Document of
The World Bank
Public Disclosure Authorized
Report No: 36559
IMPLEMENTATION COMPLETION REPORT
(IDA-29090 TF-28664 IDA-29091 TF-28318)
ON TWO
INTERNATIONAL DEVELOPMENT ASSOCIATION (IDA) CREDITS
Public Disclosure Authorized
AND A
GLOBAL ENVIRONMENT FACILITY (GEF) GRANT
IN THE AMOUNT OF US$ 29.74 MILLION
TO THE
GOVERNMENT OF UGANDA
FOR THE
Public Disclosure Authorized
LAKE VICTORIA ENVIRONMENTAL MANAGEMENT PROJECT
(LVEMP)
June 27, 2006
Public Disclosure Authorized
CURRENCY EQUIVALENTS
(Exchange Rate Effective )
Currency Unit = Uganda Shillings
FISCAL YEAR
July 1 June 30
ABBREVIATIONS AND ACRONYMS
AM
Aide Memoire
BOD
Biological Oxygen Demand
BMU
Beach Management Unit
CAPs
Community Action Plans
CAS
Country Assistance Strategy
CBOs
Community Based Organizations
CIGs
Community Interest Groups
CP
Cleaner Production
CPUE
Catch per Unit Effort
DANIDA
Danish International Development Agency
DFID
Department for International Development, United Kingdom
DDT
Dichlorodiphenyltrichloroethane
EAC
East African Community
ECOVIC
EAC Organization for Management of Lake Victoria
ELCOM
Estuary and Lake Computer Model
ERR
Economic Rate of Return
EU
European Union
FAO
United Nations Food and Agriculture Organization
FLT
Fish Levy Trust
FOB
Free on Board
GDP
Gross Domestic Product
GEF
Global Environment Facility
GoK
Government of Kenya
GoT
Government of Tanzania
GoU
Government of Uganda
ICR
Implementation Completion Report
IDA
International Development Association
IEG
Independent Evaluation Group of the World Bank
IFMP
Integrated Fisheries Management Plan
ILMP
Integrated Lake Management Project
KARI
Kawanda Agricultural Research Institute
LVBC
Lake Victoria Basin Commission
LVDP
Lake Victoria Development Program
LVEMP
Lake Victoria Environmental Project
LVFO
Lake Victoria Fisheries Organization
LVFRP
Lake Victoria Fisheries Research Project
M&E
Monitoring and Evaluation
MSY
Maximum Sustainable Yield
MTR
Mid-Term Review
NAADS
National Agricultural Advisory Services
NEMA
National Environmental Management Agency
NGO
Non Governmental Organization
OD/OP
Operational Directive/Policy
PEAP
Poverty Eradication Action Plan
PIC
Project Implementation Committee
PMU/PIU
Project Management/Implementation Unit
QAG
Quality Assurance Group
RPSC
Regional Policy Steering Committee
SAR
Staff Appraisal Report
SIDA
Swedish International Development Agency
SLM
Sustainable Land Management
TDA
Transboundary Diagnostic Analysis
USD
United States Dollar
WWTP
Wastewater Treatment Plan
Vice President:
Gobind T. Nankani
Country Director
Judy O'Connor
Sector Manager
Karen Brooks
Task Team Leader/Task Manager:
Ladisy Chengula
UGANDA
UG: Lake Victoria Env. Proj. (IDA)
CONTENTS
Page No.
1. Project Data
1
2. Principal Performance Ratings
1
3. Assessment of Development Objective and Design, and of Quality at Entry
2
4. Achievement of Objective and Outputs
6
5. Major Factors Affecting Implementation and Outcome
11
6. Sustainability
13
7. Bank and Borrower Performance
15
8. Lessons Learned
18
9. Partner Comments
19
10. Additional Information
20
Annex 1. Key Performance Indicators/Log Frame Matrix
29
Annex 2. Project Costs and Financing
31
Annex 3. Economic Costs and Benefits
33
Annex 4. Bank Inputs
35
Annex 5. Ratings for Achievement of Objectives/Outputs of Components
38
Annex 6. Ratings of Bank and Borrower Performance
39
Annex 7. List of Supporting Documents
40
Annex 8. Summary of Regional and Transboundary Related Issues
42
Annex 9. Project Timeline and Structure - Figures
50
Annex 10. List of Persons Contacted
52
Project ID: P046836
Project Name: UG: Lake Victoria Env. Proj. (IDA)
Global Supplemental ID: P046870 (Fully Blended)
Supp. Name: LAKE VICTORIA ENV. PROJ. (GEF)
Team Leader: Ladisy Komba Chengula
TL Unit: AFTS2
ICR Type: Core ICR
Report Date: June 28, 2006
1. Project Data
Name: UG: Lake Victoria Env. Proj. (IDA)
L/C/TF Number: IDA-29090; TF-28664;
IDA-29091
Country/Department: UGANDA
Region: Africa Regional Office
Sector/subsector: Agricultural extension and research (44%); General water, sanitation and flood protection
sector (22%); Central government administration (16%); General agriculture, fishing and
forestry sector (14%); Animal production (4%)
Theme: Biodiversity (P); Environmental policies and institutions (P); Water resource management (P);
Pollution management and environmental health (P)
KEY DATES
Original
Revised/Actual
PCD: 12/28/1992
Effective: 03/05/1997
03/05/1997
Appraisal: 06/18/1996
MTR: 03/01/1999
03/01/1999
Approval: 07/30/1996
Closing: 12/31/2002
12/31/2005
Supplemental Name: LAKE VICTORIA ENV. PROJ. (GEF)
L/C/TF Number: TF-28318
Sector/subsector: Agricultural extension and research (44%); General water, sanitation
and flood protection sector (22%); Central government
administration (16%); General agriculture, fishing and forestry
sector (14%); Animal production (4%)
Theme: Biodiversity (P); Environmental policies and institutions (P); Water
resource management (P); Pollution management and environmental
health (P)
KEY DATES
Original
Revised/Actual
GEF Council: 04/01/1996
Effective: 03/05/1997
03/05/1997
Appraisal: 06/18/1996
MTR: 03/01/1999
03/01/1999
Approval: 07/30/1996
Closing: 12/31/2002
12/31/2005
Borrower/Implementing Agency:
GOVERNMENT. OF UGANDA / MINISTRY OF NATURAL RESOURCES
Other Partners:
STAFF
Current
At Appraisal
Vice President:
Gobind T. Nankani
Callisto E. Madavo
Country Director:
Judy M. O'Connor
James Adams
Sector Manager:
Karen Mcconnell Brooks
Sushma Ganguly
Team Leader at ICR:
Ladisy Chengula
Graeme Dononvan
ICR Primary Author:
Arati Belle
2. Principal Performance Ratings
(HS=Highly Satisfactory, S=Satisfactory, U=Unsatisfactory, HL=Highly Likely, L=Likely, UN=Unlikely, HUN=Highly Unlikely,
HU=Highly Unsatisfactory, H=High, SU=Substantial, M=Modest, N=Negligible)
Rating
Outcome:
S
Sustainability:
L
Institutional Development Impact:
SU
Bank Performance:
S
Borrower Performance:
S
QAG (if available)
ICR
Quality at Entry:
S
Project at Risk at Any Time:
The overall implementation performance (outputs) is Moderately Satisfactory, and the achievement of the
development objectives (outcomes) is Moderately Satisfactory.
The sustainability is Moderately Likely. The Institutional Development Impact is Substantial.
The overall Bank Performance is Moderately Satisfactory and the overall Borrower Performance is
Moderately Satisfactory.
The Quality at Entry is rated Moderately Satisfactory.
___________________________________________________________________________________
3. Assessment of Development Objective and Design, and of Quality at Entry
3.1 Original Objective:
Background and Context: The Ugandan Lake Victoria Environmental Management Project (LVEMP)
was prepared during the 1994-97 period, and implemented as one of three interlinked fully blended projects
financed by credits (International Development Association (IDA)) and a grant (Global Environment
Facility (GEF)) from March 1997 to December 2005. The three projects together sought to address the
issues of the lake in a regionally integrated way. They were, thus, conceived as contributions to a regional
program (based on the August 5, 1994 Tripartite Agreement) implemented as three national projects in
Tanzania, Kenya, and Uganda, with common objectives and initially identical components. Given the
regional nature of the program and interlinkage of the three projects, the LVEMP Implementation
Completion Reports (ICRs) for Tanzania, Uganda, and Kenya should be considered individually and in
conjunction with each other, in order to understand both the national particularities in performance and the
overall outcomes of the investment. The project assessed by this ICR was the first phase of a long-term
program.
The observed project design was necessary at that time due to an absence of regional lending instruments
for IDA and lack of institutions to implement a regional approach. The three nations recognized the
importance of the Lake Victoria ecosystem as a vast shared resource with great potential for economic
growth, but one that was under immense environmental stress. Economically it is very important; the
fisheries sector is a significant driver of growth, and water supply, biodiversity, transport, and
hydro-energy from the lake underpin vital economic activities. Conversely, the lake, if allowed to degrade,
will impose substantial economic and environmental liabilities on the countries, communities, and people of
the watershed. Enhanced environmental management of Lake Victoria is, therefore, a key element of a
sound program of growth, poverty reduction, and proper management of risks.
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Lake Victoria is large and in general shallow. The lake depends chiefly on rainfall for its inflow, and its
extensive watershed covers some of the poorest parts in the three riparian nations. When the projects were
prepared, the threats to the lake's ecosystem were understood primarily to be diminishing biodiversity,
over-fishing, infestation of aquatic weeds (especially water hyacinth), pollution, variation in level, and
eutrophication. The transboundary nature and rich biodiversity of the lake were recognized, but detailed
scientific and socioeconomic knowledge about the resource was insufficient to support proper management.
For example, the inventory of flora and fauna was incomplete and not current. The level of catch consistent
with maintenance of the stock of Nile Perch was not known. Infestation of water hyacinth was visible, but
the response of the species to various measures of control was unknown. The detailed status of quality of
the water was not known; nor were major sources of pollution. Finally, the level of the lake has been
observed to vary over time as recorded in historic statistics, but detailed knowledge of the underlying
hydrology was not sufficient. Moreover, national and regional institutions and capacity relevant for
management of Lake Victoria were weak at the outset of the project, and presented challenges during
implementation.
The project was designed in a participatory manner with broadly ranging consultation of stakeholders at the
local, national and regional levels. Formulation of the project required multiple negotiations and
compromise; between scientists and public servants, between advocates of environmental conservation and
those of managed growth, between national politicians with short time horizons and development partners
seeking a longer term perspective, and between and among national neighbors with a recent history of
tension. The objectives and design that emerged from this negotiation enjoyed sufficient consensus to move
ahead, but also attracted antipathy of those who did not see their own objectives fully reflected. During the
course of implementation, and even in the assessment in this ICR, strongly held and conflicting opinions
have been the order of the day. The ICR team has sought to assess the project not according to what might
have been desired by any among the wide range of stakeholders, critics, and advocates, but by what was
stated in the project documents and actually accomplished. Due to the vintage of the project, it is assessed
according to the four point scale. The text indicates application of the modifiers introduced under the
current six point scale where relevant.
Objectives: In light of the circumstances noted above, the objectives the Lake Victoria Environmental
Management Project (LVEMP1) were "to (i) provide the necessary information to improve
management of the lake ecosystem, (ii) establish mechanisms of cooperative management by the three
countries, (iii) identify and demonstrate practical, self-sustaining remedies, while simultaneously (iv)
building capacity for ecosystem management". Co-financing from the GEF helped integrate
transboundary environmental issues into the design and provide emphasis on them. As noted above, the
project is fully blended.
- 3 -
Assessment of Project Objective and Design: The project was the first of its kind in the region, with aims
and objectives that reflected the nations' developmental priorities, regional objectives, and global goals. The
project was designed in a participatory manner with broadly ranging consultation of stakeholders at the
local, national and regional levels. Preparatory activities particularly emphasized community participation
and gender issues. The objectives as stated above were consistent with the country-based assistance
strategy (CAS) and with the global priorities within the mandate of GEF. The design reflected realism with
regard to the time frame required for sound management of the lake, and was phased. The design
recognized the need for generation of knowledge, creation of new institutions, and strengthening of
capacity. The objectives of the project were thus sound and the process of preparation appropriate. Primary
emphasis was placed on activities related to fisheries, which were allocated 41 percent of the allocation of
funds. The remaining funds were spread over the other activities in the initial design. Questions have been
raised with regard to the proper balance of emphasis on the various elements of the agenda, but the lack of
information and inherent uncertainties associated with the various risks to the lake made a priori
determination of allocations to the various activities difficult. Given the subsequent increased importance of
fishing, growth in the catch, and urgency regarding management of the fishery, one cannot with certainty
argue that an alternative allocation of resources among activities would have been superior.
3.2 Revised Objective:
The objectives were stated broadly and not changed during the course of implementation. Emphasis within
each of the components changed over time, but within the broadly stated goals for the project. At
component level, the objectives changed during the course of the project, and underwent change following
shifts in emphasis and focus at key milestones (mid-term, the 2003 stock-taking and in the final phase).
3.3 Original Components:
In the joint Staff Appraisal Report (SAR), dated June 1996, the project had the following components (The
overall project cost for all three countries of USD 77.7 million was allocated as indicated):
1) Fisheries Management/ Establishment of the Lake Victoria Fisheries Organization (LVFO) (USD 2.28
million)
2) Fisheries Research, including four sub-components, Fish Biology and Biodiversity Conservation,
Aquaculture, Socioeconomics, Database (USD 13.33 million)
3) Fisheries Extension, Policies and Laws, including micro-projects (USD 14.09 million)
4) Fisheries Levy Trust (USD 2.03 million)
5) Water Hyacinth Control (USD 8.31 million)
6) Water Quality and Ecosystem Management, including one core project, Management of Eutrophication,
pilot studies on Sedimentation and Hydraulic Conditions and the construction of a Model of Water
Circulation and Quality in the Lake (USD 9.6 million)
7) Industrial and Municipal Waste Management, including one core project, Management of Industrial and
Municipal Effluents, pilots on Integrated Tertiary Industrial and Municipal Effluent Treatment, each, and a
component for Priority Waste Management Investments (USD 9.89 million)
8) Land Use and Wetland Management, including two core projects, Management of Pollution Loading
(addressing non-point sources of pollution) and Buffering Capacity of Wetlands and four pilots -
Assessment of the Role of Agro-chemicals in Pollution, Integrated Soil and Water Conservation,
Sustainable Use of Wetland Products, and Afforestation (USD 14.1 million)
9) Institutional Framework, including Support to Riparian Universities and the Coordinating Secretariat
(USD 3.98 million)
Please see Section 10, for more details on the components.
3.4 Revised Components:
Due to significant delays in the start-up of the program discussed below, at the mid-term review (MTR),
- 4 -
many of the components and sub-components were revised. Work programs were adjusted to facilitate
implementation within the existing institutions and according to the mandates of those institutions. This
revision entailed somewhat lower expectations regarding cross cutting issues and coordination, but also
freed up implementation to proceed within the components. The scope of several activities and components
was narrowed, but still within the overall objectives and targets for the program. In the design, the scope of
activities was differentiated as being lake-wide or as pilots, an approach that was largely maintained during
implementation, although mirroring the changes in the components. Changes within the components created
some confusion regarding the links between the components and overall effort, and the relatively weak
coordination among components did little to restore focus on strategic objectives. Support for the LVFO
was subsumed into the Fisheries Management component. The cross-cutting issues of community
participation were overseen by an officer in the Secretariat, and this was a suitable arrangement. The scope
of Micro Projects was expanded beyond fishing communities to include communities in the catchments with
good result. The original Land use and Wetland component was broken into two. The Industrial and
Municipal Waste Management retained its component status in Uganda (unlike in the other two riparian
countries), separate from the water quality research activities, resulting in greater emphasis on these
activities and closer involvement of the National Water and Sewerage Corporation. These changes were
largely a reorganization of the components and did not constitute a restructuring of the project with
different objectives or sub-objectives. The final list of components and sub-components in Uganda at the
end of the project, with major changes indicated, is listed in Section 10, table 1.
