HMIS reporting. target

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 92 7. Couple Years of Protec- 12666 14493 17770 40000 25600 Improving but below tion (CYP). target 8. % of health units without 3 3 4 0 2 stock out of any of the 6 tracer medicines. 9. % of children exposed 25 54 76 100 98 Improving but below to HIV accessing HIV target testing within 12 months. Source: DHIS 2

The sector continues monitoring progress in the delivery of contraceptive services at the program level using the HMIS. There was a remarkable increase in the Couple Years of Protection (CYP) from 12666 in 2010/11 to 17770 in 2013/14 FY. CYP is the estimated protection provided by Family Planning (FP) services during a one-year period, based upon the volume of all contraceptives dispensed to clients.

2.5 Analysis of Urban Development Issues

Urbanization plays a key role in the development process. Highly urbanized Local Governments such as Arua, Wakiso, Mbarara, and Jinja among others have attained high levels of urbanization through integrat- ed physical planning and investment which has led to establishment of commercial and industrial functional zones. These zones have attracted populations and in the process relieved pressure on the available land for other economic activities such as commercial agriculture.

Nebbi district has two town councils (Nebbi and Pakwach) , two town boards (Panyimur and Parombo) and 12 major Rural Growth centres ( Nyaravur, Akaba, Kucwiny, Wadelai, Panyango, Akella, Akworo, Erussi, Goli,Oweko,Omyer and Angal ) and many other smaller ones. The district still exhibits a 14.6% level of urbanization which indicates that majority of our population is still rural. Majority of the population depends on subsistence agriculture for their livelihood.

Nebbi District lacks a Physical Development Plan and the existing Lower Local Governments’ social and economic development plans are not yet harmonized with Physical Plans. The extensive sprawling nature of settlements is reducing land available for agriculture, especially in more populated areas. There is a need to plan and build more concentrated urban settlements in the already identified Rural Growth Centres with potential of being transformed into Town boards.

The level of planned urbanization is still low in most Lower Local Governments of Nebbi. The urban popu- lation can be attributed to the creation of more administrative units in the recent past, rural urban migration, and natural growth, among others.

The rapid increase in urban population is not matched with growth and development of basic infrastructure, housing, and social amenities. This has led to overcrowding, growth of slums and informal settlements, un- planned house constructions, and poor sanitation in the Rural Growth Centres. Most urban dwellers do not have stable sources of income and the level of urban unemployment is quite high. Also, there is no policy framework guiding urban development.

To enhance the urban development department’s contribution to the delivery of the plan a planned urban- ization policy will be pursued to bring about better urban systems that enhance productivity, livelihoods and sustainability while releasing land for commercial agriculture in the classified rural Lower Local Govern- ments.

93 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 2.6 Key Standard Development Indicators

Table 2.50 Key Standard Indicators.

Directorate Indicators Value Education Pupil: Teacher Ratio 66:1 Pupil: Classroom Ratio 76:1 Pupil: Textbook Ratio 4:1 Primary Completion Rate 46% No. of pupils enrolled in UPE 111,545 Health OPD Utilisation 1.3 DPT3/HepB+Hib coverage 92% % Deliveries in health facilities 65% Approved posts filled 57% Average sero prevalence rates as cap- 2.3 tured from ANC surveillance Number of health units constructed/ 08 rehabilitated including OPD, theatres, staff houses and wards Roads Length in Km of District roads main- 803km tained. No. of Bridges Maintained or Repaired 0 Water % access to safe water 75 % Functionality 70 Total of sources 912 Average Persons Per source 337 Equity 70 % WSC functionality 77 % of women in key position 90 No. Of Water User Committee trained 300 No. of deep boreholes drilled (hand 300 pump, motorised) No. of dams constructed 3 Source: Departmental Records

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 94 CHAPTER THREE:

DISTRICT STRATEGIC DIRECTION AND PLAN

3.0 Introduction:

The strategic direction highlights the key focus areas with the greatest multiplier effect that will propel Nebbi district to middle income status in the next five years as stipulated in the Uganda vision 2040. It goes into detail of the goal, objectives, development results and priorities for the next five years. The strategy high- lights the key development outcomes expected under the DDPII, the interventions and resources needed to achieve these outcomes. The strategy also provides a motivation for the sources of growth and the expected socio-economic outcomes.

3.1 Adaptation of Broad National Strategic Direction and Priorities

The goal of this Plan is aligned to the National goal which is “to transform the community of Nebbi from subsistence to commercial society by 2020”. This will be realized through enhancing the District’s competi- tiveness for sustainable wealth creation, employment and inclusive growth. Nebbi District shall pursue the attainment of this goal through a sector wide approach to development through fast tracking infrastructure and skills development strategies in order to achieve the objectives and targets for the 5 year period.

Development Objectives

This plan has four main objectives, as aligned to the National Development Plan (NDP) namely:- a) Improve household production for food security and nutritional status as well as their income levels through increasing access to agricultural extension services, value addition, improving marketing & market centres and trading opportunities and Ensure sustainable use of the environment and other natural resources of the district. b) Improve the stock and quality of socio-economic infrastructure in the District for enhancement of so- cio-economic activities by improving on the quality of social service, employment and wealth creation. c) Strengthen human resource capacity of the district for effective and efficient service delivery. d) Empower communities and institutions to participate in development activities at district and household levels and promote transparency, accountability, equity, efficiency and Good Governance at all levels.

Table 3.1 Nebbi DDPII Objectives Adapted from NDPII Goal and Objectives

District Vision, Mission, Goal and Objectives Vision:

‘’A transformed community of Nebbi district from a peasant to modern and prosperous society within 30 years’’ Mission:

‘‘To improve quality of life of the community through a coordinated service delivery mechanism and equitable distribution of resources in line with national and local priorities.”

95 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Overall Goal:

‘Improved livelihoods of the people of Nebbi District by 2019/2020’’.

Core Values/Principles: • Transparency and accountability. • Effectiveness and efficiency. • Professionalism and objectivity. • Impartiality and customer care.

• Discipline and time management. Objective 1: Improve household production for food security and nutritional status as well as their income lev- els through increasing access to agricultural extension services, value addition, improving marketing & market centres and trading opportunities and Ensure sustainable use of the environment and other natural resources of the district. Objective 2: Improve the stock and quality of socio-economic infrastructure in the District for enhancement of socio-economic activities by improving on the quality of social service, employment and wealth creation.

Objective 3: Strengthen human resource capacity of the district for effective and efficient service delivery. Objective 4: Empower communities and institutions to participate in development activities at district and household levels and promote transparency, accountability, equity, efficiency and Good Governance at all levels.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 96 Table 3.2 Adaptations of Sector Specific Strategic Directions and Priorities (National)

Objective 1:Improve household production for food security and nutritional status as well as their income levels through increasing access to agricultural extension services, value addition, improving marketing & market centres and trading opportunities and Ensure sustainable use of the environment and other natural resourc- es of the district Sector Strategy Interventions Production and • Encourage farmers to adopt best agronomic practices and • Strengthen traditional extension services to all farmer groups. Marketing technologies. • Promote crop diversification to avoid risk of loss due to weather and mechanisation for • Encourage fisher folk and fishermen. bulk profitable production. • Promote proper fish handling and processing methods. • Promote use of improved seeds for better and qualitative yields. • Reclaim tsetse infested agricultural land hence increased • Promote use of simple irrigation facilities where rains are inadequate through promotion of food and income security. water for production conservation methodology. • Improve access to and sustainability of markets. • Improving Agricultural and trade infrastructure in the District. • Livestock diseases prevention and control. • Reduce animal and crop diseases and prevent epidemics. • Increase livestock production and productivity. • Improve marketing of livestock products. • Increase and improve apiculture production and productiv- • Improve fish handling and processing. ity. • Reduce tsetse-fly population and trypanosomiasis transmission leading to healthy human • Increase productive capacity and productivity of the mem- and livestock population. bers of cooperative movements. • Promotion of Agriculture. • Encourage small-scale agro-processing. • Generate and disseminate Market information using the Harmonised Database. • Educate farmers on soil and water conservation. • Ensure quality assurance and regulation. • Cooperative members trainings and exposure visits. • Enhance access to business finance through Financial Institutions and SACCOs. • Organise field exchange visits to Farm institutes.

Natural Resourc- • Promote community awareness and compliance. • Ensure sustainable use of the environment and other natural resources of the district. es • Promote mainstreaming, project screening. • Increase awareness on Natural resource utilisation and compliance.

97 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Technical Ser- • Improve road network in the District • Maintain district and community access roads. vices and Works • Open new roads and community roads. • Construct and repair bridges and culverts Community • Mobilise and sensitise community on government pro- • Conduct community meetings on government programs. based services grams. • Sensitise community on group dynamics. • Promote group formation • Promote FAL classes. • Organise field exchange visits Education • Encourage school gardening in all schools • Provide farm inputs to schools. • Promote teaching of practical agriculture in schools. • Organise field exchange visits to Farm institutes

Objective 2:Improve the stock and quality of socio-economic infrastructure in the District for enhancement of socio-economic activities by improving on the quality social service, employment and wealth creation Environment and • Lobby Central Government for extension of power lines • Continuous lobby with Government for speedy extension of power lines. Natural Resourc- (WENRECO) for reliable power supply to people who want es it for productive purposes. • Survey all Government facilities(School, markets, Health Centres, Headquarters and other facilities) and acquire land titles for them. • Land titles be secured for all government facilities.

Technical ser- • Advocate to Central Government to prioritised tar making • Submit proposal to Central Government for upgrading of the identified roads to bitumen vices and Works Nebbi –Goli- Paidha- Zeu – Kango- Vurra road. standard. • Improve road network in the District. • Maintain district and community access roads. • Improve and maintain existing infrastructures in the District • Open new roads and community roads • Construct and repair bridges and culverts • Maintain all existing structures in the district

98 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Administration • Annually update District inventory of Assets and facilities • Conduct annual board of survey. • To coordinate, supervise and develop capacity for • Assess all assets and facilities for appropriate recommendations and actions by the Pro- effective and efficient service delivery that focus on national curement and Disposal Unit. and local priorities. • Develop O&M plan for the facilities • To promote democratic and accountable local gov- ernment and to contribute to the maintenance of law and • To improve on supervision and monitoring of staff performance at all levels for effective order in the district service delivery • To promote coordination and communication on all government and donor programmes among all stakeholders in the district. • To ensure timely preparation and submission of performance contract forms and quarterly progress reports by all departments. • To promote staff development and welfare through supporting at least 5 staff annually for short and long term career developments courses. • To provide a conducive working environment for all staff with an equal opportunity for pro- motion • To retain and maintain qualified staff to at least 90% of the key posts by 2020 • To ensure that all newly recruited staff access pay roll within the first two months upon deployment.

Water • Construct, maintain and operate the water supply. • Construct new water points(Borehole, shallow wells, tanks, springs) • Improve functionality of water points. • Construct RGC piped water system. • Promote good sanitation and hygiene • Improve spare part supply. • Strengthen WUCs for all facilities. • Train Community based Mechanics. • Conduct inspection in community. • Conduct community sensitisation. • Construct RGC toilets. • Organise Drama shows, International days.

99 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Health • Provide services as specified in the UNMHCP, Various • Construction and rehabilitation of Health facilities and equipment. disease specific strategies plans & following the National Treatment Guidelines • Continuous community sensitisation on health issues. • .Strengthen prevention and control of HIV/AIDS & STI’s, • Procurement of Medicines and supplies. Malaria & Tuberculosis. • Conduct out reaches and radio talk shows. • Improve access to reproductive health services in all Health Centre III’s, IVs and hospital. • Conduct continuous disease surveillance • Prioritise renovation, maintenance & rational use of health infrastructure. • Strengthen planning, procurement and management of health infrastructure according to agreed standards. • Construct and Rehabilitate health centres and hospital. • Promote supplementation with micronutrients to target groups. • De-worm Young ,School children and pregnant women. • Establish structures of partnership in all Sub counties and Town council. • Formation, Training &expansion of VHT’s to all villages in the District. • Facilitate the functioning of HUMC

100 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Education • Qualified staff recruited. • Redeploy teachers where there is surplus. • Expand, equip and improve learning facilities. • Conduct continues school inspection and monitoring. • Promote thematic curriculum. • Construct new facilities (Classrooms, Teachers houses, Laboratory, etc) • Rehabilitate existing facilities. • Strengthen parents involvement in Education. • Establish model Primary schools. • To increase pupils enrolment from 111,545 in 2014/15 to 115,000 by 2019/20. • To increase the number of classrooms from 1,455 in 2014/15 to 1.465 in 2019/20. • To increase completion rate from 39% in 2014/15 to 59% by 2019/20. • To increase participation in co-curricular activities at National level from two activities in 2014/15 to at least 3 yearly by 2019/20. • To initiate the establishment of a district stadium by 2019/20. • To reduce the Pupil Desk Ratio- (PDR) from 6:1 in 2014/15 to 4:1 in 2019/20. • To reduce the Pupil Latrine Ratio- (PLR) from 73:1 in 2014/15 to 60:1 by 2019/20. • To improve PLE pass rate from 92% in 2014/15 to 95% by 2019/20. • To increase the number of units for children with disability from 3 in 2014/15 to at least 6 by 2019/20. • To increase the number of training for SMCs, PTA, Head Teachers, Deputy Head Teach- ers, DOS, SWT, Games and Sports Officials from only one in 2014/15 to at least 3 yearly by 2019/20. • To mainstream HIV AIDS, Gender, Environment, Food security, safety and Security, con- flict sensitive education, peace building, violence against children and other cross-cutting issues by 2019/20. • To increase students enrolment in BTVET institutions from 79 in 2014/15 to 200 by 2019/20. • To expand programmes and facilities in tertiary institutions the existing ones in 2014/15. • To increase the level of numeracy, literacy and life skills from 30% in 2014/15 to 50% by 2019/20. Objective 3: Strengthen human resource capacity of the district for effective and efficient service delivery.

101 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Administration • Train staff in critical capacity gap. • Promote human resource/carrier development among staff in all Directorates. • Conduct capacity gap filling among stakeholders. • Purchase of required office equipment for enhancement of Human resource for effective- ness. • Provision of equipments required for performance.

Objective 4: Empower communities and institutions to participate in development activities at district and household levels and promote transparency, accountabil- ity, equity, efficiency and good governance at all levels. Finance /Audit/ • Promote participatory planning. • Promote transparency, accountability good Governance and efficiency Planning • Promote publication of plans and financial information

Management • Promote routine supervision and monitoring. • Promote transparency, accountability and efficiency. Support services • Empower communities and institution.

Statutory boards • Promote mass mobilisation and close monitoring of imple- • Strengthen monitoring and mobilization mentation of council projects.

3.3 Adaptation of Relevant National Crosscutting Policies / Programmes

The planning guidelines emphasizes the analysis of cross-cutting issues in the Local Government development Planning. More issues have been identified and included as cross-cutting issues including the key ones such as Gender, HIV/AIDS, environment, nutrition, climate change, human rights, social protection, child welfare, among others which should be mainstreamed in government programmes and projects during the implementation, monitoring and evaluation of the plan. The Uganda vision 2040 requires Development Plans at all levels of government (Local Government inclusive), to follow the approach of harnessing strategic op - portunities by strengthening the relevant fundamentals. The opportunities were identified based on their potential to generate wealth, create jobs, and improve social development indicators. Within this context and in line with the recommendations of the NDPI review, three growth opportunities have been prioritized under this national development plan, together with two development fundamentals. The opportunities are: Agriculture, Tourism, Minerals, Oil and Gas while the fundamentals are: Infrastructure and Human capital development. Given the structure of the economy and level of development, these opportunities present the best potential for launching the district onto a sustained path of growth and development.

102 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 3.5 Sector –Specific Development Objectives, Outputs, Strategies, and Interven- tions

3.5.1 Water Department:

Development Objectives

• To increase accessibility to safe Water and Sanitation in Nebbi District.

Strategic objectives: • To increase functionality of the Water points from 70% to 90%. • To increase access to safe water from 74% to 90%. • To increase sanitation awareness from 77% to 100%.

Development Outputs • Increased number of people served with safe water. • Increased access to safe water. • Improved functionality of Water source. • Improved equitable distribution of safe water. • Improved Management of water sources by Water user and Sanitation committees. • Increased number of woman participating in the management of safe water and sanitation facilities.

Development Interventions:

• Build the capacity of Sub county leadership and extension staff to monitor the activities of the Water and Sanitation committees. • Construction of new and rehabilitation of water sources. • Establish an appropriate and effective accountability and reporting system for Water User and sanita- tion committees; • Improve multi sectoral partnership, collaboration and coordination between and among all • Stakeholders; • Promote effective public/private partnership to improve functionality and access; • Empower communities to create demand for Water sources. • Improve accessibility and utilization of quality data and information for planning and management of Water and sanitation programs; • Provide technical support supervision to enhance quality of Water and functionality of Water sources; • Lobby and advocate on Water and Sanitation issues.

3.5.2 Council Department

Development specific Objectives: • To facilitate DEC attend official programmes. • To facilitate chairman attend official programmes. • To fulfil political commitments. • To motivate LCSs, LCIIs and District councillors.

103 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 • To approve work plans budgets, policies, and projects. Review sectoral performances and prioritize order paper for council meetings.

• To ease coordination and check on progress of government programmes. • To facilitate production of documents. • To motivate public officers to effectively perform their duties.

Strategies to achieve the objectives • Organize all the mandatory meetings. • Facilitate the councillors by paying all the allowances due to them.

• Procure and distribute to the councillors all the legal documents.

Development Outputs: • All council meetings convened, • Official programmes attended by DEC.. • Official programmes attended by Chairman. • Political commitments fulfilled. • LCIs, LCIIs and District councillors motivated. • Work plans, budgets, policies, and projects approved. Sectoral performances reviewed and order pa- per for council meetings produced. • Coordination made easy and progress of government programmes checked on. • Official documents are produced. • Public officers are motivated to effectively perform their duties.

3.5.3 District Service Commission:

Development Objectives: • To attract, recruit and select competent staff to fill all existing vacancies • To retain and build capacity of staff and to improve their performance • To improve office accommodation and tooling DSC office • To ensure timely and orderly exit of personnel from the service

Development Outputs • Conduct short listing and interviews for Key posts advertised and re-advertise other existing vacan- cies where qualified staff are not attracted. • Internally promote qualified and deserving officers in order to motivate and retain staff. • Expeditiously handle submissions for appointments on transfers of service, attainment of higher quali- fications, promotions etc. • The DSC shall on a case by case basis grant study leave to staff to pursue career oriented training / courses which are relevant to the departmental training needs in sustainable manner. • Rehabilitation of DSC office and re-tooling (Furniture • Staff retired on due date. • All appointments reviewed and or regularized • Disciplinary cases brought to speedy conclusion.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 104 Development Interventions: • To hold regular DSC meetings and handle all submissions • To provide an effective secretariat and perform the functions of the office of the DSC • To attract qualified staff for recruitment • To maintain good Public relations with other DSCs • Attend seminars; workshop and official functions

3.5.4 Management Support Services:

Specific Development Objectives • To improve on supervision and monitoring of staff performance at all levels for effective service delivery • To promote coordination and communication on all government and donor programmes among all stakeholders in the district • To ensure timely preparation and submission of performance contract forms and quarterly progress reports by all departments • To promote staff development and welfare through supporting at least 5 staff annually for short and long term career developments courses • To provide a conducive working environment for all staff with an equal opportunity for promotion • To retain and maintain qualified staff to at least 90% of the key posts by 2020 • To ensure that all newly recruited staff access pay roll within the first two months upon deployment

Development Outputs: • Supervision and monitoring of staff performance at all levels for effective service delivery improved. • Coordination and communication on all government and donor programmes among all stakeholders in the district promoted.

• Timely preparation and submission of performance contract forms and quarterly progress reports by all departments enhanced.

• Staff development and welfare through supporting at least 5 staff annually for short and long term ca- reer developments courses promoted. • Conducive working environment for all staff with an equal opportunity for promotion provided. • Qualified staff to at least 90% of the key posts by 2020 retained and maintained.

• All newly recruited staff are accessed on the pay roll within the first two months of their deployment.

Strategies for achieving the above objectives • Submission for recruitment to fill vacant key posts in the district • Monitoring and supervision of government units • Carrying out training needs assessment and implementing capacity building plan • Development of management guideline and checklist • Conducting and hold DTPC meetings • Undertake financial and technical audit for all completed projects by InternalAudit • Pay roll management • Staff enforcement of laws and procedures in execution and implementation of programmes • Improve media and public relations

105 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 The strategy to finance the plan will involve the writing of funding proposals for funds from donors. Other interventions will be funded from government development releases as well as locally generated revenue.

Development Interventions

• Design plan for district lagoon • Procure land for district lagoon • Complete of construction of fence at HQs • Construct District Council Chamber • Construct and furnish district registry and archive centre • Construct office blocks at Panyango Sub County • Construct office blocks at Panyimur Sub County • Construct staff houses in Alwi, Atego and Ndhew • Rehabilitate office blocks in the sub counties of Pakwach Sub County • Rehabilitate of blocks at district headquarters • Complete of blocks in the sub counties of Wadelai, Erussi and Akworo • Procure Motorcycles for 13 LLGs • Procure chase pool emptier • Retooling of office equipment • Strengthening of information resource centre • Recruitment and retention of staff. • Capacity building and staff development. • Connect the sub counties of Nebbi, Nyaravur, Alwi, Parombo, Erussi, Panyimur and Pakwach to the national grid • Construction of staff and client latrines at the district headquarters. • Procurement of vehicle for administration. • Procurement of 3 motorcycles for Administration.

• ICT infrastructure development.

3.5.5 Natural Resources Sector:

Strategic Objectives: • To contribute to the sustainable growth of the local economy and promote a healthy environment. • To promote environmentally friendly infrastructure development. • To promote environmental protection and conservation-‘wise use of natural resources’. • To ensure sustainable land management and physical development. • To contribute to the maintenance of law and order through enforcement of environmental laws.

Development Outputs: • Sustainable growth of the local economy and promotion of a healthy environment enhanced. • Environmentally friendly infrastructure development promoted. • Environmental protection and conservation-‘wise use of natural resources’ promoted. • Sustainable land management and physical development enhanced. • Maintenance of law and order through enforcement of environmental laws promoted.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 106 Strategies for achieving the objectives:

• Coordinate all activities of the District Council relating to the management of the environment and natural resources;

• Ensure that natural resources and environmental concerns are integrated in all plans and projects approved by the District Council; • Assist in the development and formulation of ordinances and bye laws relating to the management of natural resources in the District; • Promote the dissemination of information about natural resources through education and outreach programmes; • Coordinate with relevant authorities on all issues relating to natural resources and environmental man- agement; • Coordinate the activities of Local Committees (local environment committees, area land committees, forest committees and ecosystem management committees for wetlands) in management of natural resources; • Receive reports from the local committees and advise them; • Prepare the district state of environment report annually, 3 years environment action plan, 5 years wetlands action plan and 5 years district tree planting development plan; • Ensure compliance with national natural resources and environmental management regulations, laws, standards and guidelines.

Development Interventions:

Environment Department

• Environmental education and awareness through radio programs, World environment day celebration, and production of information education and communication (IEC) materials and training in environ- mental mainstreaming, roles and responsibility of environment committees at district and lower local government levels.

• Community sensitization on oil and gas activities, their roles and responsibilities in the industry, occu- pational health and safety and environmental and socio-cultural issues. • Formulation of district policy and ordinance on management of environment and natural resources and enforcement. • Restoration of fragile ecosystems e.g. rangelands, wetlands, river banks and hills. • Demarcation of river banks (Namrwodho, Ora and River Nile) with trees. • Environmental and social impact screening of projects and review of environmental and social impact assessments/audits. • Compliance inspection and monitoring of projects, private investments and land use in fragile ecosys- tems and oil and gas exploration and production activities. • Establishment and production of District State of Environment Reports. • Promotion of environmental protection in schools and among the communities. • Promotion of energy saving technologies such as institutional/household cook-stoves, bio-waste to energy technologies and solar energy • Development of Wetlands Action Plans at District and LLG levels.

107 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Lands Department:

• Full establishment of the Lands Department through recruitment of staff and advocating for financial and technical support from the Ministry of Lands, Housing and Urban Development.

• Approval of land lease and freehold applications; to increase the percentage of overall fully registered land. • Public education and awareness on land matters. • Building capacity of Sub-county/Town Council Local Land Committees to handle land management matters and provision of technical support. • Survey verification for compliance with the National survey regulations. • Establishment of lands management inventory.

Forest Department • Improve sustainable management of forest resources - Re demarcation of forest reserve boundaries. - Preparation of management plan for LFRs and watersheds. • Carry out tree planting - Training of farmers and staff on forestry management. - Establishment institutional tree nurseries at Sub-counties and schools. - Support on farm tree planting. - Support school tree planting programs. - Promote agro forestry/ fruit growing. - Tree planting along road reserves. • Provision of extension services. - Mobilization and sensitization of private investors, individuals, communities and institutions on tree planting and management. - Technical support to tree growing farmers.

3.5.6 Finance Department.

Objectives

• To manage financial resources of the council prudently, efficiently and effectively in accordance with the LGFAR, 2007.

• To improve capacity to identify, enumerate, assess and collect sufficient amount of local revenue. • To coordinate and ensure that the District Annual Budget is prepared, approved, implemented and monitored. • To guide departments to ensure that expenditures are incurred in accordance with the LGFAR and other relevant laws and guidelines. • To ensure that financial statements and annual accounts are accurately prepared and submitted to all stakeholders in time for decision making purposes. • To provide adequate office and ICT equipment to facilitate staff in performing their roles. • To ensure there is adequate transport facilities to facilitate operations of the department. • To provide adequate office space and stores to house the staff and documents of the departments.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 108 Development Outputs: • Sufficient revenue is collected to finance service delivery. • Financial statements and annual accounts are prepared and submitted to all stakeholders in time. • District Annual Budget prepared and approved by council by the end of June every year. • All expenditures are incurred in accordance with the LGFAR and other related laws and guidelines. • Adequate office and ICT equipment are provided to staff. • Adequate office space and stores provided to house the staff and documents of the departments. • Adequate transport facilities provided to facilitate operations of the department. • Financial and non-financial information are provided for informed decision making.

Strategies for achieving the objectives: • Availing copies of the accounting manual to all the LLGs and heads of departments • Strengthening revenue management and administration systems at all levels • Strengthening monitoring and supervision of the revenue collection centres • Setting revenue collection targets for all the LLGs for increased revenue collection • Training and tax education for increased awareness on issues of taxes • Implementing the Local Revenue Enhancement plan • Instituting internal control systems by operating vote function for all the departments • Regular review meetings for the revenue enhancement committee • Capacity building trainings for finance staff for effective financial management

Development Interventions

Financial Management Services:

• Departmental Staff salaries.

Revenue Management and Collection Services: • Capacity building for stakeholders including revenue collectors. • Procurement of accountable stationery. • To train revenue collectors and other stakeholders on revenue collection techniques and best practices. • To strengthen supervision, monitoring and evaluation mechanism and ensure documentation and shar- ing of information for better decision making. • To sensitize taxpayers on their roles and link development programs with taxes to stimulate positive attitude. • Creation and updating of local revenue data bank both at lower local government and higher local government. • Tooling and equipping the revenue section including the LLGs with basic ICT infrastructure, transport and storage facility. • To share inter Districts goods revenue management practices and techniques. • Increased support supervision. • Quarterly review meeting with Sub-county Local Revenue Enhancement Committees. • Preparation of monthly financial statements.

109 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Budgeting and Planning: • Budget framework papers Regional consultation meetings. • Budget conferences. • Committee meetings for Budget Scrutiny. • Council meeting for Budget and work plan approvals. • Council meeting for Budget Approval. • Budget implementation and monitored.

Expenditure Management.

• To guide departments to ensure that expenditures are incurred in accordance with the LGFAR and other relevant laws and guidelines.

Accounting Services. • Manage the integrated financial management systems (IFMS). • Procure books of accounts. • Monthly and quarterly report production and submission. • Technical support supervision to Lower Local Governments.

Office IT and equipment: • Procure 3 desktop computers. • Procure 5 lap top computers. • Provide for maintenance of the computers

Vehicles and other transport: • Procure 3 motor cycles • Procure 1 vehicle

Building and other structures:

• To provide adequate office space and stores to house the staff and documents of the departments

3.5.7 Health Department:

Strategic objectives:

• To scale up critical interventions for health, and health related services, with emphasis on key popu- lations by providing comprehensive HIV services at all 24 health units of level 3 and above;

• To improve the levels, and equity in access and demand to defined services needed for health by con- structing 3 new HC III in Nebbi Town Council, and upgrading 6 HC III to HC III; • Accelerate quality and safety improvements for health and health services through implementation of identified quality improvement interventions at all 40 health units; • To improve on the efficiency, and effectiveness of resource management for service delivery in he sec- tor by training al 40 health unit in-charges in management; and • To deepen leadership, management and governance and stewardship of the health agenda by the de- partment of health services by training all 40 health unit in-charges and 10 DHT Members in leadership, management and governance

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 110 Development outputs: • Increased demand and utilization of health services. • Improved health service delivery. • Increased number of staff attracted and retained. • Evidence-based planning and decision making at district and facility level. • Improved essential medicine, health supplies and commodity availability. • Improved utilization (budgeting, managing, and reporting) of grants by district health and facility teams.

• Sustainable and effectively coordinated district health systems.

Strategies for achieving the objectives:

• Improving the availability of, access to and utilization of quality health services, particularly at lower level facilities (HC III and HC IIs) by individuals, families and communities;

• Strengthening integrated, technical and emergency support supervision visits to health workers in the health units;

• Improving logistic and supply chain management to minimize stock outs of essential medicines and health supplies;

• Strengthening use of data to improve planning, ensuring continuous quality assurance and improve- ment, monitoring and performance of health services;

• Strengthening human resource for health through attraction, recruitment, motivation and retention of adequately sized, equitably distributed, appropriately skilled, motivated and productive workforce;

• Promoting social mobilization, community empowerment, demand creation and health seeking be- haviour among individuals, families and communities;

• Improving the efficiency of resource management for effectiveness service delivery;

• Strengthening the existing infrastructure (such as staff houses, water, energy and equipment) for effec- tive service delivery while upgrading selected facilities to meet demands of health services; and

• Strengthening effective referral, linkages and continuum of health service system.

Development Interventions: • Build the capacity of health providers to provide the basic and minimum health care package; • Expand access to accurate and quality health information and services; • Establish an appropriate and effective referral system; • Improve multi sectoral partnership, collaboration and coordination between and among all stakehold- ers; • Promote effective public/private partnership; • Empower communities to create demand for maternal and newborn health services; • Strengthen the capacity of health planning teams and health facilities to manage health services; • Improve accessibility and utilization of quality data and information for planning and management of health programs; • Provide technical support supervision to enhance quality of care and; • Increase availability of essential commodities, medicines and health supplies.

111 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 3.5.8 Production and marketing

Sector specific development objectives: • To increase the proportion of farm households accessing improved agricultural production technologies for increased food and nutrition security and income from 15% to 50% from 2014/2015 to 2018/19 • To increase the proportion of farm households accessing agricultural advisory services for increased food and income security and nutrition from 20% to 60% by 2018/2019. • To increase the proportion of livestock vaccinated against major animal diseases by 15% by 2018/2019 • To promote the use of crop pests and disease control technology in 30% of farm households by 2018/2019 • To reduce fishing malpractices from 50.2% to 40% by 2018/2019 • To increase access to business and market information services to the business community by 15% by 2018/2019

Investment priorities: • Increase farm households access to improved agricultural technologies and agricultural advisory ser- vices • Promote access to pest and disease control information and infrastructure • Increase access to business and market information services to the business community • Ensure sustainable exploitation of fisheries resources

Development Interventions

Crops • Supply of 200 banana tissue culture resistant to banana fusarium wilt. • Support to six task forces formed to manage major pests and diseases • Installation and operationalization of 5 rain gauges • Create awareness among 150 farmers on soil and water conservation and train them on simple irriga- tion practices in all 15 LLGs • Sensitize 60 farmers on control of major Banana pests and diseases – BBW, Banana weevils, Panama wilt and Nematodes • Identification and training of 100 farmers on tea production in Erussi, Ndhew, Nebbi and Atego • Training 100 farmers/animal traction units in LLGs of Nyaravur, Kucwiny, Parombo, Akworo, Nebbi, Panyimur, Panyango and Alwi • Conduct 4 rounds of routine pests and disease surveillance in all 15 LLGs • Periodic crop data collection in all 15 LLGs • Supporting 1 study tour to Kalangala District to assess the ecological conditions of palm oil trees farm- ing

• Participation in agricultural show/trade fair

• Promotion, post harvest handling and value addition of oils seed crops (sesame, soybeans, sunflow- er and groundnuts) in the sub counties of Wadelai, Panyango, Panyimur, Kucwiny, Nyaravur, Nebbi, Parombo, Akworo, Ndhew and Alwi working with 40 farmer groups as demonstrations groups

• Establishment of 5 demonstration site for training on control of fruit flies in Mangoes and Oranges • Promotion of citrus and mango production

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 112 • Construction of a market shed with 30 stalls at Atego Auction market in Atego Sub county • Provision of Agricultural Extension services in all LLGs • Establishment of two tea factories – Erussi and Ndhew • Promotion of beans Simsim and rice production • Supporting plant clinic field and laboratory activities in 15 LLGs • Promotion of oil palm tree production in 10 sub counties • Provision of 20 million tea plantlets (in 5 years) • Surveillance on pests and diseases and support to task forces on major crop pests and diseases all LLGs • Sensitization of 300 farmers on major crop pests and diseases in all 15 LLGs • Promotion of nutrient dense food such as orange fleshed potatoes and maize in 10 farmer groups for multiplication in Nebbi, Erussi and Pakwach Sub county • Establishment of model small scale irrigation systems – River Oraa, Namrwondhu, Alala, Nyacara and Namthin (Nebbi, Wadelai, Nebbi TC, Kucwincy, Parombo) • Promotion water harvesting techniques • Promotion of kitchen and backyard gardening • Establishment of one major irrigation scheme – Wadelai • Promotion upland rice production in new LLGs • Post harvest handling and value addition of rice in all LLGs • Establishment of a district farm institute (DATIC) /variety trial centre (VTC) • Carry out inspection, certification and quality assurance of seeds, agrochemicals and plant and plant products • Provision of improved crop varieties – Cassava, Irish potatoes, Rice, Palm Oil, Citrus, Mangoes • Soil fertility mapping/survey of Nebbi district • Establishment of a fruit factory

Livestock • Vaccination of 3,000 dogs and cats against rabies in all 15 LLGs • Vaccination of 20,000 poultry against NCD and Fowl Pox in all 15 LLGs • Refilling of 20 gas cylinders for cold chain maintenance at district headquarter • Insemination of 20 Cows in Erussi, Ndhew, Nebbi and Nebbi TC • Training for 300 livestock farmers on management of major livestock and poultry diseases in all 15 LLGs • Coordination visits to MAAIF headquarter/NARO • 10 months internet services supplied at district headquarter • 2 computer cartridges supplied at district headquarter • Provision of 647 cattle (Heifers & Bulls) to selected beneficiaries (25,000,000) • Construction of 1 permanent cattle crush in Kucwiny Sub county, Olago parish • De-silting of 13 water tanks to provide water for livestock and crops • Excavation of 7 new water tanks to provide water for livestock and crops • Sensitization of 450 poultry farmers on modified technology in local poultry husbandry • Training for 60 farmers on pasture improvement and conservation in Nebbi and Pakwach

113 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 • Training 50 livestock farmers on dystocia management in Nebbi TC • Construction of 3 communal Cattle dips (Panyimur, Kucwiny, Parombo) • Establishment of milk collecting centres (Nebbi TC, Nyaravur, Pakwach TC) • Construction of 20 permanent cattle crushes • Establishment of poultry egg hatchery

• Establish of slaughter slabs at rural growth centres

Fisheries • Election and induction of BMU leaders in 56 BMUs in Panyimur, Pakwach SC, Pakwach TC, Panyango and Wadelai • Construction of 5 demonstration fish cages in the Sub counties of Panyimur, Pakwach, Pakwach TC, Panyango and Wadelai • Construction and stocking of 5 demonstration fish ponds in Erussi, Ndhew and Nebbi Sub counties • Educating 56 BMUs on best practices in fish quality assurance • Inspection of 56 BMUs and 4 markets in Panyimur, Pakwach SC, Pakwach TC, Panyango and Wadelai for compliance to fisheries regulations • Conducting 2 patrol operations in Panyimur, Pakwach SC, Pakwach TC, Panyango and Wadelai • Follow-up visits made to 30 fish cage and pond fish farming households • Training on best practices in cage and fish pond management conducted for 11 fish farmers groups in Panyimur, Pakwach, Pakwach TC, Panyango, Wadelai, Erussi, Ndhew and Nebbi • Supply and maintenance of 1 – 15 HP motor boat engine at Panyimur • Monthly collection, analysis and documentation of fisheries data at district headquarters • Mentoring and supervision of 56 BMUs located in Panyimur, Pakwach SC, Pakwach TC, Panyango and Wadelai • Coordination visits to MAAIF and other development agencies • Formulation of an ecosystem-based fisheries management plan for Nebbi district • Development of fish handling and storage facilities at landing sites and markets • Development of cold chain facilities at fish landing sites

• Provision of machinery for on farm production of quality farm fish feeds

Entomology

• Training of 260 Bee keepers (90 female, 170 male) on modern bee farming practices in Wadelai, Pa- nyango, Alwi, Pakwach, Panyimur, Akworo, Parombo, Nyaravur, Atego, Kucwiny, Ndhew, Erussi, Nebbi and Nebbi TC • Coordination visits to MAAIF and other development agencies • Establishment of 10 demonstrations in Wadelai, Kucwiny, Nebbi and Panyimur on control of tsetse flies using traps • Training for 300 farmers (100 females, 200 males) on recommended tick control practices in all 15 LLGs • Sensitization of 1000 farmers and LLG leaders on tsetse flies control in Wadelai, Panyango, Panyimur, Pakwach, Alwi, Kucwiny and Nebbi LLGs • Conduct 5 exposure visit for beekeepers to Kampala to attend Beekeepers week • Establishment of 6 Apiary demonstration sites in Alwi, Panyango, Wadelai, Kucwiny, Erussi and Ndhew

• Establishment of 5 demonstration centres for sericulture

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 114 Vermin Control Services • Control of vermin using the communities on community reward approach • Community sensitization on Vermin control in the LLGs of Wadelai, Kucwiny, Nebbi • Conduct 4 vermin hunting expeditions in Wadelai, Kucwiny, Nebbi and Alwi • Procurement of 1 motorcycle for Vermin Control department • Procurement of laptop computer • Procurement of one office desk and 3 chairs

• Training of 5 vermin hunters by UWA on the best practices of vermin control

Commercial Services • Conduct one Trade and investment conference for 150 people • Supervision, mentoring and training of cooperative board members • Linking SMEs and Agribusiness enterprises to UEPB • Collection and dissemination of business and market information • Training and mentoring informal micro and small entrepreneurs in micro entrepreneurship skills • Mainstreaming tourism activities into HLG and LLG development plan • Profiling tourism potentials in the district • Capacity development and promotion of local artisans and agro processing facilities • Operation and maintenance of vehicles and equipment • Monitoring and evaluation of commercial services activities • Construction of 10 storage/bulking facilities • Development of marketing infrastructures (market stalls and shades) at rural growth centres • Development of border markets in Akworo/Parombo and Nebbi (Goli) • Development of commodity specific producer groups for joint marketing

District Production Management Services • Training of 75 women groups in food and nutrition security in all 15 LLGs • Dissemination of messages on food & nutrition security at household through Radio • Procurement of a laptop for the DPC • Furnishing departmental store with 2 shelves • Conduct 2 joint supervision visits in all 15 LLGs • Monitoring visits by DEC, CAO & Committees to all 15 LLGs • Agricultural data collection, analysis and dissemination • Collaborative visits (6) conducted to MAAIF headquarter/NARO/development agencies • Maintenance of 2 motor vehicles and 4 motorcycles at district headquarter • Maintenance of 8 computers and supply of computer consumables and assorted stationery at district headquarter • Commemoration of the World Food Day Contribution • Support to 4 Internal Audit activities in all LLGs • Supply of assorted demonstration and laboratory equipment • Staff capacity development/trainings • Training of 45 extension staff of nutrition – education & programming • Training of 45 extension staff on climate change mainstreaming in sector activities – Plans & Budget

3.5.9 Works and Technical Services

Mission: To ‘Improve the district infrastructure and to increase accessibility to safe water and sanitation.’

