MINISTRY OF AGRICULTURE, ANIMAL INDUSTRY AND ... ANNUAL REPORT.pdf · DVO District Veterinary...

MINISTRY OF AGRICULTURE, ANIMAL INDUSTRY AND

FISHERIESREGIONAL PASTORAL LIVELIHOODS RESILIENCE PROJECTANNUAL STATUS REPORT

2016 Ministry of Agriculture, Animal Industry and Fisheries

National Project Coordination Unit Entebbe Uganda

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Contents Abbreviations and Acronyms .......................................................................................................... 3

EXECUTIVE SUMMARY ............................................................................................................. 5

1.0 Introduction .......................................................................................................................... 7

1.1 Project Description ............................................................................................................ 7

1.2 The Project Development Objective ..................................................................................... 10

1.3 Expected Results ................................................................................................................... 10

2.0 RPLRP Implementation Strategy ....................................................................................... 10

3.0 Summary of Progress Achieved during the year ..................................................................... 12

4.0 Progress of Implementation Status during the year ................................................................. 13

4.1 Component 1: Natural Resources Management .................................................................. 13

4.2 Component 2: Market Access and Trade ............................................................................. 15

4.3 Component 3: Livelihood support ....................................................................................... 18

4.4 Component 4: Pastoral RiskManagement ............................................................................ 21

4.5 Component 5: Project management and Institutional Support ............................................. 22

5.0 Procurement plan ..................................................................................................................... 27

5.1 Annual Procurement of Goods and services status ............................................................... 27

6.0 Financial Management ............................................................................................................ 29

7.0 Institutional Support Activities ............................................................................................... 30

Annex 1: Implementation Performance against Planned Project activities up to December 201631

Annex II: Results Monitoring Framework ................................................................................... 36

Table of Figures Figure 1: DISTRIBUTION OF DISTRICTS COVERED BY RPLRP ........................................... 4 Table 2: Expected Disbursement (in US $ Million) ....................................................................... 10 Table 3: Institutional Data .............................................................................................................. 10 Table 4: Summary of Project Activities for the year 2016 ............................................................. 12 Table 5: Awareness Participation per district ................................................................................. 24

Table 6: Implementation of Procurement of Goods ....................................................................... 28 Table 7: Implementation of Procurement of Consultancy Services ............................................... 28 Table 8: RPLRP Six Months Activity Work Plan and Financial Projections (January to December) for the FY 2015/2016 .................................................................................................. 29

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Abbreviations and Acronyms CAADP Comprehensive Africa Agriculture Development Program

CAHW Community Animal Health Workers

CAO Chief Administrative Officer

CBO Community Based Organization

CPP Country Programming Paper

CSOs Civil Society Organizations

DLGs District Local Governments

DRM Disaster Risk Management

DVO District Veterinary Officer

FBO Faith Based Organization

FMD Foot and Mouth Disease

GOU Government of Uganda

GRM Grievance Redress Mechanism

IDDRSI IGAD Drought Disaster Resilience and Sustainability Initiative

IGAD Intergovernmental Authority on Development

M&E Monitoring & Evaluation

MAAIF Ministry of Agriculture Animal Industry and Fisheries

MDA Ministries Departments and Agencies

MoFPED Ministry of Finance, Planning and Economic Development

MOWE Ministry of Water and Environment

MTIC Ministry of Trade Industry and Cooperatives

NGO Non-Government Organization

PAP Project Affected Persons

RPLRP Regional Pastoral Livelihoods Resilience Project

Figure1:

DISTRIBUUTION OF DDISTRICTSS COVEREED BY RPLRP

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EXECUTIVE SUMMARY This report has been prepared at the end of the first year of implementation of the Regional

Pastoral Livelihoods Resilience Project (RPLRP) in Uganda. This is a regional project financed

by the World Bank and implemented by three IGAD member states: Uganda, Kenya and

Ethiopia with intent of expanding to other member states. The RPLRP was prepared within the

framework of the IGAD Drought Disaster Resilience and Sustainability Initiative (IDDRSI) and

aligned with the Regional Programming Paper (RPP) and Country Programming Papers (CPPs).

The Regional Pastoral Livelihoods Resilience Projectis being implemented over a five year

period, by the Government of Uganda (GoU) through the Ministry of Agriculture, Animal

Industry, and Fisheries (MAAIF).

The main beneficiaries of this project are the pastoral and agro pastoral communities in the

selected countries. It is estimated that the project will directly benefit 42,000 households in

Uganda. MAAIF through RPLRP offers an innovative, comprehensive and flexible response to

pastoralist’ vulnerability to drought by delivering key public goods to enhance the livelihoods of

the pastoral and agro pastoral communities in Uganda. During the first year of implementation of

the project, there has been strengthened capacities and capabilities of both MAAIF and local

government personnel in different aspects such as early warning skills, social and environmental

safeguards assessment, di-monitoring trainings, financial and monitoring skills and livestock

health and nutrition skills such as disease identification and treatment. A number of interventions

have been established by the project at all levels to ensure sustainable livelihood support and

resilience for the pastoral and agro pastoral communities. The project has enhanced increased

collaboration with regional and international organizations involved in improving the livelihoods

of the Karamoja, Teso and Sebei sub regions. The project is strengthening animal disease control

in the project area through mass vaccination campaigns.

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Participants that attended the National start up workshop for the Regional Pastoral Livelihoods

Resilience Project in Jinja from June 5th - 7th, 2016.

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1.0 Introduction The Regional Pastoral Livelihoods Resilience Project is coordinated by the Intergovernmental Authority on Development (IGAD) and is being implemented in three IGAD member states of Uganda, Ethiopia and Kenya. The project is funded through a financing agreement between the World Bank and The Republic of Uganda (represented by the Ministry of Finance Planning and Economic Development) from 2014 to 2019. The Uganda RPLRP started in March 2014 and is being implemented by the Ministry of Agriculture, Animal Industry and Fisheries (MAAIF). The project cost is USD 40 Million and the actual disbursement as at December 2016 was USD 907,855. The project covers the districts of Abim, Amudat, Amuria, Bukedea, kaabong, Katakwi, Kotido, Kumi, Kween,Moroto, Nakapiripirit and Napak. Inregard to the legal covenants, all conditions were fulfilled by the Government Of Uganda. The conditions of effectiveness consisted of the following, (a) the Recipient(GOU), through the Ministry of Agriculture, Animal Industry and Fisheries, adopted the Project Implementation Manual, in accordance with the provisions of Section I.B of Schedule 2 to this Agreement; and (b) the Recipient(GOU) established a National Project Coordination Unit and recruited the key staff, including environmental specialist and social development specialist, all with qualifications, experience and terms of reference satisfactory to the Association.