3.5 Quality at Entry:
Moderately Satisfactory. LVEMP charted new ground both in the countries and in the Bank. It was a
regional project addressing transboundary concerns during a time when little regional cooperation existed
between the riparian countries and few regional instruments and institutions were available. The project
design was consistent with CAS and country developmental priorities and the preparation was highly
consultative. The SAR presents a fairly clear design that is technically sound and describes the path of the
overall program. Importantly, its approach was based on the Lake Basin ecosystem perspective and it
included the main thematic areas addressing the key environmental issues afflicting the Lake. This helped
lay the basis for the subsequent development of a common vision for the management of the transboundary
resource. The first phase emphasized research and collection of data. Critics have frequently argued that
greater weight should have been accorded, even in the first phase, to creation of environmental management
tools and their application in management that would have achieved a measurable change in environmental
indicators of the lake. Those who hold this view recognize the required sequencing; i.e., that knowledge
has to precede decisions based on the knowledge, but they argue that more use should have been made of
the knowledge. The design was weak in specifying appropriate data collection strategies for translation of
data into relevant information and outputs usable for operational management and solutions for the lake as
a whole.
The design was optimistic in scope, with a large number of components, and requiring coordination
between a variety of institutions in each country and between countries. The plethora of implementing
agencies and activities resulted in complicated budgeting and accounting systems. Capacity to implement
was weak, and enhancement of capacity was one of the objectives of the program. Full attainment of
objectives would have required not only competent implementation of each of the components in each
country, but also regular sharing of findings among components both within and among countries. The
structure established (national coordinators and a regional secretariat) was too weak to perform adequately,
and the shared strategic focus took a long time to emerge. The project did not include a technical policy
and steering committee at the national level specifically mandated to monitor progress on technical issues
and ensure coordination among the participating ministries and institutes. The design did not include a
logframe because that was not customary at the time. The project very much needed an alternative to the
- 5 -
log frame; i.e., a practical guide to action and clarity on the results expected. Key performance indicators
were established late in the implementation (in 2004) during an attempt to retrofit a log-frame.
On several relevant dimensions of project design; i.e., consistency of the objectives with the CAS, technical
coverage and priorities, and consultation with relevant stakeholders, the design was very strong. On the
critical dimension of readiness for implementation it was weak, and this weakness was costly for the
performance of the project. Nevertheless, changes introduced at the MTR allowed implementation to
accelerate within the components and funds to flow. The changes did not entail a major restructuring of the
project or revision of the initial design, and the project was after the MTR largely able to make up for lost
time. Because a number of dimensions of design were strong and the deficiency in readiness for
implementation was remedied at the MTR, the quality at entry is assessed as being satisfactory, but
moderately so.
4. Achievement of Objective and Outputs
4.1 Outcome/achievement of objective:
The overall implementation performance (outputs) was Moderately Satisfactory, and the achievement of
the development objectives (outcomes) was Moderately Satisfactory.
This evaluation assesses the project's performance against the objectives for the first phase:
Provide the necessary information to improve management of the lake ecosystem
The project supported many knowledge-building activities that advanced the understanding of the Lake
Ecosystem, particularly in the areas of biodiversity of fish (establishing a baseline), levels and sources of
pollution, fish stocks, and hydrology. Great emphasis was placed on data collection and less on analysis,
collation and dissemination, although a substantial body of work was taken to the stage suitable for
publication. Because the scientific challenge is enormous and ongoing, many findings are provisional.
Among the most important that were not known at the outset of the project are the following:
l
Biodiversity of fish has declined, but many species thought to be extinct in the watershed are in fact
present in refugia in satellite lakes.
l
A sustainable catch of Nile Perch is probably within the range of 220,000 tons annually (trawl
surveys) to 350,000 tons annually (acoustic survey).
l
Point sources of pollution are important locally and have effects on public health, but are not the
largest sources of phosphorus and nitrogen exacerbating eutrophication of the lake.
l
Eutrophication is primarily due to nitrogen and phosphorus from atmospheric deposition although the
relative contribution of the catchment to it is yet unknown.
l
The lake level has varied significantly over time and is highly sensitive to small changes in the balance
of inflows and outflows.
l
Constructed wetlands can be effective measures to enhance the contribution that natural wetlands make
toward water quality.
l
Water hyacinth can be effectively contained in the lake through biological control (weevils), but
weevils are less effective in the rivers that flow into the lake.
Establish mechanisms of cooperative management by the three countries
The three countries made considerable progress in advancing the regional perspective in both planning and
implementation. The LVFO was operationalized, although it requires strengthening. Fisheries sector
frameworks were harmonized. Regional information exchange was strengthened. Regional synthesis reports
were prepared and experiences on catchment management were shared. During the course of
implementation of the project, the East African Community (EAC) was re-established and recognized
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coordination of activities in Lake Victoria as among its priorities. Although the role of the EAC was not
foreseen during preparation of the project and required some adjustment in understanding of
responsibilities, it has been an important breakthrough in facilitating shared management. The EAC passed
the Lake Victoria Protocol and, with its ratification by member states in November 2004, created the Lake
Victoria Basin Commission (LVBC) to be based in Kisumu. Subsequently, a common Lake Victoria vision
was developed by the partner states. Through the EAC and LVBC, it is hoped that the riparian states will
be in a much stronger position in the future to act on the enhanced knowledge about the lake by agreeing on
common enforcement of standards and regulations, some of which are now on the books but unevenly
enforced.
Identify and demonstrate practical, self-sustaining remedies
The project contributed significantly in establishing and strengthening co-management of natural resources.
The participatory approach combined with micro-projects proved to be successful and cost-effective while
increasing local livelihoods and empowering communities. Lessons learned were relatively well captured in
reports. Many of the microprojects remain active without incremental funding. Not all of the micro
projects selected by communities had direct relevance to the environmental agenda of the project, but a
broad menu including service delivery was foreseen in the SAR. Water hyacinth infestation was reduced to
non-nuisance levels through introduction of the weevils, and the symbiotic relationship between the insect
and plant populations provides biological sustainability; i.e., when the hyacinth expands, the weevil
population grows to bring it back into check. Work of the fish quality lab resulted in lifting of the
temporary European Union (EU) markets' ban on import of fish from the lake, and the quality lab is partly
functional. Better land management in the catchment and wetlands contributed to the reduction of silt and
pollution entering the lake. Uganda was the only one among the partner states to make progress on reducing
direct point source pollution entering the lake through the rehabilitation work on the Bugolobi sewerage
treatment plant, which led to an improvement of 19 percent in the BOD in its wastewater.
Building capacity for ecosystem management
Most of the activities in the project were oriented towards capacity building. Important experience was
gained in scientific research and resource management, while technical skills were upgraded and the
implementing institutions were equipped. Staff were trained in advanced degree courses (M.Sc. and Ph.D.)
and others received on-the-job and short courses training. Capacity building and awareness raising
campaigns targeted local communities through a variety of instruments (use of local media, training days,
workshops, study tours etc.) Capacity building efforts were uncoordinated and opportunistic, rather than
based on a well-defined strategy addressing identified needs. Future efforts should be better targeted and
impacts of capacity building should be assessed.
Overall, in Uganda the pace of implementation improved following changes made after the mid-term
review, with two periods of slowdown, accounting for two years in all, due to fiduciary related blocks. The
implementation was weakly guided by a strategic orientation toward results and instead achieved sequential
incremental progress. The lack of strategic focus impeded prioritization and fed insularity within the
components. Activities under the project were weakly linked to the ongoing work of the relevant ministries.
Lack of emphasis on cost effectiveness, efficiency, and consistent quality assurance reflected weakness in
technical and administrative management. This was a fully blended IDA/GEF project, with shared
objectives for both sources of funding. One particular focus of the GEF support was elaboration of a
strategic framework for a large program of investment, particularly on municipal waste management and
soil conservation, that has not resulted to date, although substantial investment was not foreseen in this
phase of the project. The project's marginal success in addressing direct pollution from point sources
diminished achievement of goals for water quality.
- 7 -
Despite diminution in accomplishments due to difficulties in implementation, the project is judged to be
moderately satisfactory in meeting outputs, and moderately satisfactory in meeting objectives stated for the
first phase. The achievements noted above were accomplished for the most part jointly by the three
riparian countries, with Tanzania most effective in its contribution, Uganda second, and Kenya lagging far
behind the others. Uganda's intermediate position in this shared effort makes determination of S or U a call
of judgment more than is ordinarily the case with an ICR. This ICR assigns Uganda a rating of
satisfactory, but moderately so on both outputs and objectives, and with recognition that the contribution of
the stronger partner, Tanzania, enhanced the accomplishments of its somewhat less successful neighbor.
Moreover, the assignment of S to Uganda is made strictly relative to the stated objectives of the project.
Decisions taken over the last two years within Uganda but outside the purview of this project have
exacerbated the recent fall in the level of the lake. If not reversed, overabstraction from the lake within
Uganda will undermine the accomplishments of the first phase of the Lake Victoria program for all the
partners, and radically shift the emphasis during the second toward preserving the level of the lake as the
supreme priority over all others.
Please see Annex 8 for a Summary of Regional and Transboundary Related Issues.
4.2 Outputs by components:
Please see Figures 1 and 2 in Annex 9 for the Timeline of the Project and Overall Project Structure. Also
please see section 10 for details on component objectives, as stated in the SAR, and outputs.
The following section assesses the various component outputs and reveals a mixed picture.
Fisheries Management
Marginally Satisfactory. This was the largest component of the project addressing both enforcement and
extension, particularly related to aquaculture. It supported the development of co-management institutions
or Beach Management Units (BMUs), strengthening community participation in resource management. The
institutional change helped improve the effectiveness of fisheries extension and strengthen fish quality
assurance. The component achieved notable success in harmonizing the fisheries legislation and regulatory
frameworks among the three countries, but could not operationalize the Fish Levy Trust (FLT) in Uganda,
as the legislation awaits approval. Many concerns remain regarding the management of fisheries in Uganda
in the context of over-fishing. Evidence of the estimates of catch per unit effort indicates declining stocks.
Processing capacity is excessive (actual processing utilizes half of installed capacity), and this contributes
to continued overfishing.
Fisheries Research
Marginally Unsatisfactory. The component generated data on the biology and ecology of the lake and
some of its satellites, contributing to the compilation of a biodiversity baseline. Activities emphasized
gathering of data, with less attention to analysis and policy implications. Quality control of outputs
including the synthesis report, a compendium of research results, was not adequate. The quality of the
national synthesis report could be strengthened with a deeper analysis of the factors driving the status and
trends, by providing insight into the impact of environmental factors and distilling the key messages for
policy and management. The component suffered from initiation of multiple activities, not all of which
could be continued with the limited funding of the bridging phase.
Water Quality and Ecosystem Management
Marginally Unsatisfactory. The component emphasized data collection; analysis was conducted on only a
portion. A synthesis report was prepared. A monitoring framework was put in place but the planned
frequency of monitoring was not attained as a result of several logistical constraints that created gaps in
seasonally collected data. The lack of time-series data prevented conclusive analysis. Planned sedimentation
- 8 -
studies were not completed. A Water Balance Model for Lake Victoria was established, data analyzed and
the water balance of the lake estimated. The effort at comprehensive lake modeling exceeded capacity at
this stage, and was not fully successfully undertaken.
Water Hyacinth Control
Highly Satisfactory. Even though the component sought primarily to strengthen capacity, implementation
was able to move further and address the problem itself. Water Hyacinth infestation has been reduced to
biological equilibrium levels representing an approximately 85 % reduction of the previous levels.
Wetlands Management
Satisfactory. The component activities were fully mainstreamed into the national institution. A wetlands
baseline was established and information on the functionality of wetlands as buffers was generated.
Capacity building and support to community based activities were focused on income generation through
sustainable use among 200 communities. Important research was undertaken related to rattan propagation.
This wetland resource has a high economic value and consequently is in considerable demand for
construction, handicrafts, furniture production etc. Thus, natural stocks were being rapidly depleted, but
stocks were partially restored through activities of the project. A simplified propagation technology was
developed that was usable by local communities. This technology was adopted by four communities around
the Mabira forest who are growing rattan in the degraded areas of the forest under a Joint Forest
Management Initiative.
Soil and Water Conservation
Satisfactory. The component was able to demonstrate some success in Rakai district through a systematic
approach towards land degradation in coordination with the agricultural program, NAADS. The experience
should aid in scaling up. This component was targeted and had a strategic approach that greatly enhanced
its effectiveness. The on-farm participatory research was very effective, as substantiated by farmer
satisfaction. Where improved practices were promoted in Rakai district under the project, area of adoption
increased ten fold relative to the baseline. Adoption did not spread spontaneously outside the pilot areas
despite the evident benefits. Studies exploring the low adoption rates of land management identified lack of
familiarity of farmers with the technology as one of the key reasons, as well as high up-front costs and land
tenure issues.
Catchment Afforestation
Marginally Unsatisfactory. The component worked with local institutions and communities to develop
community nurseries. Work began ambitiously with 42 nurseries but subsequently scaled back to 25,
producing 5.7 million seedlings with a 48 percent survival rate. Multiple efforts to improve forest reserves,
targeting strategic locations, through rehabilitation and afforestation were largely not successful. Intensive
campaigns were undertaken among communities to increase demand for on-farm tree planting. The
nurseries did not invest sufficiently in developing local demand separate from that of the project, and their
viability is now in question.
Capacity Building - Support to Makerere University, Department of Zoology
Marginally Satisfactory. Staff of the University and components were trained and the Department was
equipped with facilities, including an accredited microbiology and genetics laboratory that is partially
operational, and an aquarium.
Institutional Framework - National Secretariat
Marginally Unsatisfactory. Problems with procurement and flows of funds constrained implementation
- 9 -
throughout the much of the life of the project. Operational processes in several areas were lacking or weak.
On the procurement issue, a critical concern was the lack of a structured process of communication with
and involvement of the end-users. Matters improved only after the second procurement officer took over, by
which time the bulk of the procurement had been completed. Funds flowed erratically, with little
predictability or planning. Consequently, although work plans were prepared and discussed in multiple
fora, decision-making could not be systematic or according to plan. Thus, the work-plans did not serve
effectively as a management tool, and the allocation of available funds could not follow work plans.
Finally, staff of the secretariat were on consultant contracts with generous remuneration packages, and this
created tension in working relations between them and other staff. Coordination between the components
could have been strengthened had transparency and trust featured more strongly in the relationship between
the staff of the components and the Secretariat. Staff of the secretariat were not receptive to suggestions for
improvement or oriented toward results. Thus, although accomplishments of the project were substantial,
they were largely the result of the work done within the components separately from the contribution of the
national secretariat.
Micro-projects and Community Participation
Satisfactory. The activities of the subcomponent led to increased capacity in the communities and
improved livelihoods, in some cases with additional positive impacts on the environment. Microprojects
proved to be strong incentives for community involvement and created opportunities for implementing a
range of approaches to improved livelihoods or environment or both. 117 micro-projects were implemented.
Community participation was strengthened across a number of the components and was found to have a
positive impact on awareness and skills. Impact of individual projects was not monitored or assessed.
4.3 Net Present Value/Economic rate of return:
A standard ERR was not estimated in the SAR, as is the case in projects with a major emphasis on
capacity strengthening and institutional development. The section aims to provide some indicative
socio-economic data and a discussion on the Potential Benefits, as done in the SAR.
Among the gross benefits expected in the SAR, are avoided losses related to decline in fishery as a result of
over-fishing and deterioration in water quality, impacts of water hyacinth infestation, poor quality of water
supply for domestic and animal uses, and continued degradation of wetlands.
It is estimated that fisheries contribute about 3 percent of GDP in the riparian economies. Fish production
for the whole lake is currently estimated to be between 400,000 to 600,000 metric tons worth USD 400 to
600 millions annually. Export of fish from the entire lake is estimated at USD 270 million. Current off-take
is probably in excess of a sustainable yield, indicating that enforcement of more limited harvesting will be
one of the critical issues for the second phase of the program.
There was a decline in values from exports due to the import bans imposed by European markets in 1999
and 2000 because of phytosanitary concerns. Measures by the project to strengthen quality assurance
helped remove the bans. A rough estimation of avoided losses in the period 2000-2004 (see table in
appendix below) is around USD 28 million, while the cost of the quality assurance subcomponent was
USD 0.7 million and the overall Fisheries Management component was USD 4.7 million.
A cost benefit analysis was conducted to value the various benefits and services, including use values
(materials etc.), other uses such as agriculture, livestock, fishing, and environmental services and option
values, gained from wetlands, which was estimated at USD 56 million per annum. The study developed
three scenarios with increasing levels of management interventions and estimated their costs at USD 3.9
million, USD 6.3 million and USD 30 million per year.