115 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Key Outputs/ Priorities:

• Routine Maintenance of 365.6km of District Roads using the road gangs. • Routine Mechanized /Periodic road maintenance. • Routine and periodic maintenance of 410.1km of community access roads using road fund. • Routine and periodic road maintenance of urban roads (76.76km Nebbi, 32km of Pakwach TC roads) • Replace broken down culverts, Construct all broken down headwalls and wing walls; de-silting blocked culverts using the gang. • Capacity Building for the staff. • District Road Committee meeting, reporting and accountability of funds. • Planting of trees along the road reserves for demarcation purposes. • Supervision and Monitoring of the road construction project, building projects to conform to standards and requirements. • Support to town councils and Town boards in protection of government property. • Procurement of furniture and fittings for Engineering Department • Extend support to Sub-counties in producing timely construction work plans and budgets. • Payment of Utilities; Electricity, Water payments • Rehabilitation/Maintenance of Solar systems on the buildings • O & M for building facilities in the District • Staff welfare, Medical and Burial expenses for the staff in the District • Procurement of fuel and lubricants for general operations • Routine and periodic maintenance and service on vehicles and plants in the District • Improvement of the Drainage System at the Works Department using the LGMSDP funding • Compile comprehensive data on all vehicles, Machines, Plant stating conditions and required actions in the District

3.5.10 Community Based Services Department

Mission

“To improve the socio-economic and cultural conditions of the people through active involvement and par- ticipation of the people and partners in a gender sensitive way with emphasis on the disadvantaged and most vulnerable members of the community”.

Goal

To promote employment, positive cultural values, rights of vulnerable groups and gender responsive devel- opment”

Specific Objectives;

• To ensure sufficient staffing levels in community based services to effectively implement and deliver its mission programs activities • To promote community mobilization for improved household welfare by increasing the formation of community self help groups and initiatives and increasing access of households to CDWs • To promote the welfare of children through extensive awareness creation, as well as enforcement of the relevant laws targeted at reducing child abuse prevalence by 10 % in 2019/20 • To ensure gender responsive planning and budgeting in all public institutions in the district • To strengthen acquisition and utilization of literacy skills for improving people’s lives, by increasing the proportion of functional projects by FAL groups by 10% and proportion of learners passing proficiency test by 5% in 2019/20

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 116 • To promote self reliance and socio-economic progress among the youth by increasing access to skills training and group formation by 30% in 2019/2020 • To promote and strengthen in a particular way community based initiatives of PLWHA as a way of con- tributing to their wellbeing, as a vulnerable category • To promote progressive cultural practices through increased support to creative arts, relevant aware- ness creation about traditional herbal medicines, hygiene and sanitation as well as other aspects of traditional cultural norms, on a continuous basis • To promote increased integration of PWDs into the socio-economic life of the community through in- creased awareness creation and advocacy targeting leaders, the wider community and PWDs them- selves about the potential and ability of PWDs to participate in, and contribute to socio-economic life.

Strategies for achieving the above objectives

• Mobilization and empowerment of communities –empowering communities with functional skills, knowl- edge and information to enhance their participation in the development process, make effective deci- sions, access essential services and influence their perceptions in the utilization of community services through CDOs and ACDOs

• Promotion of Functional adult literacy-provision of instruction in basic reading, writing and numeracy integrated with practical knowledge and skills for increased productivity. Enabling communities’ access information, knowledge and skills to make them aware of their rights, socio-economic, civic and politi- cal, which catalyzes them to exploit available life-improving opportunities. The sector has trained over adult learners since 2009 • Non formal skills for youth-empowering vulnerable youth in rural areas with practical skills mainly voca- tional, entrepreneurship and providing them with seed capital • Care and protection to orphans and other vulnerable children including street children, children in con- flict with the law, abandoned children and children in child labour. Street children are withdrawn for the streets, rehabilitated and resettled while those in conflict with the law are helped to access justice. The sector also provides shelter, food, skills etc to institutionalized children. • Community based rehabilitation for PWDs-providing counselling, assistive devices; skills to PWDs with- in their communities to enable them cope with their economic and social environment • Cash transfers to most vulnerable PWDs, older persons and children. Cash transfers to strengthen pro- ductivity and capacity for income generation. Small but reliable flows of income help poor households to accumulate productive assets; avoid reliable flows of income help poor households to accumulate productive assets; avoid distress sales. Social protection also contributes to human development in supporting improved nutritional status as well as access to health and education services for today’s children. A well-fed young generation will live healthier lives; perform better in school and therefore, ulti- mately, stop the transmission of poverty from parents to children and build the human capital necessary for the district’s long term productivity. The programme was launched in 20111 and targets to benefit 90,000 households • Special Grants for PWDs-to support Income Generating Activities of PWDs to provide employment, improve income status and ultimately the quality of life of PWDs. The grant covers all the Lower Local Governments in the district • Occupational safety and health inspection- to ensure decent working conditions in workplaces. Good working conditions reduce industrial unrest which lead to improved productivity and increased income for both employees and employers • Resolving and regulation of labour Unions-aimed at negotiating and reviewing the collective bargaining agreement for the employees they represent leading to better working conditions, industrial peace, sustainable employment, increased productivity and incomes • Settlement of workers compensation-for injury arising out of and in the course of one’s employment. This covers both government and the private sector • Women empowerment-providing skills and seed capital to women groups. A total of 9,500,000 m was given to 19 women groups over the past 2 years

117 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 • Gender and rights-capacity building of technical staff in MDAs and local governments to enhance their skills in gender planning analysis and budgeting to ensure equitable participation of men and women in development process. The sector is conducting gender audits in MDAs to assess compliance to gender mainstreaming • Gender Based Violence-implementing programmes for preventing sexual and gender based violence and build capacity of various multi-sectoral actors to effectively respond and mange GBV at national and local governments’ level. • Promoting culture and cultural industries for development-facilitating traditional/cultural leaders to mo- bilize communities to participate in the development process. The sector also promotes creative cul- tural enterprises including arts and crafts, music, dance and drama, languages to provide employment opportunities and income to communities • Capacity building of sector actors-training, backstopping and monitoring Community Based Services Staff, CDOs/ACDOs and CSOs to provide effective services to communities

3.5.11 District Planning Unit

Mission:

To produce quality development plans that integrates population factors, food security and nutrition and reflects the aspirations of the masses through a participatory bottom-up approach.

Strategic objective:

To strengthen planning processes at both district and sub-county levels and grass roots

Specific Objectives: • To update the district databank • To strengthen capacity of lower council planning structures and that of the DPU • To activate community based management information system (CBMIS) • To emphasize community participatory planning process • To increase awareness on population policy and other factors which affect the quantity and quality of the population in the district • To revitalize registration of births and deaths.

Key Outputs: • Community involved in service planning. • Plans produced and approved by council. • Plans implemented and evaluated.

The Interventions. • Conduct hands on training on Management Information System • Preparation/submit to the ministries quarterly reports. • Promote effective data management and storage by strengthening and harmonizing the CIS, LoGICS, HMIS, AIS, RAMP and WMIS. • Manage and coordinate the district development partners through partnership meetings. • Procure equipments for departments through the retooling component under LGMSD. • Monitor and supervise all development projects.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 118 • Coordinate and monitor the implementation of the District Development Plan. • Monitor the implementation of the district’s Client Charter. • Provide mentoring support to the Lower Local Governments, especially on the Development Plan- ning.

3.5.12 Audit Department

Strategic objectives

i. Appraise the soundness and application of the accounting, functional and operational controls of the council;

ii. Evaluate the effectiveness and adequacy of controls as a contribution to the improvement of risk management processes of the council; and iii. Offer assurance services to management on the efficiency and effectiveness of the district pro- grammes.

Specific objectives

i. To audit annual work plan, procurement plan and recruitment plan to establish whether resources are optimally deployed to priority areas of these plans;

ii. To review the financial and accounting systems of operation of each department and other estab- lishments of the district to ascertain their adequacy and effectiveness; iii. To audit revenue collection to determine whether the collection criteria, including banking and ap- propriation are appropriate; iv. To audit procurement procedures and payments to verify whether goods, services and works are properly ordered, received, examined and paid for; v. To conduct man power audits of the district Local Government employees to establish whether their remuneration and allowances are paid according to the approved budget and or with the approved establishment; vi. To audit all stores, cash, assets, and other property of the Local Government to establish whether they are being safely kept or put to efficient and economic use including the disposal; and vii. To carry out special audit investigation to determine whether any allegation triggering such inves- tigation is genuine or not. viii. To verify the status of implementation of audit recommendations (both internal and external) by the accounting officer (CAO).

Functional objectives

i. To submit quarterly internal audit report to council through the district chairman with copies to the LGPAC, Audit Committee and the Internal Auditor General;

ii. To submit verification report on implementation of audit recommendations by the accounting offi- cer(CAO) to the Permanent Secretary/ Secretary to Treasury (PS/ST), with a copy to the Internal Auditor General

3.5.13 Public Procurement and Disposal Unit

Vision: “An efficient, transparent, and corruption free District with all the officers being held accountable and emphasizing value for money procurement”

Mission: “To carry out procurement and disposal activities in accordance with the laws that regulates pro- curement in Uganda for value addition to the entity”

119 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Strategic objectives: • To promote good governance, harmony and security as one of the pillars of PEAP/NDP • To build procurement and disposal capacity in the District and in Uganda in general • To create a corruption free environment by observing the procurement laws • To monitor the compliance levels of the users and the service providers in the District

Specific objectives:

• To create a sound business environment in the District and in Uganda at large • To make sure that all the procurement laws are adhered to • To create employment opportunity to the unemployed people • To acquire works, supplies and services in a timely manner • To act as a secretariat and implement all lawful decision of the contracts committee • To liaise with all the users in the supply chain management

Strategies for achieving the objectives:

• Capacity building provided to the users and the vendors • Sensitizing all the stakeholders so that their compliance level is aggrandized • Providing an exemplary leadership • Emphasizing zero tolerance to corruption • Circulating copies of the Acts, Regulations and the Guidelines

3.5.14 Local Government Public Accounts Committee (LGPAC)

Specific objectives:

• To implement the recommendations of the Chief Internal auditor • To examine the financial transactions of the district and make recommendations to the Office of the auditor general for actions.

Interventions:

• Examination and production of Internal and External Audit General Reports on both LLGs and HLG. • Sensitisation of communities on accountability and transparency in resource allocation, utilization and reporting. • Procurement of stationery and computer accessories, re-orientation of Local Government Public Ac- counts Committee on their roles.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 120 3.5.15

Table 3.3 (Chap. 3.6) Summaries of Sectoral Programmes/ Projects

Budget in FY (‘000s): GoU Dist. DP U/F TOTAL Sectors/Activities Year 1 Year 2 Year 3 Year 4 Year 5 Sector: Community Based Services Sub-sector 1: Community Development Administer Proficiency Test 10,000 10,000 10,000 10,000 10,000 √ 0 0 0 50,000 Procure FAL Materials 11,000 11,000 11,000 11,000 11,000 √ 0 0 0 55,000 Procure office equipments 1,000 1,000 1,000 1,000 1,000 0 √ 0 0 5,000 Sector: Community Based Services Sub-sector 2:Disability and Elderly Provide seed capital to Disability Groups 27,000 27,000 27,000 27,000 27,000 √ 0 0 0 135,000 Sector: Community Based Services Sub-sector: Children and Youth Services 565,590.429 565,590.429 590,590.429 590,590.429 565,590.429 √ Sector: Production and Marketing Sub-Sector: Crops Supply of 200 banana tissue culture resistant to banana fu- 3,500 3,500 3,500 3,500 3,500 0 0 0 17,500 sarium wilt Support to six task forces formed to manage major pests 2,603 2,603 2,603 2,603 2,603 0 0 0 13,015 and diseases Installation and operationalisation of 5 rain gauges 2,500 0 0 0 0 0 0 0 2,500 Create awareness among 750 farmers on soil and water 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 conservation and train them on simple irrigation practices in all 15 LLGs Sensitize 300 farmers on control of major Banana pests and 2,000 2,000 2,000 2,000 2,000 0 0 0 10,000 diseases – BBW, Banana weevils, Panama wilt and Nem- atodes Identification and training of 500 farmers on tea production 1,000 1,000 1,000 1,000 1,000 0 0 0 5,000 in Erussi and Ndhew Training 500 farmers/animal traction units in LLGs of Nyara- 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 vur, Kucwiny, Parombo, Akworo, Nebbi, Panyimur, Panyan- go and Alwi Conduct routine pests and disease surveillance in all 15 2,500 2,500 2,500 2,500 2,500 0 0 0 12,500 LLGs Periodic crop data collection in all 15 LLGs 1,600 1,600 1,600 1,600 1,600 0 0 0 8,000

121 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Budget in FY (‘000s): GoU Dist. DP U/F TOTAL Sectors/Activities Year 1 Year 2 Year 3 Year 4 Year 5 Supporting 1 study tour to Kalangala District to assess the 4,000 0 0 0 0 0 0 0 4,000 ecological conditions of palm oil trees farming Participation in agricultural show/trade fair 1,000 1,000 1,000 1,000 1,000 0 0 0 5,000 Promotion, post harvest handling and value addition of oils 15,000 15,000 15,000 0 0 0 0 0 45,000 seed crops (sesame, soybeans, sunflower and groundnuts) in 10 LLGs Establishment of 5 demonstration site for training on control 5,000 0 5000 0 5000 0 0 0 15,000 of fruit flies in Mangoes and Oranges

Provision of Agricultural Extension services in all LLGs 319,195 319,195 391,195 319,195 319,195 0 0 0 1,595,975 Supporting plant clinic field and laboratory activities in 15 3000 3000 3000 3000 3000 0 0 0 15,000 LLGs Promotion of palm oil production in Nebbi 1,000 1,000 1,000 1,000 1,000 0 0 0 5,000

Provision of 20 million tea plantlets 200,000 200,000 200,000 200,000 200,000 0 0 0 1,000,000 Promotion of nutrient dense foods such as orange fleshed 2,000 2,000 2,000 2,000 2,000 0 0 0 10,000 potatoes and maize in 10 farmer groups for multiplication in Nebbi, Erussi and Pakwach Sub county Construction of 10 storage/bulking 0 100,000 100,000 100,000 100,000 0 0 0 400,000 Establishment of a fruit factory 0 0 0 0 500,000 0 0 0 500,000 Establishment of model small scale irrigation systems – Riv- 7,000 7,000 7,000 7,000 7,000 0 0 0 35,000 er Oraa, Namrwondhu, Alala, Nyacara and Namthin (Nebbi, Wadelai, Nebbi TC, Kucwincy, Parombo) Promotion of water harvesting techniques 5,000 5,000 5,000 5,000 5,000 0 0 0 25,000 Promotion of kitchen and backyard gardening 1,000 1,000 1,000 1,000 1,000 0 0 0 5,000 Establishment of one major irrigation scheme – Wadelai 0 0 500,000 0 0 0 0 0 500,000 Promotion of upland rice production in 0 3,000 0 3,000 0 0 0 0 6,000 Post harvest handling and value addition of rice in all LLGs 0 0 50,000 0 0 0 0 0 50,000 –Rice mill

Establishment of two tea factories – Erussi and Ndhew 0 0 0 1,000,000 0 0 0 0 1,000,000 Establishment of a district farm institute (DATIC) /variety trial 0 0 100,000 100,000 100,000 0 0 0 300,000 centre (VTC)

Carry out inspection, certification and quality assurance of 0 3,500 3,500 3,500 3,500 0 0 0 14,000 seeds, agrochemicals and plant and plant products Provision of improved crop varieties – Cassava, Irish pota- 0 3,000 3,000 3,000 3,000 0 0 0 12,000 toes, Rice, Palm Oil, Citrus, Mangoes Soil fertility mapping of Nebbi district 0 15,000 0 0 0 0 0 0 15,000 Promotion of beans Simsim and rice production 100,000 100,000 100,000 0 0 0 0 0 300,000

122 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Budget in FY (‘000s): GoU Dist. DP U/F TOTAL Sectors/Activities Year 1 Year 2 Year 3 Year 4 Year 5 Sector: Production and Marketing Sub-Sector: Livestock Vaccination of 15,000 dogs and cats against rabies in all 15 6,000 6,000 6,000 6,000 6,000 0 0 0 30,000 LLGs Vaccination of 100,000 poultry against NCD and Fowl Pox 2,500 2,500 2,500 2,500 2,500 0 0 0 10,000 in all 15 LLGs Refilling of 20 gas cylinders for cold chain maintenance at 2,000 2,000 2,000 2,000 2,000 0 0 0 10,000 district headquarter Insemination of 100 Cows in Erussi, Ndhew, Nebbi and Neb- 4,000 4,000 4,000 4,000 4,000 0 0 0 20,000 bi TC Training for 300 livestock farmers on management of major 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 livestock and poultry diseases in all 15 LLGs Provision of 647 cattle (Heifers & Bulls) to selected bene- 25,000 0 0 0 0 0 0 0 25,000 ficiaries Construction of permanent cattle crushes in LLGs 0 15,000 15,000 15,000 15,000 0 0 0 16,000 De-silting of 13 water tanks to provide water for livestock 20,000 20,000 20,000 20,000 20,000 0 0 0 100,000 and crops Excavation of 5 new water tanks to provide water for live- 50,000 50,000 50,000 50,000 50,000 0 0 0 250,000 stock and crops Construction of 3 communal Cattle dips (Panyimur, Kucwiny, 0 50,000 0 50,000 50,000 0 0 0 150,000 Parombo) Sensitization of 450 poultry farmers on modified technology 0 5,000 0 0 0 0 0 0 5,000 in local poultry husbandry Training for 180 farmers on pasture improvement and con- 0 4,500 0 4,500 0 0 0 0 9,000 servation in Nebbi and Pakwach Training 150 livestock farmers on dystocia management in 0 4,500 0 4,500 0 0 0 0 9,000 Nebbi TC Establish slaughter slabs at rural growth centre 20,000 0 20,000 0 20,000 0 0 0 60,000 Establishment of milk collecting centres (Nebbi TC, Nyara- 0 50,000 0 50,000 50,000 0 0 0 150,000 vur, Pakwach TC) Construction of 20 permanent cattle crushes 0 20,000 20,000 20,000 20,000 0 0 0 100,000 Sector: Production and Marketing Sub-Sector: Fisheries Election and induction of BMU leaders in 56 BMUs in Pa- 1,800 1,800 1,800 1,800 1,800 0 0 0 9,000 nyimur, Pakwach SC, Pakwach TC, Panyango and Wadelai

122 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Budget in FY (‘000s): GoU Dist. DP U/F TOTAL Sectors/Activities Year 1 Year 2 Year 3 Year 4 Year 5 Construction of 5 demonstration fish cages in the Sub coun- 3,500 3,500 3,500 3,500 3,500 0 0 0 17,500 ties of Panyimur, Pakwach, Pakwach TC, Panyango and Wadelai Construction and stocking of 5 demonstration fish ponds in 1,700 1,700 1,700 1,700 1,700 0 0 0 8,500 Erussi, Ndhew and Nebbi Sub counties Educating 56 BMUs on best practices in fish quality assur- 2,000 2,000 2,000 2,000 2,000 0 0 0 10,000 ance Inspection of 56 BMUs and 4 markets in Panyimur, Pakwach 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 SC, Pakwach TC, Panyango and Wadelai for compliance to fisheries regulations Conducting 2 patrol operations in Panyimur, Pakwach SC, 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 Pakwach TC, Panyango and Wadelai Follow-up visits made to 30 fish cage and pond fish farming 1,000 1,000 1,000 1,000 1,000 0 0 0 5,000 households Training on best practices in cage and fish pond manage- 1,000 1,500 1,500 1,500 1,500 0 0 0 7,000 ment conducted for 11 fish farmers groups in Panyimur, Pakwach, Pakwach TC, Panyango, Wadelai, Erussi, Ndhew and Nebbi Procurement and maintenance of 1 – 15 HP motor boat en- 10,500 0 0 0 0 0 0 0 10,500 gine at Panyimur Monthly collection, analysis and documentation of fisheries 1,000 1,000 1,000 1,000 1,000 0 0 0 5,000 data at district headquarters Mentoring and supervision of 56 BMUs located in Panyimur, 2,200 2,200 2,200 2,200 2,200 0 0 0 11,000 Pakwach SC, Pakwach TC, Panyango and Wadelai Coordination visits to MAAIF and other development agen- 600 600 600 600 600 0 0 0 3000 cies Formulation of an ecosystem-based fisheries management 0 5,000 0 0 0 0 0 0 5,000 plan for Nebbi district Development of fish handling and storage facilities at landing 0 0 0 100,000 0 0 0 0 100,000 sites and markets Development of cold chain facilities at fish landing sites 0 0 100,000 0 0 0 0 0 100,000 Provision of machinery for on farm production of quality farm 0 15,000 0 0 0 0 0 0 15,000 fish feeds Sector: Production and Marketing Sub-Sector: Entomology Training of 260 Bee keepers (90 female, 170 male) on mod- 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 ern bee farming practices Coordination visits to MAAIF and other development agen- 600 600 600 600 600 0 0 0 3,000 cies

123 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Budget in FY (‘000s): GoU Dist. DP U/F TOTAL Sectors/Activities Year 1 Year 2 Year 3 Year 4 Year 5 Establishment of 10 demonstrations in Wadelai, Kucwiny, 4,250 4,250 4,250 4,250 4,250 0 0 0 21,250 Nebbi and Panyimur on control of tsetse flies using traps Training for 300 farmers (100 females, 200 males) on recom- 0 3,000 3,000 3,000 3,000 0 0 0 9,000 mended tick control practices in all 15 LLGs Sensitization of 250 farmers and LLG leaders on tsetse flies 0 5,000 0 0 0 0 0 0 5,000 control in Wadelai, Panyango, Panyimur, Pakwach, Alwi, Kucwiny and Nebbi LLGs Conduct one exposure visit for Beekeepers to Kampala to 0 0 5,000 0 0 0 0 0 5,000 attend Beekeepers week Establishment of 6 Apiary demonstration sites in Alwi, Pa- 0 5,000 5,000 5,000 5,000 0 0 0 20,000 nyango, Wadelai, Kucwiny, Erussi and Ndhew Establish demonstration centre for sericulture 0 0 10,000 0 10,000 0 0 0 20,000 Sector: Production and Marketing Sub-Sector: Commercial Services Conduct one Trade and investment conference for 150 peo- 5,556 0 0 0 0 0 0 0 5,556 ple Supervision, mentoring and training of cooperative board 1,853 1,853 1,853 1,853 1,853 0 0 0 9,265 members Linking SMEs and Agribusiness enterprises to UEPB 926 926 926 926 926 0 0 0 4,630 Collection and dissemination of business and market infor- 2,778 2,778 2,778 2,778 2,778 0 0 0 13,890 mation Training and mentoring informal micro and small entrepre- 3,081 3,081 3,081 3,081 3,081 0 0 0 15,405 neurs in micro entrepreneurship skills Mainstreaming tourism activities into HLG and LLG devel- 1,853 1,853 1,853 1,853 1,853 0 0 0 9,265 opment plan Profiling tourism potentials in the district 2,287 0 0 0 0 0 0 0 2,287 Capacity development and promotion of local artisans and 1,390 1,390 1,390 1,390 1,390 0 0 0 6,950 agro processing facilities Operation and maintenance of vehicles and equipment 1,853 1,853 1,853 1,853 1,853 0 9,265 0 0 9,265 Monitoring and evaluation of commercial services activities 663 663 663 663 663 0 0 0 3,315 Development of marketing infrastructures (market stalls and 30,000 30,000 30,000 30,000 30,000 0 0 0 150,000 shades) at rural growth centres Development of border markets in Akworo/Parombo and 0 0 1,000,000 1,000,000 0 0 0 0 2,000,000 Nebbi (Goli) Sector: Production and Marketing Sub-Sector: District Production Management Services

124 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Budget in FY (‘000s): GoU Dist. DP U/F TOTAL Sectors/Activities Year 1 Year 2 Year 3 Year 4 Year 5 Training of 75 women groups in food and nutrition security 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 in all 15 LLGs Dissemination of messages on food & nutrition security at 500 500 500 500 500 0 0 0 2500 household through Radio Furnishing departmental store with 2 shelves 2,500 0 0 0 0 0 0 0 2,500 Conduct 2 joint supervision visits in all 15 LLGs 2,000 2,000 2,000 2,000 2,000 0 0 0 10,000 Monitoring visits by DEC, CAO & Committees to all 15 LLGs 5,590 5,590 5,590 5,590 5,590 0 0 0 27,950 Agricultural data collection, analysis and dissemination 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 Collaborative visits (6) conducted to MAAIF headquarter/ 600 600 600 600 600 0 0 0 3000 NARO/development agencies Commemoration of the World Food Day Contribution 2,500 2,500 2,500 2,500 2,500 0 0 0 7,500 Provision of 12 months internet services at district headquar- 600 600 600 600 600 0 0 0 3,000 ter Supply of assorted demonstration and laboratory equipment 19,214 0 0 0 0 0 0 0 19,214 Support to Operations and maintenance of vehicles and 9,820 9,820 9,820 9,820 9,820 0 0 0 49,100 computers at district headquarter Staff capacity development/trainings 5000 5,000 5,000 5,000 5,000 0 0 0 25,000 Training of 45 extension staff of nutrition – education & pro- 0 15,000 0 0 0 0 0 0 15,000 gramming Training of 45 extension staff on climate change main- 0 15,000 0 0 0 0 0 0 15,000 streaming in sector activities – Plans & Budget Sector: Natural Resources Sub-Sector: Environment Department Environment screening of projects and EIA reviews 4,000 4,200 4,410 4,630 4,862 0 0 0 22,102.525 Environmental and Social compliance monitoring of projects 2,000 2,100 2,205 2,315.25 2,431.012 0 0 0 11,051.252 Production of DSOER report 6,000 6,000 6,300 6,615 6,945.75 0 0 0 31,860.75 Community sensitization on oil and gas activities and policy 10,000 10,000 10,250 10,500 10,750 0 0 0 51,500 Compliance inspection and monitoring of oil and gas activ- 4,000 4,000 4,200 4,210 4,210.5 0 0 0 20,620.5 ities Training communities (TOTs)on Household Energy Saving 3,000 3,128.561 3,171.418 3,329.988 3,496.487 0 0 0 16,126.454 Cooking-stoves (technology) Construction of institutional energy saving cook-stoves in 5,000 5,500 6,000 6,500 7,000 0 0 0 30,000 schools Training of LLGs on Environmental mainstreaming 2,000 2,100 2,205 2,315.25 2,431.012 0 0 0 11,051.262

125 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Budget in FY (‘000s): GoU Dist. DP U/F TOTAL Sectors/Activities Year 1 Year 2 Year 3 Year 4 Year 5 Training of LECs at LLG level on their roles and responsi- 3,000 3,150 3,307.5 3,472.875 3,646.518 0 0 0 16,576.893 bilities Restoration of degraded ecosystems (Riverbanks) 3,488.9 6,000 9,000 12,000 15,000 0 0 0 45,488.9 Development of Parish Wetland Action Plans 2,795.2 4, 192.8 5,590.4 6,988 8,385.6 0 0 0 27,952 Formulation of bye laws and regulations 2,445.8 3,668.7 4,891.6 6,114.5 7,337.4 0 0 0 24,458 Compliance Inspection of wetlands 1,037.7 2,075.4 3,113.1 4,1508 5,188.5 0 0 0 15,565.5 Public awareness on environmental concerns through Radio 2,000 3,000 4,000 5,000 6,000 0 0 0 20,000 programs Sector: Natural Resources Sub-sector: Forest Department Rehabilitations of LFR 49,854 74,775 78,513.75 80,000 80,000 0 0 0 363,142.75 Re-vegetation of degraded Watershed 98,022 99,000 100,000 105,000 110,000 0 0 0 512,022 Establishment of plantation / woodlots by individuals/ com- 14,646 19,520 19,520 20,000 21,000 0 0 0 94,686 munity Hedgerows planting 24,840 24,840 24,840 25,000 26,000 0 0 0 125,520 Institutional tree planting (schools) 9,464 11,356 13,000 14,000 15,000 0 0 0 62,820 On farm Demonstration Agro forestry establishment 14,403 14,403, 14,403 15,000 15,000 0 0 0 73,209 Road reserve tree planting 33,315 33,315 33,315 33,000 34,000 0 0 0 99,948 Water and soil conservation demonstration 32,040 33,000 35,000 37,000 38,000 0 0 0 137,040 Training of farmers on nursery plantation and woodlot man- 74,234 75,000 78,000 80,000 82,000 0 0 0 471,234 agement Sector: Natural Resources Sub-sector: Lands Department Carrying surveys of LG Facilities 2,000 2,100 2,200 3,000 4,000 0 0 0 13,300 Process land titles for LLGs 3,200 8,000 8,000 9,600 10,000 0 0 0 38,800 Process free hold offers 2,800 3,000 3,500 4,000 4,500 0 0 0 17,800 Purchase lands survey equipments 80,000 1,000 1,500 2,000 2,500 0 0 0 87,000 Conduct district physical development planning and rural 100,000 100,000 30,000 30,000 30,000 0 0 0 290,000 growth centers of Panyimur TB and Review of Parombo TP Sector: Administration Sub-sector: Management Support Services Construct District Council Chamber 0 0 400,000 0 0 0 0 0 400,000 Complete of construction of fence at HQs 100,000 0 0 0 0 0 0 0 100,000 Construct and furnish district registry and archive centre 150,000 0 0 0 0 0 0 0 150,000

126 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Budget in FY (‘000s): GoU Dist. DP U/F TOTAL Sectors/Activities Year 1 Year 2 Year 3 Year 4 Year 5 Coordinate, monitor and supervise Government/Donor pro- 190,000 200,000 210,000 220,000 230,000 0 0 0 870,000 grams Construct office blocks at Panyango Sub county 0 0 0 0 0 0 0 0 0 Construct office blocks at Panyimur Sub county 0 0 0 0 160,000 0 0 0 160,000 Construct staff houses in Alwi, Atego and Ndhew 0 110,000 110,000 110,000 0 0 0 0 330,000 Rehabilitate office blocks in the sub counties of Pakwach sub 0 0 0 0 0 0 0 0 0 county Rehabilitate of blocks at district headquarters 0 0 150,000 150,000 0 0 0 0 300,000 Complete of blocks in the sub 0 0 0 0 0 0 0 0 0 counties of Wadelai, Erussi and Akworo 0 0 0 0 0 0 0 0 0 Procure Motorcycles for 13 LLGs 0 100,000 100,000 100,000 0 0 0 0 300,000 Design plan for district lagoon 0 0 0 0 0 0 0 0 0 0 Procure land for district lagoon 0 0 0 0 0 0 0 0 0 0 Procure chase pool emptier 0 0 0 0 0 0 0 0 0 0 Connect the sub counties of Nebbi, Nyaravur, Alwi, Parombo, 0 0 0 0 0 0 0 0 0 0 Erussi, Panyimur and Pakwach to the national grid Sector: Administration Sub-sector: Human Resource Management Conduct staff capacity building training (career development 14,536.312 15,500 16,500 17,500 18,500 0 0 0 82,536.312 of 35 staff) Conduct staff capacity building training (discretionary of 650 40,463.688 50,000 60,000 70,000 80,000 0 0 0 300,463.688 staff and members of council) Conduct Public private partnership capacity building 0 0 0 0 0 0 0 0 0 Fill staffing level from 56% to 80% xx xx xx xx xx 0 0 0 0 Conduct staff performance appraisal of 2,807 staff 3,500 4,000 4,500 5,000 5,500 0 0 0 22,500 Conduct exit interview and manage pension and gratuity 0 0 0 0 0 0 0 0 0 Monitor and evaluate staff performance contract agreement 3,000 3,500 4,000 4,500 5,000 20,000 of 193 staff Sector: Administration Sub-sector: Information Office Develop district communication strategy 5,000 0 0 0 0 0 0 0 5,000 Provide internet connectivity 0 0 0 0 0 0 0 0 0 Sector: Council Department Sub-sector: Political Oversight (DEC) 127 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Budget in FY (‘000s): GoU Dist. DP U/F TOTAL Sectors/Activities Year 1 Year 2 Year 3 Year 4 Year 5 To facilitate DEC attend official programmes. 19,000 19,000 19,000 19,000 19,000 0 0 0 95,000 To ,facilitate chairman attend official programmes. 1,000 1,000 1,000 1,000 1,000 0 0 0 5,000 To facilitate DEC attend official programmes (fuel and lu- 4,000 4,000 4,000 4,000 4,000 0 0 0 20,000 bricants). Vehicle maintenance 1,920 1,920 1,920 1,920 1,920 0 0 0 9, 600 To fulfill political commitments. 845.515 845.515 845.515 845.515 845.515 0 0 0 4,227.575 To motivate LCI, LCII and District councilors. 142,920 142,920 142,920 142,920 142,920 0 0 0 714,600 Sector: Council Department Sub-sector: Standing Committee To approve work plans, budgets, policies, projects. Review sectoral performances and prioritize order paper for council 23,033 23,033 23,033 23,033 23,033 0 0 0 115,165 meetings. To attend workshops, local, national and regional. 19,000 19,000 19,000 19,000 19,000 0 0 0 95,000 To ease coordination and check on progress of government 2,000 2,000 2,000 2,000 2,000 0 0 0 10,000 programs (fuel) Minor vehicle repairs. 500 500 500 500 500 0 0 0 2,500 To facilitate production of documents. 7,000 7,000 7,000 7,000 7,000 0 0 0 35,000 To motivate public officer to effectively perform their duties 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 Procurement of council meeting gowns. 6,000 6,000 6,000 6,000 6,000 0 0 0 30,000 Advertisement and public relations. 2,560 2,560 2,560 2,560 2,560 0 0 0 12,800 Provision of Lunch/SDA/allowance to public officers for meet- 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 ings and other official duties. Medical expenses to employees. 1,500 1,,500 1,500 1,500 1,500 0 0 0 75,000 Books ,periodicals and news papers. 595 595 595 595 595 0 0 0 2,975 Travel inland 12,000 12,000 12,000 12,000 12,000 0 0 0 60,000 Internal monitoring of government programs 6,000 6,000 6,000 6,000 6,000 0  0 0 0 30,000 Telecommunications 500 500 500 500 500 0 0 0 2,500 Bad debts 250 250 250 250 250 0 0 0 1,250 Sector: Statutory Bodies Sub-Sector: District Service commission To hold regular DSC meetings and handle all submissions 43,175.888 43,175.888 43,175.888 43,175.888 43,175.888 0 0 0 215,879.44

128 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Budget in FY (‘000s): GoU Dist. DP U/F TOTAL Sectors/Activities Year 1 Year 2 Year 3 Year 4 Year 5 38,269 38,269 38,269 38,269 38,269 0 0 0 191,345 To provide an effective secretariat and perform the functions of the office of the DSC

To attract qualified staff for recruitment 5,500 5,500 5,500 5,500 5,500 0 0 0 27,500 To attract qualified staff for recruitment 300 300 300 300 300 0 0 0 1,500 Attend seminars; workshop and official functions 4,500 4,500 4,500 4,500 4,500 0 0 0 22,500 Sector: Water Sub-sector: To District water supply and sanitation meetings. 2,782 2,782 2,782 2,782 2,782 0 0 0 13,910 Procurement of vehicle 130,000 130,000 0 0 0 0 0 0 260,000 Planning and advocacy meetings at district and sub-counties 8,592.796 8,592.796 8,592.796 8,592.796 8,592.796 0 0 0 42,963.98 Sensitize communities to fulfill critical requirements 3,155.104 3,155.104 3,155.104 3,155.104 3,155.104 0 0 0 15,775.52 Hold community feedback meetings 1,375 1,375 1,375 1,375 1,375 0 0 0 6,875 Establishing water user committees 1,375 1,375 1,375 1,375 1,375 0 0 0 6,875 Training WUCs, communities, and Primary schools. 5,370.1 5,370.1 5,370.1 5,370.1 5,370.1 0 0 0 26,850.5 Post construction support to WUCs. 1,456 1,456 1,456 1,456 1,456 0 0 0 7,280 Radio programmes promoting water supply consumption 882 882 882 882 882 0 0 0 4,410 World water day celebration 4,088 4,088 4,088 4,088 4,088 0 0 0 20,440 Post Graduate training in project planning and management 5,000 0 0 0 0 0 0 0 5,000 Construction of public toilets in RGCs. 12,000 12,000 12,000 12,000 0 0 0 48,000 Deep bore hole drilling (hand pump) 99,750 99,750 99,750 99,750 99,750 0 0 0 498,750 Borehole siting and construction supervision 20,000 20,000 20,000 20,000 20,000 0 0 0 80,000 Advertizing for works in national magazines. 3,910 3,910 3,910 3,910 3,910 0 0 0 19,550 Bore hole rehabilitation. 40,329 40,329 40,329 40,329 40,329 0 0 0 201,645 Water quality testing (new sites) 1,297 1,297 1,297 1,297 1,297 0 0 0 6,485 Water quality testing (old sites). 2,018 2,018 2,018 2,018 2,018 0 0 0 10,090 Construction supervision visits. 9,000 9,000 9,000 9,000 9,000 0 0 0 45,000 Inspection of water points after construction. 1,144 1,144 1,144 1,144 1,144 0 0 0 5,720 Regular data collection and analysis. 2,740 2,740 2,740 2,740 2,740 0 0 0 13,700 National consultation including workshops and seminars. 5,000 5,000 5,000 5,000 5,000 0 0 0 25,000 ROADS DEPARTMENT

129 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Item Road Name Annualized Work Plan (000’s) SOURCE OF FUND No. Length FY 2015/16 (000’s) FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 (000’s) (000’s) (000’s) (000’s) Routine Manual Maintenance of District Feeder Roads 1 Nyaravur-Parombo 16.2 9,720 11,178 12,854.7 14,782.905 17,000.341 URF 2 Nebbi-Goli-Kei 9 5,400 6,210 7,141.5 8,212.725 9,444.634 URF 3 Wadelai-Kucwiny-Agwok 33 19,800 22,770 26,185.5 30,113.325 34,630.324 URF 4 Parombo-Alwi-Panyango 39.5 23,700 27,255 31,343.25 36,044.738 41,451.448 URF 5 Panyimur-Malara-Parombo 15.2 9,120 10,488 12,061.2 13,870.38 15,950.937 URF 6 Nyakagei-Dei 7 4,200 4,830 5,554.5 6,387.675 7,345.826 URF 7 Erussi-Acwera 21 12,600 14,490 16,663.5 19,163.025 22,037.479 URF 8 Akaba-Kucwiny-Fualwonga-Pokw 21.3 12,780 14,697 16,901.55 19,436.783 22,352.300 URF 9 GotLandi-Odangala-Erussi 20 12,000 13,800 15,870 18,250.5 20,988.075 URF 10 Ayila-Oweko-Erussi 22 13,200 15,180 17,457 20,075.55 23,086.883 URF 11 Pateng-Pajau-Akella 14 8,400 9,660 11,109 12,775.35 14,691.653 URF 12 Kucwiny-Orango 13.2 7,920 9,108 10,474.2 12,045.33 13,852.130 URF 13 Afoda-Rero 12 7,200 8,280 9,522 10,950.3 12,592.845 URF 14 Alego-Boro 14.7 8,820 10,143 11,664.45 13,414.118 15,426.235 URF 15 Pajau -Theraling 5 3,000 3,450 3,967.5 4,562.625 5,247.019 URF 16 Fualwonga - Lobodegi 8 4,800 5,520 6,348 7,300.2 8,395.230 URF 17 Emin Pasha -Mutir 8 4,800 5,520 6,348 7,300.2 8,395.230 URF 18 Kibira -Omier-Azingo 20.1 12,060 13,869 15,949.35 18,341.753 21,093.015 URF 19 Akaba-Paminya-Paceru 12 7,200 8,280 9,522 10,950.3 12,592.845 URF 20 Akanyo-Kibira 5 3,000 3,450 3,967.5 4,562.625 5,247.019 URF 21 Ossi-Padel Centre-Pangere 12.5 7,500 8,625 9,918.75 11,406.563 13,117.547 URF 22 Raguka-Penji Oryenga 7.3 4,380 5,037 5,792.55 6,661.433 7,660.647 URF 23 Kasatu-Muurusi-Munduryema 7.5 4,500 5,175 5,951.25 6,843.938 7,870.528 URF 24 Angal Trading Centre-Ambere 5 3,000 3,450 3,967.5 4,562.625 5,247.019 URF 25 Koch-Nebbi Airfield 3 1,800 2,070 2,380.5 2,737.575 3,148.211 URF

