CAPACITY DEVELOPMENT WORKPLAN FOR THE CLEAN
DEVELOPMENT MECHANISM IN UGANDA
Prepared by:
Uganda Management Institute ( UMI)
Supported by:
UNEP Collaborating Centre
on Energy and Environment (UCCEE)
Coordinated by:
Department of Meteorology
Ministry of Water, Lands and Environment
May 2003
i
ITEM
TABLE OF CONTENTS
PAGE
1.0
1.1
1.2
1.3
Introduction and Background ………………………………………
Introduction ……………………………………………………………………………..
Background ……………………………………………………………………………..
Structure of the plan……………………………………………………………………
1
1
1
2
2.0
2.1
3
2.2
2.3
2.4
2.5
2.6
The National Context ………………………………………………………………
Economic performance & Policies of enhancing environmental
Management
……………………………………………………………………
Population ……………………………………………………………………………..
Uganda’s key development objectives……………………………………………
Key areas of economic importance ………………………………………………
Energy sector
……………………………………………………………………
Transportation sector………………………………………………………………….
3.0
3.1
3.2
3.3.
On-going and Up-coming projects related to CDM ……………
On-going projects ………………………………………………………………….
Up-coming projects ………………………………………………………………….
Other possible CDM projects
………………………………………………
7
7
7
10
4.0
4.1
4.2
4.3
Stakeholder analysis
……………………………………………………………
Potential stakeholders of CDM and their mandates …………………………
Other potential stakeholders of CDM
……………………………………..
Consolidated CDM stakeholder analysis matrix ……………………………….
11
11
18
19
5.0
5.1
5.2
Public and private sector institutions evaluating
& certifying projects ………………………………………………………………
Public sector institutions evaluating and certifying projects ……………
Private sector institutions evaluating and certifying projects …………
24
24
26
6.0
6.1
6.2
6.3
6.4
Project development ………………………………………………………………
Public sector Agencies ……………………………………………………………….
Donors
…………………………………………………………………. ………..
Private sector agencies
…………………………………………………………
Non governmental organisations …………………………………………………
26
26
28
28
28
7.0
The roles and composition of Designated
National Authority (DNA) …………………………………………………
The Roles of DNA ………………………………………………………………
Generic models of DNA …………………………………………………………
Selection of DNA Coordinating Institution ………………………………
Institutional Interpretation of DNA in Uganda ………………………..
Institutional size of DNA …………………………………………………………
Ownership of CDM concept ……………………………………………………
29
29
31
32
33
34
34
7.1
7.2
7.3
7.4
7.5
7.6
3
3
3
4
5
6
i
8.0
Workplan
………………………………………………………………
8.1
8.2
8.3
Component 1: Establish and capacitate ……………………………
Component 2: Imparting project development skills ………
Implementation …………………………………………………………
34
35
38
39
Appendix 1:
List of potential CDM Stakeholders …………….
48
Appendix 2:
List of stakeholders consulted …………………
49
ii
CAPACITY DEVELOPMENT WORKPLAN FOR THE CLEAN DEVELOPMENT
MECHANISM IN UGANDA
1.0 Introduction and Background
1.1.
Introduction
This document presents a multi-year work plan for capacity building of Uganda
to enable the country access the Clean Development Mechanism (CDM). This
plan is developed and will be implemented within the framework of a project
'capacity development for the clean development mechanism' being implemented
by the UNEP Collaborating Centre on Energy and Environment (UCCEE).
The project is being implemented with financial support from the Dutch
government. Twelve developing countries - five in Africa, three of which are in
Sub-Saharan Africa will benefit from the project. The project began in May 2002
and is ending in 2005. The project has two main objectives namely to develop
skills in project development and to establish the Designated National Authority
(DNA) both of, which are pre-requisites for accessing CDM. In Uganda the
project is hosted by the Department of Meteorology, Ministry of Water, Lands
and Environment as it is the focal point for UNFCC.
Due to the differences across the different couuntries in the project, a need for a
work plan that reflects the specific needs of each country was recognised.
Hence the 1st phase of the project (May - December 2002) was dedicated to
development of such a work plan. In acknowledgement of the importance of
local circumstances, the plans are being developed by national institutions with
technical support from regional institutions and the UCCEE. The Energy
Research and Development Centre (EDRC) of the University of Cape Town in
South Africa is the regional centre supporting the Uganda Management Institute
(UMI) to develop the work plan for Uganda. The plan has been developed using
a consultative approach to assess capacity building needs of stakeholders. This
was done through interviews.
The draft was then distributed to these
stakeholders for comments prior to holding a workshop where the stakeholders
would provide feedback on the draft.
The plan elaborates on the process needed to establish a DNA based on a
thorough institutional analysis and guided by the principle of institutional
sustainability in an environment of scarce resources. The plan also provides
activities needed to build capacity on CDM project development of targeted
stakeholders based on current engagements and available resources.
1
1.2
Background
The UNFCCC, which was opened for signature after adoption in 1992 came into
force in 1994 aims at stabilizing concentration of greenhouses gases in the
atmosphere and commits parties to implement it. The Government of Uganda
(GoU) signed and ratified the convention on 13th June 2002 and 8th September
1993 respectively. The convention makes it possible to adopt additional
commitments in response to changes in scientific understanding and political will.
Subsequently in December 1997, at a conference held in Kyoto, Japan, a
decision was made to adopt the Kyoto protocol under which industrialized
countries would reduce their combined greenhouses emissions by at least 5%
compared to 1990 levels in the period 2008-2012.
The Kyoto protocol, which was opened for signature in 1998, has three markets
based mechanisms aimed at achieving cost-effective emission reductions. They
include: International Emission Trading (IET), Joint Implementation (JI) and
Clean Development Mechanism (CDM).
The CDM as stated in article 12 of the Kyoto Protocol allows governments or
private entities in industrialised and developing countries to implement emission,
reduction projects in developing countries and receive credit in the form of
“Certified Emissions, Reductions” or CERs, which may count against Annex 1
Parties reduction targets. The CDM should promote sustainable development in
developing countries, while allowing developed countries to contribute to the
goal of reducing atmospheric concentrations of green-house gases. The CDM
therefore offers an opportunity to make progress simultaneously in climate
change, development and local environmental issues.
The Marrakech accords have provided a regime to make CDM operational and
parties can get certified emission reduction units retroactively for projects
starting from the year 2000.
In order to participate in the CDM, countries must meet three eligibility criteria –
namely voluntary participation in CDM, the establishment of a Designated
National Authority (DNA) and ratification of the Kyoto protocol. The GoU acceded
to the Kyoto Protocol on 25th March 2002. Uganda is yet to establish the DNA
that will promote implementation of CDM projects.
1.3
Structure of the plan
This plan is organised in eight Sections. Section two deals with the national
context focussing on Uganda’s economic performance and policies for enhancing