- 10 -
The Lessons learned report for Land Use Management provides a good analysis of land degradation and the
impacts of land use measures on productivity and environmental services. It estimates that USD 9.6 million
is lost each year due to soil erosion.
The cost-benefit analysis for wetlands valued the benefits of tertiary treatment by the natural Nakivubo
wetland through which the partially treated sewage from Kampala's treatment plant (Bugolobi) and storm
water flow before entering the Lake, to about USD 1.7 million per annum.
The SAR estimated that the wide-range of direct costs on the lake community as a result of the spread of
water hyacinth, including those arising from transportation (delays in transport, increased operation costs,
loss in fishing time, increased difficulty collecting water, blockage of intakes and loss of production at
urban and industrial water supply systems), to about USD 6-10 million per annum. The Water Hyacinth
infestation has been reduced to non-nuisance levels. Indicative avoided costs range to more than 25-40
million in the period 2000-2005 for the whole Lake. (Please see Annex 3)
4.4 Financial rate of return:
The financial rate of return was not estimated in the SAR.
4.5 Institutional development impact:
The overall rating for institutional development impact is substantial.
Institutional development was one of the objectives of the project and nearly all the components' activities
contributed to it. Significant achievements included the shift in fisheries management towards
co-management and a rich experience in community based management in the catchment. Beach
management units (BMUs) and community common interest groups were established providing effective
service delivery as well as promoting community participation and empowerment. Fisheries regulatory and
policy frameworks were strengthened and harmonized across three countries. The project helped the
countries in handling the EU ban on fish exports due to quality concerns by strengthening the quality
assurance processes. The project contributed to reducing the significant capacity gaps through training;
e.g., 14 Ph.D. and 20 M.Sc. both locally and abroad in a wide range of disciplines including fisheries
science, environmental management, and information systems among others. Numerous others were trained
on-the-job and through short courses. Better trained personnel contributed toward stronger institutions.
The LVFO was established. When the EAC was re-established and became active in the Lake Victoria
program, the activities under the project helped in formulation of the Lake Victoria Protocol and in the
subsequent creation of the LVBC.
The impact of the institutional development could have been greater had the training been undertaken in a
more strategic and focused way, and the activities supported under the project mainstreamed more
effectively into the day to day work of the relevant ministries. For component specific details, please see
section 10.
5. Major Factors Affecting Implementation and Outcome
5.1 Factors outside the control of government or implementing agency:
The key factors influencing implementation include: (i) Uneven performance of the other two partners and
limited ability to influence that performance. Progress in Kenya was stalled first by problems with flows of
funds and subsequently by a level of performance insufficient to justify extension of the IDA credit.
Activities that required shared funding; e.g., synchronized collection of data, suffered from the varying pace
of implementation among the partners. (ii) The falling lake level, by over two meters since 2003, was
- 11 -
caused partly by the prolonged drought and partly due to over-abstraction of water for hydro-power
generation by Uganda. The falling level had serious impacts on the fisheries and wetlands. Assets of the
BMU's (fences, jetties etc) were no longer usable and the spawning grounds were affected. Many wetlands
are threatened. The overall ecological and economic impact of this issue has not been estimated but is
considered to be large. This development was outside the control of the implementing agency. Since
overabstraction is taking place within Uganda, however, and in contravention to existing international
understandings on the allowable abstraction, it is within the purview of the Government to address,
although the issues raised are difficult ones. The project provided a forum for the partners to recognize and
begin to address the declining lake level, a dialogue due to which over-abstraction has declined in recent
months. (iii) The drought affected implementation of catchment based activities in the soil and water
conservation and catchment afforestation components. (iv) The ban on fisheries due to fish quality concerns
by the EU, the main market for the commercial Nile Perch, led to additional focus on quality assurance.
The ban was occasioned by a concern that was outside the control of the government or implementing
agency. The efforts by the project to strengthen quality assurance resulted in the ban being lifted. (v)
Inflows of water hyacinth from Rwanda and Burundi through the River Kagera constantly replenish weed
levels.
5.2 Factors generally subject to government control:
The systemic issues related to disbursement were a critical factor that significantly hampered project
implementation in Uganda. Flows of funds were frozen or delayed substantially several times bringing
various activities to a halt. In 1998 flows stopped for a period of six months because counterpart funds
were not forthcoming. Counterpart funds were consistently below budgeted amounts, with annual
disbursement average of 68 percent over the project period. In 2003 Parliament held up the approval of the
supplemental credit for 17 months, resulting in an effective project implementation gap of nearly two years.
In 2004, the Government shifted project funds from a commercial bank to the Bank of Uganda without
consultation with the World Bank and the implementing agencies. This led to a delay of several months till
the project was permitted by GoU to reopen the special account in a commercial bank.
The Government has not been consistent in maintaining policies conducive to sustainable fishing. For a
period the Government lifted the ban on harvesting of undersized fish, and then in response to criticism,
reinstated it. Energy policy and pressures to provide increased energy for a growing economy have led to
overabstraction of water for hydropower generation, with deleterious impact on the level of the lake.
Closer oversight of project management by responsible governmental officials and requirements for higher
standards of performance would have contributed to better outcomes. Some positive factors that
contributed to success of the project arose due to actions of government not fully foreseen at project design.
Cooperation between the three countries, with free inter-country movement of project implementation staff
facilitated the harmonization achieved by the project and enhanced its the regional status. The revival of the
East African Community(EAC) and the creation of the LVBC cemented the regional linkages, and these
outcomes were clearly due to efforts by the riparian governments.
5.3 Factors generally subject to implementing agency control:
Two and half years were required to establish, equip and staff the project. This long start-up period cut into
the time for implementation and necessitated a refocusing and narrowing of the project activities. Indicators
and targets were not clearly specified, with the result that tracking of progress became ad-hoc and
subjective. No explicit mechanism was put in place to ensure that the results from the project were
mainstreamed into the long-term plans of the respective agencies. Project coordinators represented the
mainline agencies but the degree of their interaction and communication with project staff varied
considerably across components. The relationship between the secretariat and the components often became
- 12 -
a factor affecting the implementation progress. Delays in accountability for funds continued throughout
much of the life of the project. These factors could have been addressed by a more effective and responsive
implementing agency, particularly a better secretariat.
5.4 Costs and financing:
The appraisal estimated project costs at USD 28.05 million financed by an IDA credit of USD 12.09
million, GEF grant of USD 13.14 million and GoU funding of USD 2.83 million for the initial period of
1997-2002. A supplementary credit was approved in 2002 of USD 4.5 million brought the total IDA
credits to USD 16.6 million. Supplemental financing was justified by the need to coordinate the timing of
ongoing project activities with that of the other two partner countries. Actual Expenditure at the close of
the project in December 2005 was IDA 13.12 million, GEF 15.24 and GoU Ush 3.29 billion
(approximately USD 1.94 million). As work programs within components were revised, resources were
reallocated between and among them. For example, the secretariat was originally budgeted for about 3
percent of the cost, and ultimately absorbed an estimated 15 percent of funds. Please see tables in Annex 2.
6. Sustainability
6.1 Rationale for sustainability rating:
Moderately Likely. In assessing sustainability of the project, the ICR team has proceeded with an
understanding that much of the investment falls into the category of public goods and services with an
ongoing and appropriate role for public expenditure. Sustainability under these circumstances requires
evidence of continued commitment by government to allocate the needed public funds, an institutional
foundation to assure that activities that warrant continuation will be carried on, and public awareness
sufficient to secure continued public support through the electoral process. In this context the first phase
interventions are likely to be sustainable due to the following:
Financial sustainability The Government has made a commitment within the Medium Term Expenditure
Framework (MTEF) to include activities initiated under the project in the budget projections and programs
for its mainline agencies. Further, the Government has committed USD 1 million as its contribution to the
Bridging Phase to continue core activities from the first phase prior to the period when the second phase of
external funding becomes available. Policy and decision-makers increasingly support the integrated
management of the Lake testifying to the recognition of the public good aspects of the longer-term program.
The study tour organized for parliamentarians to break the Parliamentary blockage of approval for the
supplemental financing was very effective, and that, combined with current concern over the level of the
lake, has greatly increased parliamentary support for the program. The shift from the financial basis of the
first phase (largely project-based and not fully included in the MTEF) to that of the second phase will entail
careful assessment of which activities to continue, which to expand, and which to wind down. That
assessment is being undertaken through the preparation process for the second phase and is not yet
complete, and when it is, not all activities will be retained. Nonetheless, a strong basis for financial
sustainability of the overall program is in place within the budgetary framework and agreed modes of
external assistance to Uganda.
Institutional sustainability The project enhanced institutions and generated momentum towards an
integrated approach for the management of Lake Victoria and its catchment. Political commitment has been
increased through information and creation of awareness among a wide section of stakeholders. The
participatory approach and co-management of resources followed by the project, while time consuming to
establish, contributed to sustainable results, especially when combined with adequate regulatory and
monitoring mechanisms. The strong move towards regional cooperation will help strengthen planning and
joint management activities. The LVFO is in place and functioning, although it needs strengthening. A
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decision has been taken to form a comparable organization for water, both quality and level. The Lake
Victoria Protocol is ratified by the three riparian states. The EAC has formed the LVBC to serve as a
coordinating body. Finally, Rwanda and Burundi, two partners minimally active in the first phase but
important for the maintenance of the watershed, have actively sought to join the second phase and are
clarifying their relations with the EAC. Because of the increased visibility of the Lake Victoria agenda and
its enhanced recognition within the governmental bodies of the riparian states, the difficulty experience in
the first phase of embedding activities in the main ministries will be less problematical in the future. For
these reasons the outlook for institutional sustainability is good. Internal quality control and management
processes (particularly for research) must be strengthened to enhance relevance and assure that the
activities mainstreamed into the institutional structure are in fact delivering the needed results.
Environmental sustainability Achievement of significant positive environmental outcomes in Lake
Victoria is a long term process, and the project was appropriately modest in its ambitions in this regard. It
did, however, affect, on a limited scale, the inflows caused by erosion through its soil and water and
afforestation activities. The project's contribution to reducing effluents through its planned priority
investment activities was negligible, although more successful in Uganda than in the other countries.
Continued over-exploitation of fisheries remains a concern, since the present offtake is not within the range
of catch estimated to be sustainable. The decline in the level of the lake during the first phase confirms the
vulnerability of the level to changes in abstraction and precipitation. The research and consultative
mechanism put in place under the project contributed toward actions that brought attention to the problem,
and may have halted the over-abstraction. The lake is presently rising, but the longer term prospect is not
yet clear. The current status of the fish stock, water quality, and the level of the lake confirm the need for
clearly specified environmental indicators in the second phase and agreed and enforceable mechanisms to
achieve the indicators. Furthermore, environmental assessment of the micro-projects should be enhanced
and built into the environmental capacity of the local governments in the watershed.
For component specific details, please see Section 10.
6.2 Transition arrangement to regular operations:
LVEMP 1 was planned and implemented as the first phase of a long-term program, intending to develop
the knowledge base and capacity for subsequent management and development of the lake and basin.
Extensions of the first phase (due to the varying implementation pace among the three countries) and the
delays in start-up of the preparations for the expected next phase resulted in a funding gap for one and half
years. This period, called the Bridging Phase, is being supported by EU and Sida. Due to the decrease in
the level of funding, the scale of intervention has been reduced to core activities allowing a continued
momentum to be maintained till the next phase is fully designed. The planned second phase is intended to
contribute to the achievement of the regional (EAC) Lake Victoria Development Vision of having: "a
prosperous population living in a healthy and sustainably managed environment providing equitable
opportunities and benefits to the riparian communities." Its expected development objectives are to: (i)
Strengthen regional and national institutions for coordination of sustainable management of the
transboundary Lake Victoria basin resources; (ii) Facilitate environmentally friendly investments in the
Lake Victoria Basin; and (iii) Enhance conservation of biodiversity and genetic resources of targeted fish
species. The second phase will draw on the lessons learned from the implementation of the first phase and
is likely to focus on four main areas: (i) Building the information base for governance and growth; (ii)
Strengthening governance of transboundary natural resources; (iii) Enhancing sustainable economic
growth; and (iv) Raising public awareness through education and communication. The project costs are
expected to be financed by IDA credit, bilateral donors and borrowers' counterpart funds. GEF support will
be contingent on availability of funding under GEF4 and on completion of the ongoing Regional
Transboundary Diagnostic Analysis (TDA) and the Strategic Action Plan (SAP), likely to be completed in
- 14 -
November 2006. Implementation of the activities of the second phase will be largely through national
programs, and coordination will be assumed increasingly by the EAC, and specifically the Lake Victoria
Basin Commission.
7. Bank and Borrower Performance
Bank
7.1 Lending:
Moderately Satisfactory. Identification of the project began in 1992 but preparation began in earnest in
August 1994. The Bank helped the three riparian states embark on the first major regional project
contributing in part to the renewed EAC cooperation later. The Bank promoted a comprehensive approach
to the lake's problems and encouraged community participation and community based activities, gender
mainstreaming and stakeholder consultations at a time when the local experience to date had been neither
participatory nor inclusive. The Bank's team facilitated a path between the multiple competing views of the
problems and the variety of objectives/perspectives for the project evinced by the numerous stakeholders.
As noted by the then task team leader, 'almost everything in the project was a carefully crafted
compromise.' Given this context, preparation was done in a highly participatory and consultative way.
Some of the tensions between the varying views, however, were not fully resolved and were reflected in the
implementation of the project. Preparation missions were sufficient but did not fully anticipate or address
the lack of capacity and weaknesses in operational management. The project design was strong on
conceptual and technical merits but it was not translated by the countries into appropriate institutional
set-ups for implementation. Weaknesses in prior planning (especially of financial management and
procurement ) translated into an effective delay of two and half years and impeded coordination between
and among components and across national boundaries. The preparation team appears to have been overly
optimistic about the capacity of the implementing agencies to perform. Changes introduced at the MTR,
however, allowed implementation to accelerate without requiring a substantive restructuring of the project.
Given the elements of the preparation that were strong and the subsequent correction of those that were
weak, the overall assessment of lending is moderately satisfactory.
7.2 Supervision:
Moderately Satisfactory. The chronology of the supervision record shows considerable variation both
over time and in terms of issues focused on. Overall, the Bank underestimated the time and resources
needed to supervise a regional project of this size. Missions were conducted annually (mostly in the
beginning of the project) and semi-annually (mostly during the last years of the project). Supervision teams
included specialists, staff and consultants with different areas of expertise (fisheries, watershed
management, institutions etc.). The missions included variously donor representatives, regional scientific
experts and project staff from other riparian states as observers. In the first two years supervision attention
was aimed at operationalising the project. Subsequently, and following changes in the implementing
arrangements, close supervision and intensive technical support led to increased disbursements and
progress in implementation of various component activities. The Bank assisted greatly in the overhaul of
the components, matching them to the institutional structure. It also helped untangle many of the structural
issues that had derailed financial and procurement processes (seven month delay in counterpart funding in
1998, Parliament's delay in approval of the supplementary credit for 17 months in 2002/03, transfer of the
project account to the Bank of Uganda, tangled procurement). A belated but strong exercise to retrofit a
logframe and monitoring indicators was undertaken in 2004 as a result of the stocktaking exercise
conducted in 2003. The subsequent approach of the team was to guide the project in collating the results of
the research into specific concrete outputs, resulting in the production of regional and national synthesis
and lessons learned reports.
Successful support for implementation of this challenging project required a team able to focus
- 15 -
simultaneously on the big picture and on detail, and the Bank was not consistently able to assure both
perspectives. Team leadership changed five teams, and the changes brought varying professional
backgrounds and skills. The supervision record indicates significant differences in the framework and
approach towards both technical issues and supervision styles by the various teams. This resulted in lack of
consistency in the realism of supervision ratings and some gaps in the hand-overs. The teams worked
intensively and conscientiously, and contributed toward the realized accomplishments of the project's
objectives. The team was, however, not fully able to compensate for relatively weak managerial capacity
within the implementing agencies, nor for the absence of a clear focus on strategic objectives and
indicators.