1.1 Project Description Table 1: Summary of RPLRP Project Development Objective, Intermediate Outcomes and Major Outputs

Intermediate Outcomes Major Outputs statements, by sub-component (Project Deliverables)

Component 1: Natural Resources Management Infrastructure for improved access to water resources for pastoral and agro-pastoral communities realized and sustainably managed.

Sub-component 1.1: Water Resources Development • Regional/national maps available for water resources uses

and users (for investments) refined and disseminated. • Enhance stakeholder capacities to manage the shared water

resources in ASALs strengthened. • Infrastructures for water resources access developed

/rehabilitated.

Pastoral and agro-pastoral land sustainable management increased

Sub-component .1.2: Pasture and Land development • Regional/national maps available for land resources and

use related issues refined and disseminated. • Rangeland ecosystems with trans-boundary implications

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including for livestock movements rehabilitated.

Access to natural resources improved and secured

Sub-component 1.3: Securing Access to Natural Resources • Conflict prevention, management and resolution

strategies and approaches harmonized. • Policy and legal framework for secured access to natural

resources supported.

Component 2: Market Access and Trade Market infrastructure developed and market information system improved at the national and regional levels

Subcomponent 2.1: Strengthening market support infrastructure and information systems • Livestock Marketing Infrastructure Improved • Regional livestock marketing information system

strengthened Policies, regulatory framework and capacity for traders enhanced

Subcomponent 2.2: Improving Livestock Mobility and Trade of Livestock and Livestock Products • Regional trade policies and standards harmonized and

simplified • Animal identification and certification systems in the

region strengthened and harmonized • Regional animal diseases surveillance and laboratory

network strengthened Component 3: Livelihood support

Livestock health services at the regional, national and local levels enhanced to support greater production and productivity

Sub-Component 3.1: Livestock production and health • Disease and vector surveillance and control services

strengthened and harmonized at national and regional levels.

• Capacity of the pastoral communities to access sustainable animal health services enhanced,

• Breeding strategies and breed improvement programs supported

New technologies and practices for food and feed production enhanced through demonstrations

Sub-Component 3.2: Enhanced Food and feed production • Drought tolerant food and feed crop technologies will be

promoted and disseminated.

Alternative livelihood activities and sub-projects

Sub-Component 3.3: Livelihood diversification • Alternative livelihood opportunities are identified and

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for livelihood diversification realized and sustainably managed

strengthened

Component 4: Pastoral Risk Management

Regional, national and local early warning and response mechanisms for disaster risk management improved

Subcomponent 4.1 : Pastoral risk early warning and response system • Early Warning Systems strengthened and harmonized in

the region, and capacities built to operationalized Early Warning systems

• Systems and capacities for effective response, including contingency planning are developed/strengthened and harmonized

Effective disaster risks management policies operationalized and contingency plans available

Sub-component 4.2: Drought Disaster Risk Management • Ex-ante risk reduction measures for effective DRM are

developed and implementation monitored. • DRM policies are harmonized, operationalized,

mainstreamed, and institutionalized at central and line ministry levels.

• Contingency Funds (regional & national) created and operational.

Component 5: Project management and Institutional Support

Subcomponent 5.1: Project Management/Monitoring, Evaluation and Learning/Knowledge Management and Communication • Project management and coordination structures

established • Integrated Planning, M&E and Learning (PMEL) system

established • Integrated knowledge management and communication

system established • Project procurement system established • Financial management system established

Sub-component 5.2: Regional and National Institutions Support • 1. National public institutions strengthened

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Table 2: Expected Disbursement (in US $ Million)

Fiscal Year

2014 2015 2016 2017 2018 Total

Annual

9.87 14.95 7.47 4.05 3.66 40.00

Cumulative

9.87 24.82 32.29 36.34 40.00 40.00

Table 3: Institutional Data

Sector Board : Agriculture and Rural Development Major Sector : Animal production

1.2 The Project Development Objective The project’s overall objective is to enhance livelihood resilience of pastoral and agro-pastoral communities in cross-border drought prone areas and improve the capacity of government to respond promptly and effectively to an eligible crisis or emergency.

1.3Expected Results The project has four main outputs; enhanced sustainable management and secure access of pastoral and agro pastoral communities to natural resources (water and pasture) with trans – boundary significance, improved market access of the agro – pastoralists to the intra- regional and international markets of livestock and livestock products, enhanced livelihoods of pastoralists and agro – pastoralists communities, enhanced drought – related hazards preparedness, prevention and response at the national and regional levels and the undertaking of overall project management and strengthening institutions at national and regional levels for drought resilience.

2.0 RPLRP Implementation Strategy IGAD is responsible for the coordination and implementation of RPLRP activities at the regional level. It works with GoU mainly through the National Project Coordination Unit (NPCU) and National Steering Committee (NSC) bothestablished by MAAIF. IGAD convenes half-yearly Regional Project Steering Committee (RSC) meetings to facilitate regional planning, review and priority setting processes. Specifically, IGAD’s coordination roles focuses on: development and adoption of the regional drought resilience policies; development and dissemination of Regional Information and Knowledge Management (RIKM) systems; and building the implementation

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capacities of RPLRP teams and pastoral communities through the support of regional consultations, workshops, training, and cross-border collaboration. The project implementation arrangements at the national level involve several key ministries and agencies/institutions as presented below. The Ministry of Agriculture, Animal Industry and Fisheries (MAAIF).MAAIF is the lead executing agency responsible for coordinating all aspects of the project including contributions by the different key ministries/ agencies under the five components of the project. MAAIF is accountable for authorizing or verifying all Project transactions and working closely with the World Bank’s project Task Team during project implementation. To ensure timely and effective coordination and execution of project implementation MAAIF established the NPCU within its Directorate of Animal Resources. The National Steering Committee (NSC) chaired by the Permanent Secretary, MAAIF. It has fourteen members comprising Permanent Secretaries of MWE, MWT, MTIC, MOLG, MLHUD, MKA and OPM; representatives from NAADS, NARO, IGAD NGOs; and two Chief Administrative Officers (CAOs) from the project districts. The steering committee ensures that coordination with similar ongoing and planned interventions addressing pastoralists and agro-pastoralists resilience in the project areas are in place. National Project Coordination Unit (NPCU): The NPCU serves as the Project implementation unit of MAAIF and is responsible for technical support to the Project as well as budget execution. The key NPCU responsibilities are summarized below:

i. Coordination of project planning, supervision, monitoring, evaluation, knowledge learning and overall management of the Project activities. In this regard the NPCU holds regular meetings at regional, national and district levels to plan for the project, and review project activities to provide the basis for making decisions.

ii. Preparation of quarterly and annual project performance reports, Annual Work Plans and Budgets (AWPBs), and project midterm review report,

iii. Commissioning consultancies to carry out technical studies like baselines and surveys, midterm review, impact assessment, project completion reports.

iv. Coordinating the different technical implementation activities by other ministries, agencies and districts.

