Progress Report on European Union-Funded Project in Karene District, Sierra Leone
The joint progress report highlights the implementation of the Empowered Karene District Council for Efficient Service to Citizens project funded by the European Union. The report covers activities such as internet installation, training of rice farmers in agronomic practices, support for farmer groups with inputs, and establishing a website and social media presence. These efforts aim to enhance communication, knowledge, and resources for improved agricultural practices and community development in Karene District.
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European Union Karene District Council SUPPORT TO CIVIL SOCIETY AND LOCAL AUTHORITIES FOR LOCAL DEVELOPMENT IN SIERA LEONE KARENE DISTRICT EU GRANT IMPLEMENTATION JOINT PROGRESS REPORT REPORTING PERIOD: march- October 2022 By: MOHAMED MOMOH FODAY DEVELOPMENT PLANNING OFFICER Karene district council Date: 12TH October 2022
PROJECT PROFILE PROJECT PROFILE OBJECTIVE OF THE REPORT To provide an overview of the current TITLE OF THE ACTION: status of the European Union funded Empowered Karene District Council for Efficient Service Citizens project implementation by the Karene Delivery to the District Council and the Inter Aide Sierra PROJECT PROJECT COST COST : : 1 1, ,050 050, ,000 000 Leone. PROJECT DURATION: 30 2021 2021- -November November 2023 30 Months Months (May (May Progress made towards implementation in 2023) ) the period between March and August FUNDING FUNDING AGENCY AGENCY: : European Union 2022, in order to measure and acknowledge the impact of activities CONTRACT CONTRACT FED/2021/424782 NUMBER NUMBER: : implemented during this period. PROJECT LOCATION: Karene District IMPLEMENTING IMPLEMENTING District District Council AGENCY AGENCY: : Karene Karene Council
Implementation UPDATE Implementation UPDATE NO ACTIVITY KEY RESULT/ACHIEVEMENT PICTURAL EVIDENCE 1 Internet Installation cost with 3 years Subscription A strong wireless internet facility installed in the Karene District Council office building and is up and running. Facilitated fast electronic transmission of information and effective internal and external communication among council staff and external stakeholders. 2 Train community rice farmers in good agronomic practices The comprehensive training of farmers on good agronomic practiceswhich has been rolled out, targeted 65 crop farmers of which 40 were female and 25 were male, from 21 different registered farmers groups (FBOs) across the district. Improved farmers' skills and knowledge in areas such as planting techniques, irrigation, pest and weed control, fertiliser application, storage after harvest, processing and packaging.
Implementation UPDATE Implementation UPDATE NO ACTIVITY KEY RESULT/ACHIEVEMENT PICTURAL EVIDENCE 3 Support farmers groups with farm inputs Essential firm inputs such as seedling (Seed rice, maize and groundnut), Chemicals (Organic fertilizers, Agro-chemicals ) and Simple farm tools (small and big hoes, harvesting knives and Matches) were procured and supplied to the 21 farmers groups that was trained on best agronomic practices. Increased access to essential farm inputs and improved performance of farmers, with support from the EU. 4 A website and other social media platform including Facebook , Twitter and an Instagram account have been established. Website design and subscription of Facebook (3 years) Effective communication and visibility of the EU, the council and other donor partners support s programmes /projects have improved significantly.
Implementation UPDATE Implementation UPDATE NO ACTIVITY KEY RESULT/ACHIEVEMENT PICTURAL EVIDENCE 5 one (1) property roll register has been established, installed and functioning. The established new technology (cadastral system) has improvedcouncil s collection of internal revenue. Establish a Cadastral system to enhance revenue mobilisation from property rates. 14 core staff of the council (1 Female & 13 Male) including support staff with particular focus on staff of the valuation unit trained on the use of the system. As a consequence, these staffs are effectively supporting the council s revenue mobilisation efforts 6 Increased awareness on the relevance of paying taxes. Sensitize communities on the relevance of paying taxes to the Council and other services available by the council This activity also resulted in significant proportion of the population paying taxes, enabling the council to improve revenue collection by 15%. With a total sum of NLe 32,000 collected so far from August to October 2022.
Implementation UPDATE Implementation UPDATE NO ACTIVITY KEY RESULT/ACHIEVEMENT PICTURAL EVIDENCE 7 Organize quarterly experience sharing meetings with other councils One study and experience sharing visit has been conducted at the Kenema District Council whose staff has extensive experience in decentralization and proven record of effective delivery. Improved capacity of council staff and experience in local governance and decentralization processes.