130 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Item Road Name Annualized Work Plan (000’s) SOURCE OF FUND No. Length FY 2015/16 (000’s) FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 (000’s) (000’s) (000’s) (000’s) 26 Anywanda-Athele-Parombo 19 11,400 13,110 15,076.5 17,337.975 19,938.671 URF 27 Offaka Zombo Border 8.5 5,100 5,865 6,744.75 7,756.463 8,919.932 URF SUBTOTAL - DISTRICT 379 227,400 261,510 300,736.5 345,846.975 397,724.021 URF OTHER QUALIFYING WORKS 1 Salary - Road Overseers 9,600 9,600 9,600 9,600 9,600 URF 2 Salary - Road Headman 34,110 33,345 33,345 33,345 33,345 URF 3 Technical Supervision Cost 18,000 20,700 23,805 27,375.75 31,482.113 URF 4 Payment of the Manual Rd Wkrs 12,000 13,800 15,870 18,250.5 20,988.075 URF Sub Total - Others 73,710 77,445 82,620 88,571.25 95,415.188 URF GRAND TOTAL ROUTINE MANUAL MAINTENANCE 301,110 338,955 383,356.5 434,418.225 493,139.209 URF Routine Mechanized Maintenance District Roads 1 Nyaravur-Parombo 16.2 0 32,400 0 0 48,600 URF 2 Nebbi-Goli-Kei 9 18,000 0 0 18,000 0 URF 3 Wadelai-Kucwiny-Agwok 33 0 66,000 0 0 0 URF 4 Parombo-Alwi-Panyango 39.5 0 0 79,000 0 0 URF 5 Panyimur-Malara-Parombo 15.2 30,400 0 0 0 0 URF 6 Nyakagei-Dei 7 0 0 0 14,000 0 URF 7 Erussi-Acwera 21 42,000 0 0 0 63,000 URF 8 Akaba-Kucwiny-Fualwonga-Pokwero 21.3 0 0 42,600 0 0 URF 9 GotLandi-Odangala-Erussi 20 40,000 0 0 40,000 0 URF 10 Ayila-Oweko-Erussi 22 0 44,000 0 0 0 URF 11 Pateng-Pajau-Akella 14 0 28,000 0 0 0 URF 12 Alego-Boro 14.7 0 0 0 29,400 0 URF 13 Pajau -Theraling 5 10,000 0 0 0 0 URF

131 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Item Road Name Annualized Work Plan (000’s) SOURCE OF FUND No. Length FY 2015/16 (000’s) FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 (000’s) (000’s) (000’s) (000’s) 14 Fualwonga - Lobodegi 8 16,000 0 0 0 0 URF 15 Emin Pasha -Mutir 8 0 0 0 16,000 0 URF 16 Kibira -Omier-Azingo 20.1 40,200 0 0 0 40,200 URF 17 Akaba-Paminya-Paceru 12 0 0 0 24,000 0 URF 18 Ossi-Padel Centre-Pangere 12.5 0 0 25,000 0 0 URF 19 Anywanda-Athele-Parombo 19 0 0 66,500 0 0 URF URF SUBTOTAL - DISTRICT 318 196,600 170,400 213,100 141,400 151,800 OTHERS 1 Contract Staff Salaries 16,800 16,800 16,800 16,800 16,800 URF 16,800 16,800 16,800 16,800 16,800 URF GRAND TOTALE MECHANIZED MAINTENANCE 213,400 187,200 229,900 158,200 168,600 URF Routine Mechanized Maintenance District Roads 1 Nyaravur-Parombo 16.2 0 0 0 0 100,000 PRDP 2 Nebbi-Goli-Kei 9 0 50,000 0 45,000 0 PRDP 3 Wadelai-Kucwiny-Agwok 33 0 0 0 0 0 PRDP 4 Parombo-Alwi-Panyango 39.5 0 0 95,000 0 0 PRDP 5 Panyimur-Malara-Parombo 15.2 0 0 85,000 0 0 PRDP 6 Nyakagei-Dei 7 0 0 0 0 0 PRDP 7 Erussi-Acwera 21 0 75,000 0 0 85,000 PRDP 8 Akaba-Kucwiny-Fualwonga-Pokwero 21.3 0 0 0 0 0 PRDP 9 GotLandi-Odangala-Erussi 20 0 0 0 85,000 0 PRDP 10 Ayila-Oweko-Erussi 22 0 80,000 0 65,000 0 PRDP 11 Pateng-Pajau-Akella 14 0 0 0 0 0 PRDP 12 Alego-Boro 14.7 0 0 0 0 0 PRDP

132 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Item Road Name Annualized Work Plan (000’s) SOURCE OF FUND No. Length FY 2015/16 (000’s) FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 (000’s) (000’s) (000’s) (000’s) 13 Pajau -Theraling 5 0 0 0 0 0 PRDP 14 Fualwonga - Lobodegi 8 0 0 0 0 50,000 PRDP 15 Emin Pasha -Mutir 8 0 0 62,500 0 0 PRDP 16 Kibira -Omier-Azingo 20.1 0 0 0 0 0 PRDP 17 Akaba-Paminya-Paceru 12 0 0 0 0 0 PRDP 18 Ossi-Padel Centre-Pangere 12.5 0 0 25,000 0 45,000 PRDP 19 Anywanda-Athele-Parombo 19 0 0 0 66,500 0 PRDP PRDP SUBTOTAL - DISTRICT 318 - 205,000 267,500 261,500 280,000 OTHERS 1 Technical Supervision 0 0 0 0 0 PRDP GRAND TOTAL ROUTINE MECHANIZED MAINTE- PRDP NANCE - 205,000 267,500 261,500 280,000

HEALTH DEPARTMENT

Project Name Budget in FY (000’s): GoU District DP Un- TOTAL fund- Year 1 Year 2 Year 3 Year 4 Year 5 ed Sector: Health District Health Office Operational 65,304 65,304 65,304 65,304 65,304  x  x 0 0 326,520 Costs District Hospital- Nebbi 131,577 131,577 131,577 131,577 131,577  x 0 0 0 657,885 Angal Hospital 345,083.828 345,083.828 345,083.828 345,083.828 345,083.828  x 0 0 0 1,725,419.14 Pakwach HC IV 60,000 60,000 60,000 60,000 60,000  x 0 0 0 300,000 Lower Level Public Facilities 91,515,012 91,515.012 91,515.012 91,515.012 91,515.012  x 0 0 0 457,575.06 Lower level PNFP Facilities 75,557.444 75,557.444 75,557.444 75,557.444 75,557.444  x 0 0 0 377,787.22 Health Sub -district Administra- 16,000 16,000 16,000 16,000 16,000  x 0 0 80,000 tion 133 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Project Name Budget in FY (000’s): GoU District DP Un- TOTAL fund- Year 1 Year 2 Year 3 Year 4 Year 5 ed Development Budget 181,000 181,000 181,000 181,000 181,000  x 0 0 905,000 Institutional Capacity Building 172,500 172,500 172,500 172,500 172,500 0 0 0 862,500 Project UNICEF 250,000 250,000 250,000 250,000 250,000 0 0 0 1,250,000 Sector: District Health Office Operational Costs Travel inland 322,000 322,000 322,000 322,000 322,000 0 0 0 1,610,000 Advertising and Public Relations 400 400 400 400 400 0 0 0 2,000 Computer and IT Supplies 8,000 8,000 8,000 8,000 8,000 0 0 0 40,000 Printing and Stationery 56,000 56,000 56,000 56,000 56,000 0 0 0 280,000 Small Office Equipment 400 400 400 400 400 0 0 0 2,000 Bank Charges 2,600 2,600 2,600 2,600 2,600 0 0 0 13,000 Telephone E mail and Postage 600 600 600 600 600 0 0 0 3,000 Staff Welfare- Medical Bills 800 800 800 800 800 0 0 0 4,000 Supplies for Cleaning Office and 500 500 500 500 500 0 0 0 2,500 Toilets Loading and Off Loading 300 300 300 300 300 0 0 0 1,500 Vehicle maintenance 7,500 7,500 7,500 7,500 7,500 0 0 0 37,500 Maintenance Others 3,500 3,500 3,500 3,500 3,500 0 0 0 17,500 Projects-2: Assets and Infrastructure: ##### ###### Construction 60,000 50,000 55,000 60,000 65,000 0 0 0 290,000 of VIP La- trines Completion 55,000 0 0 0 0 0 0 0 55,000 of construc- tion of 2 Kitchen and 2 – 2 stance VIP Latrines

134 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Project Name Budget in FY (000’s): GoU District DP Un- TOTAL fund- Year 1 Year 2 Year 3 Year 4 Year 5 ed Procurement 16,000 16,000 16,000 16,000 16,000 0 0 0 80,000 of Medical Equipment Fumigation 18,000 2,000 3,000 4,000 5,000 0 0 0 27,000 of

Health Units Procure- 2,500 0 0 0 0 0 0 0 2,500 ment of IEC Equipment Procurement 4,000 0 0 0 0 0 0 0 4,000 of Fire Extin- guishers Improve- 14,000 0 0 0 0 0 0 0 14,000 ment of pow- er supply and secu- rity of DHO Stores Rehabilita- 46,750 60,000 80,000 60,000 40,000 0 0 0 286,750 tion of OPD Rehabilita- 45,000 60,000 60,000 60,000 40,000 0 0 0 265,000 tion of Ma- ternity Rehabilita- 0 50,00 60,000 70,000 80,000 0 0 0 210,000 tion of Staff House Procurement 0 20,000 20,000 25,000 25,000 0 0 0 90,000 of Motor cy- cles Procurement 0 20,000 20,000 20,000 0 0 0 0 60,000 of Office Equips. and Furniture New OPD 0 400,000 400,000 400,000 400,000 0 0 0 1,600,000 135 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Project Name Budget in FY (000’s): GoU District DP Un- TOTAL fund- Year 1 Year 2 Year 3 Year 4 Year 5 ed New Ward 0 400,000 400,000 400,000 400,000 0 0 0 1,600,000 New Mater- 0 200,000 200,000 200,000 200,000 0 0 0 800,000 nity New Semi- 0 300,000 300,000 300,000 300,000 0 0 0 1,200,000 detached Staff House Sector: Ad- ministration Sub-Sector: Procure- ment And Disposal Unit: Purchase of 1,500 1,500 1,500 1,500 1,500 0 0 0 7,500 stationery Printing, 1,000 1,000 1,000 1,000 1,000 0 0 0 5,000 binding, and Photocopy- ing Purchase of 500 500 500 500 500 0 0 0 2,500 small office equipments Preparation 6,000 6,000 6,000 6,000 6,000 0 0 0 30,000 of tender adverts in newspapers, tender por- tals and oth- ers. Payment of 28,248 28,248 28,248 28,248 28,248 0 0 0 141,240 Salaries to Staff Installation 100 100 100 100 100 0 0 0 500 of anti-virus

136 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Project Name Budget in FY (000’s): GoU District DP Un- TOTAL fund- Year 1 Year 2 Year 3 Year 4 Year 5 ed Travel inland 2,500 2,500 2,500 2,500 2,500 0 0 0 12,500 Allowance to 8,000 8,000 8,000 8,000 8,000 0 0 0 40,000 the contracts committee Welfare and 120 120 120 120 120 0 0 0 600 entertain- ment Telecommu- 100 100 100 100 100 0 0 0 500 nication Bank 100 100 100 100 100 0 0 0 500 Charges Sector: Education, Science, Technology and Sports Sub-sector 1: Administration Staff training/Capacity building 1,000 1,000 1,000 1,000 1,000 √ 0 √ 0 5,000 Supply of Desks 20,000 20,000 20,000 20,000 20,000 √ 0 √ 0 100,000 Latrine Construction in Schools 175,453 175,453 175,453 175,453 175,453 √ 0 √ 0 877,265 Construction of Classrooms 210,000 210,000 210,000 210,000 210,000 √ 0 √ 0 1,050,000 Construction of Staff houses 1,000 1,000 1,000 1,000 1,000 √ 0 √ 0 5,000 Facilitation of area language 1,000 1,000 1,000 1,000 1,000 √ √ √ 0 5,000 Board Orientation of SMCs and PTAs 5,000 5,000 5,000 5,000 5,000 √ √ √ 0 25,000 Attending Functions and Meet- 1,000 1,000 1,000 1,000 1,000 √ 0 0 0 5,000 ings Transfer of teachers 1,000 1,000 1,000 1,000 1,000 √ √ 0 0 5,000 Licensing of ECD Centers 1,000 1,000 1,000 1,000 1,000 √ √ 0 0 5,000 Monitoring and Support supervi- 10,000 10,000 10,000 10,000 10,000 √ √ √ 0 50,000 sion of school programmes Implementation of Conflict, Di- 5,000 5,000 5,000 5,000 5,000 √ √ √ 0 25,000 saster and Risk management. (CDRM)

137 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Project Name Budget in FY (000’s): GoU District DP Un- TOTAL fund- Year 1 Year 2 Year 3 Year 4 Year 5 ed Safety and Security in Schools 1,000 1,000 1,000 1,000 1,000 √ √ 0 0 5,000 Mitigation of HIV/AIDS and imple- 5,000 5,000 5,000 5,000 5,000 √ √ √ 0 25,000 mentation of Workplace policy Implementation of the RTRR 2,000 2,000 2,000 2,000 2,000 √ √ √ 0 10,000 Guidelines. Implementation of Environmental 5,000 5,000 5,000 5,000 5,000 √ √ √ 0 25,000 Guidelines in Schools Implementation of food secu- 5,000 5,000 5,000 5,000 5,000 √ √ √ 0 25,000 rity and Nutrition guidelines in Schools. Total 4,794,730 Sector: Education, Science, Technology and Sports Sub-sector 2:Inspection Inspection and support Supervi- 10,000 10,000 10,000 10,000 10,000 √ 0 0 0 50,000 sion Registration of PLE Candidates 3,000 3,000 3,000 3,000 3,000 √ √ 0 0 15,000 Printing Mock Examinations 8,000 8,000 8,000 8,000 8,000 √ √ 0 0 40,000 Conduct and Administration of 16,000 16,000 16,000 16,000 16,000 √ √ 0 0 80,000 PLE Organizing Refresher Courses for 1,000 1,000 1,000 1,000 1,000 √ √ √ 0 5,000 Teachers, H/trs, SMCs/PTA Attend meetings and functions 1,000 1,000 1,000 1,000 1,000 √ √ √ 0 5,000 total 281,000 Sector: Education, Science, Technology and Sports Sub-Sector: Sports Follow up and support Supervi- 3,500 3,500 3,500 3,500 3,500 0 0 17,500 sion on sports activities Training of umpires , Referees 1,000 1,000 1,000 1,000 1,000 0 5,000 and Games/Sports Officials Organize Competitions in ball 25,000 25,000 25,000 25,000 25,000 0 125,000 games, Athletics, Cross Country

137 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Project Name Budget in FY (000’s): GoU District DP Un- TOTAL fund- Year 1 Year 2 Year 3 Year 4 Year 5 ed Organizing MDD Completions 11,000 11,000 11,000 11,000 11,000 0 55,000 Construction of a District stadium 1,000 1,000 1,000 1,000 1,000 0 5,000 228,015 Sector: Education, Science, Technology and Sports Sub-Sector 4: Special Needs Education Identification and Assessment of 1,000 1,000 1,000 1,000 1,000 0 0 0 5,000 Learner with Special needs Organize training for teachers on 2,500 2,500 2,500 2,500 2,500 0 0 0 10,000 Special needs Total 27,500 GRAND TOTAL 5,331,245 Sector: Planning Unit Sub-sector 1: Planner’s Office OBT Quarterly Reporting 15,000 15,000 15,000 15,000 15,000 0 0 0 75,000 Production of BFP 12,500 12,500 12,500 12,500 12,500 0 0 0 62,500 Project monitoring and evaluation 15,000 15,000 15,000 15,000 15,000 0 0 0 75,000 Coordination and workshops 5,000 5,000 5,000 5,000 5,000 0 0 0 25,000 Retooling 15,000 15,000 15,000 15,000 15,000 0 0 0 75,000 Investment Service cost (ISC) 9.000 9,000 9,000 9,000 9,000 0 0 0 45,000 Capacity Building 15,000 15,000 15,000 15000 15,000 0 0 0 45,000 Consumables 5,000 5,000 5,000 5,000 5,000 0 0 0 25,000 Sector: Planning Unit Sub-sector 2: Population and Development TPC monthly meetings 3,000 3,000 3,000 3,000 3,000 0 0 0 15,000 Data collection and analysis 13,000 13,000 13,000 13,000 13,000 65,000 (BOS and Internal as- sessment)

138 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Project Name Budget in FY (000’s): GoU District DP Un- TOTAL fund- Year 1 Year 2 Year 3 Year 4 Year 5 ed Review of Development Planning 5,000 5,000 5,000 5,000 5,000 0 0 0 25,000 Integration of Cross-cutting Is- 5,000 5,000 5,000 5,000 5,000 0 0 0 25,000 sues Birth and Death Registration 60,000 60,000 60,000 60,000 60,000 0 0 0 300,000 (BDR)

139 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 CHAPTER FOUR: IMPLEMENTATION, COORDINATION AND PART- NERSHIP FRAMEWORK

4.0 Introduction

This chapter explains how the different Institutions, Agencies, Development partners, Departments and Ministries will Interact with each other in the course of implementation of development activities in the dis- trict. It attempts also to indicate the amount and source of contributions in terms of resources, especially, finance. The area of operation is yet another factor that should feature in this paragraph.

The District has put substantial effort in building the capacity of all stakeholders in development planning and budgeting. The bottom-up planning approach has been generally embraced and the identified loop- holes have been filled over the ensuing planning regime but more effort still has to be made towards full realization of the ideals. Likewise, implementation of the development plans has had hindrances due to mainly insider- and outsider stakeholders’ non- or limited involvement. This calls for an improved stake- holder coordination and synergy. In this planning period, there shall be increased emphasis on institutional framework for implementation and partnership, marked coordination and adequate financing for effective implementation of the plans.

For effective coordination, the District Council, which is the District Planning Authority, shall take the lead in ensuring that plans are implemented in a desired and coordinated way. Through the DTPC, the district shall ensure that policies, priorities and strategies identified in the DDP II are implemented by relevant responsibility centres. The district will establish a mechanism for coordination of inter-departmental and intra departmental linkages in implementing projects. The issues of the capacity of various departments are strengthened and operating effectively. The district shall put in place an institutional arrangement and framework for coordination of implementation and ensure adherence to it e.g. District Water and Sanitation Coordination Committees, District Environment Committees, District Statistical Committee, etc

4.1 Implementation and Coordination Strategy

The approaches that will be employed for the implementation of the plans and budget shall be by way of community participation and involvement, private sector involvement in implementation, government over- sight and supervision and observance of the public-private partnership.

The following strategies shall particularly be employed for the successful implementation of the plan;

4.1.1 Community Participation: The community shall participate in the implementation of the plans and budgets by owning and supporting projects since they participated in generation of priorities right from the village level during the data collection and consultation stage. The DDP II shall be disseminated to the Sub Counties, Parishes and Villages as a way of feedback and enlisting their support for the plan. The community shall be involved in the monitoring of the implemented projects through community vigilance.

4.1.2 Private sector Involvement: A number of projects in the plan and budget shall be implemented by private partners who shall be contracted in accordance with the laws and regulations guiding procure- ment of such services. Their contribution to the implementation of the plan and budget shall be through thorough implementation of the projects awarded to them.

4.1.3 Procurement Policy: Public Procurement and Disposal of Public Assets Act (PPDA) shall guide the entire procurement process to ensure rational procurement of service providers and ultimate realiza- tion of the objectives of the project through quality service provision. The Procurement Committee is of a multi-sectoral nature.

4.1.4 Sense of Ownership: Sense of ownership shall be instilled in all the stakeholders right from the beneficiaries through sensitization, establishing functional feedback mechanism and encouraging partici- pation of all the stakeholders right from project initiation to management and sustainability after successful implementation.

4.1.5 Capacity Building of Stakeholders: There shall be deliberate capacity building for the different Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 140 key stakeholders’ right from the community/end users/beneficiaries level to HLG on their roles and respon- sibilities in successful implementation of the DDP II. This shall be achieved through thorough and well-co- ordinated dissemination of DDP II documents in addition to conducting sensitization and capacity building meetings/sessions.

4.1.5 Sector Wide Approach: It is worth noting that a number of interventions in the plan cut across a number of sectors. For proper implementation and realization of the objectives of the plan, all relevant sectors shall be involved in the implementation, monitoring and evaluation of activities related to the inter- ventions.

4.1.6 Strengthening decentralized service delivery system: The Local Government Act empowers Local Governments to plan and implement development programmes in areas of their localities. It estab- lishes Local Governments at Higher, Lower Local Government and Local Councils as administrative and government organs. For smooth planning and implementation of government programmes, all these levels of services delivery should be strengthened and allowed to play their various roles for effective service delivery.

4.1.7 Civil Society Involvement: Civil Society Organisations play important role in complementing government efforts to deliver services to the population. A close partnership and involvement of the CSOs will enhance delivery of services and lead to realization of planned objectives.

4.1.8 Appropriate Technology Mix: Some projects fail due to wrong choice of technologies. It is im- portant that communities are guided to adopt technologies that are efficient, affordable, effective whenever implementing community initiated projects.

4.1.9 Report sharing by various actors: The stakeholders in an intervention need to be abreast with the progress of work, challenges being faced and different issues emerging out of the implementation of a project. There is need to continuously update all the stakeholders on the status quo for the progress and challenges to be appreciated and/or addressed. This can take the form of sending written reports or orga- nizing review meetings such as mid-term, annual and quarterly review meetings, stakeholder consultation meetings, etc

4.2 Institutional Framework for Implementation, Coordination and Partnership

The main actor in the implementation and coordination of the District Development plan shall be the District Council through the line Departments. The Head of Department/Sector responsible for the implementation of a specific project shall take the lead at all stages of implementation of projects under their jurisdiction. This task cannot be achieved by the Head of Department/Sector single handed but coordination and part- nership with existing institutions at community, LLG, HLG and National level is of paramount importance.

In this regard, the institutional players in implementation, coordination and partnership at the different levels shall be;

4.2.1 The Central Government (Sector Working Groups, MDAs ):The Central Government through the institutions of Sector Working Groups, Ministries, Departments and Agencies approve LG priorities/ plans, mobilize resources to finance the plans and sanction release of the funds for the implementation of LG development plans. The MDAs form a strategic link between the District and the Development Partners and are pillars for the realization of the national aspirations of a prosperous, transformed Uganda.

4.2.2 Development Partners (Donor Working Groups): The Development Partners at national level have their donor working groups that comprise donors with related interests eg. Democratization, decentralization, energy, water and sanitation, human rights, girl child education, etc or may have interest in a region eg. West Nile, Northern Uganda, etc. they play a key role in implementation through availing resources and follow up on progress of implementation and accountability, coordination with Central Gov- ernment MDAs and other donors and supporting and entering into partnership pacts with local NGOs/CBOs eg. giz, CEFORD, NGO Forum partnering with DGF, Action Aid, to mention but a few.

4.2.3 District Local Government (DTPC, DEC, Standing Committees, Council, Procurement

141 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Committees, etc): The District Council works through various institutions at the district. There is firstly the Office of \the Chairman that provides overall leadership and direction, Office of the CAO who is the Chief Executive of the District and heads the Technical Staff. The Council has Standing Committees that oversees planning, implementation and monitoring of all sector programmes under their jurisdiction. The Technical Planning Committee meets monthly to plan, discuss implementation, challenges, opportunities and way forward on all programmes. These institutions work in collaboration with one another for effective service delivery. Other committees of the District include the Procurement Committee responsible for sourcing con- tractors for the execution of works and supplies, Coordination and Management Committees and Teams exist in some sectors e.g. Health Management Team, Water and Sanitation Coordination Committee, etc

4.2.4 Line Departments and Stakeholder (DWO, DPO, DEO, DE, DCDO, etc): At the district level still, there are departments responsible for the supervision of programmes. These are either line depart- ments or other stakeholder departments. They work hand in hand to ensure that every aspect of the imple- mentation is quality-assured. Every department has a role in implementation of a project eg. Finance and Audit emphasizes availability and accountability of funds for implementation, community based department mobilises the community to participate and own the projects, Engineering Department ensures quality work through technical design, supervision and certification, the line department provides standards to feed the sister departments.

4.2.5 Lower Local Governments (STPC, Standing Committees, Council, Extension Staff, ..) : Sub counties have a structure similar to that of the DLG. There exists the Council, Standing Committees, and Office of the Sub county Chief, STPC, and Heads of Departments all with similar roles with district. The exception is that design, procurement, technical supervision and certification are done at the district level. Sub counties coordinate with the district and the contractors and communities on the ground on matters to do with implementation on site.

4.2.6 The Private Sector (Contractors, Individuals …): The private sector organization and regis- tered company are contracted to execute works and supplies on behalf of the government. They do this with clear instructions in design and specification by the user departments/engineering department. The PSOs and Individuals coordinate with community in matters pertaining to site and operations at site, with the Sub county and district on implementation matters, with Sub county and CBOs on mobilization and conflict, if any, etc.

4.2.7 The L.C 1 (Village Council, PDCs, VHT, Opinion Leaders,..): The Local Council level 1 is the government at the village level. They are responsible for supervision and monitoring of all government programmes in their village. In regard to coordination, they form a strong link between the communities and the contractors, parishes, Sub county, CBOs and any other stakeholder. The Village Council leadership is the entry point for all interventions in the village.

4.2.8 The Facility-Based Management Committees (WSSCs, SMCs, HUMCs, PMCs, ): The fa- cility based management committees are formed for the purpose of pre-construction and post construction management of a facility – Water Sources, Sanitation, Schools, Heath Units, etc. They are responsible for coordination of all activities required for the smooth implementation, operation and maintenance of the facilities. Post construction programmes are channelled through the committees, hand in hand with the LC 1 leadership. They coordinate with the Contractors, LC 1, PDCs, Parishes, FBOs/CBOs/NGOs, Sub county and District staff in the field.

4.2.9 The Civil Society (CBOs, FBOs, Interest Groups …): The Civil Society is the independent player in planning, implementation, monitoring and evaluation of all development programmes in the com- munities. They bridge the gap between the communities and the governments at all levels and at all stages from planning to M&E. they build the capacities of the communities, Local Government staff and agencies to coordinate, plan, implement and monitor government programmes.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 142 4.3 Integration and Partnership Framework for Plan Implementation

Institution Roles and Responsibilities in Implementation, Coordination & Partnership Central Government Ministries, Depart- • Approval of Plans by Central Government MDAs ments & Agencies: • Mobilization of funds from donors/development partners DWD, NPA, NEMA, OPM, MoFPED, MoLG, MoWT, MoES, MoH, MoGLSD, • Financing of DDP etc • Issuance of policies and Guidelines on utilization of funds/implementation of plans • Setting standards • Strategic Monitoring and Evaluation • Technical Support and capacity building to Districts in implementation Development Partners : World Bank, • Funding Development Plans IDA, ADB, Danida, giz, USAID, The Carter Centre, Baylor, etc • Regulating utilization of funds • Strategic Monitoring and Evaluation of Projects • Technical support to MDAs, District and LLGs (where necessary) District Local Government – District • Approval of DDP by Council, Sectoral Committees, DEC Council, Office of the Chairman, DEC, Sector Committees, CAO’s Office, • Formulation of Plans by DTPC DTPC • Submission of approved DDP to Ministries • Receives funds from MDAs and Development Partners • Mobilises funds both locally and from partners • Enactment of ordinances by Council • Monitoring and Evaluation of projects • Procurement of Service Providers to execute works and supplies Line Departments and Stakeholder • Produce and Submit workplans and Budgets Departments; DEO, DE, DPO, DCDO, DWO, D/Planner • Prepare specifications, bills of quantities for works and supplies • Technical Supervision of Projects • Monitoring and Evaluation of projects • Build capacity of technical staff and all stakeholders to implement projects • Provides Technical Support to LLG staff, CBOs, etc Subcounty Local Governments- • Approval of priorities, SDP by Council, Sectoral Committees Council, Sector Committees, STPC, • Formulation of Plans by LLG TPC etc • Submission of approved LLG Plans to the District • Enactment of by-laws by Council • Monitoring and Evaluation of projects • Capacity Building of CBOs and User Committees/Communities

143 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Private Sector Organisations • Execution of Contracts (works and supplies) • Monitoring and Evaluation • Capacity building of user communities • Community sensitisation/mobilisation Local Council 1 • Monitoring and evaluation • Supervision • Acquisition of project sites • Security of contractors • Community mobilization • Coordinates collection of local materials and unskilled labour Facility Based Management Commit- • Provide (desired) leadership to the communities tees: WSSCs, HUMCs, SMCs, PMCs, • Community contributions • Operation and maintenance of facilities • Caretaking of facilities during and after construction Civil Society Organisations – Life Con- • Execution of Contracts (works and supplies) cern, CEFORD, ActionAid • Monitoring and Evaluation • Capacity building of user communities • Community sensitisation/mobilization • Advocacy and lobbying on behalf of the communities User Communities • Provide project sites • Operation and maintenance of facilities • Community participation • Community contribution • Provide local materials • Provide cheap labour • Own and use the projects

4.4 Pre-Requisites for successful Implementation of the DDP II

Often Development Plans and Budget are formulated in accordance with existing guidelines and the re- quired quality assurance but the implementation has never been to the expectation of the plan. This has been due to various factors that either acted negatively during the implementation, or where overlooked during the planning process eg. Change of political priorities, emerging issues, disasters that may lead to diversion of funds, internal weaknesses in the system, overwhelming commitments on technical staff, and inadequate capacities of the private sector organizations, negative community attitude, to mention. There is need to mitigate the negative impacts of such factors in order for the Development Plans and Budgets to be effectively implemented.

The following are requisite conditions for successful implementation of development plans and budgets;

• Strong political will and commitment: Meaningful success in implementation of the development plan rests a lot on the will and commitment of the political leadership. Development interventions are viewed as achievements of the political leaders and therefore requires strong backing from the political wing for successful implementation Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 144 • Well defined input – output – outcome framework: This emphasizes focus on the part of the implementers. In the absence of a well-defined results chain, the intervention may lose direction and the desired result may not be realized.

• Strong accountability system: There is need for a strong tracking system for the resources, both material and financial, that is being injected in implementation of the projects. This paves way for sub- sequent releases as is the case with Central Government grants and general financial management good practices.

• Existence of functional Management Information System. There must be a strong and func- tional system of taking stock of development interventions and management of data pertaining to the projects during and after their implementation

• Clearly defined Roles and Responsibilities of Stakeholders: Most projects stall due lack of clear knowledge and information on the questions of who, to do what and when in the processes of imple- mentation of plans. Failure by one party to understand and/or play her role will lead to the system crumbling. Often there are conflicts of roles that also hinder smooth implementation of plans. The communities are to understand their roles as owners and therefore should provide local materials, site, local (unskilled) labour, local security, etc for example and should never take on the role of technical staff in their monitoring functions.

• Commitment of finance and human resources: For a successful implementation of any pan, there must be a financial plan for the implementation and monitoring, there must be adequate financial resources to carter for the inputs/materials and the human resources to man the activities. The issue that emerges in this case is adequacy of the resources for effective implementation.

• Functional Policy in Place: Policies are put in place to provide general directions and guide the implementation of plans. Absence of policies implies there is no clear guideline and therefore a great uncertainty looms on the future of the interventions.

• Government, Development Partners, Civil Society and the Public MUST embrace the plans and Projects. The planned interventions all have a desired outcome to be achieved for the good of the communities and the other stakeholders. The plans and the projects are not embraced by one party as their desired aspirations, then there arises a tendency of apathy and neglect and the resources and time committed will all be in vain.

• Strong and coherent M&E plan/strategy: Monitoring and Evaluation is part and parcel of all plans. It ensures that the plans are implemented effectively and efficiently. Lack of a clear and coherent M&E strategy undermines the achievement of planned outcomes.

4.5 Overview of Development Resources and Projections by Source

REVENUE ITEM/ OUT TURN BUDGET PROJECTION PROJECTION PROJECTION PROJECTION SOURCE 2014/15 2015/16 2016/2017 2017/2018 2018/2019 2019/2020 Locally Raised Revenues: TAXES:

Local Service Tax 35,910,876 5,000,000 5,250,000 5,250,000 5,512,500 5,788,125

Land Fees 3,097,250 5,000,000 5,250,000 5,250,000 5,512,500 5,788,125

Local Hotel Tax - 5,000,000 5,250,000 5,250,000 5,512,500 5,788,125

145 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 REVENUE ITEM/ OUT TURN BUDGET PROJECTION PROJECTION PROJECTION PROJECTION SOURCE 2014/15 2015/16 2016/2017 2017/2018 2018/2019 2019/2020

Business Licences 198,782 200,000 210,000 210,000 220,500 231,525

Liquor Licences 40,962 50,000 52,500 52,500 55,125 57,881

Other Licences - 100,000 105,000 105,000 110,250 115,763

Sub-Totals-Taxes: 15,350,000 16,117,500 16,117,500 16,923,375 17,769,544

OTHER REVENUES: NON-TAX REVENUES:

Interest Receivable - 10,000,000 10,500,000 10,500,000 11,025,000 11,576,250

Rent & Rates 10,000 10,500 10,500 11,025 11,576

Sale of Forms 33,399 50,000 52,500 52,500 55,125 57,881

Park Fees 22,246 50,000 52,500 52,500 55,125 57,881

Refuse Collection Charges 20,000 21,000 21,000 22,050 23,153

Property Related Duties/Fees 9,374,685 20,000,000 21,000,000 21,000,000 22,050,000 23,152,500 Animal & Crop Husbandry Related Levies 923,569 2,500,000 2,625,000 2,625,000 2,756,250 2,894,063

Registration of Businesses/CBOs 31,500 100,000 105,000 105,000 110,250 115,763

Agency (Tender) Fees 16,821,500 81,318,201 85,384,111 85,384,111 89,653,317 94,135,983

Market/Gate Charges 10,147,350 89,252,799 93,715,439 93,715,439 98,401,211 103,321,272

Other Fees & Charges 3,330,813 5,000,000 5,250,000 5,250,000 5,512,500 5,788,125 miscellaneuos revenue 8,800,817 3,000,000 3,150,000 3,150,000 3,307,500 3,472,875

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 146 REVENUE ITEM/ OUT TURN BUDGET PROJECTION PROJECTION PROJECTION PROJECTION SOURCE 2014/15 2015/16 2016/2017 2017/2018 2018/2019 2019/2020

Sub-Totals 49,485,879 211,301,000 221,866,050 221,866,050 232,959,353 244,607,320

Un-Spent Bal- ances 5,386,000 5,655,300 5,655,300 5,938,065 6,234,968

Sub-Totals 5,386,000 5,655,300 5,655,300 5,938,065 6,234,968

Discretionary Government Transfers: District Un-Condi- tional Grant-Non- Wage 173,238,000 331,202,567 347,762,695 347,762,695 365,150,830 384,408,372

District Un-Condi- tional Grant-Wage 166,508,000 672,677,000 706,310,850 706,310,850 741,626,393 778,707,713

District Equalisa- tion Grant 26,886,000 54,008,000 56,708,400 56,708,400 59,543,820 62,521,011

Sub-Totals 366,632,000 1,057,887,567 1,110,781,945 1,110,781,945 1,166,321,043 1,224,637,095 Conditional Government Transfers:

Conditional Grant to PAF Monitoring 196,848,000 50,351,000 52,868,550 52,868,550 55,511,978 58,287,577 Conditional Transfers to Salary & Gratuity for LG elected Political Leaders 55,044,000 21,091,000 22,145,550 22,145,550 23,252,828 24,415,469 Conditional Grant to DSC Chair’s Salaries 24,336,000 25,552,800 25,552,800 26,830,440 28,171,962

Conditional Trans- fers to Contracts Committee/DSC/ PAC/Land Boards; etc 16,440,000 32,880,000 34,524,000 34,524,000 36,250,200 38,062,710 Conditional Transfers to DSC Operations Cost 12,340,000 24,678,000 25,911,900 25,911,900 27,207,495 28,567,870 Conditional Trans- fers to Councillors’ Allowances & Ex-Gratia for LLGs. 9,600,000 116,829,000 122,670,450 122,670,450 128,803,973 135,244,172

147 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 REVENUE ITEM/ OUT TURN BUDGET PROJECTION PROJECTION PROJECTION PROJECTION SOURCE 2014/15 2015/16 2016/2017 2017/2018 2018/2019 2019/2020

Conditional Trans- fers to Production & Marketing 57,398,000 128,393,000 134,812,650 134,812,650 141,553,283 148,630,947

Conditional Grant to Agriculture Ex- tension Salaries - 166,632,000 174,963,600 174,963,600 183,711,780 192,897,369

Conditional Grant to PHC Salaries 669,049,000 1,354,215,000 1,421,925,750 1,421,925,750 1,493,022,038 1,567,673,140

Conditional Grant to PHC-Non-Wage 57,041,000 147,815,000 155,205,750 155,205,750 162,966,038 171,114,340

Conditional Grant to NGO Hospitals 168,374,000 336,750,000 353,587,500 353,587,500 371,266,875 389,830,219 Conditional Grant to PHC-Develop- ment 108,736,000 173,219,000 181,879,950 181,879,950 190,973,948 200,522,645 Sanitation & Hygiene Grant (Health) 11,500,000 91,874,000 96,467,700 96,467,700 101,291,085 106,355,639

Conditional Grant to Tertiary Salaries 107,611,000 286,258,000 300,570,900 300,570,900 315,599,445 331,379,417

Conditional Grant to Primary Salaries 2,591,922,000 5,836,565,000 6,128,393,250 6,128,393,250 6,434,812,913 6,756,553,559 Conditional Grant to Secondary Salaries 314,580,000 663,441,000 696,613,050 696,613,050 731,443,703 768,015,888 Conditional Grant to Secondary Education 196,408,000 365,475,000 383,748,750 383,748,750 402,936,188 423,082,997

Conditional Grant to Public Libraries 9,196,000 9,655,800 9,655,800 10,138,590 10,645,520

Conditional Grant to Primary (UPE) 506,328,000 531,644,400 531,644,400 558,226,620 586,137,951

Conditional Trans- fers to School Inspection Grant 15,629,000 28,756,000 30,193,800 30,193,800 31,703,490 33,288,665

Conditional Grant to SFG 196,848,000 389,782,000 409,271,100 409,271,100 429,734,655 451,221,388

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 147 REVENUE ITEM/ OUT TURN BUDGET PROJECTION PROJECTION PROJECTION PROJECTION SOURCE 2014/15 2015/16 2016/2017 2017/2018 2018/2019 2019/2020

Construction of Secondary Schools 87,760,000 25,000,000 26,250,000 26,250,000 27,562,500 28,940,625

Rural Road Reha- bilitation Grant 80,756,000 161,511,000 169,586,550 169,586,550 178,065,878 186,969,172 Sanitation & Hygiene Grant (Water) 23,000,000 24,150,000 24,150,000 25,357,500 26,625,375

Conditional Trans- fer for Rural Water 227,110,000 454,221,000 476,932,050 476,932,050 500,778,653 525,817,586

Conditional Grant to District Natural Resources-Wet- lands(Non-Wage) 29,052,000 58,102,000 61,007,100 61,007,100 64,057,455 67,260,328 Conditional Grant to Functional Adult Literacy 4,696,000 9,393,000 9,862,650 9,862,650 10,355,783 10,873,572

Conditional Grant to Community De- velopment Assis- tants(Non-Wage) 1,190,000 2,379,000 2,497,950 2,497,950 2,622,848 2,753,990

Conditional Grant to Women; Youth & Disability Grant 4,284,000 8,568,000 8,996,400 8,996,400 9,446,220 9,918,531

Conditional Trans- fers to Special Grant for PWDs 8,944,000 17,888,000 18,782,400 18,782,400 19,721,520 20,707,596

Sub-Totals 5,229,160,000 11,514,926,000 12,090,672,300 12,090,672,300 12,695,205,915 13,329,966,210

Other Government Transfers: Other Transfers from Central Gov- ernment 778,616,000 664,404,000 697,624,200 697,624,200 732,505,410 769,130,681

Sub-Totals 778,616,000 664,404,000 697,624,200 697,624,200 732,505,410 769,130,410 Local Development Grant:

LGMSDP 264,529,000 453,317,000 475,982,850 475,982,850 499,781,993 524,771,093

148 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 REVENUE ITEM/ OUT TURN BUDGET PROJECTION PROJECTION PROJECTION PROJECTION SOURCE 2014/15 2015/16 2016/2017 2017/2018 2018/2019 2019/2020

Sub-Totals 264,529,000 453,317,000 475,982,850 475,982,850 499,781,993 524,781,993 Donor Funding:

Baylor-Uganda 118,000,000 123,900,000 123,900,000 130,095,000 136,599,750

UNICEF (Educa- tion) 200,000,000 210,000,000 210,000,000 220,500,000 231,525,000

Ambulance Fee 3,000,000 3,150,000 3,150,000 3,307,500 3,472,875

NTD/MoH 70,326,667 73,843,000 73,843,000 77,535,150 81,411,908

Medical Drugs from NMS 180,000,000 189,000,000 189,000,000 198,450,000 208,372,500

ICB/BTC 323,334,000 339,500,700 339,500,700 356,475,735 374,299,522

Others 192,681,000 9,339,333 9,806,300 9,806,300 10,296,615 10,811,446

Sub-Totals 192,681,000 904,000,000 949,200,000 949,200,000 996,660,000 1,046,493,000

Grand Totals 14,826,571,567 15,567,900,145 16,346,295,153 17,163,609,910 18,021,790,406

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 149

CHAPTERCHAPTER FIVE: FIVE: DDP DDPFINANCING FINANCING FRAMEWORKS FRAMEWORKS AND STRATEGY AND STRATEGY

5.0 Introduction

5.0 TheIntroduction Local government development Plan must necessarily have an elaborate resource mobilisation and financing strategy which should define and specify the The Localstrategies government through development which development Plan must resourcesnecessarily tohave finance an elaborate all the LGDP resource activities mobilisation identified and financingwill be mobilized strategy andwhich managed. should define and specify the strategies through which development resources to finance all the LGDP activities identified will be mobilized and managed. This chapter should therefore, specifically outline the following: This chapter should therefore, specifically outline the following: • Identify Identify the main the sources main sources of revenue of revenuefor financing for financingLGDP including LGDP existing including and existing potential anddevelopment potential partnersdevelopment partners • State Statethe strategies the strategies for raising for theraising required the resourcesrequired resourcesfor funding forthe fundingLGDP the LGDP  State roles ,responsibilities and conditions of development partners in financing LGDP including a specification of whether the funding will be budget or off- • State roles ,responsibilities and conditions of development partners in financing LGDP including a specification of whether the funding will be budget or off-budget budget • State Statethe strategic the strategic actions actionsthat will bethat taken will bybe thetaken LG byin mobilising the LG in development mobilising development partners to finance partners LGDP to finance LGDP activities. activities. • State Statestrategies strategies for ensuring for ensuring efficiency efficiency in resource in resourceuse, and use, and  Specify any other aspect relevant to LGDP financing. • Specify any other aspect relevant to LGDP financing.