The District Level Implementation is by the District Project Steering Committee (DSC):District Technical Committeecomposed of different departmental heads, representatives from NGOs and Farmers’ groups and chaired by the Chief Administrative Officer (CAO) will oversee the project implementation in each district. The committee provides policy guidance and financial management of the project funds. A District Coordination Unit (DCU) will be established under the Department of Production and coordinated by the Veterinary Officer as the District Project

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Coordinator (DPC). The DCU will coordinate project implementation at district, sub county and community levels. The DPC will be the secretary to this committee. The District Coordination Unit (DCU) is established within the Production Department at the district level. Itis coordinated by the DPC. The districts recruited two officers to support the DPC: (i) the Assistant M&E/Data Officer, and (ii) the Accounts Assistant. The DCU coordinates the implementation of all project activities at the district, sub county and community levels. The DPC and the Assistant M&E Officer carry out district and community supervision of the project activities, consolidate monthly and quarterly reports, organize regular meetings, field visits and exchange tours across borders. The District Project Technical Committee is a technical committee at district level comprising of subject matter specialists in the district and is responsible for planning, supervision and reporting of project activities in their respective disciplines. These include the District DPC as the chair, the District Agriculture Officer, the District Marketing Officer, the District Environment Officer/ Forestry Officer, Community Development Officer, Lands Officer and the District Water Engineer.

The Sub-county and Community Level Implementation.At Sub county level existing technical committee composed of different sector extension staff and chaired by the sub county chief guide the implementation of the project at the local level,. The Project implementation at the community level is undertaken by the existing Local Councils (Government structures), farmer groups, clans and other groupings, allowing the beneficiaries to participate in meetings, trainings and different project activities.

The principle of community participatory planning, appraisal, monitoring and evaluation is adhered to by the Project implementation teams.

3.0 Summary of Progress Achieved during the year Table 4: Summary of Project Activities for the year 2016

Components Outputs achieved Natural Resource Management

Water resources, uses and users identification baseline conducted in 12 project districts

12 water user associations formed and trained. Rangeland And Ecosystems mapped in 12 districts Monitoring tools was developed and being used by environmental district

officers 5 district level conflict mitigation platforms/committees formed in Kaabong,

Kotido, Moroto, Amudat and Kween districts and trained in conflict handling

Market Access and Trade

Market information management systems, grades and standards in developed

Trade routes, grading systems and market information systems established Livestock trading policies between Uganda and Kenya Harmonized Disease surveillance, reporting and networking going on between cross

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border districts in Uganda and counties in Kenya Environmental Site screening and selection for construction has been done

Livelihood Support 150,000 cattle in Kaabong and Kotido districts Treated against trypanosomias by Application of pour on acaricides.

1,000,000 doses of vaccines of FMD, CBPP, and PPR distributed to 12 districts for vaccination

Pastoral Risk Management

1 National Early Warning Committee and 12 District early warning committees trained

project management and institutional support

Establish and operationalize national and district coordination structures Establish and operationalize national and district project steering committees Annual audit carried Capacity build of MAAIF, NPCU, Districts key staff and partners involved in

project implementation Process to establish complaint handling and grievance mechanism through the

IGG office started. Social and environment procedures and frameworks established Monthly, quarterly, semi-annual and annual financial reports prepared by

NPCU

4.0 Progress of Implementation Status during the year

4.1Component 1: Natural Resources Management Under the component, the project activities implemented under different sub components contributing to the different key outputs of the natural resource management were; Sub-component 1.1: Water Resources Development The actual activities implemented under this sub component included: • Baseline study to identify water resources, uses and users

This activity was carried out in the 12 project districts. The District water department, Ministry of Water and Environment and project staff identified the existing water resources in the project district and now data is available for the project to use in implementing water resource development. The information generated is also being used to update ICPAC database and Map for cluster One.

• Training of stakeholders (WUAs) in water management skills A review and update of existing guidelines for WUAs has been done. These guidelines will support the establishment of Water User Associations and strengthening the existing water committees for the project constructed/rehabilitated water points.

Sub-component .1.2: Pasture and Land development

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Some of the degraded pasturelands in Karamoja the project aims at rehabilitating.

• Regional / national mapping of degraded land resources

Rangeland resources including degraded rangeland mapping was done. The data available is tobe used to produce rangelands and degraded areas maps.

• Range monitoring tools

Rangeland monitoring tools have been reviewed by the national technical committee on feed resources management coordinated by the National Livestock Resources Research Institute. These tools will used by different stakeholders to monitor rangeland activities in the project area.

Sub-component 1.3: Securing Access to Natural Resources • Conflict mitigation platforms establishment

The activity is ongoing and5 conflict mitigation platforms were formed in Kaabong, Kotido, Moroto, Amudat and Kween districts. These were formed at district level and formation at sub county and community levels is ongoing. Formation of platforms in the other 7 project districts was planned for January to march 2017 after community sensitizations. Conflict mitigation platforms workshop

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District Conflict mitigation platforms workshop participants for 5 districts of Kaabong, Kotido, Moroto, Amudat and Kween. The workshop targeted district local councils, Resident District Commissioners, Security organs (Police and

Internal security organization), District Chief Administrative Officers (CAO) and District technical departments

Regional level activities under Natural resource management component Under this component the following regional activities were attended by technical staff

• Mapping geo-referenced water reservoir in the project area coordinated IGAD • Mapping landuses and rangeland with trans boundary implications organised by IGAD • Establishing a fodder platform for cluster 1 by IGAD • Developing ToR for the Conflict Prevention, Mitigation and Resolution grass root

platforms (Regional, National, District and Sub-County) by IGAD

4.2 Component 2: Market Access and Trade Under the component, the project activities implemented under different sub components contributing to the different key outputs of the market access and trade in the year ended included; Subcomponent 2.1: Strengthening market support infrastructure and information systems The actual activities implemented under this sub component were;

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• Mapping of livestock market infrastructure for feasibility of sub-projects

The objective of the activity was to ascertain the location and status of market infrastructure in selected project districts. 19 sites were mapped in 5 districts and this was carried out by technical project staff.