The issue of over-abstraction of water for generation of hydropower and its contribution to the declining
lake levels deserves particular attention in this ICR because of its implications for the objectives of the
project and more fundamentally for the future of the lake. Overabstraction began in 2000 at modest levels
and accelerated sharply in 2004. Between 2000 and 2003 the level of the lake declined modestly within a
range consistent with recent historic fluctuations. With the accelerated abstraction in 2004 the cumulative
decline in the level moved below the range of recently observed values. The Bank team identified the issue
and drew it to the attention of the project teams in October 2004 and during the subsequent mission in April
2005, when it highlighted the issue to the Bank management through the aide-memoire of that mission. In
retrospect and given the severity of the continued decline in the lake level, the Bank has come to the
conclusion that it could have acted faster in elevating the issue in country dialogue. The supervision team
continued to gather the necessary evidence to identify the relative contribution of the prolonged drought
East Africa has experienced over the past two years and the overabstraction for electricity generation,
towards making a stronger case for action. It continued to work through the implementing agencies to raise
the issue with their governments. With more definitive evidence, the issue was brought to the attention of
the Bank Management and the EAC (in late 2005). Thus, approximately one year passed before the Bank
was able to more fully mobilize internally. During that time the process within the riparian countries
initiated under the project had brought the matter onto the agenda of a Summit of Heads of State. In
response to the Summit, the overabstraction has declined, but not yet to the degree needed to arrest or
reverse the decline in the level. Consultations among the countries continue. The Bank's own assessment
therefore is that with regard to the issue of the declining lake level the Bank's response was not satisfactory.
Restoration of the level of the lake requires a multi-sectoral response both within Uganda and within the
Bank, since sources of energy other than hydropower will be required. Addressing Uganda's growing
energy needs in ways that are consistent with proper management of Lake Victoria is now a high priority in
the Bank's program of assistance to the country.
7.3 Overall Bank performance:
Overall, the Bank performance is Moderately Satisfactory. This is consistent with the assessments
conducted by the stocktaking exercise, QAG (for supervision in 2004) and IEG (evaluation of the World
Bank's Support for regional programs), which found the Bank's performance overall satisfactory.
Borrower
7.4 Preparation:
Moderately Satisfactory. The Governments of the three partner states displayed ownership and
commitment to the visioning and planning of the project. The SAR was based on project planning
documents prepared by each of the countries. The three countries addressed the lack of regional
mechanisms needed to implement a transboundary intervention by signing the Tripartite Agreement of 1994
that supported cross-country cooperation and advanced the development of regional frameworks.
Impediments to implementation, including weak capacity and insufficient oversight by line ministries and
coordination among components created difficulties initially that were partly but not completely resolved
- 16 -
subsequently. The same reasoning that pertains to the Bank's performance in preparation (see above) is
appropriate for the Government's performance, and a rating of moderately satisfactory is assigned.
7.5 Government implementation performance:
Unsatisfactory. It is often the case that the Government, the implementing agencies, and the Bank equally
share responsibility for success or difficulties in implementation. In the present case, however, distinct
actions solely within the purview of the Government created obstacles that impeded implementation. For
example, the fish levy trust is not operational, as it awaits the legislation of the Fisheries Bill. The
Government has not been receptive to measures needed to achieve sustainable fishing, and for a brief period
rescinded the ban on taking of undersized fish. The overabstraction of water leading to the decline in the
lake level has not been undertaken directly by the Government, but was within the Government's purview to
stop, since it contravenes international understandings on abstraction expressed in the Agreed Curve. The
Government's performance on its budgetary commitments has not been conducive to efficient
implementation of the project. Only 68 percent of the approved budget was released over the nine year
period of the project. Bank disbursements were held up in 1998 due to a seven month delay in the release of
counterpart funds. Subsequently, in 2002-03, Parliament delayed approval of the supplementary credit. In
late 2004, the Ministry of Finance moved the special account to the Bank of Uganda without adequate
consultations with the Bank, resulting in a halt in operations for three months till the special account was
reinstated in the Commercial Bank. Since many of the activities were time-limited (in particular
seasons/times), this rendered the activity less useful when the funds were eventually available. For all of
these reasons the Government's performance in implementation is judged overall to be unsatisfactory,
although particular agencies within government have consistently been deeply committed to the agenda.
7.6 Implementing Agency:
Moderately Satisfactory. The project is judged to have achieved at least moderate success in attaining its
objectives (see above), and this implies satisfactory performance by the implementing agencies, since no
one else could have done the job. Much of the success must be attributed to diligent and persistent actions
within the components, since overall leadership of the secretariat, as argued above, was weak. There were
eight main institutions/ministries, involved as primary implementing agencies in the projects in Uganda.
There was considerable variation in the intensity of oversight and guidance by the various component
leaders (notably successful teams included Industrial and Municipal Waste Management and the Land Use
components) with the result that on-site team leaders, some of whom were contracted, largely managed
their own activities, often with laudable results. The lack of mainstreaming, and poor technical and
administrative management contributed to activities being supply-driven, with over-emphasis on collection
of data that were not always analyzable, inadequate prioritization of research programs, weaknesses in
quality assurance of the knowledge outputs and mixed performance of the pilot activities. The project
helped establish the LVFO, but was weakly linked to it operationally. There were significant problems with
the procurement processes, and for a full year the position of the staff member handling procurement was
unfilled. Information management related to procurement was very weak for most of the project period.
This was addressed towards the end of the project, when many reforms were brought about in the process
(such as increasing transparency, greater communication etc.) A very good national ICR was prepared,
with detailed information and good overall summary of the project's implementation.
7.7 Overall Borrower performance:
Moderately Satisfactory. Given the rating of moderately satisfactory in achieving the project's objectives,
the relative strength of the borrower's contribution toward preparation and the good work undertaken within
a number of the components during implementation, this ICR rates the borrower's performance overall as
moderately satisfactory. The team draws attention, however, to the deficiencies in the Government's
support to the effort noted above and the persistently poor performance of the secretariat prior to changes
- 17 -
at the end of the project's life.
8. Lessons Learned
LVEMP1 provided rich experience and lessons derived from successes and disappointments in
implementation. Given the longer-term program for management of Lake Victoria, these lesson are
particularly relevant.
As is fitting for a project supporting acquisition of knowledge, many of the lessons learned are
technical in nature.
Among the most important that were not known at the outset of the project are the following:
l
Biodiversity of fish has declined, but many species thought to be extinct in the watershed are in fact
present in refugia in satellite lakes.
l
A sustainable catch of Nile Perch is probably within the range of 220,000 tons annually (trawl
surveys) to 350,000 tons annually (acoustic survey).
l
Point sources of pollution are important locally and have effects on public health, but are not the
largest sources of phosphorus and nitrogen exacerbating eutrophication of the lake.
l
Eutrophication is primarily due to nitrogen and phosphorus from atmospheric deposition, although the
relative contribution of the catchment to it is yet unknown.
l
The lake level has varied significantly over time and is highly sensitive to small changes in the balance
of inflows and outflows.
l
Constructed wetlands can be effective measures to enhance the contribution that natural wetlands make
toward water quality.
l
Water hyacinth can be effectively contained in the lake through biological control (weevils), but
weevils are less effective in the rivers that flow into the lake.
Interlinked national projects are vulnerable to failure of one of the partners, and must build in peer
review and assistance, and safeguards in the event that these fail.
The inability to extend the IDA credit in Kenya was a serious problem for both of the other projects and for
the regional effort overall. Partners should agree at the design phase to be mutually accountable for
performance and mutually supportive when problems arise, so that they can be spotted and remedied early.
Scientific research must be targeted, provide usable information for management decisions, and be
widely accessible.
Given the resource constraints and urgency of the need better to manage the lake, the monitoring and
research undertaken should be targeted, applied, and framed with cognizance of the necessary and
sufficient levels of information needed for management. The research should be managed efficiently,
bringing in innovative mechanisms such as competitive grants, and subject to peer review for quality
control. Outputs from monitoring and research should be widely shared.
Regional projects necessitate greater emphasis on clarity of project objectives, monitorable
frameworks, at multiple levels, and adequate mechanisms for governance
Given weaknesses in capacity, clear objectives, indicators and targets help focus efforts towards results.
Coordination and sharing of information are important, but real improvement in the state of the lake will
require a mutually agreed set of standards linked to recognized indicators and enforced through agreed
mechanisms including both incentives and sanctions. Establishment of such mechanisms is the core agenda
of the second phase, drawing on knowledge created during the first and the initial experience with creation
of institutions for governance.
- 18 -
The Basin perspective is critical to address the key environmental issues of Lake Victoria
The initial focus of the program was on the lake itself, particularly on fisheries. The key scientific results
underscore the importance of interventions at the Basin level in order to address the problems of the lake.
For instance, the important finding resulting from water quality monitoring indicates that atmospheric
deposition accounts for the bulk of pollution in the lake (and part of the deposition may originate outside
the basin). Similarly, some water hyacinth originates upstream from the riparian countries in Rwanda and
Burundi.
Capacity Building has to address both current and projected gaps.
The project started with varying capacities among the three countries necessitating a careful strategy for
need-based and gap-filling capacity building at all relevant institutions, not just the research bodies.
Although the project upgraded skills and equipped institutions, it was less successful in projecting and
filling future gaps. Moreover, long freezes in ability to hire within the countries exacerbated gaps in
capacity. The timeline and intensity of capacity building has to be better managed to assure that needed
personnel are available.
Implementation in the future can be undertaken through governmental structures.
The project relied on contracted staff and stand-alone PMUs for implementation. This was probably
necessary at the time, but opened the door for insularity, some institutional jealousy regarding pay scales,
and adverse incentives (e.g., high costs for workshops and travel allowances). Mainstreaming of
implementation within governmental structures is now feasible and is a better approach for the future.
Environmental benefits must be strongly linked to improved livelihoods for local people and
communities.
Community based micro-projects were highly successful and helped provide low-cost services on health,
education, livelihoods related needs. They served as vehicles for raising awareness and capacity on
sustainable land management, public health and sanitation, gender, and HIV/AIDS. The BMUs, CBOs,
CIGs and other community institutions helped empower local people and led to an increase in economic
opportunities. This approach was found useful in building community buy-in for activities generating
positive environmental externalities pertinent to the lake's health. There is need for further attention to
public health (sanitation and HIV/AIDS), access to micro-credit, and the socio-economic impacts of
migration to the lakeshore.
Good education of the public and parliamentarians is critical for long term sustainability and success.
Proper management of Lake Victoria will require a long term commitment of public funds and willingness
of people living in the basin to change behaviors. Attainment of both requires relentless and sophisticated
investment in public education and communication.
Bank management should react quickly and strongly when environmental risks are identified, and
elevate the issues early in the country dialogue. Bank management perceived the threat to the fishery as
the environmental problem of most urgency even as that of the lake level was rising in priority. Sectoral
and country management must be vigilant and aware that priorities can shift rapidly given the multiple risks
inherent in the program. When the actual level of risk is difficult to assess, management should err on the
side of overreaction in drawing attention of the partners to emerging issues.
9. Partner Comments
(a) Borrower/implementing agency:
- 19 -
Document Shared. Comments to be received.
(b) Cofinanciers:
Document Shared. Comments to be received.
(c) Other partners (NGOs/private sector):
10. Additional Information
Component Specific Details on Outputs, Institutional Development and Sustainability
Original Components as in the SAR
The joint SAR (June 1996) defined the following components (with the original total allocations,
combined for the three countries, partly indicating the prioritization at the start of the project):
1) Fisheries Management (USD 2.28 million): The project supported the establishment of the Lake
Victoria Fisheries Organization with facilities, assets, personnel and operational expenditures. The
LVFO was expected to contribute to the improvement of fisheries management, conservation by
collaborating with other lake related agencies, coordinating fisheries extension and disseminating
information on Lake Victoria Fisheries.
2) Fisheries Research (USD 13.33 million): The program for fisheries research aimed to provide
information on the ecology of the lake and its catchment, the biology of its flora and fauna, the impact
of environmental factors on the lake system, and socioeconomic implications of use of the lake
resources. The information was to contribute towards improved ecological efficiency, greater
biodiversity, and ecological balance in the lake ecosystem. This component had five sub-components -
a) Fish Biology and biodiversity conservation, b) Aquaculture, c) socioeconomic, d) database.
Separately stock assessment was being conducted (financed by the EU). It was unclear why this was
specified as a project sub-component and how this was to be coordinated with the remaining
sub-components.
3) Fisheries Extension, Policies and Laws (USD 14.09 million): This component aimed at harmonizing
legislation among the three countries, identifying and establishing closed fishing areas, strengthening
enforcement capacity as well as supporting extension activities such as introducing new techniques,
small scale aquaculture, strengthening information collection and promoting fishing community
organizations. The component also aimed at supporting one fish quality control laboratory and
micro-projects in selected fishing villages comprising of small investments in water supply, sanitation,
access roads and health.
4) Fish Levy Trust (USD 2.03 million): This component aimed at studying and implementing a system
for collecting levies from the fishing industry and using these funds in supporting fisheries and
ecosystem management in the lake and its catchment.
5) Water Hyacinth Control (USD 8.31 million): The aim of this component was to establish sustainable
long-term capacity for maintaining control of water hyacinth and other invasive weeds in the Lake
Victoria.
6) Water Quality and Ecosystem Management (USD 9.6 million): The aim of the program was to
elucidate the nature and dynamics of the lake ecosystem by providing detailed information on the
characteristics of the waters of the lake. The program was to provide details of limnological changes,
model and predict their short and long term consequences, and provide guidelines for ameliorating
potentially disastrous changes. There was one core project, Management of Eutrophication, two pilots,
Sedimentation and Hydraulic conditions and the Construction of a model of water circulation and
quality in the lake, designed to help manage the problems.
7) Industrial and Municipal Waste Management (USD 9.89 million): The program aimed to improve
- 20 -
management of industrial and municipal effluent and assess the contribution of urban run-off to lake
pollution in order to design alleviation measures. It consisted of one core project, Management of
Industrial and Municipal Effluents, and two pilots, Integrated Tertiary Municipal Effluent Treatment
and Integrated Industrial Effluent Treatment and a component for Priority Waste Management
Investments.
8) Land Use and Wetland Management (USD 14.1 million): This component consisted of two core
projects, Management of pollution loading (addressing non-point sources of pollution) and Buffering
capacity of Wetlands as well as four pilots - Assessment of the role of agro-chemicals in pollution,
integrated soil and water conservation, sustainable use of wetland products, and afforestation. These
activities were a combination of information generation studies and piloting/implementation of solution
on-the-ground.
9) Institutional Framework (Support to Riparian Universities and the Coordinating Secretariat) (USD
3.98 million): The last component lumped together two sub-components that targeted capacity building,
ie Support to the Riparian Universities for strengthening facilities for environmental analysis and
graduate teaching, and project implementation, i.e., Maintaining Coordinating Secretariats. One
activity, the preparation of a Pollution Disaster Contingency Plan was also included.
It is noted that Fisheries Extension (Component No. 3) included an allocation of USD 3 million
towards micro-projects in fishing communities. Community Participation was a crosscutting issue from
the beginning. These components combine for a total external financing of USD 25.3 million and total
project costs of USD 28 million for Uganda.
Revised Components
The final list of components and sub-components in Uganda as prevalent at the end of the project, with
major changes indicated, is below:
No. Component
Sub-Components
Implementing Agency
1
Fisheries Management
a) Aquaculture and Extension
Department of Fisheries Resources,
b) Fish Quality Assurance
Ministry of Agriculture, Animal
c) Legislation and Co-Management (Sub-component
Industry and Fisheries
originally focused on extension and enforcement)
d) Fish Levy Trust (originally a component, was
incorporated as a sub-component)
e) Fisheries Statistics
f) Micro-projects (originally not a distinct
sub-component, although funds were allocated)
g) LVFO establishment1
2
Fisheries Research
a) Fish Biology and Biodiversity Conservation
Fisheries Resources Research
b) Aquaculture Research
Institute-FIRRI, National
c) Socioeconomic Research
Agricultural Research
d) Information and Database Management
Organisation-NARO
e) Water Hyacinth Research2
3
Water Hyacinth Control
Department of Fisheries Resources,
Ministry of Agriculture, Animal
Industry and Fisheries
4
Water Quality and Ecosystem
a) Management of Eutrophication
Management
Water Resources Management
- 21 -
Department, Ministry of Water,
Lands and Environment
b) Sedimentation Pilot Study
c) Hydraulic Condition Pilot Study (databases and
water modelling)
d) Water Quantification (hydrology, water balance
of Lake Victoria)
5
Industrial and Municipal Waste
a) Management of Industrial and Municipal Waste
Management
b) Integrated Tertiary Industrial Effluent Treatment
National Water and Sewerage
Pilot Project
Corporation - NWSC
c) Integrated Tertiary Municipal Effluent Treatment
Pilot Project
d) Priority Waste Management Investments
6
Wetlands Management
a) Buffering Capacity of Wetlands
Wetland Inspection Division,
b) Sustainable Use of Wetland Products
Ministry of Water, Lands and
Environment
7
Land Use Management
a) Management of Pollution Loading
Kawanda Agricultural Research
b) Agro-chemicals Management
Institute (The core and pilot projects
c) Integrated Soil and Water Conservation Pilot
of the Land Use and Wetland
Project
Component were merged to form this
component))
8
Catchment Afforestation
(This was originally a pilot of the Land Use and
Forestry Department, Ministry of
Wetland Component, and became a full-fledged
Water, Lands and Environment
component)
9
Capacity Building/Support to
(This was originally a sub-component of the
Riparian Universities
Institutional Framework Component, and became a
Department of Zoology, Makerere
full-fledged component)
University
12
Coordinating National Secretariat
Project management and coordination
Ministry of Water, Lands and
(This was originally a sub-component of the
Environment
Institutional Framework Component)
1This was originally a component, later became a subcomponent for the Uganda Fisheries Management
component.
