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The government has recommended the parish to be the central focus of development. Under the Parish Model Implementation, the government will strengthen the parish level to cater for the added responsibilities.
This was disclosed by Jenipher Namuyangu, the minister of state for Local Government, as she presented the local government sector's accountability on the implementation of commitments made in the NRM Manifesto 2016-2021 on Tuesday, May 11, 2021.
The presentation, made at Office of the President auditorium in Kampala, reported on achievements, challenges encountered and the way forward regarding the manifesto and the presidential Strategic Directives and Guidelines for Period 2016-2021.
"Implicitly, this raises the mandate of the parish chiefs beyond the traditional role of revenue collection. This will entail facilitation of parish chiefs in routine parish data collection, development of parish plans and monitoring all services delivered in the parish," Namuyangu read from the report.
The minister placed the ministry's self-assessment performance at 77 percent success in implementing the manifesto and the strategic directives.
While answering media questions, the permanent secretary Ben Kumumanya said the parish model has been designed to be an investment, not a consumptive expenditure. He added that because of the model's importance, funds have been availed to fill the wage/ budget gaps so that it moves smoothly. "It [the parish] is going to be the operational theatre for development," he stressed.
THE MANDATE
Namuyangu started by stating the ministry's mandate as "To guide, harmonize, mentor and advocate for all local governments in support of the vision of government to bring about socio-economic transformation of the country" and the mission as "To coordinate and support local governments in a bid to provide efficient and sustainable services, improve the welfare of the people and eradicate poverty".
"This presentation, therefore, speaks to the mandate and mission above and highlights the extent to which our interventions have contributed to realization of our commitments to the NRM Manifesto," she introduced the subject.
Namuyangu outlined their achievements under the key manifesto areas/objectives of: strengthening security, good governance and democracy; empowering special interest groups; public and private sector institutional development; industry; and lands and housing.
She said that during the manifesto term, local government was granted a sector status; standardized stamps for LCI chairpersons were made and distributed throughout the country; all the 115 old district local governments received modern road equipment.
On office construction support at district/municipal level, the ministry planned to support 70 local governments. However, 72 were supported, which included 24 new districts and 29 new municipalities.
INDUCTING NEW POLITICAL LEADERS
On induction of councilors, the ministry planned to induct both technical officers and elected leaders (councilors) who had been elected in 2016 for all the 115 local governments. The exercise aimed to sensitize them on their respective roles and responsibilities. Councilors from 134 local governments, including new LGs, were inducted/ trained, resulting in improved working relations.
On printing council rules of procedure, the ministry planned to print and disseminate to the 115 districts. This was fully achieved and it helped 135 local governments on how to conduct council business well.
On "develop and implement performance standards and evaluation systems for political leaders", the ministry in partnership with ACCORD and Uganda Local Government Authorities Association (ULGA) developed and disseminated a balanced score card highlighting legal responsibilities of political leaders.
The implementation of the balanced score card led to better performance of councils from 51 percent in FY 2016/17 to 76 percent in FY 2019/2020.
Regarding "strengthen local government associations", the ministry committed to financially support Uganda Local Government Authorities Association with Shs 300 million and Urban Authorities Association of Uganda (UAAU) with Shs 200 million.
However, due to failure by the Ministry of Finance, Planning and Economic Development to avail enough the funds, the ministry disbursed only Shs 150m to ULGA and Shs 100m to UAAU.
Under the commitment of identification of alternative local revenue sources, the ministry and the Local Government Finance Commission (LGFC) planned to improve revenues of LGs and reduce their reliance on central government grants. So, the duo identified new other possible sources, which include Presumptive Tax and Commercial Farmers Tax. In addition, a paper on LG financing is in final stages.
To improve the collection and management of local revenue by simplifying registration of businesses, the ministry worked with URSB, KCCA and URA to support the simplification of registration of businesses in the municipalities of Kira, Mukono, Jinja, Njeru and Lugazi under the e-Logrev. This is due for rollout to 38 municipalities under the newly approved Local Government Revenue Collection and Management Information System (LGRMIS) project.
The ministry has fully implemented the pledge of revision of grant allocation formula and grant guidelines. Hence now every year the ministry disseminates the Unconditional Grant Guidelines and the Discretionary Development Grant Guidelines to LGs.
Regarding training LG staff on their roles, the ministry carried out orientations for LG CAOs, town clerks and heads of department, and political leadership, on their roles, identification of challenges and charting ways forward.
On office construction at sub-county/ town council level, the ministry planned to support 377 town councils and 364 sub-counties with start-up funds. It managed to support 329 town councils and sub-counties, given the resource envelope available.
INCREASING EMPLOYMENT OPPORTUNITIES
To increase employment opportunities, value addition and welfare of our people, the ministry planned to support LGs to build, in conjunction with private sector, economic infrastructure like warehouses, lorry and taxi parks, industrial parks, bulking centres, processing facilities and extending power supply, among others. With help of the Nakyobe Fund of State House, 20 industrial parks have been established.