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(Source: Bukedea District. November 2016)

• GIS positions for all mapped market infrastructure was done • Status of all mapped market infrastructure was ascertained

Actual outputs achieved

19 cattle /livestock markets were mapped both functional and non-functional.

• Detailed design and feasibility of identified sites

Subcomponent 2.2: Improving Livestock Mobility and Trade of Livestock and Livestock Products The output planned to achieve wasregional animal diseases surveillance and laboratory networks strengthened. The following activities were carried out.

• Disease reporting and networking DVOs across the country trained in three day workshop on emergency disease guideline reporting and legislative provisions

• Disease surveillance Trade sensitive disease status established around project and neighboring districts

• Opened up boundaries for the quarantine centres and holding grounds Opened boundaries of Ajesai Holding ground in Katakwi

• Site screening and selection

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Carried out in 11 districts (Except Katakwi), and preliminary screening status established

• Identify stakeholders in information management systems, grades and standards Established trade routes, grading systems and market information systems applied

• Harmonization of LITS workshop Workshop attended in Nairobi Kenya under IGAD support

4.3 Component 3: Livelihood support Under the component, the project activities implemented under different sub components contributing to the different key outputs of the Livelihood support were;

Sub-Component 3.1: Livestock production and health • Control of Tsetse flies in project districts of Kabong and Kotido The activity involved a series of sub activities during implementation

The project developed and designed sensitization materials and approaches for use during Tsetse and Tick control activities. Sensitization materials Developed

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• Training district staff. Training targeted technical staff at the district and community levels in the use the latest technologies and approaches in T and T control/eradication and these were Entomologist, Vets, Para-vets and CAHWs. 40 staff from Kotido and 75 staff from Kaabong were trained. Training Entomologist, Vets, Para-vets and CAHWs in Kaabong District

Training of the entomologists, vets, para vets and CAHWs

• Sub counties and communities’ sensitization campaigns.

Carried out sensitization campaigns in high risk sub counties of Kaabong to highlight the tsetse and trypanosomiasis problem to the communities, the available control options/approaches; and the role of the beneficiary communities. Presentations were made to local communities on a spectrum of entomological activities particularly under the PRLRP:

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Source: A field sensitization session on Tsetse and Tick control in Kaabong October 2016 • Procuredtsetse traps and 6000 litres of deltamethrin pour-on for tsetse suppression in the

heavily infested areas of Kaabong and Kotido districts.

(Source: Kotido District October 2016)

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• Enhanced Food and feed production Identification of drought tolerant high yielding breeds(NARO). The project is to deliver these kind of breeds to the project area as a means of ensuring drought resilience and improving the livelihoods of the agro pastoral and pastoral communities.

(Source: Nabuin NARO November 2016)

4.4 Component 4: Pastoral RiskManagement Under the component, the project activities implemented under different sub components contributing to the different key outputs of the pastoral Risk Management were;

Subcomponent 4.1: Pastoral risk early warning and response system

• Strengthened the early warning system in project districts Meetings were held between MAAIF, Uganda National Metrological Authority and local governments on establishment of community Early Warning System in 12 districts. The outputs of these meetings were Identification of sites in communities to install the early warning and weather system equipment, formation of early warning committees in12districts and agreed arrangements for operation and maintenance of the system.

• Monitoring of Early warning information in Karamoja Region This activity was undertaken in 11 districts. The drought early warning activities are being promoted by ACTED and FAO.

• The training oflocal governments in early warning and response mechanism for disaster risk management in ASALs(12 district local governments) aimed at collecting reliable information from early warning system (ews) disseminating timely, and reducing time lapse between early warning information and response. The Participants: 18 members of National Early Warning Committee and 12 District Agricultural Officers.

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Regional Level Activities

Under this component the technical staff of the project attended Regional training workshops organized by IGAD:

Training on Contingency planning in Nairobi Meeting to finalized a contingency training manual in Nairobi Training in Livestock Emergency Guidelines in Naivasha

4.5 Component 5: Project management and Institutional Support Under the component, the project activities implemented under different sub components contributing to project management and institutional support were; Subcomponent 5.1: Project Management/Monitoring, Evaluation and Learning/ Knowledge Management and Communication A: Coordination Activities • Establishment of Coordination Unity by MAAIF:

The NPCU is effective with all the technical staff from the ministry and hired by the project. The recruited staff are the Project Monitoring and Evaluation Specialist, Project Engineer, Project Accountant, Procurement officer, Communication specialist, Social Safeguard specialist, Environmental Specialist, Accounts Assistant, Administrative officer and 7 drivers.

• Establishment of District Project Coordination Units The Districts Project Coordination Units are effective with all the technical staff from districts and hired 12 Assistant M&E/data officers and 12 Accounts Assistants for all the 12 districts. The recruitment of all project Assistant M&E/data officers and Accounts Assistants was completed and all these officers are on board to ease project implementation at the district level.

• Detailed Baseline Study The consultancy firm to carry out baseline study ECCELENZIA CONSORZIO RESEARCH AND MANAGEMENT LTD (ECRAM) is now on border and final baseline report expected end January 2017

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Jinja Civil Service College - National Start up Workshop Attended by Hon Minister of State for Livestock and World Bank Officials July 2016

Baseline Consultants with Community Enumerator (LCI Chairman … Village Amuria District

November 2016)

The consultants moved to all 12 districts and covered 1200 households that were randomly selected from enumeration areas in different communities. Data was collected from key informants at district and sub county levels and households at community level. The baseline study is expected to provide final report with baseline information on different aspects of the project.

B: Strengthening Project Management (NPCU & Districts) and Ministry Implementation units Activities

• The National Start Up Workshop The objectives of the National start-up workshop were to deepen the understanding and knowledge of the different project stakeholders on project design and implementation arrangements. Also to explain the guidelines for implementing World Bank(IDA) funded projects, Project Appraisal Document and Project Implementation Manual.

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• The District Start Up Workshops

12 district start up workshops were held in the 12 project districts. The objectives of the district start-up workshop were to deepen the understanding and knowledge of the different project stakeholders on project design and implementation arrangements. Also to explain the guidelines for implementing World Bank(IDA) funded projects, Project Appraisal Document and Project Implementation Manual.