2Only in Uganda, Water Hyacinth related research was separated from management and included as a
sub-component under Fisheries Research.
Components Objectives and Outputs
Fisheries Management
Objective: To improve overall management and protection of fisheries resources in Lake Victoria by
strengthening both national and regional institutional framework and promotion of conservation
measures.
This component, implemented by the Fisheries Resources Department, had 7 sub-components and
focused on co-management of resources, extension and enforcement of regulations. In total, 51 BMUs
were established through LVEMP support, the majority coming on-board in the last year. It is unclear
- 22 -
why there was such a slow movement in establishing BMUs between 1999-2005 by LVEMP, while
about 300 BMUs were supported by EU and DFID in a shorter period. The BMUs still require
substantial capacity strengthening. The component contributed to the new fisheries Bill (not enacted)
that recognizes these BMUs as legal entities with a wide ranging role in fisheries management and to
the harmonization of legislation across the three riparian countries. Monitoring and enforcement was
also strengthened (the quantity of immature fish seized declined by 88 percent over the period
2002-05). Three frame surveys were conducted (2000, 2002 and 2004). The component helped
introduce new fishing techniques and supported aquaculture (establishing 40 hatcheries of which 14
were demonstration hatcheries, leading to an average annual production of 1.8 million fingerlings by
about 3000 farmers); provided extension and training on a wide range of issues to fishermen and local
fisheries staff (covering 14 districts) and established a fish quality assurance laboratory (which is
presently able to undertake micro-biology analysis and is awaiting accreditation for a wide range of
functions; staff need both training and transport.). Fish inspection capacity has been strengthened with
12 new central and 45 local inspectors and training. The project helped in the lifting of the EU ban
thereby preventing losses in fish exports. The component attempted to set up a harmonized fish levy
trust (FLT) as a mechanism for sustaining fisheries management expenditures over time. The FLT has
been embodied in the Fisheries Bill, however it has not been operationalized, with some differences
between the countries on the level of fish levies (Uganda has agreed in principle to a 2 percent levy, like
in Kenya, compared to 6 percent in Tanzania.)
Fisheries Research
Objective: To improve overall management and protection of fisheries resources in Lake Victoria by
strengthening both national and regional institutional framework and promotion of conservation
measures.
The fisheries research component had five sub-components that focused on research of fish biology
and biodiversity conservation, aquaculture, socioeconomic, water hyacinth and a supporting activity on
information management. Information collected was marshaled into a national synthesis report. It
supported the preparation of several outputs including a comprehensive bibliography, an atlas and two
regional unpublished compendia. Threatened species were identified and stocks collected from satellite
lakes, while 3-4 species cultured (of which one is new), fish feeds for three fish species initiated and
aquaculture related articles, draft books, two booklets/manual, information media (video) were
prepared. 8 of 14 socioeconomic studies were prepared but not published or yet shared. There was a
strong effort towards information management (on-site library) and limited dissemination through
outreach (guided tours, brochure, and use of audio, video media). The information generated is not yet
available on a project website accessible to a broad audience. Capacity was enhanced in FIRRI - staff
training to advanced degrees (7 Ph.D.'s and one M.Sc.) as well as 65 short courses were supported by
the project.
Water Quality and Ecosystem Management Component
Objective: To elucidate the nature and dynamics of the lake ecosystem (and establish a water quality
and quantity monitoring network throughout the catchment).The part in brackets has been taken
on-board the project during implementation and reflects one of the main activities under this
component. The following outputs have largely been delivered, in addition to staff training at various
levels:
a) Management of Eutrophication (Eutrophication Studies): A network of monitoring points and 19
stations were identified (GPS-positioned); an average of 500 annual water quality profiles in the lake
were established through 25 lake cruises; collected data on 15-20 nutrient and biota parameters. The
baseline is not conclusively established due to gaps in data. The laboratory was established before
LVEMP (supported by GoU and DANIDA), but operations were substantially supported by LVEMP
- 23 -
(now ISO-certified), as it had little capacity. The data of point and non-point pollution sources in the
catchment and on the lake shore are collected by other components. The planned lake production study
and the study of disease prevalence along the shore were not undertaken.
b) Sedimentation Pilot Study: Collection of data was insufficient for conclusive analysis. Preliminary
conclusions indicate that the sedimentation rate in the lake is low, at 0.5-1 mm per year, and
comparable to the findings in Winam Gulf, Kenya. The study is not completed and no trends have
been established. The inorganic sedimentation data have not yet been analyzed.
c) Hydraulic Condition Pilot Study (databases and water modelling): Data was generated, but training
on the (MINTAB) software did not materialize.
d) Introductory training to the Lake Victoria Water Quality Model (hydrodynamic module) was given
in Delft University/IHE (The Netherlands) and in Uganda. Gaps in the data series and the additional
training must be addressed before the model can be applied.
e) Water Quantification (hydrology, water balance of Lake Victoria): This issue became important
during the project implementation because of the rapidly falling lake level. A "Water Balance Model
for Lake Victoria" was established, data analyzed and water balance of the lake was estimated.
Water Hyacinth Control
Objective: To establish sustainable long-term capacity for maintaining control of water hyacinth and
other invasive weeds in the Lake Victoria. The component has been able to decrease the cumulative
areas infected by Water Hyacinth by approximately 4500 hectare by December 2005. Through an
integrated control strategy comprising mechanical, biological, manual and chemical, the abundance of
water hyacinth in the lake has been reduced to biologically sustainable and non-nuisance levels for the
operations on the lake and for the surrounding communities. The chemical control method tested by
NEMA and research institutes was deferred after MTR, following EIA recommendations.
Nevertheless, with mechanical, biological and manual control methods output targets for the
component have been successfully met. With regard to biological control using weevils, 20 weevil
rearing units have been established out of which 15 are functioning today. With the exception of the
few nonfunctional rearing units, which were established too far from the lake, the survival of 75 % of
the originally implemented rearing stations is a good success rate. An assessment has been done
enabling the component to target hotspots and map areas that experience renewed infestation. Even
though these hotspots to some extent seem obvious, the maps have increased the ability to operate
efficiently. As of December 2005 a cumulative total of 502 million of weevils have been released in
Lake Victoria targeting Kagera River, which is one of the main sources of new Water Hyacinths to
Lake Victoria. The weevils have, however, not been successfully established in the Kagera River (and
in river systems in general), and hence other methods are being tested for riverine hyacinth.
Wetlands Management
Objective: To increase knowledge of wetlands buffering processes and of Lake Victoria wetlands; to
determine economic potential of the Lake Victoria Basin wetlands products; to demonstrate wise use
of wetland resources; and to develop strategies for wetlands management.
The main outputs are as listed: extensive inventory on wetlands and national wetlands map produced;
wetlands ability to clean wastewater characterized (demos at Kirinya, Kinawataka and Kisoma
wetlands); contribution of LVEMP supported research to the Wetland Sector Strategic Plan; cost
benefit analysis of wetland products and other aspects of wetlands carried out in Sango Bay, Busia and
Kampala. Furthermore a number of capacity building activities have been undertaken: One fully
operational community based crafts center established, one initiated but not operational.
The functionality of wetlands as buffers has been established and presented. In the process of
increasing the local knowledge on sustainable use of wetlands more than 200 communities were trained
- 24 -
in improvement of the crafts quality, fish farming and propagation and cultivation of economical
important wetland plants. In addition to the face-to-face interactions a number of radio spots and
programs were broadcast. Out of the 200 communities 7 were selected as demonstration sites. In two of
these craft centers have been built through the micro project scheme, and one is operational at present.
Soil and Water Conservation
Objective: To quantify soil erosion and nutrient loss from different land covers and uses, design
remedial measure and sustainable agricultural practices, develop systems to promote soil and water
conservation, and establish demonstration units to disseminate successful soil and water
conservation measures.
Outputs included soil erosion hazard map for the Lake Victoria catchment in Uganda, a database and
land resource inventory at Kawanda Agricultural Research Institute (KARI), detailed land cover maps
for two districts and 4 other land/soil maps as well as a monitoring network of pollution loads (loads
established in selected micro-catchments). Additionally, the constraints for poor adoption of SLM
practices were studied and identified, average annual soil loss was estimated, 26 soil and water
conservation demonstration plots were established, village level Soil and Water Conservation
committees were established and 53 micro-projects were completed. The lessons learned report
provides a very good summary of the key challenges and opportunities in moving beyond the first phase
as well as identifying various policy issues that need to be addressed. Finally, while data on wet and
dry atmospheric deposition (a critical issue for the Lake) were continuously gathered, only partial
analysis was completed and published (1999-2001). A comprehensive agro-chemicals inventory in
Lake Victoria catchment was completed and awareness was raised among stockists and end users.
Catchment Afforestation
Objective: To protect vital areas of Lake Victoria catchment by planting trees by involving local
communities and institutions.
In the period 1998-2004, about 5.7 million tree seedlings, of which 4.6 million seedlings were
distributed to the communities with a 60 percent survival rate among the distributed seedlings (or 48%
of the total produced). The cumulative area planted with trees totaled 2000 ha by 2005. At project
close, 25 of the initial community managed tree nurseries remained operational.
Capacity Building - Support to Makerere University, Department of Zoology
Objective: To strengthen facilities for environmental analysis and graduate teaching. Graduates
include 90 bachelor students, 7 PhDs (2 university and 5 component staff) and 5 masters (component
staff). About 38 short courses were conducted. The department developed and offered a new degree
course (Bachelor of Science in Fisheries and Aquaculture) which has attracted many students. The
department also conducted information dissemination and sensitization through media campaigns,
targeting prospective students and end-users.
Institutional Framework - National Secretariat
Objective: Responsible for overall monitoring and reporting progress, coordination and information
sharing
The Secretariat included the National Executive Secretary, Operations office, Procurement officer,
Accountant, and an Information Management Officer and various assistants. The secretariat
coordinated the activities of the project.
Micro-projects and Community Participation
117 projects were implemented. The project supported the activities with the major part of the funding,
- 25 -
with in-kind contributions of around 10 percent by communities.
Institutional Development
Fisheries Management. Development of the fisheries bill that highlights the shift to co-management of
the resource through the establishment of BMUs; fish quality assurance that is underpinning exports,
stronger monitoring and enforcement capacity as well as a strong information base, all contribute to a
stronger institutional response.
Fisheries Research. The considerable amount of information remains with the institution (FIRRI),
which was also enhanced with support for capacity. Many staff completed advanced degree courses
and while others received training on a wide variety of issues.
Water Quality and Ecosystem Management Component. The component has to some degree increased
the knowledge and capability of the component staff (in the Water Resources Management
Department, Directorate of Water Development, Ministry of Water, Lands and Environment) regarding
eutrophication and water quality characteristics in the lake and establishment and running of
monitoring networks (in the lake). There is, however, still a lack of resources (time and staff) to
analyze all the data collected, and to undertake sophisticated laboratory analyses. This has been a
bottleneck throughout the project. Following a calibration round with other laboratories, the quality of
the laboratory work is now satisfactory. The depth of analysis in the synthesis report has been found
weak.
Industrial and Municipal waste management. The component has just to a minor degree increased the
knowledge of the component staff (National Water and Sewerage Corporation and Institute of
Environment & Natural Resources, Makerere University) regarding wastewater management, where
relatively good knowledge already existed before the project came onboard. Some new knowledge of
the spreading and dilution of pollutants in the Inner Murchison Bay has been acquired, but the practical
application of such knowledge is not yet seen. Marginal new knowledge on wetland treatment of
wastewater has been documented. The project, notably contributed to improving the wastewater
treatment plant operations (improvement of the infrastructure facilities and working environment for
workers) somewhat improving the quality of effluent contribution of this source.
Water Hyacinth control. The Component activities have been substantially mainstreamed into the
Fisheries Department, which has also had close collaboration with other relevant government
institutions such as NEMA. This approach ensures that the capacity built and the lessons learned will
be utilized to increase the department's ability to cope with future water hyacinth infestation.
Wetlands management. The project enhanced institutional capacity within the national agency
considerably which is still present after the project has ended. Both contracted and permanent staff has
gained increased insight and do to some extent know how to apply the knowledge into management
decisions. It is believed that the institutional development is at a stage where it can be self supportive
and evolving.
Soil and Water Conservation. The component supported significant strengthening of capacity at KARI,
among the communities and district officials. Three staff trained at the doctoral level, five at masters'
level, twelve field extension staff received in-service training. The component also provided equipment
and facilities for research. The resulting outputs help put in place a framework for a land management
program and the considerable information gathered towards improved land use and lower pollution
loading contribute towards the development of future activities.
Catchment Afforestation. The component carried out formal training for a number of the permanent
staff of the ministry. An M.Sc. Degree has been obtained and staff attended 2 short courses.
According to the assistant commissioner for forestry the component activities were carried out as
additional work of the ministry and were not really embedded in the mainline program. Activities were
therefore seen as extraneous and implementation suffered as it was felt that there were few economic
- 26 -
incentives to staff doing the assignments. The knowledge gained throughout the project is still within
the ministry, which increases the institutional development of the component.
Capacity building in the Riparian Universities. There is undoubtedly more capacity developed in the
field of aquatic sciences in the country. Further, the strengthening of the department facilities have
contributed in improving the quality of academic programs offered at the University.
National Secretariat. The secretariat has not had the expected level on impact in developing strong and
lasting collaborative links between implementing agencies that could have led to greater coordination
and jointly planned arrangements.
Microprojects and community participation. These activities helped increase buy-in among the
communities, raise awareness on the critical environmental issues and help empower communities. The
approach was found to be very successful and microprojects were in high-demand.
Sustainability
Fisheries Management. Capacity building at various levels and the strong shift to co-management
contribute to the sustainability of the outputs of this component. This is reflected in the Fisheries Bill.
Nevertheless, some concerns remain. The approach towards fisheries management was to target fishing
effort through a variety of methods, rather than directly curtailing it through regulation. This requires a
strong management effort that cannot be sustained without the resources expected through the fish levy
trust, which is not yet operational. A related issue is that of the excess processing capacity which is
driving the fishing effort.
Fisheries Research. The sustainability of the research activity depends on additional funding.
Post-project, it was evident that outputs such as the biodiversity compendia, atlas and other outputs
cannot be finalized and/or published unless additional support is provided.
Water Quality and Ecosystem Management. The monitoring of water quality in the lake will depend on
continued funding. Additional data (hopefully key ones) will most likely be collected in the Bridging
Phase with the limited funds available. There has been an increase in capacity in the institution, which
will remain and it is expected that there will continue to be contributions to the national lake level
dialogue and policy.
Industrial and Municipal Waste Management. Governmental funds have not yet been pledged for
continued monitoring of water quality in Inner Murchison Bay and operations of the tertiary municipal
treatment demonstration plant in Jinja and the tertiary industrial treatment pilot plant. The tertiary
treatment infrastructures will require regular maintenance to keep the distribution pipes and the
transects clear, and commitment to maintenance measures is not yet certain. Nor is it clear that
measures will be taken to retain the wetland plant in Jinja as a demonstration plant or to monitor the
long-term effects of the treatment. The operation of the refurbished Bugolobi WWTP will continue, but
the half-built retention wall will require additional resources for completion.