All theAll above the aboveis given is department given department by department by department as indicated as in indicated chapter 5.1 in belowchapter 5.1 below. 5.1 Overview of Development Resources and Projections by Source 5.1 Overview of Development Resources and Projections by Source (Name(Name of project/Programmes, of project/Programmes, years budgets, years budgets, Source Sourceof funding of funding– GoU, HLG,– GoU, DPs HLG, Off budget, DPs Off Local budget, CSOs, Local Private CSOs, sector, Private Unfunded, sector, Total)Unfunded, Total)

SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL Health 1. Procurement of assorted medical 16,000 PRDP 0 0 0 0 0 16,000 equipment for Kikobe HCII OPD and other health units. 2. Construction of 4-stance lined VIP latrine 20,000 PRDP 0 0 0 0 0 20,000 not emptiable at Abongo HCII. 3. Supply and installation of shelves for DHO 4,000 PRDP 0 0 0 0 0 4,000 stores

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL 4. Rehabilitation and modification of staff 20,000 PRDP 0 0 0 0 0 20,000 houses t provide water borne toilet system at Pakwach HC IV. 5. Construction of 4-stance pour flush toilet at 20,000 PRDP 0 0 0 0 0 20,000 DHO quarters –Nyacara ward Nebbi TC. 6. Supply of 8 fire extinguishers for DHO’s 2,,400 LGMSD 0 0 0 0 0 2,400 office and store. 7. Supply of camera with accessories to DHO 800 LGMSD 0 0 0 0 0 800 store. 8. Supply of video camera with accessories. 1,700 LGMSD 0 0 0 0 0 1,700 9. Fumigation of health units 18,500 LGMSD 0 0 0 0 0 18,500 10. Supply and installation of 4 pieces of steel 4,000 LGMSD 0 0 0 0 0 4,000 burglar proof shutters for DHO store. 11. Completion of a kitchen and a 2-stance 25,000 PHC 0 0 0 0 0 25000 emptiable VIP latrine at Panyigoro HC III. 12. Supply of accessories and installation of 3,750 PRDP 0 0 0 0 0 3,750 10,000 ltrs plastic rain water tank at kituna HC .II,. Water 13. Maintenance of motor vehicle 2,000 DWSDCG 0 0 0 0 0 2,000 Department 14. Maintenance of motor cycles 600 DWSDCG 0 0 0 0 0 600 15. Servicing of computers and accessories 150 DWSDCG 0 0 0 0 0 150 16. Supply of assorted stationeries 3,000 DWSDCG 0 0 0 0 0 3,000 17. Procurement of one unit motor vehicle 130,000 DWSDCG 0 0 0 0 0 130,000 18. Internet monthly subscription 840 DWSDCG 0 0 0 0 0 840 19. Fuel and lubricants- assorted 9,600 DWSDCG 0 0 0 0 0 9,600 20. Rehabilitation of water office toilet 6,000 DWSDCG 0 0 0 0 0 6,000 21. Borehole siting (10) and construction 20,000 DWSDCG 0 0 0 0 0 20,000 supervision. 22. Borehole drilling (10) and construction. 199,500 DWSDCG 0 0 0 0 0 199,500 23. Supply of assorted borehole parts for 40,329 DWSDCG 0 0 0 0 0 40,329 borehole rehabilitation. Planning Unit 24. Rehabilitation of 3 office blocks at Wadelai, 65,000 LGMSD 0 0 0 0 0 65,000 Akworo and Erussi sub-counties. 25. Procurement of 5,000 seedlings 15,000 LGMSD 0 0 0 0 0 15,000

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL 26. Supply of assorted stationery 10,000 PAF 0 0 0 0 0 10,000 27. OBT quarterly report 15,000 N/W 0 0 0 0 0 15,000 28. Production of BFP 12,500 EQ 0 0 0 0 0 12,500 29. Project Monitoring and Evaluation 15,000 PRDP 0 0 0 0 0 15,000 30. Coordination and workshops 5,000 0 5,000 0 0 0 0 5,000 31. Retooling 15,000 LGMS 0 0 0 0 0 15,000 32. Investment Service Cost 9.000 LGMSD 0 0 0 0 0 9,000 33. Capacity building 15,000 LGMSD 0 0 0 0 0 15,000 34. Consumables 5,000 EQ 0 0 0 0 0 5,000 35. TPC monthly meetings 3,000 EQ 0 0 0 0 0 3,000 36. Data collection and analysis 13,000 EQ 0 0 0 0 0 13,000 37. Review of development Planning 5,000 EQ 0 0 0 0 0 5,000 38. Birth and Death Registration (BDR) 60,000 0 0 UNICEF 0 0 0 60,000 39. Integration of Cross-cutting Issues 5,000 EQ 0 0 0 0 0 5,000 Works and 40. Supply of 516 bags (50 kgs) of ordinary 20,640 URF 0 0 0 0 0 20,640 Technical Portland cement. Services 41. Supply of 246 concrete culverts pipes of 61,500 URF 0 0 0 0 0 61,500 600mm 42. Supply of 12 concrete culvert pipes of 3,840 URF 0 0 0 0 0 3,840 900mm 43. Supply of 833 trips of gravels (3.5m3). 37,505.2 URF 0 0 0 0 0 37,505.2 44. Supply of 99 trips of hard core (3.5m3). 6,930 URF 0 0 0 0 0 6,930

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL 45. Supply of 66 trips of black aggregates (7m3) 23,100 URF 0 0 0 0 0 23,100 46. Supply of 66 trips of river sand (3.5m3) 4,620 URF 0 0 0 0 0 4,620 47 Supply of 84,690 litres of fuel- diesel 287,946 URF 0 0 0 0 0 287,946 48 Supply of 1,164 litres of fuel-petrol 4,656 URF 0 0 0 0 0 4,656 49 Supply of fuel (oil and lubricants) 29,260.2 URF 0 0 0 0 0 29,260.2 50 Supply of tyres and tubes 26,000 URF 0 0 0 0 0 26,000 51 Supply of 10 pieces of grader blades. 12,000 URF 0 0 0 0 0 12,000 52 Supply of 57 pieces of blade bolts 285 URF 0 0 0 0 0 285 53 Supply of 4 pieces of bull dozer cutting 5,200 URF 0 0 0 0 0 5,200 edges 54 Supply of 4 pieces of bull dozer end bits 2,000 URF 0 0 0 0 0 2,000 55 Supply of 55 pieces of bull dozer blade bolts 275 URF 0 0 0 0 0 275 56 Supply of inbuilt generator welding plant 4,000 URF 0 0 0 0 0 4,000 3kw-5kw 57 Supply of assorted spanners (tool box) 2,000 URF 0 0 0 0 0 2,000 58 Supply of office furniture (DE’s office) 5,000 URF 0 0 0 0 0 5,000 59 Supply of a digital camera 4,000 URF 0 0 0 0 0 4,000 60 Supply of a laptop computer and (04) back- 2,000 URF 0 0 0 0 0 2,000 up with 1 GB each. 61 Supply of assorted stationery. 4,000 URF 0 0 0 0 0 4,000 Education 62 Construction of a 5-stance lined VIP latrine 21,931.625 SFG 0 0 0 0 0 21,931.625 at Alwi P/S in Alwi S/C.

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL 45. Supply of 66 trips of black aggregates (7m3) 23,100 URF 0 0 0 0 0 23,100 46. Supply of 66 trips of river sand (3.5m3) 4,620 URF 0 0 0 0 0 4,620 47 Supply of 84,690 litres of fuel- diesel 287,946 URF 0 0 0 0 0 287,946 48 Supply of 1,164 litres of fuel-petrol 4,656 URF 0 0 0 0 0 4,656 49 Supply of fuel (oil and lubricants) 29,260.2 URF 0 0 0 0 0 29,260.2 50 Supply of tyres and tubes 26,000 URF 0 0 0 0 0 26,000 51 Supply of 10 pieces of grader blades. 12,000 URF 0 0 0 0 0 12,000 52 Supply of 57 pieces of blade bolts 285 URF 0 0 0 0 0 285 53 Supply of 4 pieces of bull dozer cutting 5,200 URF 0 0 0 0 0 5,200 edges 54 Supply of 4 pieces of bull dozer end bits 2,000 URF 0 0 0 0 0 2,000 55 Supply of 55 pieces of bull dozer blade bolts 275 URF 0 0 0 0 0 275 56 Supply of inbuilt generator welding plant 4,000 URF 0 0 0 0 0 4,000 3kw-5kw 57 Supply of assorted spanners (tool box) 2,000 URF 0 0 0 0 0 2,000 58 Supply of office furniture (DE’s office) 5,000 URF 0 0 0 0 0 5,000 59 Supply of a digital camera 4,000 URF 0 0 0 0 0 4,000 60 Supply of a laptop computer and (04) back- 2,000 URF 0 0 0 0 0 2,000 up with 1 GB each. 61 Supply of assorted stationery. 4,000 URF 0 0 0 0 0 4,000 Education 62 Construction of a 5-stance lined VIP latrine 21,931.625 SFG 0 0 0 0 0 21,931.625 at Alwi P/S in Alwi S/C.

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL 63 Construction of a 5-stance lined VIP latrine 21,931.625 SFG 0 0 0 0 0 21,931.625 at ojinga P/S in Wadelai S/C. 64 Construction of a 5-stance lined VIP latrine 21,931.625 SFG 0 0 0 0 0 21,931.625 at Paten P/S in Wadelai S/C. 65 Construction of a 5-stance lined VIP latrine 21,931.625 SFG 0 0 0 0 0 21,931.625 at Raguka P/S in Parombo S/C 66 Construction of a 5-stance lined VIP latrine 21,931.625 SFG 0 0 0 0 0 21,931.625 at Rero P/S in Akworo S/C. 67 Construction of a 5-stance lined VIP latrine 21,931.625 SFG 0 0 0 0 0 21,931.625 at Oboth P/S in Erussi S/C. 68 Construction of a 5-stance lined VIP latrine 21,931.625 SFG 0 0 0 0 0 21,931.625 at Akanyo P/S in Kucwiny S/C. 69 Construction of a 5-stance Lined VIP latrine 21,931.625 SFG 0 0 0 0 0 21,931.625 in Omoyo P/S in Ndhew S/C. 70 Construction of a 2-classroom block with 54,253 PRDP 0 0 0 0 0 54,253 office and store at Rero P/S in Akworo S/C/ 71 Construction of a 2-classroom block with 54,753 PRDP 0 0 0 0 0 54,753 office and store in Cikitithi P/S in Pakwach S/C. 72 Completion of a 2-classroom block without 26,000 PRDP 0 0 0 0 0 26,000 office at Jukia P/S in Nebbi T.C. 73 Supply of 46 three- seater desks to Asili P/S 8,064 PRDP 0 0 0 0 0 8,064 in Kucwiny S/C. 74 Supply of 28 three –seater desks to Namthin 5,016 SFG 0 0 0 0 0 5,016 P/S in Nebbi TC. 75 Construct of a 4-stance lined VIP latrine at 16,868 SFG 0 0 0 0 0 16,868 Angal-Ayila P/S in Nyaravnur S/C. 76 Construction of a 2-classroom block with 54,253 PRDP 0 0 0 0 0 54,253 office and store Oriwu-Acwera P/S in Erussi S/C. 77 Supply of 42 three-seater desks to Agwok 7,350 LGMSD 0 0 0 0 0 7,350 P/S in Kucwiny S/C. 78 Supply of 42 three-seater desks to Kelle P/S 7,350 LGMSD 0 0 0 0 0 7,350 in Erussi S/C. 79 Supply of 42 three-seater desks to 7,350 LGMSD 0 0 0 0 0 7,350 Nyarundier P/S in Akworo S/C. 80 Supply of 42 three-seater desks to Owiny 7,350 LGMSD 0 0 0 0 0 7350 P/S in Panyango S/C.

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL 81 Supply of 42 three-seater desks to Angal 7,350 LGMSD 0 0 0 0 0 7,350 boys P/S in Nyaravur S/C. 82 Supply of 42 three-seater desks to Ojigo P/S 7,350 LGMSD 0 0 0 0 0 7, 350 in Wadelai S/C. 83 Supply of 2 laptop computers to the District 5,900 LGMSD 0 0 0 0 0 5,900 Education office. 84 Printing PLE Mock Examination to district 8,000 LGMSD 0 0 0 0 0 8,000 education office. 85 Supply of fuel to District education office 22,000 LGMSD 0 0 0 0 0 22,000 Natural 86 Construction of institutional energy saving 5,000 PRDPII 0 0 0 0 0 5,000 Resources cook stove and supply of two saucepans at Erussi secondary school. 87 Supply of 3,400 seedlings of teak species 2,380 PRDPII 0 0 0 0 0 2,380 for restoration of Ora and Namrwodho river banks. 88 Supply of 3,375 tree seedlings of pines 2,700 PAF 0 0 0 0 0 2,700 species for restoration of Ora and Namrwodho. 89 Supply of 4,285 tree seedlings of teak 3,000 LGMSD 0 0 0 0 0 3,000 species to Ojigo,Pacego, and Atego Primary schools. 90 Supply of 1,250 tree seedlings of pines for 1,000 LGMSD 0 0 0 0 0 1,000 Erussi P/S. 91 Supply of assorted stationery 500 PRDP 0 0 0 0 0 500 92 Supply of a laptop computer to Natural Re 1,500 PRDPII 0 0 0 0 0 1,500 sources Office. 93 Supply of a printer to Natural Resources 500 PRDPII 0 0 0 0 0 500 Office 94 Supply of assorted stationery-Natural 1,400 0 LR 0 0 0 0 1,400 Resources. 95 Supply of small office equipments 700 0 LR 0 0 0 0 700 Production 96 Supply of 7,205 of fuel and lubricants. 26,718.612 PMG 0 0 0 0 0 26,718.612 Management Services. 97 Construction of a market shade at Atego 30,000 PRDP 0 0 0 0 0 30,000 auction market.

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL 98 Construction of a 4-store shelves at district 2,500 PMG 0 0 0 0 0 2,500 production office store. 99 Supply of 4 computer toners (IR 1020) and 1,430 PMG 0 0 0 0 0 1,430 53 A to district production office. 100 Supply of a laptop computer. 2,500 PMG 0 0 0 0 0 2,500 101 Maintenance of 8 computer at district 1,570 PMG 0 0 0 0 0 1,570 production office. 102 Supply of 5 vehicle tyres to production 5,000 PMG 0 0 0 0 0 5,000 sector. 103 Maintenance of 8 motor vehicles and motor 8,300 PMG 0 0 0 0 0 8,300 cycles. 104 Supply of assorted stationery. 3,219 PMG 0 0 0 0 0 3,219 105 Supply assorted small office consumables. 300 PMG 0 0 0 0 0 300 106 Supply of soft drinks and other refreshments 300 PMG 0 0 0 0 0 300 for office operations. 107 Supply of air time and radio spots 500 PMG 0 0 0 0 0 500 108 Supply of assorted demonstration 19,214.094 PMG 0 0 0 0 0 19,214.094 equipments to production office. 109 Supply of vermin tails by community to 2,560 PMG 0 0 0 0 0 2,560 vermin control sub-sector. 110 Supply of 562 litres of fuel and lubricants to 1,908 PMG 0 0 0 0 0 1,908 vermin control sub-sector. 111 Supply of assorted stationery to entomology 400 PMG 0 0 0 0 0 400 department. 112 Supply of 4 reams of stationery to vermin 80 PMG 0 0 0 0 0 80 sector. 113 Supply of 2 digital weighing scales. 3,000 LGMSD 0 0 0 0 0 3,000 114 Supply of 01 digital camera. 800 LGMSD 0 0 0 0 0 800 115 Supply of assorted stationery. 600 0 LR 0 0 0 0 600 116 Supply of lubricants and fuel. 4,220 DICOSS 0 0 0 0 0 4,220

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL 117 Radio air time (space). 2,300 DICOSS 0 0 0 0 0 2,300 118 Operations and maintenance of 1,853 DICOSS 0 0 0 0 0 1,853 motorcycles and equipments. Fisheries sub- 119 Supply of 01 outboard boat engine. 10,500 LGMSD 0 0 0 0 0 10,500 sector. 120 Demonstration fish cage establishment in 3,500 LGMSD 0 0 0 0 0 3,500 Wadelai S/C. 121 Construction of one fish pond in Pacaka 900 PMG 0 0 0 0 0 900 Parish in Erussi S/C. 122 Stocking of fish pond in Pacaka Parish- 800 PMG 0 0 0 0 0 800 Erussi 123 Supply of lubricant and fuel –Production 6,000 PMG 0 0 0 0 0 6,000 sector. 124 Supply of computer consumables, toners, 840 PMG 0 0 0 0 0 840 anti-virus, and internet loading services. 125 Supply of stationery- assorted. 80 PMG 0 0 0 0 0 80 Veterinary 126 Supply of 200 vials rabies vaccines. 4,000 PMG 0 0 0 0 0 4,000 sector 127 Supply of 33 new castle disease vaccine. 495 PMG 0 0 0 0 0 495

128 Supply of 25 vials for fowl pox vaccine. 505 PMG 0 0 0 0 0 505 129 Stocking of liquid nitrogen (124) litres. 992 PMG 0 0 0 0 0 992 130 Stocking of semen -198 straws. 990 PMG 0 0 0 0 0 990 131 Supply of 12,185 litres of fuel and lubricants. 7,429 PMG 0 0 0 0 0 7,429 132 Supply of stationery- assorted 730 PMG 0 0 0 0 0 730 133 Refilling of 20 gas cylinders. 2,000 PMG 0 0 0 0 0 2,000 134 Supply of computer consumables( 4 tonner 640 PMG 0 0 0 0 0 640 cartridges). 135 Subscription for internet services. 200 PMG 0 0 0 0 0 20

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL Administration 136 Supply of 01 chess pool emptier. 140,000 PRDPII 0 0 0 0 0 140,000 department 137 Construction of 2-classroom block at Maram 32,756.94 PRDPII 0 0 0 0 0 32,756.94 P/S. 138 Completion of fence at works department. 27,507.06 PRDP II 0 0 0 0 0 27,507.06 139 Rehabilitation of district service commission 10,000 PRDP II 0 0 0 0 0 10,000 offices. 140 Procurement of ICT accessories (wireless 5,000 PRDPII 0 0 0 0 0 5,000 airtime) 141 Supply of 25 pieces of furniture to 15,000 PRDPII 0 0 0 0 0 15,000 administration department. 142 Supply of 2 desktops and 2 laptop 15,000 PRDPII 0 0 0 0 0 15,000 computers and a printer to administration department. 143 Rehabilitation of OPD ward at Kucwiny HC 45,000 PRDP 0 0 0 0 0 45,000 III. 144 Construction of a 4-stance lined VIP latrine 20,000 PRDPII 0 0 0 0 0 20,000 at Kucwiny Health centre III. 145 Rehabilitation of maternity ward at Erussi 35,000 PRDP 0 0 0 0 0 35,000 HCIII. 146 Supply of books and periodicals. 1,000 0 LR 0 0 0 0 1,000 147 Supply of computer supply and accessories. 1,500 0 LR 0 0 0 0 1,500 148 Welfare (refreshment) 500 0 LR 0 0 0 0 500 149 Printing and stationery services. 1,500 0 LR 0 0 0 0 1,500 150 Small office equipments. 1,000 0 LR 0 0 0 0 1,000 151 Computer accessories for HR office 5,000 0 LR 0 0 0 0 5,000 152 Printing photocopying and stationery. 10,000 0 LR 0 0 0 0 10,000 153 Advertising and public relations 8,381.806 0 LR 0 0 0 0 8,381.806 154 Computer accessories and supplies for DIO 1,500 0 LR 0 0 0 0 1,500 office.

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL 155 Small office equipment for DIO office. 500 0 LR 0 0 0 0 500 156 Rent for Panyimur and Parombo town 2,400 0 LR 0 0 0 0 2,400 boards. 157 Photocopy and supply of stationery. 1,000 0 LR 0 0 0 0 1,000 District 158 Computer supplies and IT services 1,500 CG 0 0 0 0 0 1,500 Service Commission 159 Supply of books , periodicals , and news 1,000 CG 0 0 0 0 0 1,000 papers. 160 Operations and maintenance of 1,000 UCG 0 0 0 0 0 1,000 equipments. 161 Telecommunications 1,000 CG 0 0 0 0 0 1,000 162 Supply of stationery to DSC office 2,000 CG 0 0 0 0 0 2,000 163 Supply of small office equipments. 1,000 UCG 0 0 0 0 0 1,000 Finance 164 Accountable stationery 42,868 UN-Cond. 0 0 0 0 0 42,868 Department. 165 Supply of stationery for finance department. 14,672 0 LR 0 0 0 0 14,672 166 Supply of fuel and lubricant for IFMS 13,056 CG 0 0 0 0 0 13,056 operation. 167 Assorted office stationery for IFMS 10,500 CG 0 0 0 0 0 10,500 operation. 168 Supply of fuel and lubricants for finance 12,240 0 LR 0 0 0 0 12,240 vehicle. 169 Supply of metallic open shelf. 2,000 0 LR 0 0 0 0 2,000 Community 170 Supply of FAL- 40 pieces of instructional 1,000 FAL grant 0 0 0 0 0 1,000 Based materials. services 171 Supply of 15 FAL bicycles for instructors. 5,000 LGMSD 0 0 0 0 0 5,000 department 172 Supply of assistive devices for PWDs, 6pcs 5,000 LGMSD 0 0 0 0 0 5,000 of wheel chairs, 10 pcs of elbow crutches and 10 pcs of ,white canes.

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SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N PROGRAMME/PROJECT NAME BUDGET(000’s) GoU HLG BUDGET CSO SECTOR UNFUNDED TOTAL 173 Supply of one refrigerator. 500 0 LR 0 0 0 0 500 Internal Audit 174 Supply of computer accessories and IT 2,700 0 LR 0 0 0 0 2,700 department services for audit 175 Welfare and entertainment 1,000 0 LR 0 0 0 0 1,000 176 Printing and stationery, and photocopying 2,700 E.G 0 0 0 0 0 2,700 and binding. 177 Telecommunications –air time 320 0 LR 0 0 0 0 320 178 Supply of 2,857.1 lrs. Of fuel and lubricant. 10,000 EG. 0 0 0 0 0 10,000 179 Vehicle maintenance. 1,000.258 0 LR 0 0 0 0 1,000.258 Procurement 180 Supply of stationery (75 reams) for tender 1,500 0 LR 0 0 0 0 1,500 and disposal documents. unit. 181 Publish bid document s for displays / 6,000 UCG 0 0 0 0 0 6,000 advertisement. 182 Printing, binding, and photocopying. 1,000 0 LR 0 0 0 0 1,000 183 Installation of anti -virus in three computers. 300 0 LR 0 0 0 0 3,000 184 Supply of small office equiptment. 500 UCG 0 0 0 0 0 500 NDLG Council 185 Computer accessories and IT services 3,000 0 LR 0 0 0 0 3,000 department 186 Books and periodicals. 1,000 0 LR 0 0 0 0 1,000 187 Printing and stationery for council. 3,000 0 LR 0 0 0 0 3,000 188 Supply of small office equipments. 3,500 0 LR 0 0 0 0 3,500 189 Telecommunication (air time, radio 1,000 0 LR 0 0 0 0 1,000 announcement, news papers). 190 Supply of 1,000 litres of fuel and lubricants 4,000 0 LR 0 0 0 0 4,000 for council operations. 191 Vehicle maintenance - council 1,000 0 LR 0 0 0 0 1,000

SOURCE OF FUND YEAR’S DPS OFF LOCAL PRIVATE Department S/N NEBBI PROGRAMME/PROJECT DISTRICT LOCAL GOVERNMENT NAME DEVELOPMENT PLANBUDGET(000’s) FOR 2015/2016 – 2019/2020GoU HLGPage 176BUDGET of 292 CSO SECTOR UNFUNDED TOTAL 192 Advertisement and public relations. 1,000 0 LR 0 0 0 0 1,000

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5.2 Resource Mobilisation Strategy

Introduction

A financing Framework and Resource Mobilization Strategy is a plan that identifies the financial and other resource requirements of an Organization for it to effectively achieve its goals and outlines the actions with respective timescales, that will be implemented to enable the organization realize its resource require- ments. An organization’s resource mobilization Strategy and Plan should, necessarily be properly aligned with its strategic plan, because the reasons for raising the resources are embedded in the Strategic Plan.

5.2.1 Strategies for implementation of the District Fundraising and Resource Plan

Basing on the value of the District unfunded priorities to constitute the basis for the District Fund-raising and the resource mobilization targets and of course keeping in mind the prevailing situation in the district with respect to revenue and resources as articulated in Section 3.0 above, below is the district strategy to meet its revenue and resource targets for the period 2015/16 to 2019/20.

Table 5.1 Strategies for implementing the district fundraising and resource plan

s/n Objective Strategies to achieve identified objectives 1 To raise sufficient revenue to • Prepare and submit funding proposals based on the unfunded District cover the District resource deficit Priorities to Development Partners, notably UNICEF, JICA, Line Minis- required for implementation of the tries, district unfunded Priorities, • Submit some of the unfunded Projects to NGOs operating in the District notably AFARD (a local NGO)

• Strengthen and implement Local Revenue Mobilization actions

• Promote cottage and other industries to promote employment and boost local incomes for taxation 2 To consolidate relationship of the • Strengthen supervision and monitoring of existing Donor supported Pro- District with existing donors and grams development partners through promoting good practices in re- • Recruit, mentor and skill staffs in critical Departments for effective imple- source management and fulfilling mentation of donor supported and other District Programs any other requirements the do- nors may advance, • Encourage organization and participation in Donor interactive fora 3 To widen the donor base to the • Establish an effective and proactive resource mobilization team in the District District, 4 To effectively identify and plan col- • Design and implement a strong Local Revenue Mobilization Plan for the lection of revenues from the pres- District by the entire Budget Desk, not simply the Revenue Officer as is ently existing but underperforming currently the practice Revenue sources 5 To strengthen supervision and • Build capacities of all critical Staff in local revenue planning and admin- monitoring of revenue collection istration and administration at all levels within the District. • Avail increased resources to plan and implement sound Local Revenue enhancement Plans.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 161 CHAPTER SIX: DDP II MONITORING AND EVALUATION STRATEGY

This Development Plan has been formulated based on the aspirations (both short term and long term) of the people of Nebbi district with due regard to the national level strategic direction. The rigorous planning processes involved clearly meant there is need to protect the aspirations of the people so as their efforts are not in vain. This then calls for a comprehensive Monitoring and Evaluation strategy for the plan imple- mentation to ensure firstly, that the projects adopted are implemented in such a manner that the planned outputs and outcomes are met, and secondly the importance of effectiveness and efficiency are stressed and achieved. The Monitoring and Evaluation strategy is not only meant to protect the aspirations of the local population but also to protect the entire District Local Government, Sub County Local Governments, Development Partners who have spent time and resources to ensure the desired services are delivered to the right ben- eficiary communities, at the right time, in the right quality, with right amount of resources and above all, the outputs leads to the desired outcomes and that the goal is actually met. In order to provide for an all-inclusive Monitoring and Evaluation by all actors in the district, the M&E strate- gy has been built on the premises of simplicity for easy participation by all stakeholders but without compro- mising sustainability of the interventions. The strategy seeks to enable stakeholders track implementation and assess performance of their plans. In addition, it helps to build trust and confidence in the system and keeps every player abreast with the general development directions. The M&E strategy shall therefore have the following objectives; • To ensure that activities are implemented as planned • To ensure that the resources that have been mobilized for the implementation of planned activities are not diverted • To ensure that resources are delivered timely for timely implementation • To ensure that activities implemented delivered the right output, and that the outputs resulted into the planned outcomes and that the objectives have been met.

Stakeholders in the M&E strategy

The Monitoring and Evaluation strategy shall involve the following stakeholders who shall play their different roles and responsibilities in the M&E and reporting during and after implementation of development plan; • District Council – through Council meetings, political monitoring and reporting • Sector Committees of the Council – Sectoral Committee meetings, committee reports to Council, political monitoring and reporting • Area Councillors at Sub County and District levels- political monitoring and reporting • District and Sub County TPCs – Technical monitoring and reporting, joint technical and political monitoring. • Local Council Leadership at all levels- political monitoring and reporting, oversight • CSOs, FBOs, PSOs – participation in council and TPC meetings upon being co-opted, taking part in joint monitoring exercises by the technical, political and CSO bodies.

• Community Leaders and the general members of the community- community monitoring and over- sight.

6.1 DDP II Monitoring and Evaluation Matrix

The Monitoring and Evaluation Matrix is a critical tool for the management of overall M&E activities through- out the implementation of the Development Plan. It facilitates the tracking of progress of implementation of the interventions; it tracks whether objectives are being met. The matrix is a guide to all actors on the

162 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 types of data to be collected for effective monitoring and the respective reporting centres for any corrective actions.

6.2 DDP II Monitoring and Evaluation Frameworks

Monitoring and Evaluation of the DDP implementation is the responsibility of the Council who own the development plans and the aspirations therein. This is achieved through the District Executive Committee (DEC) and Sectoral Committees of the Council. On the technical side, the Chief Administrative Officer heads the civil servants and coordinates M&E activities by the technical staff. There are arrangements in place to ensure that M&E is a continuous process and this through allocation of funds for M&E activities by the various actors. It should be noted that M&E does not stop with the political and technical staff but goes beyond to all stakeholders including the civil society and the user communities. The latter have the greatest stake in the interventions within their locality than any other actor since they are the direct beneficiaries of the interventions.

6.2.1 Monitoring and Evaluation Framework

This section outlines the framework for M&E for the implementation and monitoring of the DDP II. The monitoring and reporting levels begin with the community (including various community based management institutional arrangements – LCs, PMCs, WSSCs, HUMCs, SMCs and Religious, Cultural and Opinion leaders. The District Council is the ultimate authority responsible for all programs implemented in the district during the period of plan. They are viz, • District Executive Committee • Standing Committees • CAO • TPC/HoDs • Sub County Councils • STPC • Community Level Stakeholders • CSOs

The Chart below shows the reporting levels in M&E of the DDP II.

FigureFigure 6.1 6.1 InformationInformation flow in the flow DDP IIin M&E the Framework: DDP II M&E Framework:

LC5 Chairperson District Council

District Executive Resident District Commissioners Committee office

District Planning Unit DDPII Quarterly District Planning Unit Review Forum

Directorate Review Council Sector Committee

Sectors … Implementing NGOs/CBO partners

Sub Counties Town Council Resident District Commissioners office

Resources for Monitoring and Evaluation

• PAF Monitoring and Accountability: The district receives releases from the Centre on a quarterly Resourcesbasis to for enable Monitoring monitoring, and Evaluation evaluation and reporting of government expenditures on poverty related conditional grants. This monitoring is mainly done by the technical staff and political team. This includes  PAFthe Monitoring5% PRDP and Accountability5% LGMSD political: The district oversight receives andreleases Multi-sectoral from the Centre monitoring on a quarterly. basis to enable monitoring, evaluation and reporting of government expenditures on poverty related conditional grants. ThisNebbi monitoring District is mainlyLocal Government done by the technicalDevelopment staff Planand politicalFor 2015/2016 team. This – 2019/2020 includes 163 the 5% PRDP and 5% LGMSD political oversight and Multi-sectoral monitoring.

 5% Monitoring under LGMSD, PRDP : Up to 5% of their costs can be incorporated on top of the cost of works to cater for preparation and supervision-related costs

 2% PRDP monitoring by political leaders: 2% provision for monitoring is meant to facilitate the political and administrative leadership to carry out high level monitoring of PRDP interventions on a quarterly basis.

Sector-specific Monitoring and Evaluation

 4% Monitoring under Water and Sanitation Sector : Up to 4% of the conditional grant (this should not to be confused with the 5 % available for overall PAF monitoring) may be budgeted and allocated by the DWO to:

- Effectively monitor water and sanitation activities in the district in an integrated manner;

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• 5% Monitoring under LGMSD, PRDP : Up to 5% of their costs can be incorporated on top of the cost of works to cater for preparation and supervision-related costs • 2% PRDP monitoring by political leaders: 2% provision for monitoring is meant to facilitate the political and administrative leadership to carry out high level monitoring of PRDP interventions on a quarterly basis.

Sector-specific Monitoring and Evaluation

• 4% Monitoring under Water and Sanitation Sector : Up to 4% of the conditional grant (this should not to be confused with the 5 % available for overall PAF monitoring) may be budgeted and allocated by the DWO to: - Effectively monitor water and sanitation activities in the district in an integrated manner; - Effectively supervise NGO and private sector implementation, - Report and account for resources in a timely manner - Maintain and operate office vehicles and motor cycles. - Cover District Water Office operational costs

• Inspection Grant under Education and Sports: School inspection: In order to ensure quality and evaluate performance in education, the Ministry of Education and Sports remits inspection funds to local governments to carry out inspection activities in schools. Inspection is required to be done atleast 3 times in a Financial Year. To further strengthen effectiveness of inspection, the ministry facilitates the D.E.O’s Office to monitor inspection activities to ensure that inspections are done in accordance with the guidelines and work plans, to quality assure the inspection activities, to ensure timely dissemination of inspection reports, accountability and reporting.

• Production and Marketing Grant: The Production and Marketing Sector receives Production and Marketing Grant (PMG) and allocates part of the resources for joint technical and political monitoring and evaluation of sector programmes. However, due to insufficiency of the resources, most of the monitoring activities are carried out by members of the sectoral committee responsible for Production and Marketing and reports are submitted on quarterly basis to the Head of Production and Marketing.

• Health Sector Monitoring Programmes: The Health Sector receives grants under PHC Non-wage towards operations of the District Health Office, Health Sub Districts and Health Units. The Health Sector allocates parts of this fund at their discretion to effect monitoring and evaluation activities in the Health Units and the Sub districts. Other Monitoring and evaluation activities in the Health Sector are implemented using donor funds. Some of the Health Sector donors/donor funded programmes include; the Carter Centre and NTDs/ MOH who both target elimination, prevention and control of NTDs, GAVI targeting immunization (EPI) and UNICEF targeting strengthening of epidemic response. These funds have components for monitor- ing and evaluation and jointly provide a strong framework for M&E under the Health Sector.

• Community Based Services Monitoring and Evaluation Programmes: The Community Based Services sector receives grants from various sources to implement programmes geared towards re- alization of sector goals and objectives. The notable funds/programmes include; SAGE, CDD, FAL, IGA grant for women, Special Grant for PWDs. These grants have components, usually 5% for M&E incorporated in the programmes. Monitoring is done by the department technical and political staff and reports are shared during Quarterly and Annual Review Meetings.

• Community level M&E: On many occasions the communities are not facilitated to monitor develop- ment programmes in their localities but they are obliged by the ownership spirit. Development projects are implemented within the communities and that makes the community members part and parcel of the programmes. A good M&E strategy should be community-centred for effectiveness. There are however frameworks at the community level that includes facility management committees (WUGs, WSSCs, HUMCs, SMCs, PMCs, PICs, etc ) that are tasked with monitoring of projects and they per- form their tasks effectively and report to the communities and the responsible sectors at the Sub County levels or District Departments as the case may provide.

164 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 6.2.2 DDP Progress Reporting

Reporting as stipulated under the various M&E frameworks is two-fold; physical progress reports and bud- get reports. Each funding has a desired specific reporting structure that makes it possible for the tracking of resources (financial accountability) and progress of the interventions. The reports are produced and circulated mostly on quarterly and annual basis. However, the district leadership may require reports from sectors on monthly or as required basis. The following are the framework in place for reporting on progress and finances;

- Quarterly and annual reports submitted to MoFPED and Sector Line Ministries: Sectors that utilize funds remitted by Central Government Ministries and Agencies do produce quarterly and annual physical and financial reports. These reports are simply synthesized and shared by the district leadership. This is applicable to priority sectors (Water, Roads, Health, Education, Production and Marketing Sectors)

- Departmental Reports to Sectoral Committees: Committees of the Council responsible for the sectors receive ad discuss progress of interventions under their sector for further reporting to the full Council.

- PAF Monitoring Reports: there are two types of reports that are generated from PAF monitoring. Firstly, the field monitoring reports from quarterly PAF monitoring activities are prepared and submitted to the DEC for discussion and onward submission to the Council and secondly, the District Planning Unit prepares quarterly/cumulative quarterly PAF monitoring and accountability reports detail- ing funds received and spent and submits to the Centre to pave way for subsequent quarter releases.

- PRDP Quarterly/Cumulative Reports: This involves the progress and accountability reports on all on-going PRDP interventions in the district

- Education Sector Inspection Reports: The education sector Inspection Reports are prepared after every inspection activities to the D.E.O’s office and together with the D.E.O’s follow up on inspection activities reports are submitted to the Directorate of Education Standards.

- PMG quarterly reports to the production office: The committee of Council responsible for pro- duction and marketing is facilitated to carry out monitoring of production and marketing programmes in the district. The reports are submitted to the District Production Office for action and the DPO submits to the Centre as accountability for work and resources.

- Community Based Service Sector Annual and Quarterly Review Meetings: The Community Based Services sector organizes annual and quarterly review meetings with the aim of sharing re- ports from various sector programmes. The reports are shared with staff from the Centre who partic- ipate in the meetings too.

- Parish level progress reports on on-going projects: Under LGMSD programme, parish level staff and political leaders monitor all projects in their area of jurisdiction and fill monitoring reports for submission to the office of the Sub County Chief/Town Clerk. The reports are consolidated into the Sub County/Town Council reports that are submitted to the District.

- Output/Outcome/Impact Monitoring Report Forms: Output/impact progress reports are de- signed to measure ascertain the extent to which an intervention is producing the required output and that the outputs leads to the realization of planned outcomes. It is required that output/impact forms are filled for every project intervention and it accompanies and forms a key part of the accountabilities for the funds spent.

- Inventory of Investments (completed projects): This is a key reporting area as it involves listing all the projects undertaken in a financial year and completed. It gives a feedback to the community, civil society and donors/development partners. All stakeholders are able to tell how much is being done towards the realization of their aspirations and give them more motivation to actively participate and contribute to government programmes

- Quarterly/Annual Report for Community Driven Development: The Office of the DCDO pre- pares on quarterly basis a report on CDD Projects implemented in all sub Counties of the District and submits along with the quarterly accountability report to the MoGLSD. At the end of every financial year, an annual CDD report is prepared and submitted.

- Supervision Reports by engineering staff: Technical supervision reports by the engineering staff

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 165 before, during and after execution of works are key elements of reporting. The reports produced cover both progress and technical engineering aspects of the work. In both cases the reports help steer the works towards realization of the planned output in terms of the technical compliance and progress of implementation.

6.2.3 Joint Annual Review of DDP II: District Physical Performance Report and District Budget Per- formance Reports will be produced annually by the District Planning Unit and shared with different stake- holders on annual basis. This provides an annual review of the progress made towards achievement of the objectives and intervention targets of the Financial Year of the Development Plan under review. This will basically involve review of the performance of the different sectors. The report too shall include an annual assessment of the development performance and contributions of private sectors and non-state actors in the District. The report will be disseminated to the different stakeholders (private sector, civil society, development partners, etc.), through the annual review forum. This will serve as the main monitoring and evaluation, annual feedback from the District to the different stakeholders.