On "strengthen national and local government capacities to implement LED", the ministry created a LED [Local Economic Development] department, recruited and inducted all staff to drive the LED agenda in the country. Every district now has a commercial officer. The department is now operational and helping local governments to incorporate LED activities in their annual work plans and budgets.
To supervise DSC operations, the ministry supervised all the 115 DSCs [District Service Commissions]. To date, all districts have functional DSCs, save the new districts; this translates as 85 percent achievement. Where there is wage available, the DSCs have recruited the required staff.
Where the manifesto pledged to construct markets in 12 new municipalities, the ministry planned to construct 34 modern markets in old and new municipalities. Fifteen of these are already commissioned, while four [Masaka, Mbarara, Kitgum and Kabale] are still under construction. Another 18 modern markets are being designed.
On creation of new LGs and administrative units, the ministry created 25 new districts as requested by parliament. It also planned to create 15 cities; 10 are already operational (Gulu, Soroti, Hoima, Arua, Mbarara, Mbale, Jinja, Fort Portal, Masaka and Lira).
Regarding "monitor functionality of LC committees from village to district", the ministry targeted to monitor LC committees in 135 districts and 41 municipalities, and this was achieved 100 percent. In addition, the lower councils were supervised by their respective higher councils. As a result, internal conflicts in LGs have reduced considerably.
Regarding inspection of local governments, the ministry planned to inspect 134 districts and 41 municipalities, and this was accomplished 100 percent. This led to improvement in the performance of LGs, as is demonstrated by national assessment results obtained Office of the Prime Minister and the increased number of LGs getting unqualified opinion reports by the Auditor General.
EMPOWERING SPECIAL INTEREST GROUPS
To design markets to accommodate other interest groups and individuals, the ministry revised the architectural designs to accommodate breastfeeding mothers by providing daycare, the disabled to access and work in markets. There are now pre-primary facilities in one market centre.
The ministry worked on dissemination of the Market Act and Taxi Park Guidelines by revising and distributing the latter which clarified that taxis and buses will pay at one-stop centres instead of making multiple payments.
On strengthen capacity of market associations to manage the markets and the parks, the ministry developed guidelines to facilitate operations in the markets. These have helped resolve conflicts among vendors and market executives; enforce revenue collections to LGs; and enhance cleanliness in the markets.
INSPECTIONS, OVERSIGHT COMMITTEES
On empowering LG oversight committees, the ministry planned to train all oversight committees [Public Accounts Committee, standing committees, executive committee, DSC, land boards and contact committees] in 134 districts; this was fully achieved.
To appraise the performance contacts of officers at LG level, which aims to increase efficiency and effectiveness in LG operations, the ministry planned to appraise all districts and municipalities; this was executed to 100 percent.
The pledge to procure 30 vehicles for the ministry's inspection activities, the ministry planned to procure 30 vehicles; this was realized beyond target, procuring 46 vehicles.
On construction of 20,000km community access roads, the ministry actually planned to construct or rehabilitate 18,000km; this was achieved 100 percent under CAAIP [Community Agricultural Infrastructure Improvement Programme] and PRELNOR [Project for the Restoration of Livelihoods in the Northern Region] projects. In addition, the local governments continue to invest in rehabilitation of over 120,000km of DUCAR [district, urban and community access roads].
Regarding the manifesto pledge of provision of agro processing facilities in 160 sub-counties, the ministry actually planned to install 66 facilities countrywide, and this was fully achieved.
On surveying and titling of LGs' land, Namuyangu said the ministry has witnessed nationwide encroachment of land on which LG facilities are located. The government has, therefore, come up with the Discretionary Development Equalisation Grants (DDEG) which will carry out the surveying and titling of land where LG offices, schools and health facilities are located.
CHALLENGES
The minister pointed out some challenges such as inadequate staffing for LGs; because of inadequate wage bill, the shortage of key staff has persisted. Currently, the average staffing levels stand at 56 percent for districts and 51 percent for municipalities.
A number of LGs' administrative infrastructure is constrained; office blocks are dilapidated and office accommodation is also limited. In addition, there is shortage of vehicles for senior officers.
Namuyangu said at the start of the reporting manifesto term, the ministry inherited accumulated domestic arrears of Shs 36 billion due to inadequate budget provision. This negatively impacted on the ministry's MTEF [Medium Term Expenditure Framework.] ceilings and service delivery.
She said new administrative units created since 2016/17 have never received operational funds; these are 356 town councils and 377 sub-counties. "We need a minimum of Shs 11.4 billion for this activity," she said.
Namuyangu said local government councils "have always registered above 70 percent leadership turnover every general election. This means that majority of members of Council are new people with little or no knowledge and experience in running public affairs and exercising the mandate of their respective positions as required by the law". She said that actually there was an 87 percent turnover in the just concluded general election. This challenge leads to need for resources to train and orient the newcomers.
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