Hon.Minister of State for Karamoja Affairs Hon. Kizige Moses closing the Start uo Workshop in Moroto District on the 15th August 2016.

• Sub county/community awareness Workshops The objectives of the awareness workshopswere to create awareness of project objectives, activities and implementation arrangements to benefitting communities in the 12 project districts sub counties and communities. The targets were; Sub county councillors, Farmers/Associations Sub county Chiefs, Youths and youth groups, NGO/Community Based Organisations, Community Animal Health Workers and Agro Pastoral Field Schools.

Table 5: Awareness Participation per district

RPLRP Dist

No Sub Total participants ricts Counties /District

Abim 8 400 Amudat 4 320 Amurai 16 1280

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Bukedea 6 480 Kabongo 19 1520 Katakwi 10 800 Kotido 6 480 Kween 12 960 Kumi 8 640 Moroto 7 560 Nakapiriti 9 720 Nakap 8 640

113 8800 The project therefore ensured and achieved awareness carried out in 113 benefitting sub counties/ communities and 98% participants ub counties, NGOs and CBOs, Farmers groups and F ub coun s attended the workshops beyond the planned target. This is due to high e s by the communities from roject.

(source: Awareness workshop in Awach Sub County Abim District December 2016)

• Training of key staff in Project Monitoring and Evaluation Learning Framework

from sEWs at s tiexpectation the p

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83% of key staff from different Ministry units and projects involved in project implementation in Project Monitoring, Evaluation Learning Framework (PMELF) were trained to build the capacity of staff in effective implementation of projects in MAAIF

th th

• evelopment of Project Monitoring and Evaluation Manual

g. The

•

General guidelines on safeguard issues during project design and implementation is emphasized to provide for implementation measures critical to ensuring the adherence to safeguard policy requirements. This was to build skills among participants which are needed to integrate or mainstream social and environment issues in all development planning and implementation in MAAIF.

Participants at the training Held at Paradise Hotel, in Jinja from 14 – 15 July, 2016

DRPLRP has aProject Monitoring and Evaluationmanual used in the PMELF traininManual has been distributed to districts to guide the district implementation teams especially the Assistant Monitoring and Evaluation Officers

Environmental and social safeguard training

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The Kaboong District technical team that attended the Environmental and Social Safe guard training in Kaabong District.

• Developing the RPLRP communication strategy. 1: Identifying, assessing needs and

mapping stakeholders. This was done to establish a strategic communications framework to include message architecture, outreach mechanisms, and strategies for implementation (ii)to provide ideas for the project strategic communications plans (iii)to identify audiences and message delivery mechanisms.

5.0 Procurement plan The RPLRP procurement plan has been reviewed to address changes and additional issues of project procurement

5.1 Annual Procurement of Goods and services status

RPLRP during period 1 July 2015 to December 2016. The procurement plan was last approved by the World Bank on March, 2015; however it was updated and resubmitted to the

tch with some changes in the PIM.

This procurement report reflects the implementation of procurement activities by MAAIFst

World Bank in December 2015 to reflect the progresses of the implementation of the planned activities as well as to maIn general the matrix in the Table 2 below shows the status of the implementation as of 30 March 2016 category-wise.

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f Procurement of Goods

N

Table 6: Implementation o

Package Status 1 ce Furniture Completed Procurement of Offi

2 Procurement of Stationary completed 3 Procurement of computers, photo

copiers and accessories Completed

4 Procurement of vehicles. Motorcycles and bicycles

Completed

Tab rement of Consultancy Services

Status

le 7: Implementation of Procu

N Package 1 Procurement of full time consultants

at NPCU Com

• Project accountant (Mr Hilary

• Monitoring and Evaluation lu James),

as)

amba Ernest). • Communication Specialist(Ms

curement Officer

counts Assistant

pleted

Azaarwa ),

specialist (Mr Kiwo• Social safeguard specialist(Mr

Muwonge Dougl• Environmental specialist (Mr

Nabih

Vanessa Namayanja) • Pro• Project Engineer • Ac• Administrator

7 Drivers 2 ompleted Baseline Study to collect, baseline

data C

3 Completed Market and water infrastructure designs

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6 Table 8: RPLRP Six Months Activity Work Plan and Financial Projections (January to December)

Summ

.0 Financial Management

for the F

ary

Y 2015/2016

Components/Activities

12 Months USD (000,000)

USD (000,000) Expenditure as at 31.12.2016

Component 1: Natural Resources Management 0.1506 0.1506 0.041856

Component 2; Market Access and Trade 0.1227 0.1227

0.218327

Component 3; Livelihood Support 081 0.2081

0.20.213110

Component 4; Pastoral Risk Early Warning and Response 0.1179 0.1179

352 0.018

Component 5: Project Management and Institutional pport Su 0.3999 0.3999

0.416209

Projections as per Component 0.9992 0.9992

0.907855

Activities carried out under financial management

istrict based ac nder d components • Financial Management Training

trict project i ters(12 Chief Financial Officers, 12 District Auditors, 12 District Coordinators, 12 Assistant M&Es and 12 Dis

ank fundedand (ii) to build y roject financial accountability requirements, and A

from MAAIF Accounts and Audit units and NPCU carried out financial supervision in ening districts in financial management

Annual Audit

• Fund Disbursement to Districts Funds were disbursed to 12 districts for d tivities u ifferent

The activity objectives were; (i)To train dis mplementrict Project the capacitAccounts Assistants) in financial management of World B

of staff in p reporting udit

• Financial Supervision Teamthe districts aimed at strength

•

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An annual audit was carried out for FY 2015/16 ending June 2016. This was carried out by

ination and regional project integration with Kenya and Ethiopia

onal harmonization workshops organised by IGAD. This supported

id Environment workshop organised by IGAD. Attended by Social and

vsystem in project countries

vi. Meetings organised by Ministry of Finance and World Bank. The meetings were aimed at improving performance of World Bank funded projects in Uganda by

external auditors from Auditor General’s office.

7.0 Institutional Support Activities

i. Four(4) Instructional Support Missions by worldbank have been done to RPLRP Uganda. This has strengthen the NPCU in coordination and management of the project in the following areas; Procurement, Financial management, coord

ii. Two (IGAD) regiRPLRP Uganda in harmonising cross border project activities

ii. PASH meeting attended by NPCU staff iv. Social an

safeguard specialists in Senegal. . Two (2) di monitoring trainings organised by IGAD aimed at strengthening M&E

different Ministries.

