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Julian BagyenderaProvide and Equip Ltd

(Uganda)

Using Evidence to Institutionalise and Scale Up Sustainable - Multi-Sectoral Climate Change

Interventions at Central and Local Government Level

What worked well in Uganda

Presented to:

The Africa Evidence Network Conference (2018)

By: Julian K. Bagyendera, PhD,

Executive Director, Provide and Equip (P&E)

www.provide-equip.com

Greater Productivity, Quality Results 3

Presentation Outline

Background

Methodology

Findings/Results

Conclusion


Background

The Government of Uganda (GoU) developedthe National Climate Change Policy (NCCP) andits Implementation Strategy (IS) in 2015.

There was hence need to actualise theimplementation of the NCCP at district leveland ensure regular tracking of CC interventionsat district and national level.


Methodology

The GoU, through the lead sector Ministry of Water andEnvironment (MWE) with support for development partnersidentified 34 priority districts

Located in the dry belt- more prone to draught

Conducted CC orientation to technical and political leadershipthrough regionalised, participatory and phased workshops toincrease CC awareness – Inc. pre & post test

Each district assessed their District Development Plans (DDP) toestablish the extent of CC mainstreaming using a standardchecklist.


Assessement Area Relevant for the

organization?

No = 0, Yes = 1

Low Capacity Basic Capacity Moderate Capacity Strong Capacity

1 2 3 4

1. Organisational

Structure

YES = 1

NO = 0

The Institution has a

formal structure on

Climate Change without

key functions and

responsibilities that are

clearly defined and/or not

clear. Overall the structure

is poorly functioning and

operational.

The Institution has a basic

organizational structure in

place on Climate Change

with adequate definitions

of responsibilities and/or

key lines of responsibility

and communication

among staff and/or key

functions somewhat clear.

Overall the structure is

not well functioning and

operational.

The Institution has an

organizational structure

on Climate Change which

is well designed and

relevant to its

mission/goals; roles and

responsibilities of staff

and/or functions are

clearly defined and

appropriate; lines of

communication among

staff are reasonably clear.

Overall the structure is

fairly effectively

functioning and

operational.

The Institution has an

organizational structure

on Climate Change which

is well designed and

relevant to its

mission/goals, roles and

responsibilities. Key

functions are clearly

defined and appropriate,

and lines of

communication and

coordination among staff

are very clear and

functional. Overall the

structure is very

effectively functioning and

operational.

Score:

2. Staff

Development

YES = 1

NO = 0

There is no process in

place for staff

development for Climate

Change. Formal training is

rarely provided and not

driven by a training needs

assessment.

No job orientation is

provided to staff and little

or no coaching or

counselling are provided.

An informal process for

staff development is

applied for Climate

Change. Formal training is

still inadequate, is not

systematic or driven by a

training needs assessment.

Staff are selected to

attend training without a

discernible matching of

needs and opportunities.

At most, an informal initial

job orientation is provided

to staff which only

occasionally receive

A somewhat rigorous

process for staff

development is applied for

Climate Change. Curricula

is developed based on

needs assessments, but

these are not regularly

updated. Training topics do

not necessarily reflect the

skills and knowledge staff

need to fulfill their jobs

effectively. Not all staff

have regular access to

training and participation

is not always linked to

needs.

A rigorous process for

staff development is

applied for Climate

Change. Training needs

assessments are

developed for all staff and

updates to training

curricula are carried out

regularly. The training

curricula reflects the

knowledge and skills staff

need to effectively carry

out their functions.

All staff have access to

training on a regular basis

and their participation is


…Methodology

Districts and lead CC lead sectors, that is, MWE, Ministry ofAgriculture, Animal Industry and Fisheries (MAAAIF)Ministry of Local Government (MoLG) then conducted thetechnical capacity assessments (TCAT) to gaugereadiness for CC mainstreaming

Each district and sector then developed an action plan forstrengthening CC mainstreaming and capacity

The activity was timed before the revision of DDPs andapproval of budgets to enhance incorporation


The Phased Approach to CC Mainstreaming

Monitor and

measure impact

and technical

capacity building

in climate change

Disseminate

Uganda Climate

Change

Vulnerability

Assessment

Report

Define entry

points and action

planning for

mainstreaming

climate change at

local government

level

Train technical

and political

leadersto identify

opportunities for

planning and

budgeting for

climate change

Train district

technical planning

committee to

identify

opportunities for

planning and

budgeting for

climate change

Expand

environment

indicators in

national

assessment tool to

include climate

change

Phase

1

Phase 2

Phase 3

(a)

Phase 3

(b)

Phase

4

Phase

5


…Methodology

Multi-sectoral stakeholder workshops were then held at nationallevel to develop and prioritise national CC indicators:

(Local Governments (LGs) MWE, MoLG, MAAIF, Ministry ofFinance, Planning and Economic Development (MFPED), Office ofthe Prime Minister (OPM), Trade, Industry and Cooperatives,Ministry of Gender Labour and Social Development (MGLSD),National Planning Authority (NPA), Cities and municipalities,districts, Tourism and Wildlife Sector, Roads and Infrastructureand supporting NGOs and funders).

Indicators were presented to the national validation meeting,national M&E TWG chaired by OPM for approval, thenCommissioners and Permanent Secretaries of line ministries.


Findings/Results

Evidence from the assessments was used to:

Develop district CC action plans

Revise DDPs to strengthen CC interventions

Develop national, multisectoral CC indicators and integrated into national Results Based Budgeting

Incorporate CC in the LG Performance Assessment Tool

Assess LGs annually based on the prioritised CC indicators hence a motivation to further strengthen CC interventions

Develop the National CC Mainstreaming manual


Conclusion

Supporting LGs to:

• Conduct institutional and technical capacity assessmentsfor CC mainstreaming

• Utilise the evidence and come up with action points yieldsincreased ownership of the response

The timing of the activity just before the revision ofDDPs and approval of budgets provides an opportunetime for incorporating CC interventions.

Involving multi-sectoral teams to develop CCindicators increased ownership and buy-in

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