6.2.4 DDP II Mid -term Evaluation: In mid-2017/2018 Financial Year (February 2018), a mid-term review of the District Development Plan shall be carried out to review progress made towards achievement of the objectives and targets of the Development plan having gone half of the plan period. Progress, achievement and challenges encountered in the due course of implementation will be shared with the wider spectrum of stakeholders so that strategies for successful completion of the implementation of the plan are forged. 6.2.5 DDP II End of Term Evaluation: At the end of the implementation period of the District Devel- opment Plan II (end of Financial Year 2019/2020), an evaluation shall be carried out to ascertain the extent to which the planned objectives of the Development Plan have been achieved. Best practices shall be replicated and strategies designed and incorporated in the next Development Plan (District Development Plan III) to realize better results.

6.2.6 Annual Performance reports: In the course of implementation of the DDP II, the district shall adopt a mechanism of annual reporting of plan effective FY 2015/16. The performance of the plan shall be tracked yearly through the Annual report

6.3 DDP II Communication and Feedback Strategy/ Arrangements

It is important to note that this DDP has been formulated using a wide range of consultative processes right from the village level through the district. This implies that it has attracted a great deal of stakeholders at each level who are all interested in knowing the progresses and challenges in the implementation of the plan. In this respect, the district has adopted a two-way communication strategy; firstly, a bottom-up approach as was used in the planning process and so shall be applied in communicating progress of implementation. In this approach, the communities, leaders and CBOs that are involved in monitoring ac- tivities at their various levels shall report their findings to the Sub County or District for appropriate actions, where required. The district, Sub Counties shall, on a regular basis inform the rest of the stakeholders on the progress of implementation of the plans. This will provide the stimuli to continue owning and contribut- ing towards development plans or programmes by the communities and other stakeholders. It will further energize the stakeholders (including LLGs, CSOs and community members) to know and play their roles in implementation, monitoring and evaluation and it will strengthen the relationship between the different stakeholders mentioned.

The strategy for communication and feedback in this plan seeks to conserve and promote the core values of effective community participation, accountability and transparency, equity in service delivery and strength- ening public ownership of government programmes. It is hoped that if this strategy is applied, stakeholders in the DDP will be adequately informed and mobilized to comply with the overall objectives, targeted long term outcomes and strategic directions of the district. Above all, the communities will be able to contribute to the long term aspirations of the country enshrined in the vision 2040 because of the intricate relationship between the DDP and the NDP. In an effort to disseminate, popularize and enhance stakeholders’ participation in the implementation of this DDP, feedback about implementations, achievements and challenges, the council will use multimedia approach as highlighted herein this communication strategy. The communication strategy also highlights and addresses possible communication issues and constraints in regard to this development plan.

Desired results

. 80 percent of the District population is aware and informed of the district development plans

166 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 . 90 percent of the District population participates in the implementation of the District Development Plan. . All development partners implement their intervention in line with the District Development Plan . 80 percent of the population and stakeholders are aware and informed of the implementation of district development plan

Communication mix

The District will upon approval of the District Development Plan by the Council, print and disseminate copies of the plan to all implementing partners at all levels. These will involve the Central Government Agencies such as the National Planning Authority (NPA) and Government Ministries. All the Departments at the dis- trict levels will be availed with copies. Other copies will be given to the Lower Local Governments, the devel- opment partners in the districts i.e. the Non-Governmental Organizations (NGOs) and Civil Society Orga- nizations (CSOs) especially the media – Radio Paidha, Pakwach Fm, Radio Maria, Christ the King Fm and Rainbow Radio. Further dissemination and communication of the implementation of the Development Plan will be done through; Public relations channels to ensure that content of the development plan reach the stakeholders and beneficiaries. These will include but not limited to events/stunts, conferences/workshops/ seminars and community meetings. Others forum will include public sensitization (Community barazaars, community outreaches targeting the LCI, LCII, community meeting), calendars, Public Library, Information Resource Centre, press briefings. The community barazaars and production of the calendars will be done annually. Meeting with LCs will be once a year at the sub county level. Access to the public library and the information resource centre will be on all working days throughout the year. Press conferences and brief will be on a monthly basis. The community barazaars will be done in partnership with the Office of the Prime Minister, Office of the Resident District Commissioner, the District Chairperson. The initiative will also involve the Chief Administrative Officer, Heads of Directorates and Departments. The press conferences, information resource centre and production of calendars will be coordinated by information and public rela- tions unit as the public library is managed by Nebbi municipal. Meeting with LCs will be through the Heads of Directorates and Departments, political leaders both at the district and the sub county levels, Community Development Officers. The community meeting will be done by the district political leaders; District Chair- person, Councilors, Heads of Directorates and Departments, Community Development Officer. The LC I, II and sub county political leaders will also key in reaching the community through community meetings.

The district will also post section of the plan as well as progress of implementation on the Public notice boards especially at the district headquarters, lower local governments and the parishes. This will be done quarterly. Other postings will be done online through the district website which can be accessed on www. nebbi.go.ug. The posting allow the public to access copies of both the development plan as well as report of progress of implementation which will be updated on a quarterly basis. The posting will be done all the Directorates and Departments, sub counties while the website is managed and maintained by Information and Communication Unit. Further options of creating awareness and informing the public of the implementation progress of the devel- opment plan will be through the print media especially through supplements, pullouts, advertorials, strips, radio programmes (talk shows) and documentaries. The supplements and talk shows will be done annually and quarterly respectively. Other channels will include brochures, fliers, leaflets and quarterly news letters. The publication of IECs will be coordinated by Information and Communication Unit and publications will in national news papers of the new vision, monitor and red pepper. The talk shows will involve the political leaders; the District Chairpersons, Resident District Commissioner, District Executives, Chief Administrative Officer, all heads of directorates and directorates.

The progress of this development plan with also be communicated through reports that the chief adminis- trative officer will be responsible for. This will include the quarterly reports (OBT) submitted to the ministry of finance, planning and economic development. Other reports will be the sector specifics submitted to dif- ferent Ministries, Departments and Agencies. The progress will also be submitted to council through routine standing committee reports and council report that the Clerk to Council with responsible for.

The non state actors such as the NGOs, CSOs and the media will also be crucial in the dissemination and reporting of the progress of this DDP. The media will be key in reporting the progress of this DDP through their routine bulletins, press briefs and conferences. The media will also provide opportunity through the

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 167 provision of airtime for radio and television programmes through the free government airtime. The NGOs are expected to inform and educate the populace through their routine interaction with the community through their activities and community involvements. They are also expected to contribute through their radio programmes and other communication channels

The district will provide and receive feedback to and from stakeholders and beneficiaries through a number of channels which among others include annual budget conference, radio programmes such as talk shows and quarterly committee meetings which will be conducted in frequencies as highlighted about. Other chan- nels of feedback will be the council meetings, mid-term implementation review of the development plan; district quarterly and performance reports published in information resource center/public libraries. Other feedback will be provided through the District Local Government State of the district affairs as well as be district stakeholders meetings, district budget framework paper and suggestion boxes. Feedback shall also be exchanged online through district website.

Key messages

. The theme of the development plan, vision, mission and goal. . The district development plan will focus on increasing household incomes and promote equity through support of households with IGAs. . As in the development plan, the district will focus on increasing access to quality social services through construction and rehabilitation of schools, health facilities, roads and water. . The development plan will in the five years address the issue quality of economic infrastructure in terms of market facilities, rural electrification. . The district development plan will address the issue of public private partnership and local economic development (LED).

In communicating the messages in the district development plan, the messages should be able to command attention, care to the heart and the head, clear, communicate benefit, create trust, call for action and should be consistent. The messages should present the values of the district correctly. The messages should be passionate and show enthusiasm, optimistic in that it should be positive and forward looking, inspirational in that it will move someone to take action. The messages should be challenging by confronting the issues, credible for the audience to believe. The messages should also be accountable by demonstrating honesty and trustworthiness. The messages should also be delivering results by showing what has been achieved.

Effective communication of this development plan and district intervention will improve and strengthen pub- lic accountability and transparency. This will build public trust and enhance community participation in the planning and implementation of the inventions in the plan which will in turn contribute to the achievement of the vision, mission and objectives of the district highlighted in this plan. The public will also be well informed of the district inventions.

168 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020

6.4 LGDP Monitoring and Evaluation Matrix

Specific Strategy Intervention output indication Baseline Data Frequenc Resource Reporting Responsi objective collection y s and bility Method Feedback Centre

To increase the Promote use of Supply of 200 banana 200 banana No. of banana 100 Reports Annual Finances, Project/Activ DAO proportion of improved tissue culture tissues supplied issues supplied, Personnel ity reports farm agricultural resistant to banana to farmers No. of farmers Quarterly, households technologies fusarium wilt received banana Annual accessing issues improved Provision of improved Improved crop Quantity of crop 12,199 Reports Annual Finances, Project/Activ DAO agricultural crop varieties, varieties, varieties, animal Personnel ity reports DVO production livestock breeds and animal breed breeds and fish Quarterly, DFO technologies fish – coffee, tea, and fish supplied; No, of Annual for increased cassava, Irish provided to HHs receiving food and potatoes, Rice, Palm households improved nutrition Oil, Citrus, Mangoes, varieties and security and maize, beans breeds of crops, income from livestock and fish 15% to 50% from Establishment of Model small No. of irrigation 0 Reports Annual Finances, Project/Activ DAO 2015/2016 to model small scale scale irrigation systems Personnel ity reports 2019/2020 irrigation systems – systems established Quarterly, River Oraa, established on Annual Namrwondhu, Alala, river Oraa, Nyacara and Namthin Namrwondhu, Alala, Nyacara and Namthin Train 100 100 No. of animal 20 Reports Annual Finances, Project/Activ DAO farmers/animal farmers/animal traction units Personnel ity reports traction units traction units trained; No. Quarterly, trained of farmers trained Annual 20 cows No. of cows 0 Reports Annual Finances, Project/Activ DAO Insemination of 20 inseminated inseminated Personnel ity reports Cows in Erussi, Quarterly, Ndhew, Nebbi and Annual Nebbi TC Provision of 647 647 cattle No. of cattle Reports Annual Finances, Project/Activ DVO cattle (Heifers & provided to provided to HHs Personnel ity reports Bulls) to selected selected HHs Quarterly, beneficiaries Annual

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Specific Strategy Intervention output indication Baseline Data Frequenc Resource Reporting Responsi objective collection y s and bility Method Feedback Centre

Strengthen Carry out inspection, Inspection, No. of inspection 0 Reports Annual Finances, Project/Activ DAO certification and certification and certification and visits conducted Personnel ity reports inspection of agro quality assurance of quality Quarterly, input dealers seeds, agrochemicals assurance of Annual and plant and plant agrochemicals products and plant products conducted To increase the Support farmer Create awareness 150 farmers No. of farmers 0 Reports Annual Finances, Project/Activ DAO proportion of trainings and among farmers on rained on soil trained Personnel ity reports farm demonstrations soil and water and water Quarterly, households conservation conservation Annual accessing 150 farmers No. of farmers 0 Reports Annual Finances, Project/Activ DAO agricultural Train farmers on trained on trained Personnel ity reports advisory simple irrigation simple irrigation Quarterly, services for practices in all 15 practices Annual increased food LLGs and income Sensitization of 60 farmers No. of farmers 0 Reports Annual Finances, Project/Activ DAO security and farmers on BBW sensitized on sensitized Personnel ity reports nutrition from the control of Quarterly, 20% to 60% by BBW Annual 2019/2020 Establish 5 demonstration No. of demo. 5 Reports Annual Finances, Project/Activ DAO demonstration sites sites sites established Personnel ity reports for training on control established for Quarterly, of fruit flies in control of fruit Annual Mangoes and flies in Oranges mangoes and oranges Farmers No. of HHs 0 Reports Annual Finances, Project/Activ DAO Introduce farmers to introduced to growing nutrient Personnel ity reports the growing of the growing of dense foods Quarterly, nutrient dense food nutrient dense Annual such as orange foods fleshed potatoes Train extension Extension No. of extension 0 Reports Annual Finances, Project/Activ DPC workers on nutrition - workers trained workers trained in Personnel ity reports education & on nutrition nutrition - Quarterly, programming education and education and Annual programming programming

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Specific Strategy Intervention output indication Baseline Data Frequenc Resource Reporting Responsi objective collection y s and bility Method Feedback Centre

60 farmers No. of farmers 0 Reports Annual Finances, Project/Activ DVO Training for 60 trained on trained Personnel ity reports farmers on pasture pasture Quarterly, improvement and improvement Annual conservation in Nebbi and Pakwach Sensitization of 450 450 poultry No. of farmers 0 Reports Annual Finances, Project/Activ DVO poultry farmers on farmers sensitized Personnel ity reports modified technology sensitized on Quarterly, in local poultry modified Annual husbandry technology in local poultry husbandry Establishment of a District farm One DFI 0 Reports Annual Finances, Project/Activ DPC district farm institute institute established Personnel ity reports (DATIC) established Quarterly, Annual Construction of 5 5 demonstration No. of 1 Reports Annual Finances, Project/Activ DFO demonstration fish fish cages demonstration Personnel ity reports cages in the Sub constructed fish cages Quarterly, counties of Panyimur, constructed Annual Pakwach, Pakwach TC, Panyango and Wadela Construction and 5 demonstration No. of 1 Reports Annual Finances, Project/Activ DFO stocking of 5 fish ponds demonstration Personnel ity reports demonstration fish constructed fish ponds Quarterly, ponds in Erussi, constructed Annual Ndhew and Nebbi Sub counties Educating 56 BMUs 56 BMUs No. of BMUs 0 Reports Annual Finances, Project/Activ DFO on best practices in educated on educated on fish Personnel ity reports fish quality assurance best practices quality assurance Quarterly, in fish quality Annual assurance Training on best 11 fish farmer No. of farmer 2 Reports Annual Finances, Project/Activ DFO practices in cage and groups trained groups trained on Personnel ity reports fish pond on fish fish management Quarterly, management management Annual conducted for 11 fish farmers groups

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Specific Strategy Intervention output indication Baseline Data Frequenc Resource Reporting Responsi objective collection y s and bility Method Feedback Centre

Provide Supply of assorted Assorted No. of demo. 0 Reports Annual Finances, Project/Activ DPC necessary demonstration and demonstration equipment Personnel ity reports logistics for laboratory equipment equipment supplied Quarterly, agricultural supplied Annual extension Procurement of One motorcycle No. motorcycles 0 Reports Annual Finances, Project/Activ DPC services motorcycle procured procured Personnel ity reports Quarterly, Annual Procurement of Laptop No. of laptops 0 Reports Annual Finances, Project/Activ DPC laptop computers computers procured Personnel ity reports procured Quarterly, Annual To increase the Increase Train livestock 300 livestock No. of farmers 1 Reports Annual Finances, Project/Activ DAO proportion of awareness and farmers on farmers trained trained Personnel ity reports livestock mobilization of management of major om mgt of Quarterly, vaccinated community for livestock and poultry major diseases Annual against major vaccination diseases animal services diseases by Provide Vaccination of 3,000 3,000 dogs and No. of dogs and 0 Reports Annual Finances, Project/Activ DVO 15% by vaccination dogs and cats against cats vaccinated cats vaccinated Personnel ity reports 2019/2020 services for rabies in all 15 LLGs against rabies Quarterly, animal vector and Annual disease control 20,000 poultry No. of poultry 2000 Reports Annual Finances, Project/Activ DVO Vaccination of 20,000 vaccinated vaccinated NCD Personnel ity reports poultry against NCD against fowl pox and fowl pox Quarterly, and fowl Pox in all 15 Annual LLGs Construction of 20 Cattle crushes No. of cattle 1 Reports Annual Finances, Project/Activ DVO permanent cattle constructed in crushes Personnel ity reports crushes in the LLGs LLGs constructed Quarterly, Annual Construction of 3 Three No. of cattle dips 0 Reports Annual Finances, Project/Activ DVO communal Cattle dips communal constructed Personnel ity reports (Panyimur, Kucwiny, cattle dips Quarterly, Parombo) constructed Annual To promote the Strengthen Sensitization of 300 300 farmers No. of farmers 0 Reports Annual Finances, Project/Activ use of crop capacity for pest farmers on major sensitized on sensitized on pest Personnel ity reports pests and and disease crop pests and major pests and and diseases Quarterly, disease control control diseases in all 15 diseases Annual technology in LLGs DAO

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Specific Strategy Intervention output indication Baseline Data Frequenc Resource Reporting Responsi objective collection y s and bility Method Feedback Centre

30% of farm Sensitize 60 farmers 60 farmers No. of farmers 0 Reports Annual Finances, Project/Activ households by on control of major sensitized on sensitized of Personnel ity reports 2019/2020 Banana pests and the control of BBW Quarterly, diseases BBW Annual

To reduce Strength capacity Conduct quarterly Patrols No. of patrol 0 Reports Annual Finances, Project/Activ DFO fishing for enforcing patrol operations in conducted operations Personnel ity reports malpractices fisheries laws and Panyimur, Pakwach quarterly in conducted Quarterly, from 50.2% to regulation SC, Pakwach TC, Panyimur, Annual 40% by Panyango and Wadelai, 2019/2020 Wadelai Panyango and Pakwach SC Supply and One motor boat No. of motor boat 0 Reports Annual Finances, Project/Activ DFO maintenance of 1 – engine engines procured Personnel ity reports 15 HP motor boat procured Quarterly, engine at Panyimur Annual Inspections of 56 56 BMUs and No. of BMUs and 0 Reports Annual Finances, Project/Activ DFO BMUs and 4 markets markets markets Personnel ity reports in Panyimur, inspected inspected Quarterly, Pakwach SC, Annual Pakwach TC, Panyango and Wadelai for compliance to fisheries regulations Support Election and Elections and No. of BMUs that 0 Reports Annual Finances, Project/Activ DFO community induction of BMU inductions conducted Personnel ity reports involvement in leaders in 56 BMUs conducted in 56 election and were Quarterly, fisheries resource in Panyimur, BMUs inducted Annual management Pakwach SC, Pakwach TC, Panyango and Wadelai Formulation of an Fisheries A fisheries Nil Reports Annual Finances, Project/Activ DFO ecosystem-based management management plan Personnel ity reports fisheries plan formulated formulated Quarterly, management plan for Annual Nebbi district

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Specific Strategy Intervention output indication Baseline Data Frequenc Resource Reporting Responsi objective collection y s and bility Method Feedback Centre

To contribute to Ensure Establishment of a Fruit factory A fruit factory 0 Reports Annual Finances, Project/Activ DPC increasing development of fruit factory established established Personnel ity reports business physical Quarterly, competitivenes agricultural Annual s and income marketing and Establish of slaughter 10 slaughter No. of slaughter 0 Reports Annual Finances, Project/Activ DVO of MSME value addition slabs at rural growth slabs slabs established Personnel ity reports entrepreneurs infrastructure centres established at at rural growth Quarterly, and their rural growth centres Annual employees centres Development of fish 5 fish handling No. of fish 0 Reports Annual Finances, Project/Activ DFO handling and storage and storage handling and Personnel ity reports facilities at 5 landing facilities storage facilities Quarterly, sites and 1 markets developed developed Annual Development of cold 5 cold chain No. of cold chain 0 Reports Annual Finances, Project/Activ DFO chain facilities at 5 facilities facilities Personnel ity reports fish landing sites developed developed Quarterly, Annual Provision of 5 5 machinery for No. of on farm 0 Reports Annual Finances, Project/Activ DFO machinery for on farm on farm feed machinery Personnel ity reports production of quality production of provided Quarterly, farm fish feeds feeds provide Annual Development of 4 market No. of market 2 Reports Annual Finances, Project/Activ DPC marketing shades and shades and stalls Personnel ity reports infrastructures stalls constructed Quarterly, (market stalls and constructed at Annual shades) at 4 rural RGC growth centres Development of 2 2 border No. of border 0 Reports Annual Finances, Project/Activ DPC border markets in markets markets Personnel ity reports Akworo/Parombo and developed developed Quarterly, Nebbi (Goli) Annual To increase the Establish a system A system for A system for Nil Reports Annual Finances, Project/Activ DCO access to for routine collection routine routine collection Personnel ity reports commercial and and dissemination collection and and Quarterly, business market information dissemination dissemination of Annual extension of market market services information information established established

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Specific Strategy Intervention output indication Baseline Data Frequenc Resource Reporting Responsi objective collection y s and bility Method Feedback Centre

Conduct 5 Trade and Trade and No. of trade and 2 Reports Finances, Project/Activ DCO investment investment investment Personnel ity reports conference for 150 conference conferences Quarterly, people conducted conducted Annual Supervision, Cooperative No .of 2 Reports Finances, Project/Activ DCO mentoring and boards cooperative Personnel ity reports training of supervised and boards Quarterly, cooperative board mentored supervised and Annual members mentored To promote Development of 3 3 commodity No. of commodity 1 Reports Annual Finances, Project/Activ DCO private sector commodity specific producer producer groups Personnel ity reports investments in producer groups for groups established Quarterly, the sector of joint marketing established Annual trade, tourism, industry and Training and Informal micro No. of small and 4 Reports Annual Finances, Project/Activ DCO cooperatives mentoring informal and small micro Personnel ity reports micro and small entrepreneurs entrepreneurs Quarterly, entrepreneurs in trained and trained and Annual micro mentored mentored entrepreneurship skills Capacity Capacity of No. of local 0 Reports Annual Finances, Project/Activ DCO development and local artisans artisan attending Personnel ity reports promotion of local and agro capacity building Quarterly, artisans and agro processing programmes Annual processing facilities facilities built Linking SMEs and SMEs and No. of SMEs and 0 Reports Annual Finances, Project/Activ DCO Agribusiness agribusiness agribusiness Personnel ity reports enterprises to UEPB enterprises linked to UEPB Quarterly, linked to UEPB Annual Mainstreaming Tourism Tourism issues Nil Reports Annual Finances, Project/Activ DCO tourism activities into mainstreamed reflected in the Personnel ity reports HLG and LLG in HLG and HLG and LLG Quarterly, development plan LLG development Annual development plans plans  To monitor  Computing Go Back to School 60 institutions Monitoring 75% Physical Termly Fuel, Quarterly DEO school percentage of Campaigns (GBS). per term. Reports Attendance. Head Count Funds, Reports to attendance daily attendance. produced. Transport Committee of both  To track school means, of Social attendance of Stationery Service,

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Specific Strategy Intervention output indication Baseline Data Frequenc Resource Reporting Responsi objective collection y s and bility Method Feedback Centre

teachers and both teachers Post learners and learners Observation  Conference s with school stake holders. To monitor Site visits and Summoning 4 sites quarterly Site visit Reports 4 projects Use of Quarterly Fuel, Quarterly DEO constructio meetings. contractors to discuss produced. documentar Funds, Reports to n projects quality & work pace. y/photos Transport Committee means, of Social Stationery Service, Cameras. Post Observation site meetings.  To Monitoring Refresher courses for 60 schools Monitoring 50% Analysis of Termly Fuel, Post monit learning Teachers. visited. Reports Curriculum Schemes of Funds, Observation or achievement produced. coverage. Work, Transport conferences teach Lesson means, . ing Plans and Stationery and learners Cameras. learni exercise ng books.

 To Dissemination of Training Games and 166 Games Training Reports, 80 trained Use of Termly Fuel, Speeches DSO monitor Games & Sports sports teachers. Teachers number of teacher. documentar Funds, during pupils Calendar. trained. schools y/photos Transport officiation participation participating in means, in coo Games and Stationery curricular sports. activities

 To Dissemination on Construction VIP 25 Latrine Number of VIP 73:1 Use of EMIS Annually. Fuel, Quarterly DEO/DIS assess guidelines on latrines and stances Latrines Stances data forms Funds, Reports to the school sanitation. washrooms. constructed and washrooms Transport Committee status of annually. Constructed. means, of Social health Stationery Service, and . Post sanitatio Observation n in Conference schools s with school

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Specific Strategy Intervention output indication Baseline Data Frequenc Resource Reporting Responsi objective collection y s and bility Method Feedback Centre

stake holders.  To check Appointment of Orientation 1992 SMCs Attendance list 600 SMCs Registration Bi-annual. Fuel, Training DEO/SEO functional new SMCs. workshops for SMCs trainned/Inducte and Report. trained. list. Funds, Report. ity of and PTAs. d. Transport school means, Manage Stationery ment . Committe e and PTA in schools  To Audit school Training on Financial 166 Head Number of Head 166 Head Registration Bi-annual. Fuel, Training DEO/SEO monitor accountabilities. Management teachers Teachers Teachers list for Funds, Report. complianc Trained. Trained. Trained. training and Transport e to UPE, Audit means, USE and Reports. Stationery UPOLET . financial guideline  To CDRM Mapping. Hold Stake holder 2 meetings Minutes of One Mapping Bi-annual. Fuel, CDRM DEO monitor meetings on CDRM held. meetings held. meeting disaster Funds, assessment Response held. prone Transport Reports. to areas. means, Conflict, Stationery Disaster . and Risc Managem ent (CDRM) in schools  To District/sub- School Gardening School Number of 100 schools Progress Termly Fuel, Nutrition SEO monitor County Nutrition projects, PTA Gardening schools with Reports per Funds, Committee implemen Coordination meetings to address projects, School Gardening school Transport Reports. tation of Committee school feeding established in projects, means, Uganda (DNCC/SNCC) programs. 166 schools Stationery Nutrition Meetings . Action Plan (UNAP) in schools.

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 To Dissemination on Hold Stake holder 2 meetings Number of One Mapping Bi-annual. Fuel, Reports on DEO monitor concept of meetings on effects held. meetings held. meeting disaster Funds, the response Climate Change. and Response to held. prone Transport Response to to climate Climate Change. areas. means, Climate change in Stationery Change.. schools. .  To Disseminate the Care/Meetings on 2 meetings Number of One Use TAG Bi-annual. Fuel, Quarterly SEO monitor HIV/AIDS HIV/AIDS workplace held. meetings held. meeting members Funds, meeting with HIV/AIDS workplace Policy. Policy & mitigation held. Transport TAG mitigation measures. means, members. measures Stationery . Cameras.  To Mapping schools  Deploy Teachers 80 SNE Number of 3 Schools Inspection Termly. Fuel, Reports on DIS monitor with SNE with SNE Back Teachers Teachers Reports. Funds, implementat implemen Learners. ground. Trained. Trained. Transport ion of tation of  Training SNE means, inclusive inclusive Teachers Stationery Education Education . in schools.  To  Computing Deployment of At least one Staff List 21% Physical Termly Fuel, Quarterly DEO monitor percentage of Female Teachers in Female Female Head Count Funds, Reports to implemen female and male Every School. Teacher Teachers on Transport Committee tation of teachers & Deployed in ground. means, of Social Gender Learners on every school Stationery Service. Responsi ground. . ve  To track Education number of . male and Female teachers and learners  Affirmative Action to Recruit Female Teachers.

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To acquire Placement of advertising for Works,supplies Works being N/A N/A 4 times a Finance, MOLG,PPD - works,supplies advert works,services and and services implemented,sup year internet A,MoFP&E Accountin and services in supplies in acquired plies being services,t D and g Officer a timely newspapers delivered oner and Council -Contracts manner paper Committe e -The senior Procurem ent Officer To ensure that Internalizing the -placing tender All lawful Writing letters to N/A N/A Dependin Papers,to MOLG,PPD all lawful Acts,Regulations advert,clearence of decision by the suppliers,users g on the ner and A,MoFP&E -The decision by the and Guidance contracts by CC are communicating submissio finance D and senior CC are SG,display of the list implemented the decision of ns made Council Procurem implemented of BEB the CC ent Officer

To enhance the Organizing -Meetings conducted meetings by CC At least 16 N/A 16 times a Members MOLG,PPD Secretary CC members meetings -CC members are conducted mandatory year of A,MoFP&E contracts and conduct paid allowance meetings by CC N/A CC,financ D and committee meetings conducted e,statione Council ry To ensure that Creating a list Maintenance of the data base for Opening and N/A N/A Based on Computer MOLG,PPD -The senior data base for using word data base the service checking the list the entry ,toner,po A,MoFP&E Procurem the service access,excell and management system providers are of providers on submissio wer and D and ent Officer providers are others created pcs n the Council - created human Procurem ent resource Officer, -APO To make sure preparation of -early preparation of Approved -Copies of the N/A N/A After Papers,to MOLG,PPD - that approved contract contract documents contract contract issued to successfu ner A,MoFP&E Accountin contracts are documents -signatures are documents the providers, l display finance,co D and g Officer issued timely appended early issued timely users and others of BEB mputer Council -The enough kept in the notice and senior archives human Procurem resource ent Officer To ensure that Sensitization of -Advert be made transparency,ac All bidders and N/A N/A As and human MOLG,PPD All there is the public on known to every body countability and the general when resource A,MoFP&E procurem transparency, ethical issues - bid opening should value for money members of the required D and ent staff accountability be done openly not in achieved public are aware Council and value for hidding of the bid money oportunities procurement

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 To Dissemination on Hold Stake holder 2 meetings Number of One Mapping Bi-annual. Fuel, Reports on DEO monitor concept of meetings on effects held. meetings held. meeting disaster Funds, the response Climate Change. and Response to held. prone Transport Response to to climate Climate Change. areas. means, Climate change in Stationery Change.. schools. .  To Disseminate the Care/Meetings on 2 meetings Number of One Use TAG Bi-annual. Fuel, Quarterly SEO monitor HIV/AIDS HIV/AIDS workplace held. meetings held. meeting members Funds, meeting with HIV/AIDS workplace Policy. Policy & mitigation held. Transport TAG mitigation measures. means, members. measures Stationery . Cameras.  To Mapping schools  Deploy Teachers 80 SNE Number of 3 Schools Inspection Termly. Fuel, Reports on DIS monitor with SNE with SNE Back Teachers Teachers Reports. Funds, implementat implemen Learners. ground. Trained. Trained. Transport ion of tation of  Training SNE means, inclusive inclusive Teachers Stationery Education Education . in schools.  To  Computing Deployment of At least one Staff List 21% Physical Termly Fuel, Quarterly DEO monitor percentage of Female Teachers in Female Female Head Count Funds, Reports to implemen female and male Every School. Teacher Teachers on Transport Committee tation of teachers & Deployed in ground. means, of Social Gender Learners on every school Stationery Service. Responsi ground. . ve  To track Education number of . male and Female teachers and learners  Affirmative Action to Recruit Female Teachers.

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Specific Strategy Intervention output indication Baseline Data Frequenc Resource Reporting Responsi objective collection y s and bility Method Feedback Centre

To acquire Placement of advertising for Works,supplies Works being N/A N/A 4 times a Finance, MOLG,PPD - works,supplies advert works,services and and services implemented,sup year internet A,MoFP&E Accountin and services in supplies in acquired plies being services,t D and g Officer a timely newspapers delivered oner and Council -Contracts manner paper Committe e -The senior Procurem ent Officer To ensure that Internalizing the -placing tender All lawful Writing letters to N/A N/A Dependin Papers,to MOLG,PPD all lawful Acts,Regulations advert,clearence of decision by the suppliers,users g on the ner and A,MoFP&E -The decision by the and Guidance contracts by CC are communicating submissio finance D and senior CC are SG,display of the list implemented the decision of ns made Council Procurem implemented of BEB the CC ent Officer

To enhance the Organizing -Meetings conducted meetings by CC At least 16 N/A 16 times a Members MOLG,PPD Secretary CC members meetings -CC members are conducted mandatory year of A,MoFP&E contracts and conduct paid allowance meetings by CC N/A CC,financ D and committee meetings conducted e,statione Council ry To ensure that Creating a list Maintenance of the data base for Opening and N/A N/A Based on Computer MOLG,PPD -The senior data base for using word data base the service checking the list the entry ,toner,po A,MoFP&E Procurem the service access,excell and management system providers are of providers on submissio wer and D and ent Officer providers are others created pcs n the Council - created human Procurem ent resource Officer, -APO To make sure preparation of -early preparation of Approved -Copies of the N/A N/A After Papers,to MOLG,PPD - that approved contract contract documents contract contract issued to successfu ner A,MoFP&E Accountin contracts are documents -signatures are documents the providers, l display finance,co D and g Officer issued timely appended early issued timely users and others of BEB mputer Council -The enough kept in the notice and senior archives human Procurem resource ent Officer To ensure that Sensitization of -Advert be made transparency,ac All bidders and N/A N/A As and human MOLG,PPD All there is the public on known to every body countability and the general when resource A,MoFP&E procurem transparency, ethical issues - bid opening should value for money members of the required D and ent staff accountability be done openly not in achieved public are aware Council and value for hidding of the bid money oportunities procurement

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Monitoring of To identify risks review and evaluate Risks profiling High, medium or Control Internal Every Staffing, internal control and controls, the likely impact of the report low risks and environmen control audit budget, monitor their risks and controls strong or weak t, Volume or questionnair assignme transport operation and identified, monitor internal controls value of es, inquires nt and recommend their operation, transactions and equipmen improvements recommend , relative observation t improvements and complexity rate the audit risks or sensitivity of the systems and potential for reputation damage

Examination of To identify Substantive testing of Quarterly Errors, omissions Accounting Vouching, quarterly Staffing, financial and measure, classify transactions, internal audit and or books/ re- budget, operating transactions balances and report irregularities documents computation transport information procedures , inspection, and observation, equipmen inquiry, t tracing and Review of the To determine how Analyze, evaluate and Value for money Defective or Ideal Document quarterly Staffing, economy, resources are review evidence and appraisal shoddy work, no situation review, budget, efficiency and allocated and against criteria report conformance to interviews, transport effectiveness of used specification/ confirmation and operations order, in , inspection/ equipmen including non- appropriate observation t financial design and and controls of an irregular payment questionnair entity. e

Review of To ascertain Perform comparative Quarterly Over Constitution Document quarterly Staffing, compliance deviations from tests with the existing internal audit expenditures and , Local review budget, with laws, the normal regulatory report frequent vote Governmen transport regulations and instruments exhaustion t ACT, and other external LGFARs, equipmen requirements Accounting t and with manual, management Procuremen policies and t ACT directives and

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other internal requirements.

To ensure Capacity building Recruitment Community Number of 36 Capacity Annually Financial Reporting to District sufficient for the sector Development Community needs the District Service staffing levels in Worker’s Development assessment Human Council and Commissi community recruited Worker’s from to the on based services recruited Material Ministry of to effectively Gender, implement and Labour and deliver its Social mission Developmen programs t activities To promote Community Community and Community self No of Community 1:90,000 Field work Annually Financial Reporting to Civil community mobilization and household visits help groups Self help groups assessment Human the District Society mobilization for empowerment formed formed s Material Council and Organizati improved to the ons and household Ministry of Communit welfare by Gender, y Based increasing the Labour and Organizati formation of Social ons community self Developmen help groups t and initiatives and increasing access of households to CDWs To promote the Community Community and Welfare of No of Child 123,697 Community Annually Financial Reporting to Civil welfare of mobilization and household visits Children welfare cases outreaches the District Society children empowerment promoted handled Field work Human Council and Organizati through Community visits to the ons and extensive Community outreaches No of Juvenile Material Ministry of Communit awareness outreaches cases handled Legal aid Gender, y Based creation, as clinics Labour and Organizati well as Legal aid clinics Social ons enforcement of Developmen the relevant t laws targeted at reducing child abuse prevalence by

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10 % in 2019/20

To ensure Gender analysis Gender awareness Gender No of public 250 Gender Annually Financial Reporting to Civil gender training sessions and responsive institutions with situation the District Society responsive Gender budgeting Gender analysis planning and gender analysis Human Council and Organizati planning and trainings budgeting responsive plans to the ons and budgeting in all Gender conducted in all and budgets Gender Material Ministry of Communit public awareness public planning Gender, y Based institutions in trainings institutions in and Labour and Organizati the district the district budgeting Social ons Developmen t To strengthen Community FAL mobilization and Learners No of FAL 31,365 Community Annually Financial Reporting to Civil acquisition and mobilization and empowerment enrolled in the Instructors trained the District Society utilization of empowerment FAL Mobilization Human Council and Organizati literacy skills for Programme No of FAL & to the ons and improving learners enrolled Empowerm Material Ministry of Communit people’s lives, FAL Instructors ent Gender, y Based by increasing recruited Labour and Organizati the proportion Social ons of functional Proficiency test Developmen projects by FAL provided to the t groups by 10% Learners and proportion of learners passing proficiency test by 5% in 2019/20

To promote self Community Community and Youth mobilised No of Youth 88,000 Field work Annually Financial Reporting to Civil reliance and mobilization and household visits on various Groups mobilised visits Human the District Society socio-economic empowerment Community dialogue government and empowered Material Council and Organizati progress meetings and programmes to the ons and among the outreaches Ministry of Communit youth by Gender, y Based increasing Labour and Organizati access to skills Social ons training and Developmen group formation t by 30% in 2019/2020

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To promote and Community Community and PLWHA No of PLWHA Filed work Annually Financial Reporting to Civil strengthen in a mobilization and household visits initiatives initiatives visits the District Society particular way empowerment promoted and promoted and Human Council and Organizati community Community dialogue strengthened in strengthened in to the ons and based meetings and the the Communities Material Ministry of Communit initiatives of outreaches Communities Gender, y Based PLWHA as a Labour and Organizati way of Social ons contributing to Developmen their wellbeing, t as a vulnerable category To promote Community Community and Progressive No of Field work Annually Financial Reporting to Civil progressive mobilization and household visits cultural Progressive visits Human the District Society cultural empowerment Community dialogue practices cultural practices Material Council and Organizati practices meetings and promoted promoted to the ons and through outreaches Ministry of Communit increased Gender, y Based support to Labour and Organizati creative arts, Social ons relevant Developmen awareness t creation about traditional herbal medicines, hygiene and sanitation as well as other aspects of traditional cultural norms, on a continuous basis

To promote Community Community and No of PWDs No of PWDs 63,327 Field work Annually Financial Reporting to Civil increased mobilization and household visits integrated into integrated into visits the District Society integration of empowerment socio-economic socio-economic Human Council and Organizati PWDs into the Community dialogue life of the life of the to the ons and socio-economic meetings and communities community Material Ministry of Communit life of the outreaches Gender, y Based community Labour and Organizati through Social ons increased Developmen awareness t creation and advocacy

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targeting leaders, the wider community and PWDs themselves about the potential and ability of PWDs to participate in, and contribute to socio- economic life

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CHAPTER SEVEN: PROJECT PROFILES

Sector: Health and Sanitation Sub-sector: Health Project Title: Construction of 3- 4 stance VIP latrines Project Code: Location: 3 four stance VIP latrines to be constructed at DHO Quarters, Kucwiny HC III and Abongo HC II Estimated Cost: 60,000,000 Estimated Duration: One year Project Status: New Implementing Agencies: Nebbi District/ DHO Background and Objective: These existing facilities do not have appropriate latrine facilities. Technical Description: The DHO will get standard and affordable staff house from the parent ministry. Time Frame: July 2015-June 2016 Summary of Project Financing: 60,000,000 PRDP Monitoring and Evaluation: The DHO and the DE will technically monitor and supervise the works Environmental Impact Mitigation: Provisions will be made within the BOQ for this so that excavations will be adequately refilled, and grass and trees planted. Sector: Health and Sanitation Sub-sector: Health Project Title: Completion of Construction of Kitchen and 2 stance VIP Latrines Project Code: Location: Goli HC IV and Panyigoro HC III Estimated Cost: 55,000,000 Estimated Duration: One year Project Status: On going Implementing Agencies: Nebbi District/ DHO Background and Objective: Construction of these structures started but could not be completed due to inadequate funding Technical Description: The DHO will get standard and affordable staff house from the parent ministry. Time Frame: July 2015-June 2016 Summary of Project Financing: 55,000,000 PRDP and PHC Development Monitoring and Evaluation: The DHO and the DE will technically monitor and supervise the works Environmental Impact Mitigation: Provisions will be made within the BOQ for this so that excavations will be adequately refilled, and grass and trees planted. Sector: Health and Sanitation Sub-sector: Health Project Title: Procurement of Assorted Medical Equipment

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 186 Project Code: Location: Kikobe HC II Estimated Cost: 16,000,000 Estimated Duration: One year Project Status: New Implementing Agencies: Nebbi District/ DHO Background and Objective: Keep facilities functional by providing appropriate equipment Technical Description: The DHO will get standard and affordable staff house from the parent ministry. Time Frame: July 2015-June 2016 Summary of Project Financing: 16,000,000 PRDP Monitoring and Evaluation: The DHO and the DE will technically monitor and supervise the works Environmental Impact Mitigation: Provisions will be made within the BOQ for this so that excavations will be adequately refilled, and grass and trees planted. Sector: Health and Sanitation Sub-sector: Health Project Title: Fumigation of Health Units Buildings Project Code: Location: All Lower Level Public Health Units Estimated Cost: 18,000,000 Estimated Duration: One year Project Status: New Implementing Agencies: Nebbi District Background and Objective: All Health Unit are heavily infested with bats leading to damage to infra- structure. WE plan to do one round of fumigation and expect the facilities to continue Technical Description: The service provider will be procured to fumigate all the public lower level health units in the district. Time Frame: July 2015-June 2016 Summary of Project Financing: 18,000,000 LGMSD Monitoring and Evaluation: The DHO and the DE will technically monitor and supervise the works

Sector: Health and Sanitation Sub-sector: Health Project Title: Procurement of Fire Extinguishers Project Code: Location: DHO Stores Estimated Cost: UGX; 4,000,000 Estimated Duration: One year Project Status: New Implementing Agencies: Nebbi District/ DHO Background and Objective: The supplies in store need to be protected from fire. Technical Description: 8 Fire Extinguishers will be procured Time Frame: July 2015-June 2016 Summary of Project Financing: LGMSD Monitoring and Evaluation: the DHO will technically monitor and supervise the project.