Water Hyacinth Control. Based on the high survival rate of the weevil rearing units and participation of
the communities through BMU approach, it is most likely that operations will continue. Continued and
secure financing for the rearing units will be required.
Wetlands management. The component is fully embedded in the ministry and all component activities
have been mainstreamed. Continuity of the community-based activities is less clear.
Catchment Afforestation. Since 2003 there have been a substantial decline in the production and
planting of seedlings, as LVEMP stopped buying seedlings from the farmers at high rates. Prices for
seedlings dropped from 100 USh 150 USh to between 25 sh 30 Sh which is what the local market
is able to pay for the seedlings. The component has been able to raise awareness about the importance
of trees, and increased awareness has been reflected in growth in demand for seedlings. The economic
viability of small-scale production of seedlings for the local market, however, is not yet certain and
may need continued development.
- 27 -
Land Use Management. The use of a strategic and targeted approach towards soil and water
conservation with the effort to identify and address the constraints to adoption of SLM practices
appears to be strongly indicating sustainability. This was also a key component that developed an exit
strategy by decentralizing activities to the district. Furthermore, there is considerable information and
very good lessons from the experience (summarized in the lessons learned report) that contribute
towards scaling up and/or targeting other areas.
Capacity Building: Support to Riparian Universities. The laboratory operations and level of student
graduations is linked to the funding and is likely to slow down considerably post-project. While the
undergraduate degree course offering will continue, the department acknowledged that the intensity of
field work and quality of masters' research would suffer without continued funding.
Institutional Framework: National Secretariat. The LVEMP secretariat continues to operate during the
bridging phase, but is leaner, in terms of staff and resources, and is led by a new project coordinator.
The contracts of the National Secretary and Operations Officer have ended. The secretariat is not
intended to be sustained in the second phase, since alternative implementation arrangements will be put
in place.
Microprojects and community participation. Microprojects were largely demand-driven and were
oriented to meet self-identified needs. Collaboration with mainline agencies in service-provision also
strengthened the likelihood of sustainability.
- 28 -
Annex 1. Key Performance Indicators/Log Frame Matrix
These indicators are formulated in Annex 4 of the Staff Appraisal Document (1996). The indicators were
not quantified and tracked systematically. Component specific outputs and achievements have been detailed in
Section 10 of the ICR.
Indicators
Achievements at project
Comments
completion
1. Building capacity within the
University and implementing
Substantial capacity building
riparian universities, the line
agencies strengthened; Members of activities undertaken, in
ministries, LVEMP secretariats and staff trained at various levels (eg. 3 implementing agencies, the
the riparian communities for
PhDs and 25 M.Sc,); New Faculty secretariat, and at the local
environmental analysis,
of Aquatic Sciences and
Government and community levels.
conservation and adoption of
Technology established; Two new Better trained personnel contributed
cohesive management practices on degree programs for undergraduates toward stronger institutions. A
the lake.
developed and delivered; Increased capacity building strategy was not
student enrollment increased from a developed and efforts were linked to
maximum of 15 students per year needs identified by the agencies
prior to 2002 to 50 students per
themselves. There was a greater
year post 2002.
emphasis on fisheries related
Numerous others were trained
capacity than in other areas.
on-the-job and through short
courses.
2. Harmonization among the three Fisheries regulatory and policy
Enforcement of the fisheries
countries legislation addressing
frameworks strengthened and
legislation has started in all
management of fisheries and
harmonized across three countries; countries. The LVFO will play a
environment variables important in Contributed to major sector policies crucial role in the implementation
the lake basin, and improved
(fisheries, wetlands) and related
and enforcement of the legislations
enforcement of this legislation.
regulations; Lake Victoria Fisheries in the fisheries sector. Agreement on
Organization created; Contributed the critical issue of establishing a
to formulation of the Lake Victoria sustainable catch and limiting the
Protocol and subsequent Lake
joint harvest to that level is not yet
Victoria Basin Commission, under attained.
the EAC leadership.
The environmental standards
especially concerning wastewater
discharges and pollution/water
quality have not been standardised,
and were given little attention in the
project. The "polluter-pays"
principle has not yet been accepted
across the region, and enforcement
is weak.
3. Establishment of the Lake
Achieved
LVFO active and coordinating
Victoria Fisheries Organization
regional activities. Focus on
(LVFO)
establishment of Beach
Management Units and post-harvest
fish quality issues, and to a lesser
measure on stock assessments.
- 29 -
4. Completion of gazetting and
Gazetting of landing areas largely BMUs units most advanced in
regulating fish landing sites within undertaken.
Tanzania under LVEMP. The
pilot zone areas and enforcing
Co-management through 51active process of establishing BMUs has
acceptable fishing practices within a Beach Management Units (BMUs) largely been taken over by LVFO.
5 km radius of fishing villages
progressing. Illegal fishing reduced
within these areas, with full
in all countries.
participation of lakeshore fishing
communities.
5. Establishing sustainable
Biologically sustainable control of Different locations for the weevil
long-term capacity for management water hyacinth achieved (85%
rearing stations were used,
and control of water hyacinth and reduction); Strong community
including schools, fishing villages
other invasive weeds in Lake
involvement in control activities.
etc., based on the preferences of the
Victoria Basin, through integrated
local communities.
weed control methods and
community involvement
6. Establishing a lake wide water
Network of monitoring spots in the A substantial baseline information
quality and rainfall monitoring
lake and rivers determined in all 3 was established. Key scientific
system with agreed parameters to countries.
results were generated. Emphasis
generate information on
The sampling throughout the project was on data collection. Sampling
eutrophication management and
has been intermittent rather than
was episodic, affected by flow of
pollution control.
regular.
funds problems; capacity sometimes
Weather station measuring dry and was overwhelmed.
wet deposition established and
followed up.
7. Completing a full inventory and Completed. Maps and wetland
More comprehensive wetland
resource survey of Lake Victoria
inventory available in all countries. management plans were developed
wetlands, and preparing investment and classification of Lake Victoria for a few pilot areas, using a
proposals for the economic
wetlands; maps produced
participatory approach.
management of these wetlands,
including their rehabilitation.
- 30 -
Annex 2. Project Costs and Financing
Table 1: Financing Plan for LVEMP Regional Project (three countries) at Appraisal
Project Component
Govts.
GEF
IDA
Total
Percent
LVFO
0.20
2.10
2.30
3
Fisheries Management
1.40
12.70
14.10
18
Fisheries Research
1.30
8.80
3.20
13.30
17
Water Quality Management
1.00
8.60
9.60
12
Industrial and Municipal Waste
Management
1.00
8.90
9.90
13
Water Hyacinth Control
0.80
4.50
3.00
8.30
11
Land Use, Catchment Afforestation
and Wetlands Management
1.40
7.40
5.30
14.10
18
Support to Riparian Universities +
National Secretariat
0.60
3.60
1.90
6.10
8
Total
7.70
35.00
35.00
77.70
100
Table2: LVEMP Uganda - Appraised Project Costs and Financing Sources by Component (USD
'000)
Component
IDA
GEF
IDA+GEF
GOU
Total
LVFO
2,055.90
2,055.90
228.40
2,284.30
Fisheries Management
5,501.80
-
5,501.80
611.30
6,113.10
Fisheries Research
1,143.50
3,078.20
4,221.70
469.10
4,690.80
Water Quality Monitoring
2,734.20
2,734.20
303.80
3,038.00
Industrial &municipal
2,654.90
2,654.90
317.20
2,972.10
waste
Water Hyacinth
1,141.80
1,712.70
2,854.50
317.20
3,171.70
Wetlands management
215.80
1,247.10
1,462.90
162.50
1,625.40
Land Use management
595.20
1,223.00
1,818.20
202.00
2,020.20
Catchment afforestation
838.60
838.60
93.20
931.80
Support To MUK Zoology
319.00
319.00
35.40
354.40
Dept
National Secretariat
766.10
766.10
85.10
851.20
Total
12,091.60 13,136.20
25,227.80
2,825.20
28,053.00
- 31 -
Table 3a: LVEMP Uganda IDA Credit - By Expenditure/Disbursement Category
in USD '000
IDA
IDA Supplemental
Category
Allocated Disbursed Undisbursed Allocated
Disbursed Undisbursed
Civil works
758.67
719.40
39.27
157.05
101.83
55.22
Vehicles and Equipment
2868.00
3025.92
-157.92
529.02
473.59
55.43
Consultant Services and Training
3911.59
4453.18
-541.59
2214.11
2038.58
175.52
Goods, Works, Services
653.90
484.10
169.80
101.55
67.08
34.47
Operating Costs
4206.80
3708.33
498.47
2312.12
1901.79
410.32
Unallocated
0.00
0.00
0.00
0.00
0.00
0.00
Special Account
0.00
7.37
-7.37
0.00
195.70
-195.70
Totals
12398.96
12398.30
0.66
5313.85
4778.57
535.28
Table 3b: LVEMP Uganda GEF Grant - By Expenditure/Disbursement Category
in USD '000
GEF
Category
Allocated Disbursed Undisbursed
Civil works
270.00
260.12
9.88
Vehicles and Equipment
3398.00
3305.50
92.50
Consultant Services and Training
6446.00
6533.06
-87.06
Goods, Works, Services
0.00
0.00
0.00
Operating Costs
3083.00
3062.40
20.60
Unallocated
0.00
0.00
0.00
Special Account
0.00
17.41
-17.41
Totals
13197.00
13178.49
18.51
Table4: LVEMP Uganda - By Component and Financing Sources (USD '000)
Component
IDA
GEF
IDA+GEF
GOU
Total
LVFO
1,906.03
1,906.03
1,906.03
Fisheries Management
4,454.60
244.86
4,699.50
318.85
5,018.35
Fisheries Research
2,250.58
2,306.30
4,556.81
309.19
4,866.00
Water Quality Monitoring
789.97
2,257.57
3,047.51
206.78
3,254.29
Industrial &municipal
2,271.91
472.76
2,744.67
186.24
waste
2,930.91
Water Hyacinth
1,479.00
876.80
2,355.80
159.83
2,515.63
Wetlands management
921.14
925.74
1,846.81
125.33
1,972.14
Land Use management
884.59
603.52
1,488.14
100.96
1,589.10
Catchment afforestation
680.02
143.00
823.02
55.84
878.86
Support To MUK Zoology
275.40
367.50
642.90
43.62
Dept
686.52
National Secretariat
1,234.07
3,014.41
4,248.50
288.26
4,536.76
Total
15,241.28 13,118.49
28,359.96 1,794.91
30,154.60
- 32 -
Annex 3. Economic Costs and Benefits
A standard ERR was not estimated in the SAR, as is often the case for projects with a primary emphasis on
capacity strengthening and institutional reform. The lack of economic data from monitoring and evaluation
of various project activities makes ex post estimation of an ERR difficult, should it be deemed desirable.
The section below provides indicative socio-economic data and a discussion of quantitative results achieved
compared to the potential benefits highlighted in the SAR.
Among the gross benefits expected in the SAR are avoided losses related to decline in fishery as a result of
over-fishing and deterioration in water quality, impacts of water hyacinth infestation, poor quality of water
supply for domestic and animal uses, and continued degradation of wetlands.
Economic Importance of the Resource:
The Lake Basin economy is driven by Agriculture and Fisheries (70 percent), including a number of cash
crops (including fish exports) and a high level of subsistence fishing and agriculture. It produces in the
order of USD 5 billion annually (2000-04), increasing from the estimated USD 3-4 billion, in 1996.
Population in the Lake Basin, in that time, has gone up from 25 million to an estimated 30 million people,
of whom 3 million depend directly or indirectly on fish and fisheries. General standards of living are
between USD 90-270 per capita per annum (based on national figures). It is estimated that fisheries
contribute about 3 percent to the riparian economies. The quality of the environment and the status of the
natural resources are therefore critical factors in the maintenance and growth of incomes, livelihoods and
poverty alleviation opportunities in these countries.
Fisheries Sector
Fish production for the whole lake is currently estimated to be between 400,000 to 600,000 metric tons
worth USD 400 to 600 millions annually. It is estimated that a majority of this production is artisanal
fishery. In Uganda, 200,000 metric tons of fish are landed at 554 sites (2004). An estimated 1 million
people are involved in the different fishery activities, from production, processing, marketing to other
related activities. Currently exports of fish from the entire lake are estimated at USD 270 million. The Nile
perch products are exported to Europe, Australia, Asia, Africa and America.
Benefits from Export-related Improvements in Fish Quality Assurance
There was a decline in values from exports due to the import bans imposed by European markets, in 1999
and 2000 because of phytosanitary concerns. The main effect of he ban was to divert exports to markets
with lower prices. Measures by the project to strengthen quality assurance helped remove the bans. The
table in the appendix shows the decline in quantities exported, and the prices received. A rough estimation
of avoided losses in the period 2000-2004 (see table 1 below) is around USD 28 million, while the cost of
the quality assurance subcomponent was USD 0.7 million and the overall Fisheries Management
component was USD 4.7 million.
Benefits from Wetlands and Sustainable Land Management
A cost benefit analysis was conducted to value the various benefits and services, including use values
(materials etc.), other uses such as agriculture, livestock, fishing, and environmental services and option
values, gained from wetlands, which was estimated at USD 56 million per annum. The study developed
three scenarios with increasing levels of management interventions and estimated their costs at USD 3.9
million, USD 6.3 million and USD 30 million per year.
The cost-benefit analysis for wetlands valued the benefits of tertiary treatment by the natural Nakivubo
wetland through which the partially treated sewage from Kampala's treatment plant (Bugolobi) and storm
- 33 -
water flow before entering the Lake, to about USD 1.7 million per annum.
The Lessons learned report for Land Use Management provides a good analysis of land degradation and the
impacts of land use measures on productivity and environmental services. It estimates that USD 9.6 million
is lost each year due to soil erosion.
Benefits of Water Hyacinth Control
The SAR estimated that the wide-range of direct costs on the lake community as a result of the spread of
water hyacinth, including those arising from transportation (delays in transport, increased operation costs,
loss in fishing time, increased difficulty collecting water, blockage of intakes and loss of production at
urban and industrial water supply systems, to about USD 6-10 million per annum. The Water Hyacinth
infestation has been reduced to non-nuisance levels. Indicative avoided costs range to more than 25-40
million in the period 2000-2005 for the whole Lake.
Table 1: Estimation of Avoided Losses due to EU Fish Ban
Years
Quantities
Prices ($)
Values US$
Prices (No EU Values (no EU
Tonnes
per tonne
ban case)
ban case)
1997
9,839
2,927
28,798,753
2,927
28,798,753
1998
13,805
2,530
34,927,283
2,530
34,927,283
1999
13,380
2,736
36,607,625
2,736
36,607,625
2000
15,876
2,164
34,356,486
2,164
34,356,486
2001
28,672
2,804
80,396,765
2,207
63,287,507
2002
25,169
3,479
87,563,438
2,860
71,985,754
2003
25,111
3,479
87,359,777
3,549
89,106,973
2004
29,831
3,439
102,588,534
3,549
105,857,406
Total
161,683
492,598,661
464,927,787
Difference
-27,670,874
- 34 -
Annex 4. Bank Inputs
(a) Missions:
Stage of Project Cycle
No. of Persons and Specialty
Performance Rating
(e.g. 2 Economists, 1 FMS, etc.)
Implementation Development
Month/Year
Count
Specialty
Progress
Objective
Identification/Preparation
10/21/1992
1
1 TASK TEAM LEADER
3/1/1993
2
1 TASK TEAM LEADER, 1
INSTITUTIONAL
DEVELOPMENTN OFFICER
4/27/1994
2
1TASK TEAM LEADER,
1INSTITUTIONAL
DEVELOPMENT OFFICER
6/14/1994
2
1 TASKK TEAM LEADER, 1
INSTUTIONAL
DEVELOPMENT OFFICER
7/29/1994
2
1 TASK TEAM LEADER, 1
INSTUTIONAL
DEVELOPMENT OFFICER
10/9/1994
2
1 TASK TEAM LEADER, 1
INSTUTIONAL
DEVELOPMENT OFFICER
2/11/1995
2
1 TASK TEAM LEADER, 1
INSTITUTIONAL
DEVELOPMENT OFFICER
5/26/1995
2
1 TASK TEAM LEADER,
1INSTUTIONAL
DEVELOPMENT OFFICER
Appraisal/Negotiation
12/1-22/1995
5/20-22/1996
Supervision
11/15/1997
10
TASK TEAM LEADER (1);
S
S
PROCUREMENT (1);
PARTICIPATION (1); WATER
SANITATION (1);
COMMUNICATION (1);
ANTHROPOLOGY (2);
MONITORING (1); INFO.