environmental management, its population, key development objectives, key
areas of economic importance as well as the energy and transportation sectors.
2
Section three focuses on on- going and up-coming potential CDM projects.
Section four is an analysis of the mandates of potential key stakeholders of CDM
and their existing capacities and competencies. Section five is a continuation of
the institutional analysis which looks at public and private sector institutions
evaluating and certifying projects/ programmes in Uganda. Section six analyses
agencies involved in project development from the public sector, private sector,
donors and the NGOs. Section seven covers roles and composition of DNA.
Section eight shows the manner in which the project will be implemented,
specifically pointing the activities to be undertaken to establish the DNA and
develop capacity for project development in Uganda.
2.0 The National Context
2.1
Economic Performance and Policies for enhancing Environmental
Management
Since the late 1980’s there has been great progress in economic growth and
development of Uganda. On average the economy has grown at a rate of 6.5%
per annum over the last 10 years. Programmes such as Poverty Eradication
Action Plan, Universal Primary Education, Plan for Modernization of Agriculture
and the Basic Health Package, plus reforms such as decentralization and
liberalization have been instrumental in bringing about positive socio-economic
change which is inextricably linked to the environment. Newly developed policies
such as Population Policy, Health Policy, Gender Policy and Youth Policy, Disaster
Management and Preparedness Policy, Forestry Policy, Environment Policy,
national Water Policy, Energy Policy, National Wetlands Policy and the Policy Goal
on climate monitoring are guiding the direction of environmental management
and climate change in Uganda.
2.2
Population
Uganda’s population size according to the 2002 population and Housing Census
stands at 24.6 million with an annual growth rate of about 3.3 % which is higher
than 2.6% and 1.7% for sub-Sahara Africa and Low-Income countries
respectively. Low level of income is reflected in per capita income (about US$
300) and revenue/GDP ratio of about 11.3%.
2.3
Uganda’s Key Development Objectives
The constitution of Uganda is the overall legal basis for government to plan and
implement development initiatives aimed at improving the conditions of the
people in Uganda. This is explicitly defined in the National Development
Objectives and Directive Principles of State Policy. The Constitution obligates the
state among other things to take measures aimed at protecting and preserving
3
environment from abuse, pollution and degradation; and management of the
environment for sustainable development and promotion of environment
awareness in Uganda.
The people of Uganda defined their development aspirations in the Uganda
Vision 2025 report. The key concern of the report is elimination of mass poverty.
Consequently, the government developed a Poverty Eradication Action Plan
(PEAP) which is the Government’s consolidated response to the question of
poverty in Uganda. It provides the overall framework within which the
government’s planning and programming of development interventions take
place. It guides the identification of priorities, allocation of resources as well as
the assessment of progress and impacts of government development
programmes, among others. As a mechanism that aims at meeting sustainable
development goals, CDM is expected to fit within the PEAP framework. The
capacity building effort should hence be structured so as to contribute towards
PEAP goals. The PEAP is constructed on four pillars – namely; Sustainable
economic growth and structural transformation; good governance and security;
increased ability of the poor to raise their incomes and improved quality of life of
the poor. While CDM must directly relate to pillar four which in particular has
among other things the components of conservation of natural resources and the
environmental and disaster management all the four pillars of necessity have
environmental applications in particular green-house gases emissions.
2.4
Key areas of economic importance
Agriculture is the backbone of Uganda’s economy. It constitutes about 81% of
the labour force. Agricultural performance fluctuates with climate variability, an
aspect that is not well reflected in the PEAP. The contribution of agriculture to
total GDP decreased from 45.7 percent in 1995/96 to 41.5 percent in 1999/00.
Productivity is also adversely affected by rudimentary means of production and
poor market and storage infrastructure. Government is committed to
modernisation of agriculture and has designed an implementation plan which
should be operationalised soon. The government’s initiative to modernise the
Agricultural sector through the plan for modernisation of Agriculture (PMA) within
the decentralised framework has called for the establishment of the National
Agricultural Advisory Services (NAADS) which aims at enhancing sustainable rural
livelihoods by increasing agricultural productivity and profitability.
Another growing area of economic interest is the tourism industry which is
however also vulnerable to climate change because climate change impacts on
the game and their movement as well as other bio-diversity species. Moreover
a good climate attracts the inflow of tourists.
4
Table 1:
GDP at Factor cost at constant 1991 prices and percentage
contributions
Sector
1995/96
1996/1997
1997/98
1998/99
1999/000
Total GDP
2,852,756
2,982,180
3,143,090
3,375,940
3,546,662
Agriculture
45.7%
44.2%
42.7%
42.5%
41.5%
Mining and Quarrying
0.4%
0.6%
0.7%
0.7%
0.7%
Manufacturing
7.9%
8.6%
9.3%
9.7%
10.0%
Electricity and Water
0.9%
1.0%
1.0%
1.0%
1.1%
Construction
7.5%
Wholesale,
retail,
Hotels & Restaurants
14.8%
Transport
and
Communication
4.7%
7.7%
7.9%
7.9%
8.1%
14.6%
14.7%
14.9%
14.9%
5.0%
5.2%
5.2%
5.4%
Community services
11.8%
Rent
and
owneroccupied
6.2%
Dwellings
11.9%
12.0%
11.7%
11.6%
6.4%
6.5%
6.5%
6.6%
Total GDP%
100%
100%
100%
100%
Source:
2.5
100%
Uganda Bureau of Statistics
Energy sector
Energy is a crucial ingredients in national development. One of the main
indicators of economic progress and the results of development of a country is
the per capita energy consumption. The total energy consumption of Uganda in
2001 is estimated to be 294.2 Peta Joules. Per capita energy consumption is
12.91 Giga Joules. In a similar way the stage of development of a country can
often be gauged by its level of consumption of commercial energy.
Uganda’s energy mix comprises of biomass, petroleum and electricity. Biomass is
the main source of primary energy contributing about 92.8 %, petroleum 6.1 %
and electricity 1.1 %. Biomass is mostly used in the rural households. Uganda
faces significant constraints to continued rapid economic development due to
lack of sufficient electric power both in urban and rural areas.
5
The government has realized the importance of energy in national development.
With assistance from various sources, the energy supply in Uganda will be
increased especially in the rural areas where most of the population lives.
However, there is increasing recognition of the need to eliminate residual/ fuel oil
in order to reduce the amount of GHG emissions. To this end, the following
mitigation options and measures are being considered.