INVESTMENT PROJECT INVESTMENT PROJECT OVERVIEW With portion of the EU grant , Karene District council shall be implementing four investment projects in this second year of the implementation cycle, including two Investments that generate revenue in a sustainable way; Construction of grain stores and drying floors, Construct culverts on the selected feeder roads, Construct one modern Market and stalls to support farmers and Traders in the District, Refurbish Community Hall and Construct Perimeter Fence around for better use and income generation. Progress made so far: Assessment and identification of culvert points for construction Land for the construction of the proposed market and stalls acquired The engineer has developed the architectural design of the community hall to be refurbished PROPOSED DESIGN CURRENT STATUS
CHALLENGES AND OR CONSTRAINTS CHALLENGES AND OR CONSTRAINTS Time lines for some process generates into the implementation period, and the unexpected delays imped the timely and smooth implementation of some activities. It is however challenging to a very large extent for the council administration to use the one vehicle acquired to effectively undertake administrative, and project joint monitoring activities since the vehicle is assign to the chairman, considering the numerous equally demand for the use of the one vehicle available at the council. Management Strategy: The CA requested the DHMT, to assist the council with one vehicle that is current being used for administrative and field operations Human Resource capacity: Too much work load on M&E Officer doubling as DPO , managing the EU project and other GoSL and partners projects, which also contributed to the slow pace of the implementation. Management Strategy: The Gender Officer was internally appointed by the CA and Chairman to assist the DPO with other responsibilities. Revenue Mobilization and Collection: There was low level of compliance by residents to the payment of taxes especially on properties. Management Strategy: In addition to the Valuation Officer and IEC, the council involved other key stakeholders like the youth, CSOs, Councillors of revenue mobilization committees, Chiefs and market women as actors in the sanitization and the radio discussion programmes which contributed immensely to building public trust and confidence of citizens in the Karene District Council. Delay with the Bank to issue cheque after request, contributes to the late implementation of some activities. The raining season affects some activity implementation
PLANNED ACTIVITY THAT COULD NOT BE IMPLEMENTED PLANNED ACTIVITY THAT COULD NOT BE IMPLEMENTED ACTIVITY: Provide support to the District Coordinating Committee to conduct bi-weekly field visits to monitor the effectiveness of the COVID-19 preventive measures ACTIVITY: Rehabilitate feeder roads in the district REASON FOR NOT IMPLEMENTING: Council is already receiving support from the RMFA. REASON FOR NOT IMPLEMENTING: Delay to access fund at the bank for implementation, due to the lack of cheque book at the bank at time of request. WAY FORWARD: The cost of this activity will be reallocated to the refurbishment of the hall, which is focus to boosting the revenue base of council, since it was not costed during the budget planning process. The time line `of implementation generated into the Termination of DECOVERC staff contract operation in the district. WAY FORWARD: Provide budgetary allocation for Induction Training of newly inducted Councillors .
EMERGING OPPORTUNITIES EMERGING OPPORTUNITIES Karene District Council has a youthful vibrant and development oriented Councilors and committed staff with high energy to work. Effective coordination, collaboration and cooperation of CSO and IPs, through the established DDCC structure in the district. Continuous stakeholders commitment and support towards the project implementation. Continuous and effective technical backstopping from the MLGRD and EU-PMU. The availability of local materials such as Land, Sand, Board and Stone for the implementation of works projects. The capacities and competencies of staff developed through tailor-made capacity development programmes with a view to secure smooth implementation of the project. The EUD approval of No-Cost extension of action. The availability of additional funds for expansion. Significant proportion of the population being conversant with the relevance of paying taxes, most especially on properties. The Peace and stability in the district and the Country as a whole. The review of the LGA 2004 ,
LESSON LEARNT AND BEST PRACTICES LESSON LEARNT AND BEST PRACTICES Although key challenges have been addressed with relevant corrective measures, it is highly recommended to take the following lessons learned into consideration while conceptualizing and implementing similar implementation Project will improve the quality of the services. LESSON LEARNT BEST PRACTICES The strong network and synergies established, laid the premise for traditional authorities (PCs) to donate Six (6) archers of land to the Karene District Council for the construction of the proposed market and stalls. The participatory approaches in the implementation is essential as it supports a joint sense of ownership of decisions and actions. The regular coaching and technical assistance provided by the PMU strengthen the capacity of staff for successful implementation. The establishment of project management unit in the council, enhanced the smooth implementation of the project and kept it on track. The involvement of right stakeholders to overcome informality In order to promote project visibility, the Council established clear and constant communication with project stakeholders for every activity implementation. There was also a general perception and high expectation of certain stakeholders in the implementation. Misconception about project implementation procedure: Most stakeholders are not very much familiar with the EU grant implementation procedures, which makes them perceive the council is unnecessarily delaying the implementation of the investment projects i.e. the Market Construction
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