TECH. ANALYST (1);
NATURAL RESOURCE
MGMT. (1)
05/15/1998
5
TASK TEAM LEADER (1);
S
S
CO-LEADER (1);
PARTICIPATION (1);
LIMNOLOGY (1);
ANTHROPOLOGY (1)
05/7/1999
5
TASK TEAM LEADER (1),
WATER HYACINTHS AND
- 35 -
WETLAND(1),
MICROPROJECTS AND
COMMUNITY
PARTICIPATION (2),
CONSULTANT (1)
03/15/2000
9
TASK TEAM LEADER (1);
S
S
WATER
HYACINTH/WETLAND (1);
MICRO PROJ/COMM. PARTI
(1); FINANCIAL ANALYST
(1); NGO/MICRO PROJ/COMM
PA (1); WATER
QUALITY/LIMNOLOG (1);
CATCHMENT (1); REG.
EXEC.SEC/LVEMP,TZ (1);
PROJ. MGR. LAKE MALAWI
(1)
6/10/2002
7
TASK TEAM LEADER (1),
BANK STAFF (4),
CONSULTANTS 2
05/16/2003
5
TASK MANAGER (1);
S
S
FINANCIAL MANAGEMENT
(1); PROCUREMENT (1);
CONSULTANT (2)
10/11/2004
8
WATER QUALITY, HYACINT
U
S
(1); MICROPROJECTS,
WETLAND (1); LAND
MANAGEMENT, AFFOR (1);
INDUSTRIAL/MUNICAL WAS
(1); FINANCIAL
MANAGEMENT (1);
PROCUREMENT (1);
FISHERIES (1); CAPACITY
BUILDING (1)
4/26/2004
7
TASK TEAM LEADER (1),
S
S
CO-TASK TEAM LEADER (1),
LEAD SPECIALIST (1),
FINANCIAL MANAGEMENT
SPECIALIST (1),
PROCUREMENT SPECIALIST
(1), PROGRAM ASSISTANT
(1) CONSULTANT (1)
4/11/2005
9
TASK TEAM LEADER (1), SR.
SECTOR ECONOMIST (1), SR.
SOCIAL DEVELOMENT
SPECIALIST (1), RURAL
DEVELOPMENT SPECIALIST
(1), FINANCIAL
MANAGEMENT SPECIALIST,
PROCUREMENT SPECIALIST
(1), CONSULTANTS (3)
ICR
- 36 -
April 24, 2006
3
TASK TEAM
S
S
LEADER/ENVIRONMENT
AL ECONOMIST (1),
ENVIRONMENTAL
SPECIALIST/INDEPENDE
NT CONSULTANT (1),
GEF
SPECIALIST/OBSERVER
(1)
(b) Staff:
Stage of Project Cycle
Actual/Latest Estimate
No. Staff weeks
US$ ('000)
Identification/Preparation
n.a.
91*
Appraisal/Negotiation
n.a.
*
Supervision
39**
779
ICR
15
70
Total
n.a.
940
Notes:
* Total amount for Identification/Preparation and Appraisal/Negotiation
** Partial data for the years FY01-05
Amounts include BB and GEFBB funds
- 37 -
Annex 5. Ratings for Achievement of Objectives/Outputs of Components
(H=High, SU=Substantial, M=Modest, N=Negligible, NA=Not Applicable)
Rating
Macro policies
H
SU
M
N
NA
Sector Policies
H
SU
M
N
NA
Physical
H
SU
M
N
NA
Financial
H
SU
M
N
NA
Institutional Development
H
SU
M
N
NA
Environmental
H
SU
M
N
NA
Social
Poverty Reduction
H
SU
M
N
NA
Gender
H
SU
M
N
NA
Other (Please specify)
H
SU
M
N
NA
Private sector development
H
SU
M
N
NA
Public sector management
H
SU
M
N
NA
Other (Please specify)
H
SU
M
N
NA
- 38 -
Annex 6. Ratings of Bank and Borrower Performance
(HS=Highly Satisfactory, S=Satisfactory, U=Unsatisfactory, HU=Highly Unsatisfactory)
6.1 Bank performance
Rating
Lending
HS
S
U
HU
Supervision
HS
S
U
HU
Overall
HS
S
U
HU
6.2 Borrower performance
Rating
Preparation
HS
S
U
HU
Government implementation performance
HS
S
U
HU
Implementation agency performance
HS
S
U
HU
Overall
HS
S
U
HU
The overall Bank performance is Moderately Satisfactory and the overall Borrower performance is
Moderately Satisfactory.
Bank Lending Moderately Satisfactory.
Bank Supervision Moderately Satisfactory.
Borrower Preparation Moderately Satisfactory.
Government Implementation Unsatisfactory.
Implementing Agencies Moderately Satisfactory.
- 39 -
Annex 7. List of Supporting Documents
1. World Bank. Project Appraisal Document on a Proposed Credit in the Amount of SDR8.4 Million to
the Republic of Uganda . Report No. 2909. Washington D.C. 1996.
2. World Bank. Lake Victoria Environmental Management Program, Project Document, Report
No015541-AFR. Washington D.C. June, 1996
3. World Bank. Lake Victoria Environmental Management Program, Staff Appraisal Report, Report
No015429-AFR. Washington D.C. June, 1996
4. World Bank. Memorandum of the President, Report No. P-6843 AFR, June 1996
5. World Bank. Development Credit Agreement No. 2909-UG, Washington, DC, September 1996
6. World Bank. Agreement Amending Development Credit Agreement No. 2909-1, Washington, DC,
November 2002
7. World Bank. Lake Victoria Environmental Management Project, Supplemental Credit, Report
No.P7519, June, 2002
8. World Bank. LVEMP 1 Stocktaking Report Uganda, Fisheries Management, Fisheries Research,
Lake Victoria Fisheries Organization, July 2003
9. World Bank. Aide-Memoirs' from Project Identification Mission in 1992 to last Supervision Mission in
December 2005. Washington D.C.
10. World Bank. Uganda - Poverty reduction strategy paper and assessment, Report No. 20317, May 2000
11. World Bank. Poverty Reduction Strategy Paper and Joint IDA/IMF Staff Advisory Note, Report No.
32698, June, 2005
12. World Bank. Uganda - Country assistance strategy (CAS), Report No. 20886, December 2000
13. World Bank. Uganda - Joint assistance strategy - 2005-2009, Report No. 34310, December 2005
14. World Bank. Implementation Completion Report, Final Report, December, 2005
15. World Bank. Transboundary Diagnostic Analysis and Strategic Action Program Development for the
Lake Victoria Basin Project, Report No. 29872, March 2004
16. World Bank. Uganda - Lake Victoria Environmental Management Project (Supplemental Credit),
Report No. P7519, June 2002
17. World Bank. Back To Office Reports for. The Lake Victoria Environmental Management Program
(FY1994) Project ID: P040551 Loan/Credit No.:). Washington D.C.
18. World Bank. Knowledge and Experiences gained from managing The Lake Victoria Ecosystem, 2005
19. World Bank/UNEP. Discussion Paper on Regional Program for Environmental Management of Lake
Victoria, November, 1992
20. World Bank. GEF Trust Fund Grant Agreement No. TF028318, September, 1996
21. World Bank. Uganda Stocktaking Report, Draft, July, 2003
22. World Bank. Lake Victoria Environmental Management Project, Phase 1, Policy and Institutional
Framework, UGANDA, Draft, Stocktaking Report, July, 2003
23. World Bank. Lake Victoria Environmental Management Project, Phase 1, Revised Draft, Scientific
Stocktaking Report, Progress during LVEMP1 and Challenges for the Future, Prepared by, Robert
Hecky, August 25, 2003
24. Project, Period July 1997 December 2005, Draft Final Report, December, 2005
25. World Bank, Financial Management Review Report for the LVEMP, Consultant, Prime Solutions,
May 2006
26. Regional Synthesis report on fisheries Research and Management, Jeppe Kolding, Paul van Zwieten,
Julius Manyala, John Okedi, Yusif Magaya, Faustino Orach-Meza; Maun, Wageningen,
Dar-es-Salaam, December, 2005.
27. National Synthesis report for fisheries, National Secretariat, Ministry of Environment, Water and
Land, September, 2005,
28. Lessons learned report on the Institutional Framework, Dr. Salim A. Bachou, August 2005
- 40 -
29. Lessons Learnt From Catchment Afforestation Pilot Project (Capp) Of The Lake Victoria Environment
Management Project (LVEMP), Byabashaija Denis Mujuni, Kampala, Uganda
30. National Lessons Learnt Report, Land Use Management Component Uganda, Final Report,
Kalyebara M. Robert, October 2005
31. Lessons Learnt on the Secretariat's Institutional Framework, Salim A. Bachou, Phd, National
Consultant, July 29, 2005
32. Lessons Learned Report, Lake Victoria Environmental Management Project , Micro Project Sub
Component, Monica Kapiriri, July 2005
33. Lessons Learnt Report on Wetlands Management Component -Final, Yakobo Moyini, PhD,
Consultant, August, 2005
34. Fisheries Management Component, progress 1997-2005, Susan Imende, Component Coordinator
35. Land Use Management Brief, Naro-Kawanda, April, 2006
36. Report on Beneficiary Assessment of LVEMP Supported Micro-Projects in Lake Victoria Basin, Final
Report, Julius Otieno Manyala, Consultant, February April, 2005.
37. Protocol on Sustainable Development of Lake Victoria Basin, November 2003,
38. World Bank: Independent Evaluation of the Support of Regional Programs, Case Study, Shawki
Barghouti, 2006
39. Beneficiary Assessment (B.A) For LVEMP, Components- Soil And Water Conservation, Wetlands
Management, Catchments Afforestation, Micro-Projects And Community Participation, by: Professor
I.K Musoke, Lead Consultant, Dr. M. Nyirabu, Consultant, Mr. D.K Rweyemamu, Consultant, Mr. C.
Kadonya, Consultant, December 2005
40. Scientific Stocktaking Report, Progress During LVEMP1 and Challenges for the Future, Prepared by
Robert Hecky, August 25, 2003
41. Lake Victoria Environment Report Uganda, Water Quality and Ecosystems Status Summary,
Fredrick J. Muyodi, and Robert E. Hecky, December, 2005
42. Third Overall Performance Study of the Global Environment Facility, ICF Consulting and partners,
June 2005
43. GEF International Water Program Study, Prof. Laurence Mee, Prof John Okedi, Mr. Tim Turner, Ms.
Paula Caballero, Dr. martin Bloxham Dr. Aaron Zazueta, October 2004
- 41 -
Additional Annex 8. Summary of Regional and Transboundary Issues
The problems connected to Lake Victoria have always been recognized as regional in nature, but
prior to the project, had not been dealt with jointly by the riparian countries. By the early 1990s
increasing concerns about pollution, water hyacinth, and over fishing led to recognition that a
regional program of actions was needed. LVEMP was designed as a regional multi-sectoral
comprehensive environmental management initiative. The program was launched through a
Tripartite Agreement signed on 15th August 1994 in Dar es Salaam covering in the first place the
three EAC states. This was inherently challenging given the political situation in the countries.
Regional cooperation at the time was at a low level, and no other regional activities succeeded in
getting off the ground. Furthermore, the relations between Kenya and the donor community were
strained.
The impact of the degrading environment of the lake on the population was serious. Around 3
million people were dependent directly from the fisheries sector activities. In addition, the human
activities of the steadily increasing number of people in the basin (today estimated at around 30
million people), in various ways were contributing to worsening of the situation. Lake Victoria
was, and remains at risk from the major global environmental threats identified by the Global
Environmental Facility (GEF) in its Operational Strategy for International Waters:
(a) degradation of water quality due to pollution from land-based activities;
(b) introduction of non-indigenous (and often pervasively dominant and colonizing)
species,
(c) excessive exploitation of living resources, and
(d) global climatic changes.
There is concern that the severity of the current drought, which in some parts has largely lasted
for three years and has contributed partly to the lake level reduction (the other factor is the
drawdown of the lake for production of hydro-power by a riparian country), might be linked to
global climatic changes. The need for support from the Global Environment Facility's (GEF) was
thus fully justified. GEF was a key co-financier of the project, with a grant of 35 million in total
to the three countries (accounting for 45 percent of the original project cost) in the first phase of
the program.
The status of main issues of regional and transboundary nature that have been and remain relevant
can be briefly listed as follows:
a) Political regional cooperation:
Until LVEMP was launched, cooperation between the three countries at the political level had
been low since the break-up of the first EAC in the late 70s. The planning and launching of
LVEMP, heavily facilitated by the international community with the World Bank and GEF in the
lead, was the first serious attempt to bring the parties together over the management of common
resources. Later the countries revitalized the EAC, and it is increasingly the leading institution for
political and other coordination of regional efforts. The Lake Victoria Basin Commission (LVBC)
was established in 2005, operational in Kisumu, Kenya from mid-2006, and is now coordinating
and facilitating the Lake Victoria Development Program (LVDP) that encompasses various
initiatives in the basin. (Figure 3 illustrates the interactions of LVDP and the EAC Partnership
- 42 -
with other main stakeholders, and Figure 4 shows some of the main activities in the lake basin).
b) Technical and scientific regional cooperation:
With the launching of the LVEMP, the regional cooperation between scientists and other scholars
gained significant momentum and resulted in sharing of data and methodologies, preparing the
base for joint regional planning of research and monitoring activities and standard-setting.
Numerous seminars and workshops with regional participants in all the three countries have been
held. Communication links have been established, and these will continue to function during
LVEMP 2 and under other basin initiatives. Despite accomplishments in coordination of scientific
efforts, the regional dissemination of the scientific papers and reports has not been satisfactory,
due in part to limited capacity and and in part to apparent insufficiencies in trust and openness
among all scientific partners. Dissemination and regional cooperation in the future will require
continued efforts, and will largely be coordinated by the LVBC under EAC.
c) Fisheries:
LVEMP supported the establishment of Lake Victoria Fisheries Organization (LVFO). This
organization is now operational with substantial support from the European Union (EU),
especially in implementation of the comprehensive Lake Victoria Integrated Fisheries
Management Plan (IFMP). The harmonization of the fisheries legislation across the three
countries has been a significant achievement, considering the competitive nature of the sector
reflected in the substantial monetary value of the fishing industry and export. In spite of the efforts
so far it is clear that the fisheries sector still has some way to go in achieving a sustainable
extractive level. Over-fishing is still prevalent, exacerbated in Uganda by the substantial
over-capacity in the fish processing industry (capacity utilization is less than 50% at present).
Uganda also disagrees with the views of the other two countries regarding the level of sustainable
fish harvest. There remains a need for ongoing monitoring of fish extraction combined with
additional efforts to assess the stock, agree on a sustainable catch, and establish mechanisms to
enforce it.
d) Eutrophication of the Lake:
The high level of nutrients entering the lake enhanced the environment for water hyacinth leading
to infestation. The infestation was significantly reduced (by around 85 percent) to non-nuisance
levels and is the a tangible, visible, and much appreciated change in the lake. The pollution that
contributes to the excessive accumulation of nutrients remains a concern, however, and is a
priority for the next phase. Furthermore, the Kagera River (originating in Rwanda and Burundi),
continues as a significant source of water hyacinth, as the bio-control agents perform less well in
the rivers as compared to the lake. Research to deal with this problem continues. The time series
of data regarding water quality is not yet of sufficient duration to establish definitive trends in
levels of key pollutants in the lake, but the data do allow preliminary conclusions about the
direction (rising), sources (relative importance of point and non-point), and importance (likely
nonlinear reaction of the lake to increased pollution).
