2002年-世界发展银行全球_Uganda___The_First_Urban_Project_2页_205kb

Uganda: First Urban Project Summary

Core Content

The Uganda: First Urban Project (23570), published in February 2002, is a report on the implementation and outcomes of a World Bank-supported initiative aimed at improving urban living conditions in Kampala. The project was part of a broader effort to promote good practice in urban development, financial management, and institutional capacity building in the Africa Region.

Main Objectives

The project had three primary objectives:

1. Improve living conditions and alleviate poverty in Kampala by enhancing urban services.
2. Improve urban financial management through the introduction of modern systems and revenue collection methods.
3. Strengthen institutional capacity for the delivery and maintenance of urban services.

During the mid-term restructuring, the objectives were slightly adjusted to emphasize:

• Strengthening the Kampala City Council (KCC) to better deliver, finance, and maintain urban services.
• Achieving demonstrable physical improvements to gain public credibility.
• Enhancing the institutional capacity of sector institutions.

Key Achievements

1. Urban Markets

• 25,000 vendors benefited from market rehabilitation.
• The project provided more lockup stalls, sheds, toilets, and administration blocks than initially planned.
• Vendors now earn an average of Ug. Shs. 5,000 per day, which is 25% more than the income of a primary school teacher.
• Self-help improvements in markets like Nakawa and Kabalaga were initiated by vendors.
• Markets such as New Taxi Park and Kisseka employ over 2,000 people.

2. Solid Waste Management

• The KCC increased waste disposal operations by 100%.
• Solid waste management improved significantly, resulting in wider coverage and compliance with environmental regulations.
• 13 private firms were involved in refuse collection, with direct fees from beneficiaries.
• Landfill management was contracted out, and private refuse collection was piloted with positive outcomes.

3. Roads and Drains

• 45 km of bitumen roads and 27 km of gravel roads were rehabilitated.
• An additional 120 km of bitumen roads and related drains received routine maintenance.
• The flow of traffic in Kampala improved significantly.

4. Urban Land Management

• Topographical mapping of Kampala facilitated the development of structure plans and area development plans.
• Pilot projects were implemented in four parishes as part of this planning process.

5. Urban Financial Management

• Realistic budgets and cost center budgeting were introduced.
• Revenue collection increased by 310%, from Ug. Shs. 5.22 billion (1991/2) to Ug. Shs. 16.17 billion (2000).
• Street parking charges became a new revenue source, contributing 3% of total revenue.
• Computerized receipts improved financial transparency and timeliness.

6. Capacity Building

• 2,748 participants received in-service training between 1992 and 1995 in areas such as financial management, computer systems, operations, and maintenance.
• Senior staff attended training programs in Africa and Europe.
• Technical cooperation with the Kirklees Metropolitan Council (UK) provided support in solid waste management, contract design, and organizational development.

7. Organizational Streamlining

• Decentralization of functions was a key achievement.
• The organizational structure was aligned with the Strategic Framework for Reform (SFR).
• Staff numbers decreased from 5,500 in 1990 to 1,300 in 2000.
• Average wages increased from Ug. Shs. 0.66 million (1990/91) to Ug. Shs. 4.23 million (1999/00).

Lessons Learned

• Project design should align with the prevailing economic policy environment, especially as private sector participation grows.
• Involvement of elected council members from the start is critical for ownership and accountability.
• Political dimensions of development must be openly recognized to promote good governance.
• The Strategic Framework for Reform (SFR), developed in-house by KCC staff, was essential for guiding the project.
• The continuation of the Project Coordination Unit under the Ministry of Finance was outdated, and KCC was given full responsibility post-Mid-Term Review.
• Informed public and appropriate incentives can drive reforms within the organization.
• Qualified procurement staff are vital for project success, and a short-term consultancy would have improved the initial implementation.

Conclusion

The Uganda First Urban Project demonstrated the importance of institutional capacity building, financial reforms, and community engagement in urban development. It also highlighted the need for flexibility in project design, alignment with local governance structures, and effective procurement processes to ensure long-term success and sustainability.