31

Annex 1: Implementation Performance against Planned Project activities up to December 2016 Detailed Work plan 2016

Components/Sub components/Activities Unit of measure

Annual planned targets

Annual Achieved

Means of verification

Description of action

Component 1: Natural Resources Management A. Output: Regional / National Maps of Water Resources, uses and users refined and disseminated 1. Baseline study to identify water resources, uses and users /a Exercise 1 1 Report The activity was carried out in the 12

project districts

1. Formation and orientation of water user associations workshops 4

0

No report Identification of existing WUAs was done in 12 the districts. Formation of committees for new water points will be done after the new water points are constructed . Hence training is planned when committees are established

A. Output: Regional / national mapping of land resources and related uses refined and disseminate

1. Map Rangeland And Ecosystems With Trans Boundary Implications For Animal Movements

Mapping in Project Districts

12

12 Maps

Mapping completed and data is now availato produce rangelands and degraded areas m

3. Develop training manual for TOTs on rangelands Training manuals 60 0 No

ManualsNot completed

B. Rangelands and ecosystems with trans boundary implications rehabilitated /e Acres 80 0 Report Not Completed

1. Identify and map degraded rangeland sites Sites in Project Districts

12

12 Report Completed in 12 districts

5. Rangeland monitoring exercises /g Quarterly Visits 4

0 ReportMonitoring tools developed

32

A. Output: Conflict prevention, management and resolution strategies and approaches harmonized 1. Identify and profile key stakeholders for securing access to natural resources Workshop 1

1 Report Completed in 5 project districts

4. Develop conflict mitigation platform /e platforms 125 Report 5 district level platforms established in in

Kaabong, Kotido, Moroto, Amudat and Kween districts

B. Policy and legal frameworks for secured access to natural resources supported

1. Facilitate implementation of rangeland and pastoralism policy /g consultative meetings Meetings 2 0 Minutes Not completed

Component 2; market access and trade A.Output: Regional marketing information system strengthened

i.Identify stakeholders in information management systems, grades and standards

districts 12

12 Report

Established trade routes, grading systems and market information systems applied

B. Output: Regional trade policies and standards harmonized and simplified

i. Harmonization of LITS workshop Workshop 1

1

Report Workshop attended in Nairobi Kenya under IGAD support

C. Output: Regional animal diseases surveillance and laboratory network strengthened

Carry out disease reporting and networking , Workshop 1

1 Report Completed. DVOs across the country trained in three day workshop on emergency disease guidelines

Carry out disease surveillance Districts 7

7 Report

Trade sensitive disease status established around project and neighboring districts

Open up boundaries for the quarantine centers and holding grounds

Districts 12

1

ReportCompleted to open boundaries of Ajesai Holding ground in Katakwi and other districts the exercise was going on.

Site screening and selection

Sites in Districts 12

Carried out in 11 districts (Except Katakwi), and preliminary screening

33

11 Report status established

C. Animal identification and traceability systems strengthened and harmonized System 1 0 Report Not completed

D. Develop capacity on market and trade /d Training workshops 12 0 Report Not completed

1. Training to enforce the agreements signed on resource sharing /e

Training workshops 2 0 Report Not Completed

Component 3; livelihood support A. Output: Disease and vector surveillance and control strengthened and harmonized /a

i. developed and designed sensitization materials and approaches for use during Tsetse and Tick control activities

Copies 6000 copies

6000

copies Materials

Sensitization materials were Developed and used in the sensitization of communities

1. Training on recognition and reporting of diseases /b

Training workshops 2

2 Report

Training targeted technical staff at the district and community levels in the use the latest technologies and approaches in T and T control/eradication and these were Entomologist, Vets, Para-vets and CAHWs. 40 staff from Kotido and 75 staff from Kaabong were trained.

A. Community sensitization campaigns /f Community meetings 25

25

Report Campaign meetings held in 25 sub counties in the districts of Kabong and Kotido

Treatment of cattle against trypanosomias by Application of pour on

No livestock 400 554 Report Treatment was applied on estimated 554

cattle from the two districtsB. Output: Drought tolerant food and feed crop technologies promoted i. Activity: Identification of drought tolerant hig

yielding breeds(NARO)

Meeting 2

2 ReportThe Project held discussions with NARO Nabuin center in Moroto to promote adaptive field based research

A. Alternative livelihood opportunities are identified by communities using participatory identification by communities

Communities 1200

1200 District Reports

Activity is going on in the district. District extension workers in communities are engaging communities to identify alternative livelihoods

34

Component 4. Pastoral Risk Management system A. Output: Early warning systems strengthened and harmonized in the region /a

i. Strengthen the early warning system in project distri Meetings 12

12 Report

Meetings were held between MAAIF, Uganda National Metrological Authority and local governments on establishment of community Early Warning System in 12 districts.

ii. Monitoring of Early warning information in KaramoRegion

District field visits 12

11 Report

This activity was undertaken in 11 districts. The drought early warning activities are being promoted by ACTED and FAO

iii. The training local governments in early warning aresponse mechanism for disaster risk management in ASALs.

Training workshop 1

1 Report

The Participants: 18 members of National Early Warning Committee and 12 District Agricultural Officers.

vi. Training of data collectors District Workshops 12 5 Report On going in all the project districts

v. Wealth breakdown visits to selected zones /s Visits 3 0 Report Not completed

6. Data collection in 5 zones in 12 districts /t Reports 12 0 Report Not completedComponent 5: project management and institutional support

A. Project management and coordination structures established 3. Establish and operationalize national and district coordination mechanisms 1 1 Report Coordination and management structures

set up at Ministry and in all 12 districts4. Organize national and district project start-up workshops Workshops 13 13 M&E

reports Targeted National and district level stakeholders

5. Carry out regular staff and project stakeholder meetings Meetings 12 12 Meeting

MinutesStrengthening coordination and management of the project.