Eutrophication resulting from increased pollution is a function of multiple pressures on the lake;
e.g., increased economic activity and a higher population in the basin resulting in increased
municipal and industrial wastewater, run-off from non-point urban and semi-urban pollution
- 43 -
sources, inadequate measures to treat the discharges. Pilot efforts undertaken to date in the
catchment area have shown that rural non-point pollution from erosion can be controlled, but the
measures do not yet have a cumulative impact on the lake. The key pollution sources in the
near-shore areas are the surface run-off and wastewater from towns and communities. The
pollutants in the open lake are largely entering through precipitation (atmospheric deposition) and
probably derive from products of wind erosion and bush fires transported over long distances. It
is not known whether this pollution is generated within or outside of the Lake Victoria basin. A
focused medium-sized program supported by GEF and covering countries both within and outside
the basin is seeking to develop a monitoring effort to track the sources of atmospheric deposition.
e) Land degradation in the region:
Land degradation is prevalent in certain areas of the basin, in all three countries. The still common
practice of burning bush for agricultural purposes contributes both directly and through increased
erosion from bare soil to atmospheric deposition (that accounts for around 84% N and 75% P) of
nutrients going into the lake. Over-grazing and unsustainable agricultural practices also lead to
increasing erosion and contribute to the increased silt content in the rivers and subsequent
sedimentation where rivers join the lake and even farther offshore. Rivers contribute to about
23% of total P and 15% of nitrogen into the lake. The loss of soil nutrients heavily constrains
productivity of the land, with a cyclical impact on poverty, livelihoods and the quality of both land
and water. The use of fertilizers is presently limited in the area, but this is likely to change with
enhanced emphasis on agricultural productivity. The project has started awareness raising and
implementation of improved farming practices in pilot areas in the basin in all three countries, and
these have led to localized reductions in erosion, increased yield and higher incomes for
participating farmers. Afforestation activities are judged to have had a limited but beneficial
impact as well. A number of the micro-projects (notably those focusing on protection of water
sources, etc.) allow communities to shift to more benign practices.
f) The lake level and riparian communities:
The decline in the level of the lake during the last two years cannot be attributed to activities
supported under the LVEMP project, but clearly affects the outcome of the project. About half
the reduction in lake levels can be attributed to the drought of the last three years, and the
remainder results from over-abstraction of water for hydropower generation at Jinja, the main
energy source of Uganda.
The reduced lake level has significantly and negatively affected the communities living on the lake
shore. As the lake is shallow many places, the shore has receded several hundred meters at some
locations, leaving the landing piers on dry land. Access to the lake is more difficult and the
resulting handling of fish creates more waste and reduces quality (see attached photo from
Musoma). Some of the wetlands have dried, with the result that farming communities have started
to cultivate in wetlands (reference to photos form the Musoma and Mara Regions in Tanzania).
The receding lake shore has increased costs associated with the use and maintenance of
infrastructure for water supply. The drying of wetlands also affects fish biodiversity, wetland
fishing, and production and utilization of wetland products for handicrafts. For example, the
reduced level threatens the spawning grounds for fish, creating potentially significant risks to the
- 44 -
fishing effort.
As noted in the text of the ICR, Heads of State of the riparian countries have met to discuss the
seriousness of the declining lake level and as a result overabstraction has declined, although not to
levels sufficient to allow the level to stabilize or increase. Discussions among the riparian
countries on this problem continue.
g) Other initiatives in the basin:
Figure 4 shows that several initiatives are running concurrently in the basin, all having
environmental issues and natural resources as their main objectives. There are numerous
NGO-based activities, many supporting transboundary and regional approaches. These activities
have so far not been very actively or effectively coordinated, and this has contributed to
duplication of efforts and overlapping activities both geographically and thematically. The creation
of the LVBC in Kisumu with an explicit mandate to coordinate improves prospects for better
alignment of various efforts in the future.
- 45 -
(Partnership Agreement)
KENYA
EAC
LV Focal Point
LV Basin Commission
Ministry: The Ministry of
EAC Secretariat
Sectoral Council
Environment and Natural
Lake Victoria
Sweden (SIDA)
(of Ministers)
Resources
Fisheries
(Support in
Lake Victoria
Organisation
administration
Co-ordination Committee
Initiative
(LVFO)
and decision-
making)
(PSs, civil soc., priv, sec.)
TANZANIA
(LVI)
LV Focal Point
Sectoral
(1 member)
Committees
Ministry: The Ministry of
Norway
LV Development
Water and Livestock
Programme Unit
Secretariat of the Comm.
Development
(former)
France
(2
members
UGANDA
(2+? members)
each)
LV Focal Point
World Bank
Lake Victoria Development Programme
Ministry: The Ministry of
Water, Lands and
Environment.
East-African
The EAC
Development
Partnership Consultative
Partnership
Other riparian country
Bank
Committee (PCC)
ministries according to
needs
(1 observer
Partnership Fund Sub-
each)
Committee
Partnership
Burundi
(fund-contributing members)
Fund
Rwanda
National Stakeholder
Forums
(Once a year ?)
Various interventions, supported by
Co-opted
different sources of funding
personal
members
(invited: IUCN,
(2 members each, rotating chairmanship)
ICRAF, UNEP,
Nile Basin Initiative (NBI)
LVRLAC, ECOVIC)
NELSAP
Figure 3.1: Partnership Agreement institutional framework (as per August 2005)
Figure 3: The Lake Victoria Development Programme and the EAC Partnership (Figure from EAC Partnership
Fund Review Report November 2005, by Tore Laugerud, NCG)
- 46 -
THE LAKE VICTORIA BASIN
Water and Sanitation
Programme (WSP)
Lake Victoria
EAC-Lake Victoria
Africa
Environmental
Development Programme
Management Project
(LVDP)
EAC Partnership
(LVEMP)
Agreement & Fund
Lake Victoria Region
NELSAP
Local Authorities Co-
The Applied training
Operation (LVRLAC)
European Union Water Initiative
Project
Mt. Elgon Regional
(EUWI) Lake Victoria/Kagera
Ecosystem
Basin
Conservation
The Confidence
The Kagera River Basin Integrated
East Africa Communities'
Building and
Water Resources Management
Organisation for the
Stakeholder
Management of Lake
Involvement Project
Mara River Basin Transboundary
Victoria Resources
Association for Strengthening
Integrated Water Resources
(ECOVIC)
Efficient Water Use for
Agricultural Research in
Management and Development
eastern and Central Africa
Project
Agricultural Production
(EWUAP)
Lake Victoria Region
Sio-Malaba-Malakisi Catchments
Water and Sanitation
Transboundary Integrated Water
Initiative
The Nile Region
Resources Management and
WWF-Lake Victoria
Regional Power Trade
Development Project
Project (RPTP)
Catchment
Environmental
Cities development Strategy
Enhanced Agricultural Productivity
Education
for Improved Urban
Through Rainwater Harvesting,
Socio-economic
Programme
Environment and Poverty
Small-Scale Irrigation and Livestock
Development and
Reduction in the Lake
Management
Benefits Sharing
Numerous
Victoria Region (UN
Project (SDBS)
smaller
Strategy for Scaling up NELSAP
Ecological
initiatives
Investment Projects
Sanitation and
by NGOs
Nile Transboundary
and CBOs
Environmental Action
Market-Based
NELSAP Coordination Support
Kusa Community An Effort
Project (NTEAP)
Product
Project (NEL-CU)
Development
Towards Poverty Reduction
Around the Lake
(Kisumu District, Kenya)
Figure 4: Overview of key environmental interventions in the Lake Victoria Basin (Figure from
EAC Partnership Fund Review Report Novmber 2005, by Tore Laugerud, NCG)
- 47 -
Abandoned landing piers for boats, now far up
on dry land
Farming on previous wetland areas
Effects of reduction of Lake Victoria water level at Musoma, Tanzania (© Tore laugerud, NCG March
2006)
- 48 -
Cultivation in dried up wetlands, Musoma, Tanzania (© Tore Laugerud, March 2006)
- 49 -
Additional Annex 9. Project Timeline and Structure - Figures
Figure 1: Different Stages of LVEMP1
LVEMP1 STAGES
LVEMP1 Mid-
LVEMP1
term Review
Stocktaking
LVEMP1 Project
LVEMP-2 Preparations 3)
Document
(June 1996)
Kenya: Extension of GEF funds
Estimated
start 1 July
LVEMP1
Tanzania:
Bridging
LVEMP2
Supplementary
1)
2)
Phase
(15 yrs)
Credit
Uganda: Supplementary Credits
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
NOTES:
1): Activities continued for 8 months with counterpart funds only
2): Supplementary Credit issued in June 2004, but delayed due to bureaucratic procedures
3): LVEMP-2 preparations funded by Japan (Policy and Human Resources Development) and GEF (Transboundary Diagnosis Analysis, incl. Burundi and Rwanda).
4): In total, almost USD 85 million has been spent under the project, around 52% of this being grants from GEF, the rest being credits from IDA. The distribution of the total funds
between the countries has been: Kenya-29%, Tanzania-35%, and Uganda 36%.
- 50 -
Figure 2: Overall Project Structure
The World Bank (IDA)
GEF
Lake Victoria Environmental Management Project (LVEMP)
East African Community (EAC)
LVEMP Policy and Steering Committee
Kenya
Tanzania
Uganda
Implementing agencies
Implementing agencies
Implementing agencies
Tripartite Agreement
(Aug. 1994)
Project components:
- Fisheries management
- Wetlands management
- Fisheries research
- Catchment afforestation
- Land Use/Soil conservation
- Water quality and ecosystem management
- Industrial and municipal waste management
- Water hyacinth control
- Capacity building/riparian universities
- Micro-projects
Ministry "A"
Community "B"
Institution "C"
Stakeholder "A"
Ministry "E"
Stakeholder "N"
- 51 -
Additional Annex 10. List of Persons Contacted
Name
Position/Title
Institution
IN UGANDA
John S. Balirwa
Director
National Fisheries Resources Research Institute
(NAFIRRI), Jinja, National Agricultural
research Organisation (NARO)
Fred M. Wanda
Component Coordinator
Fisheries Research Component, FIRRI/NARO
Levi Muhoozi
Senior Research Officer (SRO)
---"---
Alice Endra
Information Specialist
---"---
Gertrude Namulemo
Research Officer (RO)
---"---
Margaret Aanyr
RO
---"---
Godfrey Mbahinzireki SRO (Task Leader Aquaculture)
---"---
Ali Olona
F&AO
---"---
Stephen Sekiranda
RO
---"---
Lucas Ndawula
SROT (Task Leader)
---"---
Moses K. Magumba
CLT
---"---
Winnie Nkalubo
RO
---"---
S.B. Wandera
SRO
---"---
Taabu A. Munyaho
RO
---"---
Konstantin Odongkara PRO (Task Leader Socio-
---"---
Economics)
Fred M. Wanda
SRO (Task Leader Water Hyacinth)
---"---
William Okello
RO, Fish Limnologist
---"---
Isaac Mukobe
Training/Outreach Officer
---"---
Patrick Bwire
A&A, System Administrator
---"---
Joyce Akunu
ROI
---"---
Mr. Raju
Chief Agronomist
Kakira Sugar Works, Jinja
Franck Ovondo
Field Assistant, Katuma
Agro-Chemical Sub-Component, Kakira Sugar
Works, Jinja
Thomas Wanyika
Executive Director
Lake Victoria Fisheries Organisation (LVFO),
Maembe
Jinja
Richard Ogutu-
Dep. Executive Director
---"---
Ohwayo
James Scullion
Project Manager
Lake Victoria Integrated Fisheries Management
Plan (IMFP) under LVFO,
MRAG/PMTC/Lemans Consortium
Francis John Oumbo
Technical Assistant
Agro-Chemicals Sub-Component, Kakira Sugar
Works, Jinja
Christopher
Quality Control Manager,
Industrial and Municipal Waste Management,
Kanyesigye
Component Coordinator
National Water and Sewerage Corporation
(NWSC), Kampala
Richard Ouo
Sen. Analyst
---"---, NWSC
Sara Tebatemwa
Principle Analyst
---"---, NWSC
Moses Bigabua
Sewerage Engineer
---"---, NWSC, Bugulobi Wastewater Treatment
Bategeka
Plant
- 52 -
Name
Position/Title
Institution
Joel Kinobe
Lecturer. Tertiary Municipal
---"---, Makerere University. Institute of
Wastewater Treatment Sub-
Environment & Natural Resources
Component
Gregory Murinzi
Laboratory Technician
---"---, NWSC (Sampling at Jinja WWTP)
Fredrick W. Kiwaszi
Regional Wetlands Coordinator
Wetland Management Component, Wetlands
(Central Region), Component
Inspection Division, Min. of Water, Lands and
Coordinator
Environment
Lucy Iyango
Wetland Community Management
---"---
Officer, Wetland Products Sub-
Component
Richard Kyambadde
Research Associate, Buffering
---"---
Capacity Sub-Component
G. Isabirye Basuta
Project Coordinator
Capacity Building/ Riparian Universities
Component, Dept. of Zoology, Makerere
University, Kampala
Yusuf S. Kizito
Associate Professor
---"---
Fredrick Bugenyi
Lecturer
---"---
Nsubuga Senfuma
Commissioner, Component
Water Quality and Ecosystem Management
Coordinator
Component, Water Resources Management
Dept., Directorate of Water Development, Min.
of Water, Lands and Environment, Entebbe
Leo Mwebembezi
Hydrologist, Task Leader
---"---
Sedimentation
Abudallah K. Matoru
Senior Analyst, Task Leader
---"---
Eutrophication
Jackson Kitamirike
Scientist, Microbiologist. Task
---"---
Leader Modelling
Patrick Kahangire
Executive Director
Nile Basin Initiative, Entebbe
Simon Thuo
Regional Coordinator, East Africa
Global Water Partnership (located with Nile
Basin Initiative)
Matthias K. Magunda Director of Research, Component
Land Use Management Component, Kawanda
Coordinator
Agricultural Research Institute, National
Agricultural Research Organisation (NARO)
Onesimus Semalulu
Head of Pollution Loading Sub-
---"---
Component
Drake N. Mubiru
Head of Agro-Chemicals Sub-
---"---
Component
Moses Isabirye
Research Officer
---"---
Keizire Boaz Blackie
Component Coordinator and Task
Fisheries Management Component, Dept. of
Leader Fish Levy trust
Fisheries Resources, Min. of Agriculture,
Animal Industry and Fisheries
Bakunda Aventino
Sen. Fisheries Officer (former Task
---"---
Leader Microprojects)
Joyce I. Myeko
National Coordinator Fisheries Co-
---"---
Management, Task Leader
Community Participation
Julius Ogwal
Task Leader Quality Assurance
---"---
- 53 -
Name
Position/Title
Institution
Jack Wadanya
Principle Fisheries Officer (PFO),
---"---
Task Leader FS/Data Collection
Rhoda Tumwebaze
Coordinator, Integrated Fisheries
Dept. of Fisheries Resources, Min. of
Management Project (IFMP)
Agriculture, Animal Industry and Fisheries
Omar Wadda
BNK, Component Coordinator
Water Hyacinth Control Component, Dept. of
Fisheries Resources, Min. of Agriculture,
Animal Industry and Fisheries
Edward Rukunya
Sen. Fisheries Officer
---"---
Gershom Onyango
Assistant Commissioner, Component Catchment Afforestation Component, Forestry
Coordinator
Inspection Division, Min. of Water, Lands and
Environment
Margaret A. Mwebesa Task Leader Catchment
---"---
Afforestation
Various
Members
Kirangira Farmers Association (a CBO),
Kabgambo Sub-County, Rakai District
Various
Members
Nyanga-Kentale Environment Group/Nursery
Group, Rakai District
Hajati Sikitoleka
Farmer
Rakai District
Harriet Nannyonjo
Sen. Operations Officer
The World bank, Kampala
Richard Olowo
Procurement Specialist
---"---
John Wambede
Operations Officer
---"---
Linu Musana
National Executive Secretary,
LVEMP National Secretariat, Entebbe
LVEMP Bridging Phase
Itaza Muhurwa
Procurement Officer
---"---
Faustino L. Orach-
Project Advisor, former National
---"---
Meza
Executive Secretary
Robert Kalama
Accountant
---"---
ELSEWHERE
Ladisy K. Chengula
Sen. Natural Resources Management The World Bank, Nairobi
Specialist. LVEMP Task Team
Leader (TTL)
Moses Wasike
Financial Management Specialist
---"---
Ernst Lutz
Sr. Sector Economist, former
The World Bank, Washington
LVEMP TTL
William Lane
Former LVEMP TTL
---"---
Richard Kaguamba
Former LVEMP TTL
---"---
Graeme Donovan
Former LVEMP TTL
Pensioner
Robert Hecky
Senior Scientist, Water Quality/
Waterloo University , Canada
Limnology
Ian Cowx
Senior Scientist, Fisheries
Hull University, U.K.
Alfred M. Duda
Senior Advisor, International Waters Global Environmental facility (GEF),
Washington
Andrea Merla
Advisor, International Waters
---"---
- 54 -
- 55 -