187 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Sector: Health and Sanitation Sub-sector: Health Project Title: Procurement of Digital Camera and Video Camera Project Code: Location: District Health Office Estimated Cost: 2,500,000 Estimated Duration: One Year Project Status: New Implementing Agencies: Nebbi District/ DHO Background and Objective: Documentation of activities including Health Education sessions has been a problem due to lack of these basic equipment. We intend to properly doc- ument all activities undertaken to enhance accountability Technical Description: Equipment of recommended specifications will be procured Time Frame: July 2015-June 2016 Summary of Project Financing:LGMSD, Monitoring and Evaluation: The DHO and ADHOs and Health Educator will technically monitor and supervise the recurrent activities

Sector: Health and Sanitation Sub-sector: Health Project Title: Improvement of power supply and security of DHO Stores Project Code: Location: DHO Stores Estimated Cost: 14,000,000 Estimated Duration: One year Project Status: New Implementing Agencies: Nebbi District/ DHO Background and Objective: Improve security of the store, and provide required power for Cold Chain Equipment Technical Description: The DHO will get standard and affordable design from the parent ministry. Time Frame: July 2015-June 2016 Summary of Project Financing: 14,000,000 LGMSD Monitoring and Evaluation: The DHO and the DE will technically monitor and supervise the works Environmental Impact Mitigation: Provisions will be made within the BOQ for this so that excavations will be adequately refilled, and grass and trees planted.

Sector: Health and Sanitation Sub-sector: Health Project Title: Rehabilitation of OPD Block Project Code: Location: Erussi HC II Estimated Cost: 35,000,000 Estimated Duration: One year

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 188 Project Status: New Implementing Agencies: Nebbi District/ DHO Background and Objective: This is an old OPD Block that needs face lifting Technical Description: The District Engineer will determine the scope. Time Frame: July 2015-June 2016 Summary of Project Financing: 35,000,000- PRDP Monitoring and Evaluation: The DHO and the DE will technically monitor and supervise the works Environmental Impact Mitigation: Provisions will be made within the BOQ for this so that excavations will be adequately refilled, and grass and trees planted.

Project Title: Rehabilitation of Maternity Ward Sub0sector: Health Project Code: Location: Kucwiny H C III Estimated Cost: 45,000,000 Estimated Duration: One year Project Status: New Implementing Agencies: Nebbi District/ DHO Background and Objective: The maternity in this facility is run down and needs face-lifting Technical Description: The DHO and DE will provide appropriate designs. Time Frame: July 2015-June 2016 Summary of Project Financing:45,000,000 PRDP Monitoring and Evaluation: The DHO and the DE will technically monitor and supervise the works Environmental Impact Mitigation: Provisions will be made within the BOQ for this so that excavations will be adequately refilled, and grass and trees planted.

Project Title: Installation of Rain Water Tank and Repair of ceiling Sector: Health Project Code: Location: Kituna HC II Estimated Cost: 11,750,000 Estimated Duration: One year Project Status: New Implementing Agencies: Nebbi District/ DHO gingBackground and Objective: This facility is in a water stressed area and the ceiling of the OPD is sag- Technical Description: The DHO and DE will get standard and affordable designs from the parent ministry. Time Frame: July 2011-June 2016 Summary of Project Financing:11,750,000- PRDP Monitoring and Evaluation: The DHO and the DE will technically monitor and supervise the works

189 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Department: Works and Technical Services Sector: Water Code: 545 Title of Project: Borehole Drilling and Constructions, Implementing agency: Procured Contractors Location: Nebbi, Alwi, Erussi, Panyimur, Wadelai, Parombo, Akworo, Panyango, Kucwiny, and Nyaravur Sub County. Total planned expenditure: 248,561,000/= Funds secured: Funding gap: Recurrent expenditure: 25,151,000= Start date: July 1st, 2015 Completion date: June 30th, 2016 Project objectives: To increase access to safe drinking water. Targeted beneficiaries: 6,160 people Project background and justification (maximum quarter page): In a bid to have universal access to safe water for all in rural areas and also for every village in the District to have a safe water point/facility, the sector has embarked on planning and development of at least one safe water point per village. Technical description (what the project contains): The project scope includes; Promotion of community based management system in the various villages planned to receive safe water point, promotion of hy- giene and sanitation in the villages, training on safe water chain, Sitting of the water point and construction supervision, Drilling and developments of the well, construction and installation of the hand pump and water quality analysis.

Project work plan and budget:

Operational and recur- Activity Quarter 1 Quarter 2 Quarter 3 Quarter 4 Total rent costs 10 Borehole drilling & Invitation to Contract Sitting of Commis- 1 0 25,151,000= Construction bidders, evalu- award and boreholes. sioning of Bore- ation signing of completed holes contract Drilling and projects and construction handover to of borehole communities Monitoring and evaluation strategy: Project Supervision reports from technical staffs, Water quality monitoring reports and monitoring reports from District Stake holders. . Operation and maintenance plan: Formation and training of water and sanitation committees including caretakers on preventive mainte- nance, Engagement of Hand pump mechanics to assess and repair broken down boreholes in the commu- nities through memorandum of understanding signed between the District and Nebbi Hand pump mechanic Association Environmental Impact Assessment and Mitigation Plan:

Environmental concern Mitigation Measure Cost Source of funding Usage and Disposal of drilling flu- Environmental monitoring N/A Conditional grant to DNRO ids and lubricants

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 190 Department: Works and Technical Services Sector: Water Code: 545 Title of Project: Borehole Rehabilitations Implementing agency: Procured Contractors and Nebbi Hand Pump Mechanic Association Location: All sub counties in the District. Total planned expenditure: 43,847,000/= Funds secured: Funding gap: Recurrent expenditure: 3,518,000= Start date: July 1st, 2015 Completion date: June 30th, 2015 Project objectives: To promote O & M of safe water sources Targeted beneficiaries: 5,400 people Project background and justification: In a bid to have a functionality of 80% of safe water facility and to promote operation and maintenance of safe water point, water sector rehabilitates old non functional bore- holes that are beyond the community capacity to repair/rehabilitate. Technical description: The project scope includes; Promotion of community based management system in the various villages planned. Re-activation of non functional water source management committee; promotion of sanitation and hygiene; training on safe water chain; Water quality monitoring; construction supervision, and installation and fitting of the hand pump.

Project work plan and budget:

Quarter Operational and Activity Quarter 1 2 Quarter 3 Quarter 4 Total recurrent costs 10 Borehole Invitation to Contract Supply and Commissioning 18 bore- drilling & bidders, evalu- award installation of of completed holes Construction ation of bids and sign- boreholes parts projects and ing of handover to contract communities Monitoring and evaluation strategy: Project Supervision reports from technical staffs, Water quality monitoring reports and monitoring reports from District Stake holders. .Operation and maintenance plan: Formation and training of water and sanitation committees including caretakers on preventive maintenance, Engagement of Hand pump mechanics to assess and repair broken down boreholes in the communities through memorandum of understanding, Rehabilitation of old water sources/boreholes by water sector, Nebbi.

Environmental Impact Assessment and Mitigation Plan:

Environmental concern Mitigation Measure Cost Source of funding Usage and Disposal of drilling Environmental monitoring, N/A Community contribution fluids and lubricants Planting of trees around the water point by the communities.

Department: Works and Technical Services Sector: Water Code: 545

191 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Title of Project: Rehabilitation of water office toilet system Implementing agency: Procured Contractors Location: Water office. Total planned expenditure: 5,000,000/= Funds secured: Funding gap: Recurrent expenditure: 0 Start date: July 1st, 2015 Completion date: June 30th, 2015 Project objectives: To provide good sanitation facilities to sector staffs and also promote good working condition. Targeted beneficiaries: 10 people Project background and justification:

Water and sanitation sector cannot promote good sanitation and hygiene practices in the various commu- nities in the district when its head quarter lacks the same.

Technical description The project scope includes; supply and installation of sanitary wares in the office toilet.

Project work plan and budget:

Operational and Activity Quarter 1 Quarter 2 Quarter 3 Quarter 4 Total recurrent costs 10 Borehole Invitation Contract Supply and in- Project com- 1 toilet drilling & Con- to bidders, award and stallation of san- pletion and struction evaluation signing of itary wares. handover of bids contract

Monitoring and evaluation strategy: Project Supervision reports from technical staffs and monitoring reports from District Stake holders. .

Operation and maintenance plan: N/A.

Environmental Impact Assessment and Mitigation Plan: N/A

Environmental concern Mitigation Measure Cost Source of funding Disposal of human waste Onsite treatment of the 0 N/a waste using septic tank

Department: Community Based Services Sector: Children and Youth Services Code: 09 Title of Project: Provide Revolving seed Fund to Youth Interest Groups Implementing agency: Nebbi District Local Government Location: All the 15 LLGs in the District Total planned expenditure: 628,433,810 Funds secured: NIL Funding gap: 628,433,810 Recurrent expenditure:62,843,381 Start date: July 2016

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 192 Completion date: July 2017 Project objectives: To empower the target youth in 15 LLGs to harness their socio-economic potential and increase self-employment opportunities and income levels Targeted beneficiaries: Unemployed Youths aged between 18-30 Years

Project background and justification:

The high level of unemployment among the youth is a concern district wide, as it is a recipe for organized crime, lawlessness, political instability and Social Conflicts. Youth unemployment is more pronounced in urban areas than in rural areas, as a result of rural-urban migration. It is estimated that 67% of the youth get engaged in some form of employment by the age of 18 years. This large number of youth that enter the labour market at an early age is associated with the high school dropout rates. There are strong linkages between unemployment, underemployment, shortage of decent jobs and Poverty. Eradication of poverty re- quires sustained macro-economic stability coupled with an enabling environment for investments that con- tribute to productive employment creation. In order to address the problem of un-employment and poverty among the Youth there is need to undertake a program intended to address the problem of un-employment by financing approved youth projects and providing the youth with skills for gainful employment.

Technical description (what the project contains):

The Skills Development Component will support the development of relevant livelihoods skills that create opportunities for self-employment among the youth. The component will provide hands-on training for the youth in marketable trades identified by the youth and provide basic start-up tool kits for the youth who successfully complete the training. Entrepreneurship/Business skills and life skills will be integral parts of the Vocational Skills Trainings. Appropriate follow-up support will be provided to the Youth by the relevant subject specialists at the LLG Level. The skills training will be undertaken by selected competent master craftsmen or training institutions with tailor-made training modules to be developed. The Livelihood Support (LS) Component is intended to finance productive assets for income generating activities initiated by the Youth. All the beneficiaries under the LS Component will receive basic training in Entrepreneurship/Busi- ness skills and life skills and appropriate follow-up support by the relevant subject matter specialist.

Project work plan and budget.

Priority Source of Activities Indicator Location No/Qty Freq Cost fund Project identifica- No of projects tion and prepara- identified and tion prepared Project sites 100 Annually 3,662,500 GoU Beneficiary selec- No. of beneficia- tion ries identified Project sites 100 Annually 10,127,000 GoU No of desk ap- Desk appraisal praisal done Project sites 100 Annually 1,296,500 GoU No. of Field ap- Field appraisal praisals done Project sites 100 Annually 2,655,000 GoU No. of Project Project approval appraisals done Project sites 100 Annually 965,000 GoU

Monitoring and evaluation strategy:

193 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Issue Means of Verification Frequency Cost Source of Fund- ing Field visits to Project sites Project Documents Quarterly 4,391,038 GoU Providing technical support Progress reports,Busi- Quarterly 4,391,038 GoU and guidance to implement- ness Plan ers Books of Accounts Tracking progress towards Project documents, Busi- Quarterly 4,391,038 GoU meeting the objectives ness Plan Books of Accounts,Sus- tainability plan

Operation and maintenance plan:

O & M Concern Mitigation Measure Frequency Cost Source of Funding Low technical capacity - Continuous support by Quarterly 1,710,000 District Subject matter special- for project ists implementation at various levels Low fiduciary capacity at - Equipping Youth Quarterly 1,710,000 District Groups Executives with various implementation simplified levels guidelines in procure- ment, accounting and financial management procedures under the Programme Challenges of realizing - Strengthen the capacity Quarterly 1,710,000 District of Lower Local Govern- timely recovery of ments to supervise and monitor the implemen- programme funds tation of projects at the community level, as well released to the Youth as recovery of the revolv- ing fund. - Peer pressure by co-guarantors (from with- in the group) - External peer pressure (from potential beneficia- ries) - Rewards and Sanctions Low involvement of - Incorporate members Quarterly 1,710,000 District of the existing youth or- youth in project processes gans such i.e the Youth Councils at all levels - Selection of the youth to be done at the communi- ty level with the participa- tion of the youth. - Preparation of project proposals and budgets to be done at the communi- ty level with the youth.

Environmental Impact Assessment and Mitigation Plan:

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 194 Environmental concern Mitigation Measure Cost Source of funding Soil degradation -Soil and water conservation in degraded sites 690,000 District -Re-vegetation -Agro forestry -Awareness creation Scattered Waste material -Dispose-off all waste materials 690,000 District -Awareness creation on their roles and re- sponsibilities on -occupational health and safety Wetland encroachment -Community consultations and training on 690,000 District wetland site specific uses and management -Train women on the use of papyrus for mat making -Demonstrate wetland edge gardening Dust and Air Pollution -Community sensitization on air pollution and 690,000 District their roles and responsibilities in occupational health and safety -Use of water for reducing dust in the air Land wrangles -Public education on land matters 690,000 District Deforestation -Agro-forestry 690,000 -Awareness creation Collapsing Soil -Community consultations and training on col- 690,000 District lapsing soil management -Building reinforcements around the fragile soils Used Poisonous chemi- -Construct waste disposal pits 690,000 District cals -Burning of highly inflammable chemicals Saw dust from used tim- -Wear appropriate clothing 690,000 District ber -Wear masks -Burn the used saw dust

Department: Community Based Services Sector: Disability and Elderly Code: 09 Title of Project: Provide Seed Fund to Disability Groups Implementing agency: Nebbi District Local Government Location: All the 15 LLGs Total planned expenditure: 27,000,000 Funds secured: NIL Funding gap: 30,467,000 Recurrent expenditure: 3,467,000 Start date: July 2016 Completion date: July 2017 Project objectives: To empower PWDs in 15 LLGs to harness their socio-economic potential and increase self-employment opportunities and income levels

195 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Targeted beneficiaries: Persons with Disabilities

Project background and justification:

The high level of unemployment and discrimination of PWDs is a concern district wide, as it is a recipe for organized marginalization, hopelessness, social instability and discrimination. PWDs face a lot of challeng- es in coping with the day to day stress of unemployment, lack of access to social services, and discrimina- tion. They are largely disempowered with almost nothing to live on and waiting for hand outs from well to do members of society. They wallop in poverty and are not involved in socio-economic activities. Eradication of poverty, discrimination, hopelessness, and lack of access to social services among PWDs requires sus- tained macro-economic stability coupled with an enabling environment for investments that contribute to productive employment creation. In order to address the problem of un-employment and poverty among the PWDs there is need to undertake a program intended to address the problem of un-employment by financing approved PWD projects and providing them with skills for gainful employment.

Technical description:

The Skills Development Component will support the development of relevant livelihoods skills that create opportunities for self-employment among the PWDs. The component will provide hands-on training for the PWDs in marketable trades identified by the PWDs and provide basic start-up tool kits for the PWDs who successfully complete the training. Entrepreneurship/Business skills and life skills will be integral parts of the Vocational Skills Trainings. Appropriate follow-up support will be provided to the PWDs by the relevant subject specialists at the LLG Level. The skills training will be undertaken by selected competent master craftsmen or training institutions with tailor-made training modules to be developed.

The Livelihood Support (LS) Component is intended to finance productive assets for income generating activities initiated by the PWDs. All the beneficiaries under the LS Component will receive basic training in Entrepreneurship/Business skills and life skills and appropriate follow-up support by the relevant subject matter specialist.

Project work plan and budget.

Priority Indicator Location No/ Freq Cost Source Qty of fund Activities Project identification No of projects identified and Project sites 10 Annually 3,000,000 Commu- and preparation prepared nity Vetting committee No of projects identified and District 3 Quarterly 495,000 GoU identifies viable proj- prepared for funding ects for funding Desk appraisal No of desk appraisal done Project sites 3 Quarterly 495,000 District Filed appraisal No. of Field appraisals done Project sites 3 Quarterly 495,000 District Project approval No. of Project appraisals Project sites 10 Annually 495,000 District done Implementation No. of projects Implemented Project sites 10 Annually 495,000 District Monitoring and Eval- No. of Projects monitored Project sites 3 Quarterly 495,000 District uation and Evaluated Commissioning No. of Projects monitored Project site Once Annually 495,000 District

Monitoring and evaluation strategy:

Issue Means of Verification Frequen- Cost Source of cy Funding Field visits to Project sites Project Documents Quarterly 1,725,000 GoU

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 196 Providing technical support Progress reports, Business Plan Quarterly 1,725,000 GoU and guidance to imple- menters Books of Accounts Tracking progress towards Project documents, Business Plan Quarterly 1,725,000 GoU meeting the objectives Books of Accounts, Sustainability plan

Operation and maintenance plan:

Source of O & M Concern Mitigation Measure Frequency Cost Funding Low technical capacity - Continuous support by Subject matter Quarterly 1,725,000 GoU specialists for project implementation at various levels Low fiduciary capacity at - Equipping PWDs Groups Executives Quarterly 1,725,000 GoU with simplified guidelines in procurement, various implementation accounting and financial management procedures under the Program levels

Challenges of realizing - Strengthen the capacity of Lower Local Quarterly 1,725,000 GoU Governments to supervise and monitor timely recovery of the implementation of projects at the community level, as well as recovery of program funds the revolving fund. released to the PWDs - Peer pressure by co-guarantors (from within the group) - External peer pressure (from potential beneficiaries) - Rewards and Sanctions Low involvement of - Incorporate members of the existing Quarterly 1,725,000 GoU PWD organs such i.e the PWDs Coun- PWDs in project process- cils at all levels es - Selection of the youth to be done at the community level with the participation of the PWDs. - Preparation of project proposals and budgets to be done at the community level with the youth.

197 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Corrupt tendencies among - Enforcing Transparency, Accountability Quarterly 1,725,000 GoU and Anticorruption some stakeholders (TAAC) sub-component in the program to be spearheaded by the Inspectorate of Government (IG) to put emphasis on prevention of corruption and impropriety throughout Programme implementation. Invoke sanction on culprits. - Offices of the PS/MGLD, CAO, RDC, to act as centres of grievance re- dress. These centres will provide “ hot- lines” (special telephone lines to be accessed by the public any time).

Environmental Impact Assessment and Mitigation Plan:

Environmental concern Mitigation Measure Cost Source of funding Soil degradation Soil and water conservation in degraded sites 690,000 District Re-vegetation Agro forestry Awareness creation Scattered Waste material Dispose-off all waste materials 690,000 District Awareness creation on their roles and responsibili- ties on occupational health and safety Wetland encroachment Community consultations and training on wetland 690,000 District site specific uses and management Train women on the use of papyrus for mat making Demonstrate wetland edge gardening Dust and Air Pollution Community sensitization on air pollution and their 690,000 District roles and responsibilities in occupational health and safety Use of water for reducing dust in the air Land wrangles Public education on land matters 690,000 District Deforestation Re-vegetation, Re-forestation, Community sensitiza- 690,000 District tion, Agro forestry, Soil and water conservation on defor- ested sites. Collapsing Soil Community consultations and training on collapsing 690,000 District soil management Used Poisonous chemi- Construct waste disposal pits, Burning of highly in- 690,000 District cals flammable chemicals. Saw dust from used tim- Wear appropriate clothing, Wear masks, Burn the 690,000 District ber used saw dust.

Department: Community Based Services Sector: Development Code: 09 Title of Project: Procure Black Road master Bicycles size ‘22” for FAL Instructors

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 198 Implementing agency: Nebbi District Local Government Location: All the 15 LLGs Total planned expenditure: 10,000,000 Funds secured: NIL Funding gap: 10,000,000 Recurrent expenditure: 0 Start date: July 2016 Completion date: July 2017 Project objectives: To motivate FAL Instructors in 15 LLGs Targeted beneficiaries: FAL Instructors

Project background and justification: According to the Uganda National Household Survey (UNHS) of 2009/10 reveals that the adult illiteracy rate for the population aged 18 years and above in Uganda slightly improved to 29%.The Household Survey report further reveals that 39% of adult women (5.5 million) in the country are illiterate, compared with 19% of men (1.4 million), implying that the adult illiteracy rate of women is more than double that of men. The majority of the illiterates (93%) live in rural areas and only 7% in urban areas (UBOS-2002).There is ample evidence that literacy significantly contributes to other forms of development. Literacy is essential to the reduction of poverty, economic development, and to democracy .The Education for all (EFA) Global Moni- toring Report of 2009 reiterated that literacy expands people’s choices, gives them more control over their lives, increases their ability to participate in society and enhances self-esteem. Functional Adult Literacy Instructors at the Sub county level are charged with the responsibility of teaching the Learners, but they are not given any form of remuneration. The department saw a need of motivating these Instructors in one way or the other-hence the need to purchase bicycles for them Technical description: Supply Road master Bicycles’ size “22” Black in colour, pedal driven Flat complete with front fork, flat Top tube, Head tube or Fork tube, Down tube, Bottom bracket, Chain stay, Top stay Wheels, Front fork, Seat and seat post, handlebars and the handle stem, cranks, and the pedals, brakes, consisting of the front chain wheels, the rear freewheel, the front and rear derailleur, the shift levers on the handle bars and the cable, Spanners and Pump

Project work plan and budget.

Priority Indicator Location No/Qty Freq Cost Source of fund Activities To solicit for tender applications No of tender appli- District 1 Annually 0 GoU for the supply of FAL Bicycles cations received

Award contract to the success- No. of contract District 1 Annually 0 GoU ful bidder awards Bicycles supplied with the re- No. of bicycles sup- District 15 Annually 10,000,000 GoU quired specifications plied Procured Bicycles distributed to No. of bicycles dis- LLGs 15 Annually 0 LLGs the beneficiaries tributed Follow-up done to ensure the No. of follow-ups LLGs 15 Annually 1,725,000 District bicycles benefited the right ben- done eficiaries

Monitoring and evaluation strategy: Source of Fund- Issue Means of Verification Frequency Cost ing Field visits to FAL Instructors Monitoring report Quarterly 1,725,000 District Providing technical support and guidance to FAL Instructors Monitoring reports Quarterly 1,725,000 District Tracking progress towards meet- ing the objectives Monitoring reports Quarterly 1,725,000 District

Operation and maintenance plan:

199 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 O & M Concern Mitigation Measure Frequency Cost Source of Funding Low technical capacity - Continuous support Quarterly 1,725,000 District by CDOs for Instruction at various levels Low involvement of -CDOs to continue Quarterly 1,725,000 GoU sensitizing the com- Learners in FAL program munities to be inter- ested in the FAL Pro- gram Corrupt tendencies among - Enforcing Transpar- Quarterly 1,725,000 GoU ency, Accountability some stakeholders and Anticorruption (TAAC) Invoke sanction on culprits Department: Education, Science, Technology and Sports Sector: Education Code: 06 Title of Project: Supply of Two computer Lap Tops and Two external Hard Discs of ITB Implementing agency: Nebbi District Local Government Location: District Education Office Total planned expenditure: 5,900,000 Funds secured: Funding gap: 0 Recurrent expenditure: 0 Start date: January 2016 Completion date: July 2016

Project objectives: To enhance good governance, efficiency and effectiveness in Education services. Targeted beneficiaries: Education Staff Project background and justification: The department currently has very old computers with low memory capacity. There is urgent need for an efficient DEMIS data bank of computer is key. Technical description: Supply 2 Laptop computers A HP/Acer/ASUS Laptop 3,6 G. Processor Speed, 8 GB RAM and a Hard Disk of 500 GB with an external hard Disk of 1 TB each, VAT inclusive.

Project work plan and budget.

Priority Activities Indicator Loca- No/Qty Freq Cost S.fund tion To solicit for tender applications for No of tender appli- District 2 Annually 0 GoU the supply 2 Laptop computers cations received Award contract to the successful bid- No. of contract District 1 Annually 0 GoU der awards 2 Laptop computers supplied with No. of Laptop com- District 2 Annually 5,900,000 GoU the required specifications puters supplied

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 200 Procured Laptops distributed to the No. of Laptops dis- Edu- 2 Annually 0 GoU beneficiaries tributed cation Depart- ment Follow-up done to ensure the Lap- No. of follow-ups Edu- 1 Annually 0 District tops benefited the right beneficiaries done cation Depart- ment

Monitoring and evaluation strategy:

Issue Means of Verification Frequency Cost S. of Fund Status of the Laptops Board of Survey report Annually 0 District

Operation and maintenance plan:

O & M Concern Mitigation Measure Frequency Cost S. of Funding Computer Virus - Installation of computer Quarterly 400,000 District anti-virus

Department: Education, Science, Technology and Sports Sector: Education Code: 06 Title of Project: Construction of Pit Lined 5 Stance VIP Latrine Block in 8 Schools and 4 stance in One school (Angal Ayila P/S) Implementing agency: Nebbi District Local Government Location: 1. Alwi P/S (555 pls),2.Ojings P/S (927 pls),3.Paten P/S(702 pls), 4. Raguka P/S(642 pls), 5. Rero P/S(671 pls),6.Oboth P/S(869 pls), 7. Akanyo P/S(1,232 pls), 8.Omoyo P/S(746 pls), 9.Angal Ayila P/S (602 pls). Total planned expenditure: 192,321,000 Funds secured: NIL Funding gap: 0 Recurrent expenditure: 0 Start date: January 2016 Completion date: July 2016 Project objectives: To reduce the Pupil Latrine Ratio- (PLR) from 73:1 in 2014/15 to 60:1 by 2019/20. Targeted beneficiaries: 6,946 Learners in the beneficiary Primary schools Project background and justification: Due to increased enrolment the latrines get filled up and in some cases latrines collapse especially during the rainy seasons leading to high pupil Stance ratio. There is urgent need therefore for more latrine stances. Technical description: Construction of Pit Lined 5 Stance VIP Latrine Block.

201 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Project work plan and budget.

Priority Activities Indicator Location No/Qty Freq Cost S.fund To solicit for tender appli- No of tender appli- District 40 Stanc- Annually 0 GoU cations Construction of Pit cations received es VIP Lined 5 Stance Latrine Block Award contract to the suc- No. of contract District 1 Annually 0 GoU cessful bidder awards 8 Pit Lined 5 Stance Latrine No. of Laptop District 40 Stanc- Annually 175,453,000 GoU Block constructed with the computers sup- es required specifications plied Follow-up done to ensure No. of follow-ups The 8 schools 40 Stanc- Annually 1,000,000 District the Latrines are construct- done listed above es ed for the right beneficia- ries

Monitoring and evaluation strategy:

Issue Means of Verification Frequency Cost S.of Funding Delay and shoddy work by GoU and District certain Contractors Monitoring report Annually 1,000,000

Operation and maintenance plan:

O & M Concern Mitigation Measure Frequency Cost S of Funding Cleanliness and use of the facili- - Close supervision and Quarterly 400,000 District ties by the beneficiaries monitoring by SMCs, Teach- ers and District Officials.

Department: Education, Science, Technology and Sports Sector: Education Code: 06 Title of Project: Construction of 2 Classroom Block with Office and Store in 3 Schools Implementing agency: Nebbi District Local Government Location: 1. Marama P/S (240 pls), 2.Rero P/S(671 pls), 3.Oriwo Acwera P/S (808 pls)

Total planned expenditure: 200,000,000 Funds secured: NIL Funding gap: 0 Recurrent expenditure: 0 Start date: January 2016 Completion date: July 2016 Project objectives: To reduce the pupil- classroom ratio from 76:1to 70:1 Targeted beneficiaries: 1,719 Learners in the beneficiary Primary schools Project background and justification: Due to increased enrolment in the above mentioned schools, there high pupil Classroom ratio, hence the need for additional classrooms.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 202 Technical description: Construction of a 2 Classroom Block with an Office and store.

Project work plan and budget.

Priority Activities Indicator Location No/Qty Freq Cost S.fund To solicit for tender applications No of tender District 6 Annually 0 GoU Construction of 2 Classroom applications re- Block with an Office and store in ceived 3 Schools. Award contract to the successful No. of contract District 1 Annually 0 GoU bidder. awards 6Classrooms with 3 Offices and No. of Laptop District 6 Annually GoU stores constructed with the re- computers sup- quired specifications. plied Follow-up done to ensure the No. of follow-ups The 3 schools 6 Annually 1,000,000 District Latrines are constructed for the done listed above right beneficiaries.

Monitoring and evaluation strategy:

Issue Means of Verification Frequency Cost S of Funding Delay and shoddy work by GoU and District certain Contractors Monitoring report Annually 1,000,000

Operation and maintenance plan:

O & M Concern Mitigation Measure Frequency Cost S of Funding Cleanliness and use of the - Close supervision and Quarterly 400,000 District facilities by the beneficia- monitoring by SMCs, Teach- ries ers and District Officials.

Vandalisation of facilities by - Close supervision and Quarterly 400,000 District communities monitoring by SMCs, Teach- ers and District Officials.

Department: Education, Science, Technology and Sports Sector: Education Code: 06 Title of Project: Supply 0f 3 Sitter Desks to 8 Schools Implementing agency: Nebbi District Local Government Location: 1. Asili P/S (345 pls), 2 Namthin P/S (846 pls),3.Agwok P/S(1,278 pls), 4. Kelle P/S (734 pls), 5.Nyarundyer P/S(722 pls),6.Owiny P/S(1,115 pls), 7. Angal Boys P/S(1,195 pls), 8. Ojigo P/S (788 pls). Total planned expenditure: 57,180,000 Funds secured: NIL Funding gap: 0 Recurrent expenditure: 0 Start date: January 2016 Completion date: July 2016 Project objectives: To reduce the pupil-Desk ratio from 6:1to 4:1 Targeted beneficiaries: 7,023 Learners in the beneficiary Primary schools Project background and justification:

203 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 The Districts experiences very high pupil-Desk Ratio 0f 6:1 due to increased enrolment in the above men- tioned schools, hence the need for additional Desks. Technical description: Supply of 3 sitter Desks of made of hard wood.

Project work plan and budget.

Priority Activities Indicator Location No/Qty Freq Cost S.fund To solicit for tender applications No of tender District 328 Annually 0 GoU for Supply of 3 sitter Desks in 8 applications re- schools ceived Award contract to the successful No. of contract District 328 Annually 0 GoU bidder awards 328 - 3 sitter Desks supplies to No. of Laptop District 328 Annually 57,180,000 GoU the 8 Schools with the required computers specifications supplied Follow-up done to ensure the No. of fol- The 8 schools 328 Annually 1,000,000 District 3 sitter Desks are used by the low-ups done listed above rightful beneficiaries

Monitoring and evaluation strategy:

Means of Verifica- Issue tion Frequency Cost S.of Funding Delay and shoddy work by cer- GoU and District tain Contractors Monitoring report Annually 1,000,000

Operation and maintenance plan: S. of O & M Concern Mitigation Measure Frequency Cost Funding Broken desks are left in the - Close supervision and monitoring Quarterly 400,000 District school compound with no regard by SMCs, Teachers and District Of- to O&M school Administration. ficials. Vandalisation of facilities by pu- - Close supervision and monitoring Quarterly 400,000 District pils and community. by SMCs, Teachers and District Of- ficials.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 204

APPENDICES Appendix 1: Annualised Work Plan Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Sector: Statutory Bodies Sub-sector: District Service Commission To hold regular - Short list 2 2 2 2 2 Secretary DSC GoU 81,600,000 DSC meetings and handle all - Conduct Interviews 2 2 2 2 2 Secretary DSC GoU 24,000,000 submissions - Handle confirmation, 50 50 50 50 50 Secretary DSC GoU 32,000,000 promotions; regularization and Discipline of errand 2 2 2 2 2 Secretary DSC GoU 78,279,440 staff, Office routine duties 12 12 12 12 12 Secretary DSC GoU 121,680,000 To provide an Receiving applications 2 2 2 2 2 Secretary DSC GoU 10,000,000 effective secretariat and perform the processing submissions 50 50 50 50 50 Secretary DSC GoU 7,500,000 functions of the office Production of DSC inutes, 12 12 12 12 12 Secretary DSC GoU 52,165,000 of the DSC quarterly reports, W/Plans; & Budgets Etc To attract qualified (iii) Job Advertisement 2 2 2 2 2 Secretary DSC GoU 27,500,000 staff for recruitment Publication of Job advert To attract qualified (iv) Workshops & Seminars 4 4 4 4 4 Secretary DSC GoU 1,500,000 staff for recruitment Attend all National and Regional ADSC & ULGA meetings Attend seminars; Participate in training, seminars & 12 12 12 12 12 Secretary DSC GoU 22,500,000 workshop and official workshops Functions Sector: Administration Sub-sector 1: CAO’s Office Governance, Construction of District council hall 1 CAO/DCAO PRDP 400,000,000 Defense and Completion of fence at the district 1 CAO/DCAO PRDP 2 100,000,000 Security improved headquarters Construction of District registry and 1 CAO/DCAO PRDP 150,000,000 archive centre Coordinate, monitor and supervise 4 4 4 4 4 CAO,DCAO,ACAOs Uncon. Grant, 183,000,000 Government/Donor programs L.Rl

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Construction of office blocks at 1 CAO/DCAO PRDP 150,000,000 Panyango Sub county Construct office blocks at Panyimur 1 CAO/DCAO PRDP 160,000,000 Sub county constructed Staff houses in Alwi, Atego and Ndhew 1 1 1 CAO/DCAO PRDP 330,000,000 Rehabilitate office blocks in the sub 1 CAO/DP LGMSDP 40,000,000 county of Pakwach Rehabilitate office blocks at district 1 1 CAO/DP LGMSD/PRDP/ 300,000,000 headquarters DONOR Complete office blocks in the sub 1 DP LGMSD 45,000,000 counties of Wadelai, Erussi and Akworo Procure 13 Motorcycles for LLGs 4 4 5 CAO/DCAO/ACAOs PRDP/Donation 300,000,000 Access to quality Design plan for district lagoon 1 CAO/DNRO PRDP 35,000,000 social services Procure land for district lagoon 1 CAO/SPO PRDP 10,000,000 increased Procure chase pool emptier 1 CAO/SPO PRDP 2 140,000,000 Connect the sub counties of Nebbi, 6 1 CAO/SAS Local Revenue xx Nyaravur, Alwi, Parombo, Erussi, Panyimur and Pakwach to the main grid from Nyagak Total 2,343,000,000 Sub-sector

Sub-sector 2: Human Resource Management Conduct staff capacity building training 35 35 35 35 35 PHRO LGMSDP/L.R 240,036,312 (career development of 35 staff) Staff/private sector Conduct staff capacity building training 650 650 650 650 650 PHRO LGMSDP 300,463,688 capacity enhanced (discretionary of 650 staff and members of council) Conduct Public private partnership 1 1 1 1 1 PHRO LGMSDP capacity building

206 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020

NEBBI DISTRICT LOCAL GOVERNMENT DEVELOPMENT PLAN FOR 2015/2016 – 2019/2020 Page 231 of 292

Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Recruit staff to fill staffing level from 56% 5% 5% 5% 5% 4% CAO/PHRO/DSC Uncon. grant – xx Access to quality to 80% wage recurrent social services Conduct staff performance appraisal of 2,807 2,807 2,807 2,807 2,807 CAO/PHRO/HoDs Uncon. grant – 22,500,000 increased 2,807 staff wage recurrent Monitor and evaluate staff performance 193 193 193 193 193 PHRO Local Revenue 20,000,000 contract agreement of 193 staff

Sector 3: Information and public relations Promote coordination and Develop district 1 DIO Uncon. grant – 5,000,000 communication communication strategy wage recurrent Provide internet 1 1 1 1 1 DIO PRDP 30,000,000 connectivity Sector: Water and Sanitation. Sub-sector: Rural water Stakeholder Hold District Water Supply and Sanitation PAF coordination Coordination Committee meetings at the District HQ 4 4 4 4 4 DWO Hold DWO monthly meeting 12 12 12 12 12 DWO PAF Office Procure motorbikes for office use and PAF equipment for field work 1 - 1 - - DWO DWO Service computers and accessories at PAF water office 2 1 1 - - DWO Procure Photocopier for office use - 1 - - - DWO PAF Procure tyres for water sector vehicle's 5 5 5 5 5 DWO PAF Procurement of office vehicle 1 DWO PAF Carry out O&M on water sector vehicles 4 4 4 4 4 DWO PAF Procure fuel and lubricants 4 4 4 4 4 DWO PAF General Service water sector motorbikes 2 2 3 3 3 DWO PAF operational Procure stationeries for water sector office PAF costs for DWO use 12 12 12 12 12 DWO General expenses/impress 12 12 12 12 12 DWO PAF

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Recruit staff to fill staffing level from 56% 5% 5% 5% 5% 4% CAO/PHRO/DSC Uncon. grant – xx Access to quality to 80% wage recurrent social services Conduct staff performance appraisal of 2,807 2,807 2,807 2,807 2,807 CAO/PHRO/HoDs Uncon. grant – 22,500,000 increased 2,807 staff wage recurrent Monitor and evaluate staff performance 193 193 193 193 193 PHRO Local Revenue 20,000,000 contract agreement of 193 staff

Sector 3: Information and public relations Promote coordination and Develop district 1 DIO Uncon. grant – 5,000,000 communication communication strategy wage recurrent Provide internet 1 1 1 1 1 DIO PRDP 30,000,000 connectivity Sector: Water and Sanitation. Sub-sector: Rural water Stakeholder Hold District Water Supply and Sanitation PAF coordination Coordination Committee meetings at the District HQ 4 4 4 4 4 DWO Hold DWO monthly meeting 12 12 12 12 12 DWO PAF Office Procure motorbikes for office use and PAF equipment for field work 1 - 1 - - DWO DWO Service computers and accessories at PAF water office 2 1 1 - - DWO Procure Photocopier for office use - 1 - - - DWO PAF Procure tyres for water sector vehicle's 5 5 5 5 5 DWO PAF Procurement of office vehicle 1 DWO PAF Carry out O&M on water sector vehicles 4 4 4 4 4 DWO PAF Procure fuel and lubricants 4 4 4 4 4 DWO PAF General Service water sector motorbikes 2 2 3 3 3 DWO PAF operational Procure stationeries for water sector office PAF costs for DWO use 12 12 12 12 12 DWO General expenses/impress 12 12 12 12 12 DWO PAF

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Wages and Pay salaries and wages to water sector PAF Salaries for DWO staff staffs 12 12 12 12 12 DWO Hold Planning and advocacy meetings at PAF district and sub-county (Part of software Software steps) 1 1 1 1 1 ADWO Sensitize communities to fulfill critical PAF requirements (Part of software steps) 18 18 18 18 18 ADWO Hold community feedback meetings 18 18 18 18 18 ADWO PAF Conduct Training of WUC, communities PAF and primary schools (where applicable) on Software O&M, Gender, Participatory Planning and (Continued) Participatory Monitoring (Part of software steps) 25 25 25 25 25 ADWO Hold Extension staff quarterly review PAF meeting 4 4 4 4 4 ADWO Carry out post-construction support to PAF WUCs (Part of software steps) 21 21 21 21 21 ADWO Organize drama shows promoting water PAF supply construction, O&M and sustainability. 2 2 2 2 2 ADWO Organize radio programmes promoting PAF water supply construction, O&M and sustainability. 16 16 16 16 16 ADWO Under take training in project planning and PAF management and computer applications at UMI 2 2 2 2 2 ADWO Conduct baseline survey for sanitation 1 1 1 1 1 ADWO PAF Conduct follow up survey 1 1 1 1 1 ADWO PAF