Fuel oil has been used mostly in agro-based industries such as tea and sugar
processing plants. Fuel wood, which is cheaper and considered as a
renewable energy resource is now, preferred to fuel oil and residual oil in
process that requires heat.
Uganda still has undeveloped hydroelectric resources mostly, along the Nile
River. Studies have proposed the development and implementation of an
enhanced rural electrification programme to improve the electrification
coverage from the currrent 1% to 10% by the year 2012. This strategy is to
be combined with grid extension, and development of small-scale hydropower in areas remote from the nation grid as well as the use of solar
photovoltaic systems.
2.6

For reduction of GHG in the rest of East African a hydro-power export
strategy under East African power study identifies potential sites. This include
450mw Kalagala, 180MW Karuma, 250MW Bujagali, 642 MW Murchison Falls.

The Rural Electrification strategy and plan covering the period between 2001
and 2010 incorporates the use of solar and wind energy. It is estimated that
over 25,000 solar units have been installed in homes over the last decades.
Government commissioned the Uganda alternative Energy Resource
Assessment and Utilisation study. This will assist Government to formulate a
flexible least Cost Alternative Energy Resources Development Programme
(AERDP) that can be swiftly adapted to changing conditions including
adaptation to climate change. The AERDP covers a 15 year period (20052020).
Transportation sector
Considering that traffic congestion in the capital city of Kampala leads to an
incremental fuel consumption of approximately 10 to 15% (Rendal Palmer and
Tritton1994) it was proposed that ethanol from sugar processing may be blended
at a level of 15% for all petrol by the year 2020( ethanol blended with petrol to
20% does not require petrol engine modification. Currently, however, the
estimated cost of ethanol production in Uganda is still far beyond equivalent
amounts of petrol.
6
3.0
On-going and Up-Coming Projects related to the CDM
Most of the projects that consider environmental effect of energy were funded
under the Global Environment Facility (GEF) and of recent the Carbon Prototype
Fund. under these funds, projects are supported on the base of GHG emission
abatement. The main types of greenhouse gas under consideration in Uganda
are carbon dioxide and methane. Carbon dioxide sequestration projects in the
forest sector have also been implemented.
The areas of GEF support fall under the following.



3.1
hydro power generation under Independent Power Producers and for the
main grid.
stand alone solar home systems
power generation from sugar mills (accounting from 20% of GEF funding)
On-going projects
 Uganda Photovoltaic Project for Rural Electrification (UNDP/GEF) US$ 1.8m






3.2
(on going and will be linked to ERT programme)
Bushenyi and Rukungiri Rural Electrification Project. The capacity about
5MW. The project cost $6.5 to $7.25m. To be implemented by the Uganda
Rural Electrification Company Limited.
Kakira Biomass Cogeneration Capital cost estimate 14 MW, US$14m in the
first phase. The phase will generate 20-25 MW.
Nyakak Hydropower Scheme and 1.5 Hydropower plant at Olewa, in addition
2.5 MW diesel generation.
Kasiizi Micro-hydro Electrification Project. Will be developed by the Kisiizi
Hospital. Additional 150 KW to the existing 60 KW micro hydro plant.
Global Life Stock Group- Improved animal feed
Uganda Wild Life Authority, Forest Department and FACE
Up-coming projects
 PV solar systems under ERT, US$10.80 million.
 Mount Elgon Power Company, power supply in Mbale.
 Hydro power supply to the following areas Buseruka, Masindi, and Hoima.
The UPPPRE is a pilot project whose goal is to establish the foundation for the
sustainable use of solar photovoltaic (PV) technology for rural electrification in
Uganda.
7
It is designed to demonstrate the financial and institutional mechanism that will
provide PV-based electrical services on a commercial basis to households,
businesses and communities in rural and peri-urban areas, which are not
projected to have access to grid-based electricity in the foreseeable future. The
targets end users which have the ability and willingness to pay the unsubsidised
cost of the PV systems.
In support of the UPPPRE, the Global Environment Facility (GEF) has provided
US$1.8m for the provision of technical assistance, training, information collection
and dissemination. The Government of Uganda is providing US$200,000 to
cover local costs. In addition, a $500,000 PV credit fund has been provided by
the UNDP Kampala office, form its TRAC resources to promote the provision of
loans through local financial institutions to communities, business and
households for the purchase of solar PV systems.
The development objective is to provide basic electrical services to those rural
areas of the country, which are not projected to have access to grid-based
electricity in the foreseeable future through the use of affordable,
environmentally benign solar PV technology, which will reduce greenhouse gas
emissions significantly. The project will serve as a demonstration of an
innovative, sustainable alternative to grid-based electrification, which will have
applications elsewhere in Africa and in other developing countries.
 Africa Rural and Renewable Energy Initiative (AFRREI)
AFRREI is a World Bank project whose aim is to:
 Improve rural quality of life and facilitate significant rural non-farm income by
accelerating rural electrification, including from photovoltaic systems, with a
tentative target of increasing rural electrification access from about 10% by
2010.
 Develop Uganda’s indigenous, renewable energy resources on a cost-effective
basis, with a tentative target of about 70MW of power generation from small
renewable energy resources by 2010.
The project will help in reducing carbon emissions in the domestic sector. The
lighting appliance is the most common emitter of GHS from the household due to
the burning of the kerosene.
 Estimated PV Installation AFRREI Programme
The installation of the PV system stated under the UPPPRE Programme. It
expected to end in the year 2001. Thereafter AFRREI is assumed to have taken
off.
In the lifetime of the UPPPRE 2000 households are expected to have
8
installed the PV system, while AFRREI is to benefit 70,000 households with-in ten
years from its inception. The project component is about US $10.80m.
The two projects UPPPRE and AFRREI will benefit about 72,000 households. The
PV can replace the traditional energy sources of energy for lighting in the
household. At the end of the project in the year 2011, traditional sources of
energy used for lighting primarily kerosene lamps and candles, will be displaced
by PV systems, resulting in reduction of CO2.
 West Nile Hydro Power Project
Power supplies to the West Nile is planned along developing a run-off hydro
power station with capacity of 5.1 MW on River Nyagak in Nebbi District, and a
1.5 MW mini-hydro plant at Olewa in Arua District. The power will be developed
by an Independent Power Producer (IPP) concessionaire who will benefit from
the smart subsidies to be extended to the rural electrification fund, under the
Energy for Rural Transformation (ERT) Programme. The Prototype Carbon Fund
(PCF) has reached an agreement with the Government on an emission
reductions purchase from this project.
 Kakira Co-Generation
Kakira Sugar Works intents to increase sugar production to satisfy local demand
of sugar and to reduce imports and possibly export sugar in the future. This will
be through more intensive agriculture with irrigation and increase in the
sugarcane acreage. There are two main by products from the sugarcane. The
molasses which is a source of ethanol and bagasse which is used for thermal
generation of steam. The steam is used for processing sugar and power
generation. Excess bagasse, which is disposed off, can be used for electricity
generation. The co-generation capacity is about 14 MW. The estimated cost of
the project is US$ 14 m. In future power generation can be increased to 35-40
MW.
 Kisiizi Project
This is a small project in which Kisiizi hospital intents to increase hydropower
generation from the present 60KW to about 200 KW and sale excess electricity to
the neighbouring communities and commercial enterprises that are located
within the vicinity. The cost of the project (US$300,000?).
 Bushenyi/Rukungiri Electricity Project
This is one of the projects to be developed by the Uganda Rural Electrification
Company Limited with support from ERT. It is based on building a 5.5 MW run
off-river hydro power plant on Ishasha River in Nanungu District. The power will
9
be distributed to Kanungu, Rukungiri and Bushenyi Districts. The surplus will be
fed to the national grid. The estimated cost of the project US$14.5m. The ICF
will support a commercial viable-with some capital cost subsidies and power
distribution.
 HydroPower Generation and Supply Project at Buseruka, Hoima
District
The Hydromax Limited is planning to develop a hydropower plant with installed
capacity of 15.3 MW at estimated cost of US$22.9 . The estimated energy
production is 81.2 GWh/y. This project was among the three projects selected
for pre-feasibility studies in the SWECO International study of Potential Hydro
Power Sites.
 Mount Elgon Hydro Power Development
The project is to be developed by entrepreneurs and Government officials of the
Mbale District. The power produced will be supplied in the Mbale and Kapchorwa
districts with an estimated demand of about 10 MW in the year 2005. The
following plants will be developed: Kapchorwa plant with capacity 3.3 MW.
3.3
Other possible potential CDM projects
There are also other possible CDM projects that came through the Uganda
Investment Authority. They include:
 Busoga Forest Company Limited is being promoted by a Norwegian investor. It will
be dealing in commercial forests and will be implemented by Bukaleba Forest
Reserve in Mayuge District.