6. Establish and operationalize project steering committees (PSC) meetings 2

2 Minutes of steering committee meetings

Provided guidance to project management and approved annual work plan

7. Review and update project management documents (e.g. PIM) Workshop 2 0 PIM Not Completed To be reviewed with

district teams B. Integrated planning, M&E and learning (PMEL) System 1 M&E System established and Training of key

35

system established

1

system users to continue

1. Carry out regular physical monitoring and evaluation of project activities Visits 4

4

M&E Quarterly reports

Monitoring and evaluation NPCU processes done District activities started in December 2016

2. Annual review workshop Workshop 1 0

Report Not completed but planned for February 2017

3. National project coordination unit supervisions Visits 4

4 Reports Supervision by MAAIF done through

different units .District activities started in December 2016

6. Training of key staff and partners involved in project PMELF Workshops 2

1

Training report

Training at national and district levels to continue after IGAD advanced training in Di monitoring to Countries

10. Operate complaint handling and grievance mechanism (IGG office) /m

Mechanisms 1 1 Report Process of establishing the mechanism in

advanced stages through of IGGC. Integrated knowledge management and communication system established System 1

1System System established and Training of key

users to continue System

2. Formulate an integrated KMC strategy at district, national and regional systems Contract 1

1 System

Not Completed but the process of System established and Training of key users to start in January to March 2017

1. Financial management and supervision at regional, national and district levels A. Financial supervision of project activities Quarterly 1 1 Report Completed in all the 12 districts

B. Annual audit Audit 1 1 Audit report

Completed for FY 2015/16

2. Prepare annual budgets in conjunction with M&E unit & districts

Work plan & Budget

2

2 Work plan s and Budgets

The Annual work plans for FY2015/16 & FY 2016/17 were developed and approved by National steering committee

3. Prepare monthly, quarterly, semi-annual and annual financial reports Quarterly 4 4 Quarterly

reports Completed

4. Training of staff in financial management / workshops

Workshop 1 1 Training

report Completed

36

E. Project safeguards implementation strengthened

1. Training of MAAIF/NPCU staff on integration of safeguards in

Workshop 1

1

Reports Both MAAIF and Agencies technical staff were trained in safeguards

2. Training of district staff, NGOs, CBOs on social and environment safeguards

Workshops 1 1 Report District and NGOs trained

Annex II: Results Monitoring Framework

Project Development Objective (PDO): Enhance livelihood resilience1 of pastoral and agro-pastoral communities in cross-border drought prone areas of selected countries and improve the capacity of the sector country governments to respond promptly and effectively to an eligible crisis or emergency.

PDO Level Results Indicators C

ore

Uni

t of

Mea

sure

-m

ent Baseline

(indicate date/period)

Cumulative Target Values

Freq

uenc

y

Data Source/ Methodology

Responsibility for Data Collection Comments/ Definitions

Y1 Y2 Y3 Y4 Y5

1. Percentage death rate of livestock kept by agro-pastoral and pastoral households targeted by the project (cattle, goats)

% Drought year (avg.2009,2011)

IPC

IPC

(-10%) IPC + Survey

IPC

(-20%) IPC + Survey

YR3 and YR5

IPC Report (biannual) for all

project years

Household Survey Annual RPLRP

Report on Y3 and Y5

IPC technical committee, MAAIF

CSA

Agree on years for drought year baseline

Cattle ?% Goats ?%

% Normal year (avg. 2008-2012)

IPC

IPC

(-10%) IPC + Survey

IPC

(-20%) IPC + Survey

YR3 and YR5

IPC Report (biannual)

Household Survey

Annual RPLRP Report

IPC technical committee, MAAIF

CSA

Agree on years for normal year baseline

Cattle ?% Goats ?%

2. Volume and real value of animals and animal products cross-border

Drought year (avg.2009,2011)Live cattle - No.

(+10%) (+20%) YR3 and YR5

DVO annual report

Household Survey Annual RPLRP

Markets to be defined

1Livelihood resilience under RPLRP is defined as: (i) sustained and maintained assets of pastoralists and agro-pastoralists and (ii) sustained and maintained means of making a living, both measured indirectly by death rate of livestock kept by agro-pastoral/pastoral households targeted by the project; and (iii) strengthened livelihood activities and income measured indirectly by improved income opportunities from livestock (in terms of volume and value of livestock products that are cross-border traded in selected project markets.

37

Cor

e U

nit o

f M

easu

re-

men

t Baseline (indicate

date/period)


Freq

uenc

y


Responsibility for Data Collection Comments/ Definitions PDO Level Results

Indicators Y1 Y2 Y3 Y4 Y5

traded in selected project markets.

- UGSh Live goats/sheep - No. - UGSh Red Meat - Kg

Report

Normal year (avg.2008-2012)Live cattle - No. - UGSh Live goats/sheep - No. - UGSh Red Meat - UGSh

(+10%) (+20%) YR3 and YR5

Markets to be defined

PDO Level Results Indicators C

ore

Uni

t of

Mea

sure

-m

ent Baseline



Freq

uenc

y


Responsibility for Data Collection Comments/ Definitions

Y1 Y2 Y3 Y4 Y5

3. Time lapse between early warning information and response reduced

Days Need to agree on/define type of event and type of response and establish baseline for each. Disaggregated by regional, national and local level.

4. Number of direct project beneficiaries of which (percentage) female

No. of HHs (%)

0 (0%)

Y Household Survey Annual RPLRP

Report

PMU, district M&E officers

The indicator measures households benefitting of activities under component 1 and 3.

Intermediate Results C

or Unit of Baseline Cumulative Target Values q u e Data Source/ Responsibility for Comments

38

Indicators Measure-ment


Data Collection

Y1 Y2 Y3 Y4 Y5

Methodology

Intermediate Result 1:Infrastructures for improved access to water resources for pastoral and agro-pastoral communities realized and sustainably managed 1. Number of water infrastructures along cross-border migration routes2 3 that are operational and sustainably managed Question: only project built/rehabilitated infrastructures?

No.

2013 (x=existing/ y=operational, sust. managed) Valley tanks (x/y) Boreholes (x/y) Shallow wells (x/y)

Y Meeting report of Water Users Committees

(WUC)

Monthly M&E report

WUC, District officers, RPLRP

M&E officers

The baseline should address: a) existing and b) operational/ sustainably managed. The target will include the infrastructures within the project area rehabilitated and newly built under the project

2. Number of pastoral households with improved access4 to water through project infrastructures rehabilitation and development

No. Baseline (not ZERO) is

required for Uganda

Q Meeting report of Water Users

Committees (WUC)

WUC, District officers, RPLRP

M&E officers

Intermediate Result 2: Pastoral and agro-pastoral land sustainably management increased

3. Land area (hectares) where sustainable land management practices have been adopted as a

No. 0 Project ME, DVO

2 “Operational and sustainably managed” is defined as “(i) infrastructure is delivering the intended benefits, (ii) is appropriately maintained (incl. a fully functional water management committee as applicable), and (iii) the resources are paid by users (water fees) for O&M of the infrastructure”. It will be measured through a % of collected water fees on the total fees requirement on yearly basis. The frequency of measurement will be: (a) 6 months after the completion of the investment, which will provide a sense of the speed for infrastructures to be operational, (b) on yearly basis as regular supervision; and (c) at the end of the project,which will assess its sustainability over time. 3It will be measured during drought and regular times (if possible). 4Improved access to water defined as livestock water within a distance range (the distance is country specific. For Uganda is 5 Km) to water reduced to match with the available feed resources.