Hold sanitation Week promotion activities 1 1 1 1 1 DWO PAF

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Advertise for works in national newspaper 1 1 1 1 1 DWO PAF Carry out Borehole sitting and PAF construction supervision for all the above borehole drillings 20 20 20 20 20 DWO Rehabilitation of Rehabilitate Boreholes at locations as PAF water facilities listed in the annex 20 20 20 20 20 DWO Carry out Environmental compliance PAF monitoring 1 1 1 1 1 DWO Desilt Boreholes at locations as listed in PAF the annex. 2 2 2 2 2 DWO Carry out Water quality testing on new PAF sources 20 20 20 20 20 DWO Water quality Carry out Water quality testing on old PAF surveillance sources 25 25 25 25 25 DWO Commission of new water and sanitation PAF facilities 20 20 20 20 20 DWO Supervision and Carry out Construction supervision visits / PAF Monitoring Monitoring 40 40 40 40 40 DWO Carry out Inspection of all water points PAF after construction 13 13 13 13 13 DWO Collection and analysis of data regularly 4 4 4 4 4 DWO PAF Conduct Specific surveys 2 2 2 2 2 DWO PAF Make National consultation and attend PAF workshops and seminars 4 4 4 4 4 DWO Sector: Community Based Services Sub-sector 1: Community Development Staff salaries paid 19 19 19 19 19 Human Resource Gov’t 137,491,000 Staff of Administrative Cost-Facilitate Travel 3 3 3 3 3 DCDO District 3,840,000 Community Inland Based Services Administrative Cost-Purchase Stationeries 24 24 24 24 24 DCDO District 480,000 facilitated to Administrative Cost-Vehicle maintenance 1 1 1 1 1 DCDO District 1,000,000 carry out their Administrative Cost-Purchase of Fuel 602 602 602 602 602 DCDO District 1,806,000 duties Administrative Cost-Facilitate Annual 5 5 5 5 5 DCDO District 1,000,000 Celebrations

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Administrative Cost-Procure Office 1 1 1 1 1 DCDO District 1,000,000 Furniture Sectoral Committee Monitoring 1 1 1 1 1 DCDO District 2,300,000 Contribution to OVC, PWD, Youth, and 4 4 4 4 4 DCDO District 1,219,000 Women activities Total 229,948,000 Subsector Functional Adult Quarterly supervision on the FAL 4 4 4 4 4 DCDO Gov’t 2,400,000 Literacy Programme activities Vehicle maintenance 1 1 1 1 1 DCDO Gov’t 1,399,000 supported and Procure FAL Instructional and Learning 100 100 100 100 100 DCDO Gov’t 1,000,000 promoted Materials Celebration of Literacy day 1 1 1 1 1 DCDO Gov’t 1,399,000 Assess and disburse funds to community 82 82 82 82 82 DCDO Gov’t 112,023,000 based groups under CDD to benefit at least Procure bicycles and Learning materials 15 15 15 15 15 DCDO Gov’t 10,000,000 for FAL Instructors and Learners Total 128,221,000 Subsector Sub-Sector: Gender Designing tools for Gender Audit 12 12 12 12 12 SCDO/Gender Donor 4,560,000 Gender Conduct role model visits to Primary and 6 6 6 6 6 SCDO/Gender Donor 4,066,000 responsive Secondary Schools planning and Debriefing meeting LLG staff and HODs 30 30 30 30 30 SCDO/Gender Donor 2,830,000 budgeting in all Sensitize and Mentor stakeholders on 30 30 30 30 30 SCDO/Gender Donor 3,966,000 Public Gender related Issues Institutions Update District Gender Profiles and 1 1 1 1 1 SCDO/Gender Donor 2,049,000 facilitated disseminate reports to stakeholders Support Office Operations 1 1 1 1 1 SCDO/Gender Donor 939,000 Undertake gender sensitization as well as 2 2 2 2 2 SCDO/Gender Donor 2,000,000 disseminate the Uganda Gender Policy 2007 Undertake TOT for Gender Focal Point 1 1 1 1 1 SCDO/Gender Donor 2,000,000 persons at LLG level (1 male and 1 female) Total 22,410,000 Subsector Sub-Sector: Women Council Support Conduct Radio Talk Shows to facilitate the 4 4 4 4 4 SCDO/Gender Gov’t 600,000 provided to the Women Constituency advocate for Women Council Women’s rights

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Office to Conduct quarterly executive district 4 4 4 4 4 SCDO/Gender Gov’t 1,200,000 implement women council meetings national and Administrative cost-Purchase Office 1 1 1 1 1 SCDO/Gender Gov’t 800,000 local laws and Consumables’ for Women Council Office policies on gender Administrative cost-Facilitate International 1 1 1 1 1 SCDO/Gender Gov’t 1,419,000 Women’s Day celebration Administrative cost-Travel Inland 4 4 4 4 4 SCDO/Gender Gov’t 1,600,000 Total 5,619,000 Sub-Sector: Culture Section Community Make collection of Alur Cultural regalia 1 1 1 1 1 SCDO/Culture District 808,532 awareness and Cultural sensitization in Schools 6 6 6 6 6 SCDO/Culture District/Donor 5,000,000 involvement in Supporting cultural museum in Panyimur 1 1 1 1 1 SCDO/Culture District/Donor 5,000,000 socio-cultural with artifacts development Supporting cultural groups with IGAs 4 4 4 4 4 SCDO/Culture District/Donor 10,000,000 initiatives monitored and evaluated Documenting intangible cultural heritage 1 1 1 1 1 SCDO/Culture District 2,000,000 Total sub-sector 22,808,532 Sub-Sector: Probation and Social Welfare Section Discharge of Undertake routine child protection and 200 200 200 200 200 DCDO District 1,500,000 statutory family welfare promotion interventions Handling Juvenile offenders 104 104 104 104 104 DCDO District 1,000,000 services (assessments, case management, and regarding the resettlements) community care, Supervise Probationers and other persons 104 104 104 104 104 DCDO District 500,000 paced on supervision orders welfare Tracing, resettlement and follow-up of 264 264 264 264 264 DCDO District 364,000 children from on streets and children/babies homes Sub-sector Total 3,364,000 Sub-Sector: Children and Youth Services Discharge of Carry out mobilization and sensitization 4 4 4 4 4 SCDO/Youth Gov’t 1,000,000 statutory seminars for youths in and out of school obligations on civic rights, responsibilities, youth regarding youth policy, roles of youth councils, and other socio-economic government programmes development Conduct district youth council meetings 4 4 4 4 4 SCDO/Youth Gov’t 1,400,000 initiatives Administrative cost-Facilitate Travel Inland 8 8 8 8 8 SCDO/Youth Gov’t 800,000 Commemorate the Youth day 1 1 1 1 1 SCDO/Youth Gov’t 1,500,000

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount monitored and Disburse Youth Livelihood funds to Youth 115 115 115 115 115 SCDO/Youth Gov’t 628,434,000 evaluated Groups Sub-sector Total 633,134,000 Sub-Sector: Disability and Elderly Section Integration of Implement cash transfers to the elderly 9,148 9,148 9,148 9,148 9,148 SCDO/SAGE Gov’t 2,744,400,000 PWDs and the and vulnerable households Elderly into Support SAGE operations 15 15 15 15 15 SCDO/SAGE Gov’t 504,834,000 Socio-economic Disburse PWD grants to selected PWD 12 12 12 12 12 SCDO/Disability Gov’t 30,467,000 life of groups communities Hold quarterly district disability council 4 4 4 4 4 SCDO/Disability Gov’t 1,000,000 promoted, meetings monitored and evaluated Hold international disability day 1 1 1 1 1 SCDO/Disability Gov’t 572,670 celebration Administrative cost-Facilitate Travel 8 8 8 8 8 SCDO/Disability Gov’t 1,200,000 Inland Sub-sector 3,282,473,670 Total Sub-Sector: Labour Supervised work Undertake routine inspection of work 22 22 22 22 22 Labour Officer District 1,364,000 places to places and attendance to the reported conform to issues national policies and standards on occupational health and safety Total 1,364,000 Subsector Sector tot. 4,250,894,202 Overall tot 4,250,894,202 Sector: Natural Resources Department Environment screening of projects and EIA reviews 100 105 110 115 120 DEO GoU 16,500,000 Environmental and Social compliance monitoring of 100 105 110 115 120 DEO GoU 11,000,000 projects Production of DSOER report - 100 105 110 115 DEO GoU 25,800,000 copies

213 Nebbi NEBBI District DISTRICT Local Government LOCAL GOVERNMENT Development DEVELOPMENT Plan For 2015/2016 PLAN FOR – 2019/2020 2015/2016 – 2019/2020 Page 238 of 292

Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Community sensitization on oil and gas activities and 200 200 205 210 215 DNRC GoU 51,500,000 policy Compliance inspection and monitoring of oil and gas 4 4 4 4 4 DNRC GoU 20,000,000 activities Training communities (TOTs)on Household Energy Saving Cooking-stoves (technology) 70 73 76 79 82 DEO GoU 16,285,660 Construction of institutional energy saving cook- stoves in schools 1 1 1 1 1 DEO GoU 25,000,000 Training of LLGs on Environmental mainstreaming 1 1 1 1 1 NRC GoU 10,000,000 Training of LECs at LLG level on their roles and 1 1 1 1 1 NRC GoU 15,000,000 responsibilities Restoration of degraded ecosystems (Riverbanks) 1 2 3 4 5 DFO GoU 20,964,000 Development of Parish Wetland Action Plans 2 3 4 5 6 DEO GoU 27,952,000 Formulation of bye laws and regulations 2 3 4 5 6 NRC GoU 24,458,000 Compliance Inspection of wetlands 1 2 3 4 5 DEO GoU 15,565,500 Public awareness on environmental concerns through Radio programs 2 3 4 5 6 DEO GoU 20,000,000 Rehabilitations of LFR 10ha 15ha 15ha 15 ha 15 ha DFO GoU 348,950,000 Re-vegetation of degraded Watershed 90ha 60 ha 50 ha 50 ha 50 ha DFO GoU 326,700,000 Establishment of plantation / woodlots by individuals/ community 15 ha 20 ha 20 ha 20 ha 20 ha DFO GoU 92,758,000 Hedgerows planting 200 km 150 km 110 km 100 km 100 km DFO GoU 81,972,000 Institutional tree planting (schools) 10 ha 12 ha 10 ha 2ha 2ha DFO GoU 340,704,000 On farm Demonstration Agro forestry establishment 10 10 10 10 10 DFO GoU 720,000,000 Road reserve tree planting 30 km 30 km 30 km 30 km 30 km DFO GoU 166,575,000 Water and soil conservation demonstration 12 10 10 10 10 DFO GoU 6,407,700 Training of farmers on nursery plantation and woodlot management 600 500 250 250 250 DFO GoU 227,966,250 Carrying surveys of LG Facilities 4 4 4 5 5 DSS GoU 11,000,000 Process land titles for LLGs 2 5 5 6 6 DSS GoU 38,400,000 Process free hold offers 28 30 35 40 45 DSS GoU 17,800,000 Purchase lands survey equipments 1 1 1 1 1 DSS GoU 320,000,000

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Conduct district physical development planning and rural growth centers of Panyimur TB and Review of Parombo TP 1 1 1 1 1 DSS GoU 500,000,000 Sector: Production and Marketing Sub-Sector: Crops Supply of 200 banana tissue culture resistant to 200 0 0 0 0 DAO GoU 3,500 banana fusarium wilt Support to six task forces formed to manage major 6 6 6 6 6 DAO GoU 13,015 pests and diseases Installation and operationalisation of 11 rain gauges 5 6 0 0 0 DAO GoU 5,500 Create awareness among 3,750 farmers on soil and 750 750 750 750 750 DAO GoU 15,000 water conservation and train them on simple irrigation practices in all 15 LLGs Sensitize 1,500 farmers on control of major Banana 500 500 500 500 500 DAO GoU 10,000 pests and diseases – BBW, Banana weevils, Panama wilt and Nematodes Identification and training of 2,500 farmers on tea 500 500 500 500 500 DAO GoU 25,000 production in Erussi and Ndhew Training 1500 farmers/animal traction units in LLGs 300 300 300 300 300 DAO GoU 15,000 of Nyaravur, Kucwiny, Parombo, Akworo, Nebbi, Panyimur, Panyango and Alwi Conduct routine pests and disease surveillance in all 12 12 12 12 12 DAO GoU 12,500 15 LLGs Periodic crop data collection in all 15 LLGs 4 4 4 4 4 DAO GoU 8,000 Supporting 1 study tour to Kalangala District to 1 0 0 0 0 DAO GoU 4,000 assess the ecological conditions of palm oil trees farming Participation in agricultural show/trade fair 1 1 1 1 1 DAO GoU 5,000 Promotion, post harvest handling and value addition 10 10 10 10 10 DAO GoU 45,000 of oils seed crops (sesame, soybeans, sunflower and groundnuts) in 10 LLGs

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Establishment of 15 demonstration sites for training 5 0 5 0 5 DAO GoU 15,000 on control of fruit flies in Mangoes and Oranges Supporting plant clinic field and laboratory operations 12 12 12 12 12 DAO GoU 15,000 in 15 LLGs Promotion (Demonstrations sites + training)) of palm 0 100 200 300 400 DAO GoU 5,000 oil production in Nebbi Provision of 20 million tea plantlets 200,000 200,000 200,000 200,000 200,000 DAO GoU 1,000,000 Promotion of nutrient dense foods such as orange 0 10 20 30 40 DAO GoU 10,000 fleshed potatoes and maize to 100 farmer groups for multiplication in Nebbi, Erussi and Pakwach Sub county Construction of 10 storage/bulking 0 0 3 4 3 DAO GoU 400,000 Establishment of a fruit factory 0 0 0 0 1 MAAIF GoU 500,000 Establishment of model small scale irrigation 0 1 1 1 DAO GoU 35,000 systems – River Oraa, Namrwondhu, Alala, Nyacara and Namthin (Nebbi, Wadelai, Nebbi TC, Kucwincy, Parombo) Promotion of water harvesting techniques (units) 5 5 5 5 DAO GoU 25,000 Promotion of kitchen and backyard gardening to 1,500 1,500 1,500 1,500 1,500 DAO GoU 5,000 7,500 Households Establishment of one major irrigation scheme – 0 0 1 0 0 MAAIF GoU 500,000 Wadelai Promotion of upland rice production in new LGs 0 2 2 2 0 DAO GoU 6,000 Post harvest handling and value addition of rice in all 0 0 2 2 2 DAO GoU 50,000 LLGs –Rice mill Establishment of two tea factories – Erussi and 0 0 0 1 0 MAAIF NAADS/OWC 1,000,000 Ndhew Establishment of a district farm institute (DATIC) 0 0 1 1 1 DAO GoU 300,000 /variety trial centre (VTC)

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Carry out inspection, certification and quality 4 4 4 4 DAO GoU 14,000 assurance of seeds, agrochemicals and plant and plant products Provision of improved crop varieties – Cassava, Irish 0 3,000 3,000 3,000 DAO NAADS/OWC 12,000 potatoes, Rice, Citrus, Mangoes 3,000 Soil fertility mapping of Nebbi district 0 1 0 0 0 DAO GoU 15,000 Promotion of beans Simsim and rice production 1 1 1 1 1 DAO DAR 300,000 Sector: Production and Marketing Sub-Sector: Livestock Vaccination of 15,000 dogs and cats against rabies 3,000 3,000 3,000 3,000 3,000 DVO GoU 30,000 in all 15 LLGs Vaccination of 100,000 poultry against NCD and 20,000 20,000 20,000 20,000 20,000 DVO GoU 10,000 Fowl Pox in all 15 LLGs Refilling of 20 gas cylinders for cold chain 4 4 4 4 4 DVO GoU 10,000 maintenance at district headquarter Insemination of 100 Cows in Erussi, Ndhew, Nebbi 25 25 25 25 25 DVO GoU 20,000 and Nebbi TC Training for 1,500 livestock farmers on management 300 300 300 300 300 DVO GoU 15,000 of major livestock and poultry diseases in all 15 LLGs Coordination visits to MAAIF headquarter/NARO 4 4 4 4 4 DVO GoU 3,000 10 months internet services supplied at district 10 10 10 10 10 DVO GoU 1,000 headquarter) 2 computer cartridges supplied at district 2 2 2 2 2 DVO GoU 3,200 headquarter Provision of 647 cattle (Heifers & Bulls) to selected 647 0 0 0 0 DVO GoU 25,000 beneficiaries Construction of permanent cattle crushes in LLGs 0 1 1 1 1 DVO GoU 60,000 De-silting of 13 water tanks to provide water for 2 2 3 3 3 DVO GoU 100,000 livestock and crops Excavation of 5 new water tanks to provide water for 1 1 1 1 1 DVO GoU 250,000 livestock and crops

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Construction of 3 communal Cattle dips (Panyimur, 0 1 0 1 1 DVO GoU 150,000 Kucwiny, Parombo) Sensitization of 450 poultry farmers on modified 0 450 0 0 0 DVO GoU 5,000 technology in local poultry husbandry Training for 180 farmers on pasture improvement 0 90 0 90 0 DVO GoU 9,000 and conservation in Nebbi and Pakwach Training 150 livestock farmers on dystocia 0 75 0 75 0 DVO GoU 9,000 management in Nebbi TC Establish slaughter slabs at rural growth centre 1 0 1 0 1 DVO GoU 60,000 Establishment of milk collecting centres (Nebbi TC, 0 1 0 1 1 DVO GoU 150,000 Nyaravur, Pakwach TC) Sector: Production and Marketing Sub-Sector: Fisheries Election and induction of BMU leaders in 56 BMUs in 1 4 1 4 1 DFO GoU 9,000 Panyimur, Pakwach SC, Pakwach TC, Panyango and Wadelai Construction of 5 demonstration fish cages in the 1 1 1 1 1 DFO GoU 17,500 Sub counties of Panyimur, Pakwach, Pakwach TC, Panyango and Wadelai Construction and stocking of 5 demonstration fish 1 1 1 1 1 DFO GoU 8,500 ponds in Erussi, Ndhew and Nebbi Sub counties Educating 56 BMUs on best practices in fish quality 56 56 56 56 56 DFO GoU 10,000 assurance Inspection of 56 BMUs and 4 markets in Panyimur, 56 56 56 56 56 DFO GoU 15,000 Pakwach SC, Pakwach TC, Panyango and Wadelai for compliance to fisheries regulations Conducting 2 patrol operations in Panyimur, 2 2 2 2 2 DFO GoU 15,000 Pakwach SC, Pakwach TC, Panyango and Wadelai Follow-up visits made to 30 fish cage and pond fish 4 4 4 4 4 DFO GoU 5,000 farming households

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Training on best practices in cage and fish pond 2 2 2 2 2 DFO GoU 7,000 management conducted for 11 fish farmers groups in Panyimur, Pakwach, Pakwach TC, Panyango, Wadelai, Erussi, Ndhew and Nebbi Procurement and maintenance of 1 – 15 HP motor 1 0 0 0 0 DFO GoU 10,500 boat engine at Panyimur Monthly collection, analysis and documentation of 12 12 12 12 12 DFO GoU 5,000 fisheries data at district headquarters Mentoring and supervision of 56 BMUs located in 2 2 2 2 2 DFO GoU 11,000 Panyimur, Pakwach SC, Pakwach TC, Panyango and Wadelai Coordination visits to MAAIF and other development 4 4 4 4 4 DFO GoU 3000 agencies Formulation of an ecosystem-based fisheries 0 1 0 0 0 DFO GoU 5,000 management plan for Nebbi district Development of fish handling and storage facilities at 0 0 0 1 0 DFO GoU 100,000 landing sites and markets Development of cold chain facilities at fish landing 0 0 1 0 0 DFO GoU 100,000 sites Provision of machinery for on farm production of 0 1 0 0 0 DFO GoU 15,000 quality farm fish feeds Sector: Production and Marketing Sub-Sector: Entomology Training of 260 Bee keepers (90 female, 170 male) 52 52 52 52 52 DEO GoU 15,000 on modern bee farming practices Coordination visits to MAAIF and other development 4 4 4 4 4 DEO GoU 3,000 agencies Establishment of 10 demonstrations in Wadelai, 2 2 2 2 2 DEO GoU 21,250 Kucwiny, Nebbi and Panyimur on control of tsetse flies using traps

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Training for 300 farmers (100 females, 200 males) on 0 75 75 75 75 DEO GoU 9,000 recommended tick control practices in all 15 LLGs Sensitization of 250 farmers and LLG leaders on 0 1 0 0 0 DEO GoU 5,000 tsetse flies control in Wadelai, Panyango, Panyimur, Pakwach, Alwi, Kucwiny and Nebbi LLGs Conduct one exposure visit for Beekeepers to 0 0 1 0 0 DEO GoU 5,000 Kampala to attend Beekeepers week Establishment of 6 Apiary demonstration sites in 1 1 1 2 1 DEO GoU 20,000 Alwi, Panyango, Wadelai, Kucwiny, Erussi and Ndhew Establish demonstration centre for sericulture 0 0 1 0 1 DEO GoU 20,000 Sector: Production and Marketing Sub-Sector: Vermin Control Services Control of vermin using the communities on 1 1 1 1 1 VCO GoU 15,000 community reward approach Community sensitization on Vermin control in the 7 7 7 7 7 VCO GoU 5,000 LLGs of Wadelai, Kucwiny, Nebbi, Alwi, Panyimur, Pakwach and Erussi Conduct 4 vermin hunting expeditions in Wadelai, 0 1 1 1 1 VCO GoU 6,000 Kucwiny, Nebbi and Alwi Procurement of 1 motorcycle for Vermin Control 0 0 0 1 0 VCO GoU 20,000 department Procurement of laptop computer 0 0 1 0 0 VCO GoU 2,000 Procurement of one office desk and 3 chairs 0 1 0 0 0 VCO GoU 1,500 Training of 5 vermin hunters by UWA on the best 0 1 0 0 0 VCO UWA 5,000 practices of vermin control Sector: Production and Marketing Sub-Sector: Commercial Services Conduct one Trade and investment conference for 1 0 0 0 0 DCO GoU 5,556 150 people

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Supervision, mentoring and training of cooperative 4 4 4 4 4 DCO GoU 9,265 board members Linking SMEs and Agribusiness enterprises to UEPB 2 2 2 2 2 DCO GoU 4,630 Collection and dissemination of business and market 12 12 12 12 12 DCO GoU 13,890 information Training and mentoring informal micro and small 1 1 1 1 1 DCO GoU 15,405 entrepreneurs in micro entrepreneurship skills Mainstreaming tourism activities into HLG and LLG 1 1 1 1 DCO GoU 9,265 development plan Profiling tourism potentials in the district 1 0 0 0 0 DCO GoU 2,287 Capacity development and promotion of local 1 1 1 1 1 DCO GoU 6,950 artisans and agro processing facilities Operation and maintenance of vehicles and 1 1 1 1 1 DCO GoU 9,265 equipment Monitoring and evaluation of commercial services 4 4 4 4 4 DCO GoU 3,315 activities Development of marketing infrastructures (market 1 1 1 1 1 DCO GoU 150,000 stalls and shades) at rural growth centres Development of border markets in Akworo/Parombo 0 0 1 1 0 DCO GoU 2,000,000 and Nebbi (Goli) Sector: Production and Marketing Sub-Sector: District Production Management Services Training of women groups in food and nutrition 1 1 1 1 1 DPC GoU 15,000 security in all 15 LLGs Dissemination of messages on food & nutrition 2 2 2 2 2 DPC GoU 2500 security at household through Radio Procurement of a laptop for the DPC 1 0 0 0 0 DPC GoU 2,500 Furnishing departmental store with 2 shelves 1 0 0 0 0 DPC GoU 2,500 Conduct 2 joint supervision visits in all 15 LLGs 2 2 2 2 2 DPC GoU 10,000 Monitoring visits by DEC, CAO & Committees to all 2 2 2 2 2 DPC GoU 27,950 15 LLGs

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Agricultural data collection, analysis and 2 2 2 2 2 DPC GoU 15,000 dissemination Collaborative visits (6) conducted to MAAIF 6 6 6 6 6 DPC GoU 3000 headquarter/NARO/development agencies Commemoration of the World Food Day Contribution 0 1 1 1 1 DPC GoU 7,500 Provision of 12 months internet services at district 12 12 12 12 12 DPC GoU 3,000 headquarter Supply of assorted demonstration and laboratory 1 0 0 0 0 DPC GoU 19,214 equipment Support to Operations and maintenance of vehicles 2 2 2 2 2 DPC GoU 49,100 and computers at district headquarter Staff capacity development/trainings 1 1 1 1 1 DPC GoU 25,000 Training of 45 extension staff of nutrition – education 0 1 0 0 0 DPC GoU 15,000 & programming Training of 45 extension staff on climate change 0 1 0 0 0 DPC GoU 15,000 mainstreaming in sector activities – Plans & Budget Sector: Education, Science, Technology and Sports Sub-sector 1: Administration To increase the number of Construction of 6 6 6 6 6 DEO GoU 1,050,000,000 classrooms from 1,455 in Classrooms 2014/15 to 1.465 in 2019/20 To reduce the Pupil Latrine Supply of Desks 126 126 126 126 126 DEO GoU 100,000,000 Ratio- (PLR) from 73:1 in Latrine Construction in 40 40 40 40 40 DEO GoU 877,265,000 2014/15 to 60:1 by 2019/20. Schools To enhance good governance, Pay Staff Salaries 12 12 12 12 12 DEO GoU 388,800,000 efficiency and effectiveness in Staff training/Capacity 4 4 4 4 4 DEO GoU 5,000,000 provision of Education services. building Construction of Staff 4 4 4 4 4 DEO GoU 5,000,000 houses Orientation of SMCs and 2 2 2 2 2 DEO GoU 25,000,000 PTAs Attending Functions and 10 10 10 10 10 DEO GoU 5,000,000 Meetings

222 Nebbi NEBBI District DISTRICT Local GovernmentLOCAL GOVERNMENT Development DEVELOPMENT Plan For 2015/2016 PLAN FOR – 2019/2020 2015/2016 – 2019/2020 Page 247 of 292

Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Monitoring and Support 4 4 4 4 4 DEO GoU 50,000,000 supervision of school programmes Transfer of teachers 1 1 1 1 1 DEO GoU 5,000,000 To disseminate and implement Implementation of Conflict, 1 1 1 1 1 DEO GoU 25,000 policies and guide lines in Disaster and Risk Education management. (CDRM) Safety and Security in 1 1 1 1 1 DEO GoU 5,000 Schools Mitigation of HIV/AIDS and 1 1 1 1 1 DEO GoU 25,000 implementation of Workplace policy Implementation of the 1 1 1 1 1 DEO GoU 10,000 RTRR Guidelines. Implementation of 1 1 1 1 1 DEO GoU 25,000 Environmental Guidelines in Schools To disseminate and implement Implementation of food 1 1 1 1 1 DEO GoU 25,000 policies and guide lines in security and Nutrition Education guidelines in Schools. Sector: Education, Science, Technology and Sports Sub-sector 2: Inspection To improve on quality Inspection and support 4 4 4 4 4 DIS GoU 50,000 assurance and BRMS. Supervision Purchase Office Fuel 4 4 4 4 4 DIS GoU 60,000 Purchase Office 4 4 4 4 4 DIS GoU 5,000 Stationeries Vehicle maintenance 4 4 4 4 4 DIS GoU 20,000 Registration of PLE 1 1 1 1 1 DIS GoU 15,000 Candidates

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount Printing Mock 1 1 1 1 1 DIS GoU 40,000 Examinations Conduct and 1 1 1 1 1 DIS GoU 80,000 Administration of PLE Organizing Refresher 1 1 1 1 1 DIS GoU 5,000 Courses for Teachers, H/trs, SMCs/PTA Attend meetings and 10 10 10 10 10 DIS GoU 5,000 functions Sector: Education, Science, Technology and Sports Sub-sector 3: Sports To promote coo curricular Follow up and support 4 4 4 4 4 SO GoU 17,500 activities in schools Supervision on sports activities Purchase Office Fuel 650 650 650 650 650 SO GoU 13,015 Purchase Office SO GoU 2,500 Stationeries Vehicle maintenance SO GoU 5,000 Training of umpires , 1 1 1 1 1 SO GoU 5,000 Referees and Games/Sports Officials To promote coo curricular Organize Competitions in 1 1 1 1 1 SO GoU 125,000 activities in schools ball games, Athletics, Cross Country Organizing MDD 1 1 1 1 1 SO GoU 55,000 Completions Construction of a District 1 1 1 1 1 SO GoU 5,000 stadium Sector: Education, Science, Technology and Sports Sub-Sector 4: Special Needs Education

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Time Frame Planned Budget Planned Activities Responsible Source Devt Outputs (Projects) Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Parties Of Funds Amount To promote Special needs Identification and GoU 5,000 Education Assessment of Learner with Special needs 4 4 4 4 4 SNE Inspector Organize training for GoU 10,000 teachers on Special needs 1 1 1 1 1 SNE Inspector Purchase Office Fuel 4 4 4 4 4 SNE Inspector GoU 5,000 Purchase Office GoU 2,500 Stationeries 4 4 4 4 4 SNE Inspector Vehicle maintenance 4 4 4 4 4 SNE Inspector GoU 5,000 Sector: Planning Unit Sub-sector 1:Planning office To produce and submit reports OBT report 4 4 4 4 4 Planner EQ 75,000 BFP Preparation 1 1 1 1 1 Planner EQ 62,500 Ensure value for money for Monitoring and supervision 4 4 4 4 4 Planner PRDP 75,000 projects To support departments with Retooling 1 1 1 1 1 Planner LGMSD 45,000 furniture Investment Service Costs 1 1 1 1 1 Planner LGMSD 45,000 Consumables 4 4 4 4 4 Planner EQ 25,000 Sub-sector 2: Population Office Produce documentation of TPC Produce Minutes for TPC 12 12 12 12 12 DPO EQ 15,000 meetings BDR activities 1 1 1 1 1 DPO UNICEF 300,000 BOS and Internal 1 1 1 1 1 DPO EQ 65,000 assessment Development Planning 1 1 1 1 1 DPO EQ 25,000 Integration of crosscutting 1 1 1 1 1 DPO EQ 25,000 issues

Appendix 2: LOWER LOCAL GOVERNMENTS’ BELOW THE BUDGET LINE INVESTMENTS S/N Investment Location Qty Unit Cost Amount NDHEW SUB-COUNTY

225 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020

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S/N Investment Location Qty Unit Cost Amount 1 Construction of two semi-detached staff houses Sub-county headquarters. with kitchen and VIP latrines. 01 80,000,000 80,000,000 2. Construction of Market shades. Ndhew market, Abar west Parish and Igalidong market in Abar east. 02 25,000,000 50,000,000 3 Construction of Community hall Sub-county headquarter. 01 60,000,000 60,000,000 4 Construction of bridges. Avubu on Omoyo-Obiya road, Nyipir-Pajur road and Agpoya. 03 170,000,000 510,000,000 5 Opening and upgrading of community access Abar East, Abar west, Adolo and Oweko Parishes. roads. 08 6,000,000 48,000,000 6 Construction of two semi-detached staff houses Anyayo, Omoyo, Nyipir, and Luga Primary Schools. with kitchen and VIP latrines. 04 80,000,000 320,000,000 7 Construction of 4 classroom blocks. Anyayo Primary School. 01 70,000,000 70,000,000 8 Construction of 5-stance lined VIP latrine. Owilo, Akeu Cope centre, Ogalo and Luga Primary schools. 04 20,000,000 80,000,000 9 Purchase of 3-seater desks. Luga, Adeira, Penji, Nyipir, Akeu cope centre, Owilo, Omoyo, Oweko, Ogalo, and Anyayo Primary schools. 200 150,000 30,000,000 10 Construction of Maternity ward. Oweko health centre II. 01 90,000,000 90,000,000 11 Construction of Health centre IIs. Adolo and Abar west parishes. 02 100,000,000 200,000,000 12 Rehabilitation of OPD roof. Pamaka health centre II. 01 20,000,000 20,000,000 13 Drilling of borehole. Abar east, Abar west, Adolo, and Oweko. 08 25,000,000 200,000,000 14 Rehabilitation of boreholes. Nguthe, and Owilo Primary schools. 02 10,000,000 20,000,000 PAROMBO SUB-COUNTY 1 Construction of public latrine at taxi park Parombo Town board 01 20,000,000 20,000,000 2 Supply of garbage skips for waste management Parombo Town Board 01 10,000,000 10,000,000 3 Fencing Parombo HC III Parombo HC III 01 20,000,000 20,000,000 4 Supply of beddings to maternity ward in Parombo Parombo HC III 01 200,000,000 200,000,000 HC III 5 Upgrading Parombo HC III to HC IV Parombo Sub county 01 10,000,000 10,000,000 6 Collection of garbage within Town Board Parombo Town Board 7 Construction of classroom block Pulum Aduku (2), Matutu (2), Thatha(2), Ogwarbombo (4), 14 45,000,000 305,000,000 and Padel SS (4) classrooms. 8 Construction of 5 stances VIP latrines for boys Padel, Raguka, Anyang, Pagwata, and Ossi Primary 05 12,000,000 60,000,000 schools. 9 Construction of WASH rooms for girls Matutu 01 10,000,000 10,000,000

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S/N Investment Location Qty Unit Cost Amount 10 Construction of staff houses Penji Oryang, Pulum Aduku, Allego, Pagwata, Parommbo, 06 20,000,000 120,000,000 and Kisenge Primary schools. 11 Construction of dormitories for girls Parombo ss 01 200,000,000 200,000,000 12 Establishment of vocational training institute. Pulum Parish 01 500,000,000 500,000,000 13 Increase number of trained teachers Kisenge, Matutu & Pulum Aduku P/s 14 Upgrading community schools to gov’t grant aided Ogwarbombo, 01 15 Rehabilitation and furnishing Community centre Parwo Parish 01 30,000,000 30,000,000 16 Supply of mobility appliances for PWDs Parombo Sub county 01 10,000,000 10,000,000 17 Developing cultural/tourist site Ossi east Parish 01 100,000,000 100,000,000 18 Construction of modern market facility Parombo market 01 500,000,000 500,000,000 19 Construction of market shades/stalls for traders Yani market 01 100,000,000 100,000,000 20 Construction of modern produce store for bulking Parwo Parish 01 100,000,000 100,000,000 21 Supply of improved dairy and beef cattle to farmers All Parishes 15,000,000 22 Supply of improved fruit trees to model farmers All Parishes 10,000,000

23 Supply of tree seedlings to households to promote All Parishes 10,000,000 agro-forestry 24 Construction of Parombo Town board offices Parombo Town board 01 200,000,000 200,000,000 25 Supply of 2 motorcycles to Parombo Sub county Health & Administration departments 02 17,500,000 35,000,000 26 Supply of office equipments and machinery Parombo Town Board 01 10,000,000 10,000,000 27 Re-construction of Ayila bridge on Nyaravur-Angal- Ayila stream (Pataka, Padel North Parish) 01 200,000,000 200,000,000 Parombo road 28 Construction of bridges -Ayila (Atego upper),-Ayila (Ndrosi) 04 200,000,000 800,000,000 -Ayila (Nyathum), -Alala (Pulum) 29 Construction and design of Parombo Town Parombo Town board 01 100,000,000 100,000,000 board round about 30 Construction of Car park in Parombo Parombo Sub county 01 50,000,000 50,000,000 31 Drilling of new boreholes Pataka west, Ndrosi, Jupundeng, Padolo lower, 05 20,000,000 100,000,000 Okworo 32 Borehole rehabilitation Ossi P/s, Pagwata P/s, Babu, Obia, Alala COPE 05 2,000,000 10,000,000 centre

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S/N Investment Location Qty Unit Cost Amount 33 Completion of Apolla valley dam Atego lower 01 30,000,000 30,000,000 34 Construction of valley dam for livestock rearing Alego East 01 100,000,000 100,000,000 35 Installation of water tanks Kisenge P/s, Thatha P/s, Raguka P/s, Penji Oryang 05 6,000,000 30,000,000 P/s, & Pagwata HC II NYARAVUR SUB-COUNTY 01 Division of administrative units Pamora lower, Mbaro west, Mbaro east 03 - 50,000,000 02 Procurement of motor cycle for office of the Sub-county H e adquarters 01 15,000,000 15,000,000 Sub-county chief 03 Construction of staff houses at S/C H/Qs S/C H/Qs 01 90,000,000 90,000,000 04 Fencing of S/C H/Qs S/C H/Qs 01 45,000,000 45,000,000 05 Capacity building for staff on management, UMI 8,500,000 8,500,000 procurement, and human resource management. 06 Survey of S/C land Mbaro east parish, PamorA Lower parish, Angal 4 500,000 2,000,000 Upper Parish, and Angal lower parish. 07 Supply of file cabins and cardboards to six S/C H/Qs 6 - 10,000,000 offices. 08 Rehabilitation of the Administration block. S/C H/Qs 1 30,000,000 30,000,000 09 Supply of computers in 6 offices. S/C H/Qs 6 - 15,000,000 10 Procurement of motor cycle for office of SAA S/C H/Qs 01 15,000,000 15,000,000 for revenue enhancement. 11 Rehabilitation of Pamora Lower revenue Pamora Lower Parish 1 5,000,000 5,000,000 centre offiice 12 Capacity building on financial management UMI 1 6,000,000 6,000,000 and procurement procedures. 13 Construction of modern OPD at Nyaravur Nyaravur HCIII 1 90,000,000 90,000,000 HCIII 14 Fencing Nyaravur HCIII Nyaravur HCIII 1 45,000,000 45,000,000 15 Construction of 5-stance public latrine Nyaravur Trading Centre 1 22,000,000 22,000,000

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S/N Investment Location Qty Unit Cost Amount 16 Construction of 4-stance latrine at Nyaravur Nyaravur HCIII 1 20,000,000 20,000,000 HCIII 17 Construction of a semi-detached staff house at Nyaravur HCIII 1 90,000,000 90,000,000 Nyaravur HCIII 18 Construction of HCII Gira village 1 65,000,000 65,000,000 19 Drilling of bore holes All Parishes 02 2,500,000 2,500,000 20 Rehabilitation of bore holes All parishes 02 1,800,000 1,,800,000 21 Rehabilitation of shallow wells All parishes 02 2,000,000 2,000,000 22 Training of water user committee All water points 5 2,000,000 2,000,000 23 Supply of fruit seedlings to Institutions All parishes 300 Farmers 15,000,000 15,000,000 24 Training on environmental impact assessment S/C H/Qs 20 800,000 800,000 and natural resources protection participants 25 Supply of animals to selected farmers All parishes 20 farmers - 15,000,000 26 Supply of farm inputs and hoes to farmers. All parishes 30 farmers - 15,000,000 27 Supply of fruit seedlings to farmers All parishes - - 14,000,000 28 Rehabilitation of Nyaravur market Nyaravur Trading centre, Mbaro east parish 1 50,000,000 50,000,000 29 Construction of slaughtering slab and shade Angal and Nyaravur trading cej 2 15,000,000 15,000,000 30 Construction of valley dam Olyeko village Angal lower 1 75,000,000 75,000,000 31 Construction of Nyaravur livestock market Nyaravur trading centre, Mbaro east parish 1 65,000,000 65,000,000 32 Fencing of Nyaravur livestock market Nyaravur trading centre. 1 45,000,000 45,000,000 33 Construction of cattle dip at Nyaravur livestock Nyaravur trading centre 1 60,000,000 60,000,000 market. 34 Rehabilitation of roads All parishes 02 15,000,000 15,000,000 35 Opening of new roads Agwok via Angal 01 15,000,000 15,000,000 36 Grading of football fields for schools Nyaravur P/S, Angal SS 04 - 40,000,000 37 Grading of Nyaravur market Nyararvur trading centre, Mbaro east parish. 02 20,000,000 20,000,000 38 Construction of angu wanario bridge Warathum, Mbaro east parish. 02 - 55,000,000 39 Training of staff on planning and budgeting. UMI 03 - 6,000,000 40 Physical planning of the urban centres. - - - 100,000,000

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S/N Investment Location Qty Unit Cost Amount 41 Rehabilitation of community centre Rest Camp village ,Mbaro east 01 20,000,000 20,000,000 42 Construction of Guest house and museum at Rest Camp village ,Mbaro east 02 - 90,000,000 community centre. 43 Construction of resource centre at Nyaravur Jupakeno village, Mbaro East parish. 01 90,000,000 90,000,000 S/C H/Qs. 44 Supply of wheel chairs to PWDs All the five parishes 05 - 3,000,000 45 Construction of classroom block Oryang P/S, Olyeko NFE, Alwala P/S 04 - 195,000,000 46 Construction of 4-stance VIP latrine Nyaravur P/S, Angal boys, Olyeko NFE, Angal Ayila 04 - 100,000,000 P/S, Alwala P/S. 47 Staff house construction Alwala P/S, Olyeko NFE, Ageno P/S, Angal Ayila P/S. 06 - 390,000,000 48 Installation of lighting arrestors All the 7 P/S 07 5,000,000 35,000,000 49 Provision of desks to schools. Angal Ayila P/S, Olyeko NFE, Angal Girls P/S, Alwala 20 desks for - 18,000,000 5 schools P/S, Ageno P/S. each.