Institute Fur Umwelt Und Entwicklung (IUE) is being promoted by a German
investor. They are targeting commercial forest and are planning to implement a
project at Kikondwa Forest Reserve in Mubende District.

Global Livestock Group is being promoted by a Canadian firm. Their main area of
interest is production of improved animal feed. It is expected that the animals
feeding on such feeds will produce less methane than conventional feeds. They are
working closely with individuals based in the Faculty of Veterinary Medicine
Makerere University and other professional from National Agricultural Research
Organisation (NARO).

Kampala Jellitone Supliers Limited are interested in production of Biomass Fuel
Briquettes from agricultural waste. It is a local firm based at Natete Kampala.
10

Bakojja Wood Country Ltd is a locally funded firm interested in commercial forestry.
It activities will be allocated in Mubende District.

KAMOBUSE Investments Ltd is a locally funded firm interested in mass transport.
The use of public means of transport will reduce the use of smaller capacity
vehicles. But implementation of such a project may not be easy due to a growing
number of private minibuses
4.0 Stakeholder Analysis for CDM Institutional set-up
4.1.
Potential Stakeholders of CDM and their mandates
Promotion of the implementation of CDM projects in Uganda for enhancing
environmental quality and sustainable development is dependant on a multidisciplinary and holistic approach to development which requires institutional
collaboration and coordination of different stakeholders. In Uganda, there are
different institutions/organisations responsible for environmental management
and contributing to sustainable development. Their mandates are different on
different aspects of environmental management in general and it is from this
perspective that these are evaluated as potential stakeholders in
operationalisation of CDM.

National Environment Management Authority (NEMA)
One of the important outputs of the National Environment Action plan (NEAP)
process was the establishment of NEMA by the National Environment statute
1995. NEMA’s mandate is to coordinate, monitor and supervise environmental
management in the country.
The essence in establishing NEMA was to build capacity for co-ordinated planning
and management of environmental resources at all levels of government. By
implication, NEMA is not an implementation agency and is therefore expected to
work in liaison with lead agencies, local authorities, NGOs and private sector.
NEMA ensures that EIA is undertaken and it is the responsibility of the developer
(from the private and public sectors) to do an EIA. NEMA then reviews the
reports and undertakes field inspections to verify the claims made. After that, the
Executive Director makes one of the following decisions: outright approval,
approval with conditions, refer back the project for additional information/
verification of facts, approve part of the project or rejection of the project.
Nema could therefore play an important role of ensuring that CDM investments
are environmentally sound and compliant. However, it was acknowledged that
staff responsible for EIA are weak in internalising and applying concepts relating
11
to GHGs and baseline evaluation. The staff has the willingness to learn new
knowledge and skills in these areas.

Ministry of Water, Lands and Environment
The Ministry is mandated to promote and ensure the rational sustainable
utilisation and development; and the effective management and safeguard of
land and water resources and the environment for social and economic welfare
and development as well as regional and international peace. Including the
utilisation of weather and climate information for sustainable development.
The mandate of the ministry shows a lot of scope for participation in the
approval /registration of CDM investment and promoting policies, standards,
plans and guidelines that enhance CDM investments in the country. CDM being
a new concept, the Ministry staff needs to be sensitised on the concept and
practice of CDM for their effective participation in the DNA.

The Forest Department
The forest Department (FD) is currently under the Ministry of Lands, Water and
Environment and it is being restructured to create a National Forest Authority.
According to the Forestry Department’s Standing orders (DSOs) 1997, the Forest
Department is broadly mandated to:
-
Protect and manage forest reserves, control of harvesting of trees on public
land and advise on sound management of private forests.
-
Carry extension services and collaborate with the local communities.
In line with the objectives of CDM, the Forest Department has of late been
encouraging collaborative forest management (CFMA). It has for example signed
formal community Forestry Management Agreements using the permit system
under the Forest Act, and the forest rules. Examples include:
-
CFMA between FD and Nyangole B village regarding the management of
Tororo central Forest Reserve.
-
CFMA between FD and Bamusili village regarding the Management of
Namatale Forest Reserve.
-
Permit to farmers to reforest peri-urban reserves.
12
Although the impact of most of these approaches are yet to be seen on the
ground, it is nonetheless a positive step in the right direction. However, in the
case of peri-urban undertakings, there is evidence that private sector is now
superceding FD in plantation.
In the interest of CDM in Uganda, the Forest Department or the impending
National Forest Authority (NFA) could be part of the DNA in the
Approval/registration and promotion of CDM investments. However, it needs
knowledge and skills in baseline evaluation, project development, monitoring and
evaluation as well as marketing.

The Department of meteorology
The Department of Meteorology exists “to maintain a well developed weather
and climate monitoring system that provides necessary information and
advisories in a cost effective manner in support of Government policies for
sustainable socio-economic development such as agriculture, water resource,
transport (air, land and sea) communication and tourism, health among others”
The Department is slated for divesture under the on-going Civil Service Reform
Programme. Government has agreed in principle to make the Department an
agency under the fast track modality. This agency status is not likely to happen
until two or so more years in view of the detailed pre-liminaries to be done.
The Department as a focal point on climate and climate change has so far
initiated a number of consultative meetings to explore mechanisms for
implementing the UNFCCC and the Kyoto protocal. CDM being one of the three
instruments of the Kyoto protocal, the Department has been keen to promote
the implementation of CDM projects in Uganda.
Although the CDM projects are aimed at reducing emissions and promoting
sustainable development, it would be unfair to overstretch the mandate of the
Department by directly involving it in investment promotion. The mandate of the
Department is not directly related to promoting investments. However, together
with other players under the DNA, the Department will play a key role in
approving / registering CDM projects, and promoting the CDM concept in its
regular activities of raising awareness on climate change issues.

Ministry of Agriculture, Animal Industry and Fisheries (MAAIF)
The mandate of the MAAIF is “to support, promote and guide the production
of crops, livestock and fisheries so as to ensure improved quality and
increased quantity of agricultural produce and products for domestic
consumption, food security and export”.
13
Its role in the DNA would be to initiate appropriate policies for the production
of feeds aimed at reducing methane emissions. The Ministry therefore needs
to be sensitized about the CDM concept.

Ministry of Trade, Tourism and Industry
The ministry is mandated to promote, expand and diversify trade, ecologically
sustainable industrialisation, appropriate technology; and to facilitate the
development of the tourism sector in order to generate wealth for the country.
The above mandate positions the Ministry to work with the DNA in registering/
approving and promoting CDM investments in the country. It is particularly
relevant in developing appropriate policies, standards and guidelines relating to
sustainable industrialization and appropriate technology. Like most Ministries
and other agencies, it needs to be sensitized and trained in CDM concept and
practice.