39

Intermediate Results Indicators C

ore Unit of

Measure-ment

Baseline (indicate

date/period)


Freq

uenc

y


Responsibility for Data Collection Comments

Y1 Y2 Y3 Y4 Y5

result of the project in shared rangelands5

Intermediate Result 3: Access to natural resources improved and secured

4. Number of platforms solving cross-border natural resources management conflicts formed and operational.

No. 0

6 6 12 (i.e., one per district?

)

Minutes of the committees

Project ME, DVO

Intermediate Result 4: Market infrastructures developed and market information system improved at the national and regional level

5. Number of regional or cross-border market infrastructures6 operational and sustainably managed7 Question: only project built/rehabilitated infrastructures?

No. 2013 (x=existing/ y=operational, sust. managed) Markets (x/y) Slaughter facilities (x/y) Holding grounds (x/y) Quarantins stations (x/y) Laboratoires (x/y)

15+4 27+8 The baseline should present by category: a) existing and b) operational/ sustainably managed. The target will include the infrastructures rehabilitated and newly built under the project.

5 The baseline for this indicator is expected to be zero. Sustainable Land Management practices include technologies (re-vegetation of rangelands, natural regeneration of trees or other vegetation, etc) and approaches (watershed plans, grazing agreements, closures, soil and water conservation zones, etc) to increase land quality. 6 Disaggregated per type of infrastructures, and infrastructures include rehabilitated and new infrastructures. 7The definition of “operational” will differ among the type of infrastructures. Some of the criteria might be that the infrastructure is delivering the intended benefits, is appropriately maintained, and the resources are allocated for future O&M of the infrastructure. It will be measured 6 months after the completion of the investment, which will provide a sense of the speed for infrastructures to be operational and will assess its sustainability over time.

40


ore Unit of

Measure-ment

Baseline (indicate

date/period)


Freq

uenc

y



Y1 Y2 Y3 Y4 Y5

6. Regional and national marketing information (price, diseases, markets opportunities) disseminated to partner countries in timely manners

Days -- Annual

Progress reports Independent study

M&E Officer

IGAD to define what kind of activity/ies will be carried out and how IGAD’s activities would be linked to national level. In general, timely manner is specific to the type of information. Each country will need to define “timely manners” and establish a baseline for each type of information.


ore Unit of

Measure-ment

Baseline (indicate

date/period)


Freq

uenc

y



Y1 Y2 Y3 Y4 Y5

7. Number of users of regional and national marketing information8

No. IGAD Baseline and Targets at national level to be set depending on IGAD’s clarifications on the indicator above.

Intermediate Result 6: Policies, regulatory framework and capacity for traders enhanced

8. Number of regional protocols about sanitary and phytosanitary standards ratified by the three countries

No. IGAD to specify

IGAD decisio

n

Annual

Progress reports M&E Officer

8 Defined by number of…

41


ore Unit of

Measure-ment

Baseline (indicate

date/period)


Freq

uenc

y



Y1 Y2 Y3 Y4 Y5

9. Number of regulations and policies on livestock identification and traceability harmonized between the three countries

No. IGAD to specify

IGAD decisio

n

Annual


Intermediate Result 7: Livestock health services at the regional, national and local level enhanced to support greater production and productivity

10. Number of suspicions of outbreaks of selected diseases of regional importance (PPR and FMD) reported and tested in central laboratories

No. PPR: FMD:

PPR: FMD:

PPR: FMD:

PPR: FMD:

PPR: FMD:

PPR: FMD:

Central Laboratory

Annual Report

U-PPT to find out (Central Lab 2012 report)

11. Percentage households targeted by the project satisfied with livestock health services9

% Y3, Y5

Client Satisfaction

Survey Progress reports

(Y3 and Y5)

M&E Officer

Intermediate Result 8: New technologies and practices for food and feed production enhanced through demonstrations

12. Number of new technologies demonstrated and adopted in the project area

No. Annual


Country Specific list of new technologies to be spelt out in the M&E section of respective CPD/ PIM Demonstrated by the project Define “new” as fruit of research and / or as technology non existing in the targeted area

9 Disaggregated per type of services (vaccination, etc) and type of animals.

42


ore Unit of

Measure-ment

Baseline (indicate

date/period)


Freq

uenc

y



Y1 Y2 Y3 Y4 Y5

Intermediate Result 9: Alternative livelihood activities and sub-projects for livelihood diversification10 realized and sustainably managed.

13. Number of alternative livelihood activities and sub-projects realized and sustainably managed11 2 years after initial investments12

No Annual


Intermediate Result 10: Regional, national and local early warning and response mechanisms for disaster risk management improved

14. Reliable13 information14from Early Warning System (EWS) disseminated timely15

Yes/No Annual

EWS reports, Project Progress

reports

M&E Officer NPCU, National EW

Committee

Intermediate Result 11: Effective disaster risks management policies operational and contingency plans available

20. Number of legislations and policies mainstreamed and institutionalized

No Annual


Legislations and policies to be identified

21. Contingency plans and strategic reserves in place

No Annual


22. Share of contingency plans costs financed through budget allocation by countries

No Annual


10 Sub-project for diversification include agriculture, fishery, livestock, IGAs, etc. 11 The definition of “sustainably managed” will differ among the type of sub-projects. A definition will have to be developed per type of sub-projects. 12Disaggregated by type of subprojects. 13Sound and credible in a format understandable for targeted stakeholders. It will need to be further defined. 14 Disaggregated by region, countries, districts, communities, policy makers, government staff, partners (to be refined) – this may be difficult at regional level. 15 The information is available early enough to prepare a response for each stakeholders

43


ore Unit of

Measure-ment

Baseline (indicate

date/period)


Freq

uenc

y



Y1 Y2 Y3 Y4 Y5

23. Funds immediately available to respond to a major disaster

N/A N/A Annual

Progress Reports PMU

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