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S/N Investment Location Qty Unit Cost Amount

Appendix 3: WORK PLAN OF THE CIVIL SOCIETY ORGANIZATIONS (CSOs).

NEBBI DISTRICT NGO FORUM Narrative Key Interventions Expected out / Target

Objective 1. To Strengthen institutional structures, Structural reorganization of secretariat and capacity Sub committees developed and trained systems to ensure continuous learning, an effective and development efficient organization Objective 2. To enhance the institutional strength of Institutional capacity assessment MOs ,Organizational 10 MOs assessment and report NDNGOF and MOs to deliver on its mandate assessment for NDNGOF OD Training for NDNGOF and Implementation of Capacity building plan for NDNGOF MOS.Retooling of NDNGOF staff and key MOs staff. Develop and MOs and implement a fundraising and resource mobilization plan. Trained NDNGOF and MOs staff Fundraising plan in place and Increased resource envelop Objective 3. To enhance the capacity of CSOs in Nebbi Institutional capacity assessment Structural organization of 10 MOs assessment and One consolidated report and Zombo Districts to understand and meaningfully secretariat and capacity development Secretariat structure trimmed, developed and staff influence (participate in) in the governance of service trained delivery. Objective 4. To provide a sector wide platform for Increase and maintain a comprehensive database of MOs Data base in place. NDNGOF rebranded and networking, research, information sharing and working in the different sectors Increase the visibility of participating in various for a Communication and coordinated CSOs interventions in the different sectors NDNGOF by rebranding and sharing widely with identified advocacy strategy implemented and functional likeminded networks and CSOs locally, regionally, nationally and internationally .Develop and implement a communication and advocacy strategy

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S/N Investment Location Qty Unit Cost Amount Objective 5. To contribute to development and poverty Conduct action research on issue specific areas of development Research results published, shared with MOs and key reduction efforts as enshrined in the key government and poverty eradication. Test out key livelihood development stakeholders. development pillars locally and internationally interventions based on the action research findings and Livelihood projects implemented by NDNGOF and MOs. document through the MOs Contribute to debates and Topical issues discussed and position papers discussions on topical issues affecting development and presented. poverty eradication

Financial implication of Nebbi District NGO Forum strategic direction 2015/2019 Key Interventions Expected output or Target Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Institutional capacity assessment 10 MOs assessment and One 16,000,000 16,000,000 16,000,000 16,000,000 16,000,000 consolidated report @year Structural organization of secretariat and Open and maintain an 5,000,000 10,000,000 15,000,000 25,000,000 35,000,000 capacity development endowment account Sub committees developed 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 and trained and meeting Quarterly BOD meetings 7,500,000 7,500,000 7,500,000 7,500,000 7,500,000 Annual General Meeting 6,000,000 6,500,000 7,000,000 7,500,000 8,000,000 Procure accounting package 4,000,000 500,000 500,000 500,000 500,000 and train staff Office construction done 2,500,000 15,000,000 30,000,000 30,000,000 30,000,000 Procure a vehicle 0 45,000,000 0 0 0 Procure 2 motorcycles 0 36,000,000 0 0 0 Staff Development: retooling NGOF staff Trained staff 10,000,000 15,000,000 20,000,000 20,000,000 10,000,000 and MOs key staff Fundraising and resource mobilization plan Plan in place and 3,000,000 2,000,000 1,000,000 3,000,000 3,000,000 developed and functioning implemented Develop maintain database for MOs and Database developed and 4,000,000 4,500,000 4,000,000 3,500,000 3,500,000 networks and other media maintained

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Key Interventions Expected output or Target Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Increase visibility – rebranding, website and Increased visibility 2,000,000 10,000,000 5,000,000 3,000,000 2,000,000 newsletter Develop and implement communications and Strategy in place and 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 advocacy strategy implemented Conduct action research on specific areas of Research conducted 5,000,000 5,000,000 5,000,000 3,000,000 5,000,000 development and poverty eradication Test out key livelihood interventions based on Livelihood interventions 10,000,000 30,000,000 40,000,000 80,000,000 120,000,000 action research findings and document identified and tested through MOs Hold dialogue meetings to contribute to Meetings held 10,000,000 15,000,000 15,000,000 15,000,000 15,000,000 debates and discussions on topical issues affecting development Administrative costs, and finances Acquire office furniture, 6,000,000 12,000,000 18,000,000 20,000,000 20,000,000 maintenance of office, pay for utilities & taxes, repairs and conduct External audits Total 96,000,000 235,000,000 189,000,000 239,000,000 280,500,000

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AGENCY FOR ACCELERATED REGIONAL DEVELOPMENT (AFARD) Strategic Pillars and Objectives Strategic Targeting As previously stated, from 2015-2019 AFARD aims to reach 150,000 people in 500 self-help groups, 5,000 youth-headed households and 25 local governments with services (see table 2 below). Targeted benefi- ciaries and groups will be selected in collaboration with local government support. They will come from vulnerable and marginalised communities with no existing government or NGO development programmes. To ensure local learning, produce aggregation and collective advocacy, an outreach axis will be developed so that benefiting villages and groups are located close to each other. This, we foresee, will also encourage the growth of federations and economic enterprises. AFARD will pursue six strategic pillars aligned under six strategic objectives (SOs), described below.

Pillar 1: Climate-smart and Nutrition-sensitive Agriculture

Actions under this pillar will address low household food production, the rising threat of climate change and the inability of household’s to diversify their diets. This will ensure the sustainable, increased production of adequate food supplies with ample nutrients for healthy living, which will enable all household members to access sufficient and nutritious food at all times.

SO1 To strengthen the capacity of poor households to increase food production and equitable food consumption using gender-responsive, climate-resilient and nutrition-based agricultural practices and technologies. Focus Ensure that 95% of targeted households are food secure. Target 500 self-help groups with 12,500 poor smallholder-farming households, targeting 87,500 people Strategies • Farmer-to-farmer extension systems development for increased productivity • Provision of start-up inputs for crop-livestock-tree mix to ensure adoption • Nutrition education and kitchen gardening for diet diversification and equitable food sharing practices Delivera- • 1,500 lead farmers are identified and trained to provide 9,000 mentoring visits on crops, livestock, environ- bles mental conservation, kitchen gardening practices. • Provision of 25,000 hoes, 75,000 bags of NASE14 cassava cuttings, 187,500 kgs of NABE4 bean seeds, 37,500 chickens, 62,500 fruit and 187,500 timber seedlings are procured and distributed. • 1,500 nutrition education sessions conducted. Pillar 2: Economic Empowerment and Asset Building

Under this pillar, AFARD will promote productive and financial asset building by economically empowering women and youth, including PLWA, whose current contribution to household wealth creation is low. AFARD will pursue a two-pronged approach that incorporates farming as a business and youth vocational skilling to ensure that beneficiary households target their investments (production and skills training) to market needs. Market analysis will be integral in ensuring that all products offered in the market are profitable and competitive. Group Loan Schemes, developed from group savings, will support these production chains as well as the microenterprise development required for livelihood diversification. This will ensure that benefi- ciary households are engaged in income generation from sources other than sales of surplus subsistence food production.

SO2 To economically empower vulnerable women and youth to increase household asset wealth and improve their market-relevant functional skills for better economic opportunities. Focus Market-oriented interventions that will lift 65% of targeted households above extreme poverty. Target • 500 self-help groups with 12,500 poor smallholder-farming households, targeting 87,500 people • 5,000 youth from 5,000 youth-headed households, targeting 35,000 people

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 234 Strategies • Agro-enterprise development of market-oriented foods like Irish potatoes, cassava, beans, onions, simsim, fish farming, apiary and local poultry production • Youth vocational skilling • Group loan schemes for microenterprise development Deliverables • 500 community agro-enterprise business plans developed • 500 agro-enterprises focussing on cassava, beans, Irish potatoes, onions, simsim, poultry, fish farm- ing and apiary value chains are established and co-funded using a 30% beneficiary and 70% donor grant model • 750 lead farmers identified, trained and provided with 4,500 mentoring visits • 1,500 business management committees identified, trained and provided with 4,500 business men- toring and coaching visits • 1 market labour scan conducted • 5,000 youth identified and placed on 3-6 month residential training courses in credible BTVETs with a 1-month apprenticeship focused on programmed hatching, vegetable production, bakery and confectionary, tailoring and design, saloon and hair dressing, phone repair, shoe making and repair, bicycle repair and metal fabrications • 5,000 youth provided with start-up kits for self-employment • 15,000 youth business mentoring and coaching visits conducted • 500 youth supported to participate in annual national trade and food fairs • Field officers trained in the Group Loan Scheme model • 1,500 group loan management technical and managerial skills trainings conducted Pillar 3: Human Capital Development

To address increased labour productivity, AFARD will focus on two crucial initiatives. First, preventive com- munity health will be championed to reduce the high disease burden through behaviour change education and enforcement, promoting linkages with health facilities for access to medical services and providing in- frastructure support to ensure access to safe water points. Second, education promotion will target all levels of the system, including children in early learning centres, girls in primary schools, community education funds for (post) secondary education and functional adult literacy classes for older learners.

SO3 To improve household labour productivity through effective utilisation of preventive health measures and better quality education. Focus • To reduce the burden of malaria and gastro-intestinal infections by 75% in 17,500 targeted households • To increase adult literacy levels by 15% in 17,500 targeted households Target • 17,500 households drawn from 500 self-help groups • 5,000 youth-headed households, targeting 122,500 people Strategies • Water, sanitation and hygiene promotion • HIV/AIDS prevention and mitigation • Promotion of early childhood development, community education funds, and functional adult literacy classes

235 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Deliverables • 60 boreholes drilled and maintained with user fees from functional user committees • 1,500 health change agents trained and supported to educate group members on sanitation, hygiene and HIV/AIDS and develop and enforce group sanitation bye-laws • 1,500 mobile VCT outreaches and 500 SMC clinics conducted • 20 self-help groups supported to set up profitable community nursery schools with classroom con- struction and furnishing, teacher training, management committee training and provision of instruction materials • Guidance and counseling support provided to 150 primary schools serving beneficiary communities (targeting teachers and girls in P5-7) • 210 self-help groups trained in community education fund operations • 150 self-help groups supported with functional adult literacy classes (including training of mentors and provision of start-up kits) Pillar 4: Community-led Advocacy

As an NGO, AFARD primarily seeks to complement government-provided services. Second, AFARD pro- vides a limited scope of services to targeted communities that exclude construction of roads, provision of electricity, staffing and equipping of health facilities, etc. AFARD believes that people have a right to access these services from their local governments. To ensure that constitutional mandates in terms of service delivery are adhered to, AFARD will build the political capabilities of the communities it works with to ensure they know their rights and use their strengths to demand for services and hold their government leaders accountable for (in)raction. This process of strengthening community-government engagements involves promotion of skills development and open dialogue.

SO4 To enhance the political capabilities of community groups to demand for quality public services. Focus At least 50% of beneficiary self-help groups and youth secure local government financial support and at least 20 local governments are perceived as responsive to and accountable for local development. Target • 21,429 households, targeting 150,000 people • 25 lower local government offices Strategies • Community-led advocacy using mixed-modes of self-help groups and social category-based public dialogues and engagement processes Deliverables • 1,500 community awareness campaigns on human, women, youth and children’s rights to decen- tralized development conducted • 1,500 trainings in civic engagement skills (planning, monitoring and advocacy) conducted • 1,500 Leaders’ Petition Days held • 1,500 Leaders’ Accountability Days conducted • 75 local government reflection meetings held Pillar 5: Strengthening Community Organisations

It is critical to build the local ownership and sustainability of self-help groups to champion the needs of their members through effective governance, management and financial independence.

SO5 To strengthen the organisational capacity of community groups to effectively manage and sustain their members’ development needs. Focus 500 beneficiary self-help groups practice co-governance and maintain ≥UGX 35 million rotating within group loan schemes to ensure financial stability. Target 500 self-help groups with 12,500 members, targeted 87,500 people Strategies • Institutional development • Group-based business development

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 236 Deliverables • 500 self-help groups formed and registered with local governments • 500 self-help groups supported to elect visionary leaders (executive and committee) • 1,500 trainings conducted in group dynamics (e.g. planning, conflict management, resource mobiliza- tion, meeting conduct, financial management and reporting, etc.) Pillar 6: AFARD’s Organisational Growth and Sustainability

Achieving the goals of this Strategic Direction requires AFARD to be effective and efficient in terms of its organisational performance with the right leadership, team, systems and funding. Under this pillar, AFARD will invest in ensuring results-based management that synergistically matches its human and financial re- sources to desired outcomes through improved policies and systems, effective management and a diver- sified funding base.

SO6 To strengthen AFARD’s capacity to manage, learn and co-fund development projects.

Focus budgetTo strengthen and build AFARD’s a UGX operational 1 billion reserve capacity fund. and diversify its financial base to co-fund 25% of its annual Target AFARD’s improved operational and financial capacity Strategies • Capacity building of the Board and management team • dence-basedMonitoring, accounting programming and learning systems development for improved visibility and evi- • Social enterprise development through AFARD’s Business Wing Deliverables • One Board capacity assessment and three leadership trainings conducted • Systems developed for monitoring, accounting and learning • Annual integrated action plans and projects developed and approved • Quarterly and annual performance reviews conducted • Sector-based documentation, visibility and learning events conducted • National and regional networks sustained • Baseline, midterm and terminal evaluations conducted and disseminated • AFARD’s headquarters office structure completed and equipped • Adequate logistics procured (vehicles, motorcycles, laptops, desks and chairs)

Financial implications The implementation of this Strategic Direction will be operationalized through annual planning processes. Detailed plans and budgets will be developed yearly with clear input-output-outcome targets. Importantly, the “unit cost approach” will be applied and cost efficiency analyses conducted annually to ensure val- ue-for-money in programming.

Financial Implications. Pillars 2015 2016 2017 2018 2019 Total % share Pillar 1: Climate-smart and nutrition-sensitive agriculture 1,563,750,000 2,085,000,000 1,563,750,000 - - 5,212,500,000 18% Pillar 2: Economic Empowerment and Asset Building 1,892,500,000 2,164,750,000 3,027,650,000 1,116,000,000 966,000,000 9,166,900,000 32% Pillar 3: Human Capital Development 655,050,000 697,550,000 1,920,950,000 1,168,450,000 798,750,000 5,240,750,000 18% Pillar 4: Community-led Advocacy - - 412,500,000 412,500,000 412,500,000 1,237,500,000 4% Pillar 5: Strengthening Community Organizations 93,750,000 308,750,000 93,750,000 - - 496,250,000 2% Pillar 6: AFARD Organizational Growth & sustainability 941,500,000 880,000,000 537,500,000 527,500,000 552,500,000 3,439,000,000 12% AFARD Operation costs 966,672,686 879,172,686 816,672,686 816,672,686 816,672,686 4,295,863,430 15% 5-year Grand Total (UGX) 6,113,222,686 7,015,222,686 8,372,772,686 4,041,122,686 3,546,422,686 29,088,763,430 100% 5-year Grand Total (€@ 3600 UGX) 1,698,117 1,948,673 2,325,770 1,122,534 985,117 8,080,212 5-year Grand Total (US$ @ 2500 UGX) 2,445,289 2,806,089 3,349,109 1,616,449 1,418,569 11,635,505 Financial Needs and Funding Gap 2015-19 2015 2016 2017 2018 2019 Total % share Projected ABW annual contributions 100,000,000 150,000,000 200,000,000 250,000,000 300,000,000 1,000,000,000 3% Beneficiary contributions 567,750,000 649,425,000 908,295,000 334,800,000 289,800,000 2,750,070,000 9% Secured funds 3,465,244,667 2,294,297,404 1,193,060,903 1,193,865,878 8,146,468,851 28% TOTAL 4,132,994,667 3,093,722,404 2,301,355,903 1,778,665,878 589,800,000 11,896,538,851 41% Finacing gap 1,980,228,019 3,921,500,282 6,071,416,783 2,262,456,808 2,956,622,686 17,192,224,579 59% Total annual budget 6,113,222,686 7,015,222,686 8,372,772,686 4,041,122,686 3,546,422,686 29,088,763,430 100%

237 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 CHURCH OF UGANDA NEBBI DIOCESE (ANGLICAN) Introduction: The board Orientation training informed the Diocese of the need to determine their next strategic direc- tion in five years from now. With support of CRWRC and Te a r Australia, training on Strategic Planning was conducted. A draft five year plan for 2012 - 2016 was formulated for adaption by the boards. There view process involved study of the previous 2002-2006 and identifying its score, magnitude of failure and what to roll over in the next plan. Vision: To create a society of good Christian living through adherence to the Faith of Christ as taught in the Holy Scriptures and holistic development. Mission Statement: Nebbi Diocese being an entity of the Province of Church of Uganda embraces the Mission of the Province that states:‘’To preach the good news of the kingdom of God through holistic development in witnessing the Jesus Christ is Lord and Saviour’’.

Five year summarized strategic direction 2012-2016

S/No SECTOR ESTIMATED COST IN 000’S OF USHS YEAR1 YEAR2 YEAR3 YEAR4 YEAR5 1. Mission Department Programs 39,906,500 79,812,500 119,718,750 79,812,500 79,812,500 SubTotal 39,906,500 79,812,500 119,718,750 79,812,500 79,812,500 2. Education and Training programs

300,200,000 300,200,000 300,200,000 150,100,000 150,100,000 SubTotal 300,200,000 300,200,000 300,200,000 150,100,000 150,100,000 3. Agriculture and Afforestation pro- gramme. Increasing agricultural productivi- ty, income and food security. 339,425,150 213,985,350 128,863,167 128,863,167 128,863,167 Environmental are and protection

15,937,500 15,937,500 31,875,000 31,875,000 31,875,000 SubTotal 355,362,650 299,922,850 160,738,157 160,738,157 160,738,157 4. Infrastructural Development 149,000,000 149,000,000 149,000,000 149,000,000 149,000,000 SubTotal 149,000,000 149,000,000 149,000,000 149,000,000 149,000,000 5. Peace and Human Rights Activi- ties 51,000,000 51,000,000 51,000,000 51,000,000 51,000,000 SubTotal 51,000,000 51,000,000 51,000,000 51,000,000 51,000,000 6. Finance and Stewardship 197,600,000 197,600,000 197,600,000 197,600,000 197,600,000 SubTotal 197,600,000 197,600,000 197,600,000 197,600,000 197,600,000 7. Health Services Programmes Constructions, medical equip- ment and human resources 291,000,000 291,000,000 291,000,000 291,000,000 291,000,000

CARITAS NEBBI FOR THE YEAR 2013 TO 2017

This document spells out four thematic areas for operations for Caritas Nebbi for the year 2013 to 2017. These are Sustainable Livelihood, Good Governance, Gender equity and HIV/AIDS. Each of these has its specific strategic goal and specific objectives.

Thematic area 1: Sustainable Livelihood and Environment

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 238 Objectives: 1. To increase the economic status households within the diocese 2. Enhance the capacity of households to adopt recommended hygienic and sanitary practices from 2008 to 2012. 3. To increase people’s participation in friendly environmental practices Thematic Area 2: Good Governance, Democracy, Human Rights Objectives 1. To increase people’s informed, active participation in Human Right and Democracy issues 2. Enhance capacity of communities to cherish and uphold in Peace and Reconciliation strategies in their day-to-day interpersonal interactions.

Thematic Area 3: Gender Equity Objective 1. To increase participation and influence of women in decision making processes. Thematic Area 4: HIV/AIDS

Objectives: 1. To enhance control and prevention of further spread of HIV/AIDS in the diocese 2. To enhance the mitigation of the socio-economic impacts of HIV/AIDS

Thematic Area 5: Programme management, implementation, monitoring and Evaluation Objectives 1. To enhance people understanding of the programme in regards to initiation, implementation, sustainabil- ity, monitoring, evaluation, exit plan and modus operandi. 2. To effectively manage and coordinate programme implementation, monitoring and evaluation.

CEFORD 5-YEAR STRATEGIC PLAN 2014 – 2018 Focus Area: Agriculture Goal: Increased food and income security at household level in the West Nile and Acholi region by 2018. Strategic Objectives: i) Increased farmers’ access to relevant information, knowledge and technology through extension ser- vices. ii) To promote skills development and management of soil and water resources, low scale irrigation technology, aqua culture, apiculture and livestock. iii) To build farmers capacity through participatory Agro enterprise Development (PAED) approach for enterprise sustainability. iv) To build capacity of existing farmers’ organizations and individual farmers in management and value chain development. v) Improved coordination among CSOs, Research Organizations public and Private Sectors in Agriculture vi) To enhance farmers knowledge and skills to mitigate the adverse effects of climate change.

Focus Area: Education Goal: Improved Quality of Primary and Secondary Education in the West Nile and Acholi Sub Regions by 2018.

Strategic Objectives: i) Increased retention and completion rates of pupils and students in 90 primary schools by 2018 in West Nile and Acholi Sub regions.

239 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 ii) Improved performance in 90 primary schools and 20 secondary schools by …% by 2018 in West Nile and Acholi sub region iii) Improved governance in 90 primary schools in West Nile and Acholi sub region by 2018 iv) Enhanced skills development for pupils and students in 90 primary and 20 secondary schools.

Focus Area: FAL GOAL: Improved access to sustainable adult literacy services and livelihood among communities in West Nile and Acholi region.

Strategic Objectives: i) To promote equitable access to functional adult literacy services among potential adult learners. ii) To promote non-formal skills development for improved livelihoods and ownership. iii) To promote access to market information and other development programmes.

Focus Area: Vocational skills. Goal: Enhanced entrepreneurial, vocational and technical skills development for disadvantaged youth (Males, females, PWDS ). Strategic Objectives: i) To promote skills development for productivity in the informal and formal sectors and for MSEs (Micro and Small Enterprises). ii) Increased access to quality and relevant life skills development for young men and women.

Focus Area: Disaster Risk Reduction Strategic Objectives: i) To help reduce vulnerability to disasters in the region Focus Area: Good Governance and Accountability Goal: Enhanced competence of citizens and Civil Society to influence development processes and out- comes. Strategic Objectives: i) To strengthen the capacity of citizens and CSOs in 9 districts to participate in the democratic governance process and demand political accountability from duty bearers. ii) To strengthen capacities of citizens and CSO to participate in monitoring service delivery and undertak- ing social accountability on poverty reduction. iii) To strengthen civic competence of citizens at the grass root level.

Focus Area: Community Health Goal: Improved health of communities in the west Nile and Acholi sub region.

Strategic Objectives: i) Reduce HIV/AIDS and STI prevalence rate among the communities and schools in West Nile and Acholi sub region. ii) Improved access to reproductive health information and services. iii) Improved household and school hygiene and sanitation in West Nile and Acholi sub region.

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 240 Focus Area: Institutional development

Strategic Objectives: i) To enhance the capacity of CEFORD for sustainable and efficient service delivery. ii) To build the capacity of CBOs for efficient service delivery.

Focus Area: Monitoring, Evaluation and Learning processes

Strategic Objectives: i) To ensure effective monitoring, evaluation, accountability and learning processes in the orga- nization.

MER BER ‘A’ COOPERATIVE SOCIETY LTD

Marketing Strategy: The society plans to adopt a blend of cost leadership and differentiation strategy without compromising on the quality of products to offer on the market. The cost leadership strategy will be adopted because of the increasing numbers of farmers getting interested in growing rice and maize ready for sale through the society. These numbers of farmers will enable the society to enjoy economies of bulk purchases which will translate into reduced processing, distribution and overhead costs.

The society will differentiate its grain products from others on the market through brand name and quality of the products on the market.

The society will endeavour to capture the regions market for grain and its products. The advantage of the society is their local orientations that will enable it keep distribution costs low and reach all parts of the region with its products. The focus strategy will be used to get complete control of the West Nile region market.

Promotion Strategy

With the objective of creating and increasing awareness of MerBer ‘A’ rice, it can be viewed as one of the several packed rice brands in Uganda. MerBer will promote its rice brands in a number of ways. Initially MerBer ‘A’ produced and sold unprocessed rice produced by its members at local markets in Nebbi. MerBer ‘A’ plans to, and has in fact, embarked on processing rice, thanks to USADF’s support. Beginning with un- packed, the cooperative is moving to packed rice to be branded MerBer ‘A’ NERICA’ and ‘SUPARICA’rice to be promoted in the market or in other appropriate manner. In the medium term these brands will be premium packed to fetch premium prices in the near future. MerBer ‘A’ will use simple, affordable and yet effective means of communication to reach its target audience including, but not limited to:

(a) Radio programmes, including radio sports, DJ mentions, radio talk shows, etc.;

(b) Direct marketing to suppliers who are predominantly member farmers and other farmers this will also involve display of rice and maize grain products/brands at selling points in town centers

(c) Corporate and consumers gifts – with time MerBer ‘A’ will provide corporate and consumer gifts to its clients in forms of farmer calendars/diaries, bags, simple pamphlets on rice production, T-shirts, etc, as deemed appropriate. Appropriate suppliers of these gifts with MerBer ‘A’ brands/identification will be

241 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 sourced within Uganda. Gifts are expected to not only promote supplier and customer loyalty, but boost rice production and thus increase sale of MerBer ‘A’ rice.

(d) Trade and cash discounts – these may be given in special cases where a customer buy in big volume and/or in cash, provided that these do not impact negatively on the society’s profitability.

Business Competitive Edge

The Cooperative’s competencies and distinctive capabilities that give it a competitive age include:

(a) An SB30 rice huller machine, an innovative technology, being operated by trained personal. The SB30 rice huller has the capability of hulling 320kg of paddy rice per hour or about 2.5 tonnes a day. This will add value to rice so they can sell at a higher price while at the same time satisfying their customer needs. Be- sides the rice huller, the society plans to in the near future procure a grain milling machine that can process grains like maize, sorghum, and millet so the organization can be able to process and market grains nearly throughout the year.

(b) A strong member-farmer base: MerBer members are involved in rice production and selling to the cooperative. The society is also exploring increasing its supplier base by enlisting the business partnership of a network of rice farmers in Jonam County in Nebbi district to be producing and selling their paddy rice to the society at their farm gate prices.

(c) Provision of extension services to members and farmers: The cooperative’s field extension worker provides regular general and need based rice enterprise specific extension services to its members so they can produce quality rice and increase their yields as well.

Web Strategy

(a) Web-based advertising using appropriate service providers like Arua Business Information Centre (ABIC) which uses websites for business information for SMEs, not only to advertise products, but also provide new products updates and mobile messaging through 6555 to target suppliers and consumers.

Sales Strategy

MerBer ‘A’ will continue buying, bulking, processing and marketing rice and maize, and in future other grains, from local farmer-suppliers with which it is building an intimate relationship. To market its products effectively, it will establish distribution points in West Nile. To initially reduce its costs of operations, it prefers to identify and contract wholesale rice dealers that will act as a distribution channel to retail stores, starting with Nebbi Town, Arua Municipality and Koboko town and eventually in the entire West Nile and beyond. Currently rice wholesale dealers in West Nile sell mainly foreign rice from India, Pakistan and other Asian countries. Besides, selling locally, MerBer ‘A’ can use these distribution points (especially those in Arua and Koboko Towns) to link and market its rice to the neighbouring South Sudan and the Democratic Republic of Congo. The society may also deal directly with other national and international dealers that it may from time to time identify. Website advertising (at WENIPS’ Arua BIC) can be instrumental in identifying and reaching local, national, and international buyers for direct sales

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 242 ANNEX 4 WORK PLAN FOR GENDER MAINSTREAMING:

S/N Activity Objectives Output Input Indicators Resp. Person Source Of Fund 1 Review the District Model To open space for recruit- Female staff recruit- Female staff, ment of female staff in the Reviewed model in MoLG, MPs LG, MoLG, MPS and ed according to re- Policy on affir- place strategic level position viewed model mative action MoFPED. and Funds. Records of recruitment and appointments 2 Streamline re-deployment of support To promote gender parity Support to staff re- staff by gender Policy on affir- Re-deployment/ posting Personnel Officer LG deployed by gender mative action. instructions To promote efficiency of and efficiency en- staff performance hanced Minutes of re-deploy- ment meeting 3 Develop guidance for composition of To increase female partici- Guidelines for com- females in SMC and BOG and Asso- pation in decision making position of female Policy on affir- Guidelines in place D.E.O LG, MoLG, MPS and ciations/clubs in SMC & BOG & mative action. MoES. Associations/clubs Funds. developed and dis- tributed to schools

4 Marketing education sector to the To attract males to educa- Gender balanced council through sensitization & ad- Policy on affir- Council minutes Sec. Educ. & MoLG tion sector committee education sector mative action. Sports vocacy committee in place Clerk to Council, DEO 5 Advocacy for a gender balanced To increase the number of More female teach- Female staff. No. of female teachers recommendation of teachers for females in headship posi- ers recommend- H/Teachers up-grading tions Funds. on up-grading courses LG, MoLG, MPS and ed for up-grading MoES. courses Record of female teach- D.E.O ers on up-grading cours- es C.A.O

6 Sensitization and advocacy for reten- To increase retention & Parents sensitized Funds. Records of attendance tion in schools completion rate at both pri- on importance of D.EO LG, MoLG, and MoES. mary & secondary cycles education to attain retention of children Schedules of sensitiza - at schools tion ANNEX 5 ACTION PLAN FOR GENDER MAINSTREAMING Reports 7 Train teachers on career guidance To equip teachers with guid- Teachers trained in HR and Funds.Time FrameTraining reports D.E.OResp. Source Of Fund and counselling skills ance & counselling tech- guidance and coun- LGDP and MoEDS. Objective Activityniques selling skillsOutput 1 2 3 4 Records of attendance H/Teachers To increase the number of women in Recruit gender focal person Gender focal person DSC LG, SNV and LGMSDP. strategic management positions recruited

243 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Time Frame Resp. Source Of Fund Objective Activity Output 1 2 3 4 To provide a framework within which Develop operational guidelines for gen- Training manuals devel- DCDO LG,UN Gender Joint Equity sectoral gender concerns can be iden- der analysis and mainstreaming oped and distributed Programme and LGMSDP tified and analyzed To stimulate affirmative action in the Train all staff to interpret the micro and All staff of HLG and LLG DCDO LG, UN Gender Joint Equity communities to redress the socio-eco- sectoral gender concerns trained Programme and LGMSDP nomic and political gender imbalances and gaps To develop gender oriented decision Increase funding for gender programs at Funding increased CFO LG, UN Gender Joint Equity making HLG and LLG Programme and LGMSDP To stimulate affirmative action in the Increase number of men in economically Men sensitized on eco- DCDO LG, UN Gender Joint Equity communities to redress the socio-eco- productive self help groups or IGAs nomically productive Programme and LGMSDP nomic and political gender imbalances self help groups and and gaps IGAs To stimulate affirmative action in the Sensitization and mobilization of women Trained Women for DCDO LG, UN Gender Joint Equity communities to redress the socio-eco- for leadership and advocacy skills leadership and advoca- Programme and LGMSDP nomic and political gender imbalances cy skills and gaps To stimulate affirmative action in the Sensitization of men on FAL programme 19 sensitization semi- DCDO LG, UN Gender Joint Equity communities to redress the socio-eco- nars conducted for men Programme and LGMSDP nomic and political gender imbalances on FAL programme in and gaps all LLGs To stimulate affirmative action in the Community sensitization on the rights of Train women councils DCDO LG, UN Gender Joint Equity communities to redress the socio-eco- children and women on advocacy and lobby- Programme and LGMSDP nomic and political gender imbalances ing skills and gaps ANNEX 6 HIV/AIDS MITIGATION AND CONTROL PLAN:

Objective Activity Input Outputs Responsible OVI TIME frame Person To increase VCT utilization 1.Scaling up VCT services through out- Testing VCT outreaches carried out. DDHS No of outreaches reaches reagents conducted x x x Forms, no. To update District leadership and 2.Distrcit leaders sensitization workshop Increased VCT update HIV/AIDS focal per- solicit for support son x To update District leadership and 3.Sensitisation of district leaders on Mobilization of client done HIV/AIDS focal per- 90 leaders sensi- x solicit for support Septrin Prophylaxis son tized

244 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Objective Activity Input Outputs Responsible OVI TIME frame Person To impart knowledge and skills to 4.Sensitisation of 300 health workers on Quality services offered to cli- HIV/AIDS focal per- 300 health work- health workers septrin prophylaxis ent, son ers trained x Improved quality of life of PHAs To build capacity to provide knowl- 5.Monthly follow up of mother infant pairs Increased enrolment of HIV ADDHS Reports, atten- edge to caregivers on infant feed- positive mothers who practice dant sheets ing exclusive breastfeeding /other x x x feeding options To evaluate PMCT programs 6.Quarterly PMTCT committee meeting ADDHS Reports, atten- dant sheets x x x To build capacity to provide knowl- 7.Training of 20 headworkers in Routine Training Quality services offered to cli- HIV/AIDS focal per- edge and skills to health workers HCT Counseling for 14 days materi- ent, son on routine HCT counselling als 20 health work- x Improved quality of life of PHAs ers trained To empower community for health 7.Community sensitization on PMTCT, IEC Increased de- seeking behavior and increase VCT, ART, Condom use through radio materi- mand and utiliza- knowledge als ,re- DHE tion of services x x x source persons To evaluate HIV/AIDS programes 8.Quarterly stakeholder meeting Quality services offered to cli- HIV/AIDS focal per- Reports, atten- implementation ent, son dant sheets x x x Improved quality of life of PHAs To empower community for health 9.Distribute IEC material on IO and ART DHE demand and utili- seeking behavior and increase for public knowledge zation of knowledge x x X

(Endnotes)

244 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 ANNEX 7 NEBBI DISTRICT NUTRITION ACTION PLAN 2015/16 - 2019/20

1.0 Goal, Objectives, Interventions

1.1 Goal

The goal of the District Nutrition Action Plan (DNAP) is to reduce malnutrition levels among women of reproductive age, infants and young children from 2015 through 2020 and beyond.

1.2 Objectives, Strategies, and Strategic Interventions To achieve the above goal and to improve the nutrition status indictors, the following five Strategic objec- tives will be pursued through 2020 Objective 1: Improve access to and utilization of services related to maternal, infant, and young child nutrition Strategy 1.1: Promote access and utilization of nutrition and health services to all Women of repro- ductive age, infants, and young children Interventions • Strengthen malnutrition assessment at health facilities • Strengthen referrals/linkages between communities and health facilities (VHTS quarterly planning and review meetings on nutrition activities) • Training health workers on IMAM and roll out of implementation of IMAM to all health facilities (accredit more OTC centre’s) • Training health workers on IYCF and promote positive IYCF practices in the community • community sensitization meetings with women of reproductive age and men on the need to utilize antenatal and postnatal care services among all pregnant and lactating mothers • Promotion of maternal and child dietary supplementation (iron, folic acid and Vitamin A, Micronu- trient powder) • Community sensitization meetings with women of reproductive age and men on proper food han- dling, hygiene, and sanitation through use of safe water, and hand washing practices at household level. • Monitor Health facilities to assess the integration of nutrition for sick children, pregnant and lactat- ing mothers, and other women of reproductive age into routine health care management systems • Promote and support breastfeeding programs and initiatives

• Conduct Community awareness meetings among community leaders, resource persons, opinion leaders, LCs, youth, women and PWD leaders to increase knowledge on the need for mothers to monitor child growth, and health and nutrition status of both the mother and the child • Promote and support immunization services & de-worming programmes • Support to home sanitation and hygiene improvement campaigns • Support WASH programmes in schools

• Increase safe water coverage and use in the district

Strategy 1.2: Address gender and socio-cultural issues that affect maternal, infant, and young child nutrition.

Interventions

• Sensitize community leaders, opinion leaders, LCs, youth, women and PWD leaders on detrimen-

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 245 tal food taboos and norms that impair nutrition of women, infants, and young children

• Conduct Community awareness meetings with community leaders, resource persons, opinion leaders, LCs, youth, women and PWD leaders on the need to involve men in family health services and in food security and nutrition programs

• Promote good hygiene practices in communities

• Nutritional education-sensitization of men and women on nutrition especially WCBA and children under five years

• Promote BCC messaging for attitude and behaviour change among men and women with the in- tention for men to support women in child care and household activities

Objective 2: Enhance consumption of diverse diets

Strategy 2.1: Increase access and use of diverse nutritious foods at household level

Interventions

• Promote production and consumption of the following nutritious foods but not limited to: Ground- nuts, Simsim, Millet, Beans – nutrient dense lines, Vegetable – amaranths, Fruits – pawpaw, orang- es, mangoes (Establish fruit nurseries, training in fruit growing ), Indigenous chicken, Honey, Dairy and Aquaculture at the household and community levels

• Training agricultural extension workers on integration of nutrition in their programmes

• Training agricultural extension workers on nutrition advocacy

• Promote and support the utilisation of the following safe labour-saving technologies: Animal trac- tion, Walking tractors, “Threshers” – rice, groundnuts, maize

• Support use of energy saving stoves at the households

• Support the on-farm enterprise mix to promote stable diversified food production.

• Promote production and consumption of indigenous foods to enhance dietary diversification - Pro- vide nutrition education (food preparation) to women groups

• Promote good/appropriate agronomical and animal husbandry practices to ensure food security at household level

• Conduct household food demonstrations in the community

• Establish school gardens as centre for learning/teaching appropriate agricultural techniques

• Integration of family life education in agriculture extension

-

Strategy 2.2: Enhance post-harvest handling, storage, and utilization of nutritious foods at house- hold and farm levels.

Interventions

• Provide trainings to households on post-harvest handling, food preservation and storage technol- ogies

• Revive and promote traditional storage granary

246 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 Strategy 2.3: Promote the consumption of nutrient-enhanced foods.

Intervention

• Promote production of bio-fortified varieties e.g. Orange-fleshed sweet potatoes and cassava

• Increase awareness in the community on the benefits of utilizing bio-fortified foods especially Or- ange-fleshed sweet potatoes and cassava

Objective 3: Protect households from the impact of shocks and other vulnerabilities that affect their nutritional status.

Strategy 3.1: Develop preparedness plans for shocks

Intervention • Promote and support diversified production of drought-resistant crops in the district e.g. cassava, sorghum and maize • Promote local food preservation technologies • Integration of Food and Nutrition Security concerns in the district disaster management plan

Strategy 3.2: Promote social protection interventions for improved nutrition.

• Advocate for and promote school feeding programmes

• Manage cases of SAM by integrating care into routine health services and providing follow-up support and monitoring at household and community levels

Objective 4: Strengthen the policy, legal, and institutional frameworks and the capacity to effec- tively plan, implement, monitor, and evaluate nutrition programmes.

Strategy 4.1: Strengthen the policy and legal framework for coordinating, planning, and monitor- ing nutrition activities

Interventions • Popularization and implementation of Nebbi District Production and Environment Ordinance • Formulation and implementation of Social Service ordinance • Advocate for formulation of byelaws by LLGs

Strategy 4.2: Strengthen and harmonize the institutional framework for nutrition from local to cen- tral government levels. Intervention • Conduct support supervision and monitoring of nutrition activities in the district • Formation and operationalization of nutrition committees in all LLGs • Training of District and Sub county Nutrition committees and CSOs in nutrition programming • Establish and support district and sub county nutrition forums/platforms • Advocate for recruitment of a nutritionist for the district

Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020 247 • Support the integration of nutrition and health massages in FAL classes/groups

Strategy 4.3: Strengthen human resource capacity to plan, implement, monitor, and evaluate food and nutrition programmes in the district.

Interventions • Train DNCC and nutrition focal persons on how to conduct food and nutrition surveys • Conduct periodic district-level food and nutrition surveys • Training of District and Sub county Nutrition committees and CSOs in nutrition programming • Training council committees, DTPC, STPCs & CSOs on integration of FNS interventions in Plans & Budgets • Train DNCCs and nutrition focal persons on nutrition advocacy and resource mobilization • Conduct exchange visits for DNCCs

Objective 5: Create awareness of and maintain local interest in and commitment to improving and supporting nutrition programmes in the district.

Strategy 5.1: Increase awareness of and commitment to addressing nutrition issues in the district.

Interventions

• Orientation of newly elected leaders - District and Sub county councilors - on food and nutrition security issues and the Uganda and Nebbi Nutrition Action Plans

• Commemoration and organisation of nutrition field days, Breast feeding week, Sanitation week, World water day, Day of the African Child ….

• Promote nutrition model villages

• Support inter-village exchange visits for shared learning

Strategy 5.2: Advocate for increased commitment to improving nutrition outcomes.

Intervention

• Formulation and reviews of DNAPs and SNAPs

• Develop and implement a nutrition communication strategy for the district

• Develop and implement a comprehensive and sustainable nutrition advocacy plan for the district

• Produce and publish an annual report on the state of food security and nutrition in the district

248 Nebbi District Local Government Development Plan For 2015/2016 – 2019/2020