Uganda Investment Authority
The Uganda Investment Authority (UIA) was established in 1991 under the
investment code 1991. The code provides a law relating to local and foreign
investment in Uganda by providing more favourable conditions for investment.
UIA is an environmental liaison unit in relation to NEMA is aware of the national
legal framework for environmental management and has been active in ensuring
that projects they approve are ecologically acceptable. Accordingly UIA has been
particular in contacting NEMA over its position with respect to environmental
concerns. In this process the final decision rests with NEMA.
The structure and mandate of UIA focuses on investment promotion and
facilitation – which it has done well with respect to industrial development. Its
mandate was defined as such by government after due regard of existing
institutions in the country. However, it has not focused on other investment
opportunities beyond mainstream industrial establishments such as in the
forestry sector. However, its structural arrangement and mandate clearly fits in
the roles of the DNA of registering / approving CDM projects and promoting CDM
investments in the country.
Nevertheless, the authority needs capacity
development in CDM concept and practice, baseline evaluation skills and project
development and marketing skills.
14

Uganda Manufacturers Association (UMA)
UMA brings together individuals and organisations involved in manufacturing and
together productive activities into an association that is used to disseminate
information to its members and to lobby for appropriate policies. It has a subcommittee on environment and standards. For the last 10 years, it has been
very active and has so far registered a membership of 750 small, medium and
large-scale enterprises drawn from both the private and public sector.
In view of its mandate, it is an appropriate institution to participate in the DNA
since it has a proven track record in policy advocacy, running training
programmes for its members and holding trade fairs and exhibitions.
In this regard, UMA could be used as an effective vehicle for promoting CDM
investments amongst its members in the country. However, it needs knowledge
and skills relating to the CDM concept such as project development baseline
evaluation and marketing.

The Uganda national Bureau of Standards
The Uganda National Bureau of Standards (UNBS) was established by the
Uganda National Bureau of Standards Act 1983. Its mandate is to formulate
standards and codes of practices relating to the achievement and maintenance of
standards.
The Bureau responsibility for environmental management with respect to
formulation of standards and codes of practices geared towards the protection of
the environment.
It could act as an advisor to the DNA on how to enforce CDM rules. It therefore
needs knowledge and skills in monitoring and evaluating CDM projects in the
country.

Uganda Revenue Authority
Uganda Revenue Authority’s mandate is to collect revenue on behalf of the
government and to advise it in that regard. Accordingly, it works very closely
with the Ministry of Finance and Economic Planning. It has an environmental
liaison unit coordinator.
The Authority’s responsibility for environmental management is both direct and
indirect. The direct responsibility arises over issues concerning the following.
-
Certification of the quality of goods imported into the country.
15
-
Certification of exports so that marked items under conventions like CITES are
not exported.
Destruction of expired goods or consumables which would endanger human
health.
Indirect responsibility include:
-
Levying taxes or charges to discourage importation and production of
environmentally degrading substances.
-
Giving tax rebates, holidays and other incentives to encourage the importation or
manufacture of environmentally friendly products. For example, the government
imposes no tax on solar equipment to encourage mass adoption.
Being mandated to ensure that imported and exported taxable goods and
services are complaint with national and international standards. The authority
could be part of the DNA. They could be part of the group targeted for project
development where their awareness would be raised enabling them to provide
incentives for CDM investors.

The Private Sector Foundation
The PSF was formed in 1995 to promote the growth and development of private
sector initiatives and strong private sector institutions.
It supports the
emergence and development of organisational capacity in all members – directed
organisations including trade and industry associations. It is heavily involved in
developing and carrying out effective policy and advocacy activities on behalf of
private sector positions on issues related to business and economic development.
PSF also facilitates initiatives aimed at increasing and strengthening Uganda’s
capacity to effectively participate in the global trading environment.
Membership comprises close to 50 business associations professional bodies and
corporate partners from the private sector as well as support institutions from
the public sector. It runs capacity building training programmes in response to
the requests from member associations. In view of its wide membership and
experience in capacity building training programmes, the PSF would help in
sensitizing the members about CDM-including project development skills. The
training sessions on CDM could be organized by or with PSF assistance. It
therefore needs skills in baseline evaluation, project development and marketing.

Uganda National Chamber of Commerce and Industry
The Uganda National Chamber of Commerce and Industry (UNCCI) is the
umbrella organization for the private sector in Uganda. It was incorporated in
1978 under the company’s Act-ACP 85 as Company Limited by guarantee without
share capital. It operates branch offices in all districts of Uganda for effective
16
delivery of services to the entire business community in Uganda. It exists to:
Promote, co-ordinate and protect trade investment and industrial interests of
Uganda and of members in particular.
Like other membership organizations, the UNCCI would help in reaching a wide
audience about the CDM concept and practice. In particular, it has an added
advantage of being district wide. It would therefore need skills in baseline
evaluation, project development and marketing.

Uganda Cleaner Production Centre
Uganda Cleaner Production Centre was established in October 2001 as a result of
the joint effort between the Government of Uganda and the United Nations
Industrial Development Organization (UNIDO). This funded by the Austrian
Government. It is one of the 30 already established National Cleaner Production
Centres (NCPCs) worldwide. The NCPCs programme is jointly co-ordinated by
UNIDO and UNEP since 1994. It makes consultations with NEMA in view of its
responsibility for co-ordinating monitoring and supervising environmental
management in the country.
The main objective of the Uganda Cleaner Production Centre is to introduce
cleaner production practices to enterprises in Uganda. It helps companies to
reduce operating costs through increased overall efficiency, especially in the use
of materials and energy. Consequently, cleaner environmental impacts and
enables companies to achieve environmental compliance. Uganda cleaner
production centre provides advice, technical assistance and training in cleaner
production and environmental management.

Ministry of Finance, Planning and Economic Development
The Ministry’s mandate is “to manage and control public finances in a prudent
and sustainable manner and to oversee the planning of national strategic
development initiatives in order to facilitate economic growth, efficiency, stability
and the eradication of poverty”
As a macro-economic ministry responsible for approving all government projects,
it will play a key role in promoting CDM investments in the country. They could
act as monitors and should be in the DNA since they are actually undertaking
EIA. It therefore, needs skills in baseline evaluation, project development and
monitoring and marketing.
17

Ministry of Energy and Mineral Development
The mandate of the Ministry of Energy and Mineral Development is to establish,
promote the development, strategically manage and safeguard the rational and
sustainable exploitation and utilization of energy and mineral resources for social
and economic development.
Given its mandate, the Ministry is well positioned to promote the investment of
CDM projects in the country through appropriate incentive and disincentive
policies. However, it needs knowledge and skills on the concept and practice of
CDM, baseline evaluation, project development and monitoring and marketing.

The Ministry of Local Government (MOLG)
The Ministry of Local Government is responsible for the co-ordination of and
advocacy for Local Governments and for ensuring that national policies and
performance standards are adhered to. The district councils at LC5 and LC3
levels are responsible for conducting local government under the provisions
of the Local Governments Act (1997), including technical planning, the
enactment of district bye-laws and the delivery of specified services. Sector
ministries can inspect, monitor and offer technical advice, support and
training in their respective sectors.
Under the DNA institutional framework, the Ministry could play an important
role in influencing District Local Governments and Urban Councils to promote
CDM in their environmental management activities. Therefore it needs basic
knowledge and information about the CDM concept.
4.2
Other Potential Stakeholders of CDM
There are other potential stakeholders of CDM which may or may not play a key
role in the DNA. They are:








Research Institutes
Ministry of Foreign Affairs
Ministry of Justice
Universities (Public and Private)
National NGO Forum
Ministry of Local Government
Uganda Renewable Energy Association
Uganda Wildlife Authority (it has
18
experience
in
FACE
Project)
4.3
Consolidated CDM Stakeholder Analysis Matrix
Mandate
Sector of
operation
Organisatio
nal
Identity
Scope of
activities
Current
Capacity
Competency
Coordinate,
Monitor and
Supervise
environmental
management
in the country
Environment
Semigovernment
- EIA
- Advisory
-
Ministry of Water,
Lands and
Environment
Promote
rational
utilisation of
water
resources,
lands and
safeguard the
environment
Land, Water and
Environment
Government
- Policy
formulation &
guidelines
- Issuing of
water permits
CDM concept
new
Forest Department
Protect and
Manage forest
resources
Forestry
Government
-
Limited
knowledge on
CDM concept
Issue/Aspect
Institution
National
Environment
Management
Authority
-
24
promote
tree
planting
licensing
capacity
building
conservatio
n
monitoring
action
research
baseline
monitoring
Limited
knowledge
on CDM
concept.
Gaps
-Baseline
evaluation
-Project
developme
nt
Negotiation
Skills
-Awareness
creation
-Monitoring
project
Developme
nt
negotiation
skills
-Baseline
evaluation
-Monitoring
-Project
developme
nt
Negotiation
skills
Mandate
Sector of
operation
Organisatio
nal
Identity
Scope of
activities
Current
Capacity
Competency
Gaps
Maintain a well
developed
weather and
climate
monitoring
system
Environment
Government
-
-
-Baseline
evaluation
-Monitoring
and
reporting
-Basic
financial
analysis
-Baseline
evaluation
-Project
developme
nt
-Monitoring
-Marketing
-Awareness
raising
Issue/Aspect
Institution
Department of
Meteorology
(MWLE)
-
Action
Research
Emission
evaluation
Advisory
services
Monitoring
-
Some
knowledge
on CDM
concept
Focal point
for UNCCC
Ministry of Trade,
Tourism and
Industry
Promote trade
ecologically
sustainable
industrializatio
n and facilitate
development
of tourism
Trade industry
and tourism
Government
Policy
formulation &
guidelines
Limited
knowledge on
CDM
Uganda
Investment
Authority
Promote &
Facilitate
investment
Investment
Semigovernment
- Promote
investments, licensing
- Policy
advocacy
- Monitoring
Experience in
investment
promotion and
facilitation
The Uganda
National Bureau of
Standards
Formulate
standards and
codes of
practices
relating to the
achievement
and
maintenance
of Standards
Public health
Semigovernment
- Set standards
CDM concept
new
Uganda Revenue
Collect
Finance
- Monitor
compliance
Semi25
Taxation
CDM concept
-Evaluation
of baseline
Negotiation
skills
- Project
monitor
ing and
reportin
g
- Basic
financia
l
analysis
marketi
ng
skills
-Monitoring
and
reporting
-Awareness
creation
Negotiation
skills
Environmen
tal audit
and
inspection
- Awaren
Authority
revenue on
behalf of
government
and adverse it
in that regard
The Private Sector
Foundation
Promote
growth and
development
of private
sector
initiatives and
strong private
sector
institutions
Productive
Introduce
cleaner
production
practices
among
enterprises in
Uganda
Disseminate
information to
members and
Lobby for
appropriate
policies
Industrial
Uganda Cleaner
Production Centre
Uganda
Manufacturers
Association
government
Membership
organization
new
-
Industrial
Semigovernment
(Liability
Company)
-
Membership
organisation
-
-
-
26
Promotion
Project
developme
nt
Capacity
building
Advocacy
Negotiation
s
Limited
knowledge on
CDM concept
Compliance
promotion
Capacity
building
-Have
knowledge
and skills of
CDM with
respect to
production
processes
- Good at
information
dissemination
promotion
advocacy
capacity
building
monitoring
ess
raising
- Negotia
tion
Skills
- Basic
understandi
ng of
baseline
-Monitoring
Negotiation
skills
-Awareness
creation
-Awareness
raising
-Evaluation
of
baseline
-
Marketi
ng
Awaren
ess
raising
Mandate
Sector of
operation
Organisation
al Identity
Scope of
activities
Current
Capacity
Competency
Gaps
Manage and
control public
funds and
oversee
planning of
national
strategic
development
initiatives
Promote rational
and Sustainable
exploitation and
Utilisation of
energy and
mineral
resources
Combat
environment
destruction and
conserve natural
resources
Finance
Government
-
Policy
formulation
- Sanction
projects
- Monitor
projects
-Have
knowledge and
skills in
financial
analysis and
project
monitoring and
reporting
-Evaluation of
baseline
-Negotiation skills
-Energy
- Mineral
development
Government
-
-Expertise in
energy
-Evaluation of
baseline
-Basic financial
analysis
-Negotiation skills
-Project
monitoring
-Baseline
evaluation
-Monitoring and
evaluation
-Project
development
Uganda
Renewable
Energy
Association
(UREA)
Promote use of
renewable
energy
Energy
MAAF
Support,
promote & guide
production
of
crops, livestock
and fisheries
Developing
appropriate
technologies
Agriculture,
Animal
Industry and
Fisheries
Government
Productive
SemiGovernment
Foreign Affairs
Promoting
national image
abroad
Foreign
Affairs
Justice
Promoting the
rule of law
Issue/Aspect
Institution
Ministry of
Finance,
Planning and
Economic
Development
Ministry of
Energy and
Mineral
Development
JEEP to
represent all
other NGOs
Research
Institutes
Universities
-
Energy and
Environment
Nongovernmental
-
Membership
organisation
-
-
Research and
-
Policy
formulation
Monitoring
Capacity
building
Promote
projects
Advocacy
Capacity
building
Promote
tree planting
Promote
energy
saving
devices
Monitor
compliance
-Limited
knowledge on
CDM concept
-Have
knowledge and
skills in
awareness
raising
-Awareness
raising high
Policy
formulation
Guidelines &
regulations
-Limited
knowledge and
skills in CDM
concept
-
research
advisory
services
-Have
competency in
dissemination
Government
-
Legal
advisory
services
Government
-
protocol
promotion/
mobilization
of resources
legal
framework
regulations
Education
Government
-
research
-Have
diplomatic and
negotiation
skills
-Interpretation
of the law
relating to
investment
and trade
-Have research
-
27
-Evaluation of
baseline
-Basic financial
analysis
-Project
monitoring
-Negotiation
-Baseline
Evaluation
-Negotiation skills
-Project
Monitoring
-Baseline
evaluation
-Project
monitoring
-Marketing
-Awareness
raising
-Negotiation skills
-Evaluation of
training
National NGO
Forum
Ministry of Local
Government
Co-ordination of
NGO activities in
Uganda
NGO
Ensuring that
national policies
and standards
are adhered to
at the local level
Local
Government
and Private
-
Non
Government
-
Government
28
and training
skills
-Have
knowledge and
skills in
awareness
raising
baseline
-
capacity
building
awareness
raising
education
advocacy
-
waste dust
-Limited
knowledge on
CDM concept
-Marketing
-Awareness
raising
Marketing
4.4
Public Sector Institutions Evaluating and Certifying Projects
Deliberations and decisions for public sector investment projects is the responsibility of
the Ministry of Finance, Planning and Economic Development. The principal institutions
which have a direct concern regarding the deliberations and decisions are the Ministry
of Finance, Planning and Economic Development, Individual “Line” Ministries and the
“Donor” Community.
The framework within which deliberations and decisions regarding project and
programme proposals is the Development Committee (DC) which decides whether they
should be included in the 3 year Public Investment Plan (PIP). In order to be included
in the PIP they need to satisfy the DC in three areas namely:

The project or programme should be internally consistent, well prepared and
demonstrate that it has the capacity to achieve its objectives effectively.

The project or programme should be consistent with the policies and
priorities of the Government of Uganda (GOU).

The development expenditure, recurrent expenditure and counterpart funding
expenditure should be consistent with the GOU budgetary resource
constraints.
In principle, when the DC is presented with proposals it may make one of the following
three decisions.



To approve the inclusion of the project in the PIP.
To refer the project proposal back to the Line Ministry concerned with a
request for further information or for further work on specific aspects of the
proposals.
To reject the proposal.
29
The membership of the committee include Directors and Commissioners of the two
Directorate of Economic Affairs and Budget as well as representatives from the office
of the President, office of the Prime Minister, the National Environmental Management
Authority (NEMA) the Ministry of Local Government and Economic Advisors unclear
terms the following is the leadership structure and composition of the DC.
Chair – Deputy Secretary to the Treasury
Deputy Chairs -
Director, Budget
Director, Economic Affairs
Members are:










Commissioner, Macro-economic Policy Department
Commissioner Economic Development Policy and Research Department
Commissioner – Budget Policy and Evaluation Department
Commissioner – Aid Liaison Department
Commissioner – Public Administration Department
Commissioner – Infrastructure and Social Services Department
Representative from office the President
Representative from office the Prime Minister
Representative from the National Environmental Management Authority (NEMA)
Representative from the Ministry of Local Government (to represent the interests
of local Governments)
 Economic Advisors (not part of the quorum.)
The secretariat of the DC is within the Budget Policy and Evaluation Department.
Project and programme proposals come from different Line Ministries, agencies and
authorities and the DC is supposed to meet on a monthly basis or as and when
business is available. Once projects are approved, they become part of the 3 year
rolling Public Investment Programme (PIP)
In view of the mandate of the DC within the Ministry of Finance, Planning and
Economic Development, it is apparent that the DC is an ideal entry point for promoting
CDM investments in Uganda – and therefore is appropriate to be part and percel of
the DNA in the approval/registration and promotion of CDM investments. Guidelines
used by the DC could be used as a basis for developing CDM guidelines. The DC will
play a key role in influencing the Line Ministries and donor agencies to consider and
develop project/programme proposals in line with CDM. It is hence proposed that a
detailed evaluation on how DC is sustained be undertaken within the work programme
as a potential role model for DNA.
4.5
Private Sector Institutions Evaluating and Certifying Projects
The framework for evaluating and certifying projects in the private sector is not as
predictable in terms of bringing together all the key players such as the Uganda
Investment Authority, the Private Sector Foundation, the National Chamber of
Commerce and Industry, and the Financial Institutions. This contradicts greatly with
the public sector agencies which operate within a defined institutional framework. The
private sector institutions tend to approve projects where they perceive profit will be
made immediately or see there is interest and capacity of the investor.
The Uganda Investment Authority is aware of the national legal framework for
environmental management and sustainable development and has been active in
ensuring that projects they help approve are environmentally acceptable. Accordingly,
the UIA has been particular in contacting NEMA to ensure that an EIA for the projects
they approve and license is undertaken. Conversely the PSF and UNCCI have got the
advantage of a wide membership which they could cost-effectively sensitize on CDM
concept, philosophy and approach in their training activities.
5.0 Stakeholders analysis on Project Development
Project development, monitoring and reporting in Uganda is performed by various
institutions categorized as public sector agencies, private sector agencies, NGOs and
Donors. Below are highlights of these different agencies relating to their capacities,
competencies and their relevance for CDM.
5.1
Public Sector Agencies
As far as the sectoral aspects of Government of Uganda economic planning and
management is concerned, Line Ministries, agencies, and authorities are responsible
for the development, monitoring and reporting of projects and programmes which are
normally included in the PIP. These projects/programmes are normally funded by
donors although on a limited scale, funding also comes from the Government of
Uganda.
Most Line Ministries have planning and policy analysis units which coordinate the development of projects from the different departments.
The most relevant Line Ministries for CDM because of their responsibility for energy
projects, reforestation and afforestation projects, transportation and industrial projects
are the Ministry of Energy and Mineral Development, Ministry of Lands, Water and
Environment, Ministry of Works, Housing and Communications and Ministry of
Tourism, Trade and Industry.
The functions undertaken by Line Ministries through professional officers including
planners/economists as well as professional staff from other disciplines relevant to the
sector in the development of projects include:
 Advising and assisting the Permanent Secretary (PS) in matters relating to the
development and co-ordination of sector policy and the preparation and
implementation of the PIP for the Ministry.
 Undertaking economic and policy studies on aspects of the Ministry’s
responsibilities.
 Collecting and analyzing statistical and survey data relating to the sector in cooperation with the Government of Uganda Statistics Department.
 Preparing the sectoral and PIP sections of the National Plan relating to the Line
Ministry.
 Identifying and preparing development projects.
 Overseeing the implementation of development projects and programmes together
with their monitoring and evaluation.
 Advising the Ministry of Finance, Planning and Economic Development, Heads of
Department on economic issues relating to the work of their specific Line Ministry.
 Advising on the allocation of recurrent budget resources and the preparation of the
Development Budget for the Ministry.
 Acting as the main line of communication between the Line Ministry and Ministry of
Finance, Planning and Economic Development.
In a nutshell, each operating Line Ministry, Department or agency has a prime
responsibility in its sector or sub-sector for analyzing investment proposals, for
formulating investment projects and programmes, for supervising their
implementation, and for providing, monitoring and evaluation reports.
Investment projects and programmes require funds for implementation, and the
budgeting of this financing process is the responsibility of the Ministry of Finance,
Planning and Economic Development in collaboration with the Line Ministries. In some
cases the financing of projects and programmes will be provided entirely by regular
Government of Uganda domestic revenue sources. However, in many cases funding is
provided, through the Ministry of Finance, Planning and Economic Development, by
the Donor Community.
5.2
Donors
The Donor Community represents one of the most significant sets of CDM
stakeholders in the context of deliberations about development projects and
programmes in Uganda. As already mentioned, most development projects in Uganda
are donor funded. Given their heavy involvement in facilitating the development of
projects and financing them, it is important that donors are also familiar with the
concept of CDM and the benefits it delivers in pursuing sustainable development goals.
Key donors in the field of environment and energy include: Sweden, African
Development Bank, Netherlands Government, European Union, World Bank, other
funding opportunities include UNDP, the Global Environment Facility (GEF) of which
Uganda has been a beneficiary under the international grant funding mechanism that
has targeted the focal areas of biodiversity, international waters, Ozone layer and
climate change. There is also a rural electrification at the instance of the World Bank.
The Government of Uganda in association with World Bank’s African Rural Renewable
Energy Initiative is preparing the Energy for Rural Transformation Programme. The
programme will assist in operationalising the Rural Electrification Fund, which, will
provide economic incentives like subsidies for new connections (including grid
extensions, isolated systems and photo-voltaic systems).
5.3
Private Sector Agencies
In most cases, project developers of private sector projects do not have the time,
requisite skills and inclination to write project proposals or feasibility studies. And as
such, they normally seek the services of private sector consulting firms on the advice
of project promoters like the UIA, UNCCI, the PSF and UMA. These firms are
registered with the Uganda Investment Authority, NEMA and Support for Private
Enterprises Expansion and Development (SPEED) Project funded by USAID. Most
firms are formed to respond to emerging business opportunities without either the
requisite qualifications and experience or interest. They need skills for data collection,
analysis and report writing.
5.4
Non-Governmental Organizations
In view of Government’s Limited financial and human resources among other things, it
has become increasingly difficult for the government to undertake all necessary
environment management related activities alone. Consequently, a number of NGOs
have come up in order to complement and supplement government efforts to promote
sustainable development.
Generally speaking, NGOs perform the following functions in the field of environmental
management and sustainable development:
 Organizing and mobilizing members of the community to agree on common goals,
objectives and targets for solving their own environmental problems.
 Conducting training for the community and giving them skills to solve the existing
environmental problems.
 Liaising with extension officers and other change agents and inviting them to assist
in training the community.
 Setting up demonstration centres where they can teach the community practically.
These can include agro-forestry plots, and sample energy saving stores and
hearths.
 Organising and holding competitions among households desirable environmental
practices.
 Monitoring the effectiveness of the programmes and the positive impact, they a
they are having on the community.
 Championing advocacy of sound environmental practices and management.
Although they operate on a small scale and deal mainly with small-scale project
sponsors, their impact is likely to be great given that they reach all corners of the
country. For example, JEEP’s efforts if complemented and supplemented by other
NGOs of a similar mandate for energy saving would have a significant impact. Since
2001, JEEP has been the focal point for the Coalition of NGOs (Local and international)
on environment and sustainable development in Uganda.
6.0
The Roles and Composition of DNA
6.1
The roles of the Designated National Authority (DNA)
The DNA shall be a permanent forum for co-ordination of the entire key Stakeholders
in the CDM network. In order to execute its roles efficiently and effectively, it is
suggested that the composition of the DNA be small but embracing the interests of the
other stakeholders who may be excluded. The table below shows the potential
institutions for comprising the DNA from which the actual DNA members could be
selected. Their roles, activities and skills required are also indicated.
Institution
Role
Activity
-
1. Approval
Registration
Check on :
 Sustainable
development
 Validity of baseline i.e
will project meet the
reduction indicated
 Credibility of project
developers
 Financial reliability of
the Projected CER Value
 Advantages to
government vis-à-vis
project developer(CER
Shares)
 Monitoring proposal
 Reporting proposal
 Overall credibility of the
underlying assumptions
-
NEMA
Ministry of Water,
Lands &
Environment
Department of
Meteorology
Forest
Department
Ministry of Trade,
Tourism &
Industry
UIA
Ministry of
Finance, Planning
& Economic Devt
Ministry of Energy
& Mineral Devt
- DNA Co-ordinating
Institution
2. Reporting to
EB on CDM
Activities
Validity of project ( Based
on approach)
Skills required






-
-
NEMA
Ministry of Water,
Lands &
Environment
Ministry of Trade,
Tourism &
Industry
UIA
URA
Uganda National
Chambers of
Commerce
Ministry of
Finance, Planning
& Economic
Development
Ministry of Energy
& Mineral Devt
Forest
Department
3. Promoting
CDM





Understanding potential
in Country
Negotiating with
potential developers (
mainly government)
Keeping in- Country
Stakeholders interested
Linking CDM to
development
Updating itself on
international
developments relating
to CDM or affecting
CDM



Evaluation of baselines or at
least basic understanding of
how this is done
Basic Financial analysis skills
Negotiation Skills with Project
financiers
Project Monitoring and
reporting tools and dynamics
Evaluation of baselines or at
least basic understanding of
how this is done
Project Monitoring and
reporting tools and dynamics
Negotiation
Marketing
Awareness raising
6.2
Generic Models of DNA
Theoretically there are various models for the DNA- namely; A single government
department model, a two –unit model, inter-departmental government model, Foreign
Direct Investment (FDI)- Piggyback model and outsourcing model. The choice of
anyone of these models depends on the country specific circumstances and the need
to have a sustainable DNA. Below is a brief on how each model functions.

Single government department model
This model presupposes that one department or ministry undertakes all the activities
of the DNA. This would most likely be the environment department. The DNA is hence
located within the climate change unit or directorate. Since CDM projects may focus
on different topic and hence validation requires specific technical experts, the
department would invite technical experts from other government agencies/ Ministries
upon demand. This effectively means that the DNA acts as secretariat. The experts
would collaboratively work with the DNA secretariat or focal point to evaluate/analyse
and validate the project. The secretariat or rather the environment agency would thus
be ultimately responsible for approval of the CDM projects. The DNA Secretariat would
be responsible for the marketing and promotion of CDM. Hence DNA secretariat would
design CDM Promotion Material and furnish the FDI office and other relevant
stakeholders.

A two – Unit model
The activities of the DNA would be split into two parts, where part 1 concerns
evaluation, approval and registration of Development projects and policy
development and part 2 concerns capacity building, outreach promotion and
technical and economic assessments. The first part could be located in a
department responsible for climate change and the second part could be located in
many places as an independent unit. This separation would help in avoiding
possible conflicts of interests in the process of project formulation and approval.

Inter- departmental government model
This model entails establishing a structure, which allows all the relevant
government departments to be integrated into the DNA as permanent members.
The Ministry of environment would hence act as the co-ordinator but all the
departments would undertake approval of projects. A Committee to operationalise
this approval could be set up.
The Co-ordinator would act as the registration office and would thus receive
project proposals on behalf of DNA. The Co-ordinator then communicates with all
other DNA members and with the EB but upon agreement with DNA.

Foreign Direct Investment ( FDI) Piggback model
Most countries have a Foreign Direct Investment (FDI) institutional framework
which, promotes foreign investment. Typically this comprises of a promotion office
and an approval or implementation office. These institutions receive projects from
foreign investors and using a pre- structured criteria evaluate and approve
projects. The criteria largely reflect the national development priorities and
interests. The FDI framework could be used as the DNA. The investment office
would thus receive and approve projects. Typically, the investment office receives
projects from various areas and hence has an established system of handling
these. However, given the special aspect of CDM, the GHG emission reduction,
relevant technical experts would be sourced by the investment office when a CDM
project is submitted to assist in validating the GHFG reductions. The FDI would
then prepare the PDD and communicate to the EB. Naturally, the FDI would
promote CDM along with its other investment promotion activities.

Outsourcing model
Host countries may choose to outsource the bulk of DNA services to a private agency.
This agency would evaluate the projects and validate them. The agency would report
to a government environment agency, which would then communicate approval to the
EB.
6.3. Selection of the DNA Co-ordinating Institution
The above alternative models were considered and evaluated as CDM institutional
framework for Uganda.
6.3.1 Single –government department model.
This does not seem appropriate because most government departments in Uganda
lack the necessary autonomy to marshal the requisite resources within the mainstream
government’s bureaucratic complications and redtape. In addition, they lack the
means and inclination to undertake marketing and promotion for CDM investments.
6.3.2 A two – Unit model
This model may not be feasible because splitting the activities of the DNA and locating
them in different departments would make co-ordination difficult and DNA activities
unsustainable. Furthermore, it would not only take a long time to integrate CDM
concerns in the different departments, but also the activities of those departments
may take precedence over those of CDM.
6.3.3 Inter-departmental government model
This model could be used for DNA on two grounds. Firstly, allowing the government
Ministry responsible for environment to coordinate the activities of the DNA would
render the system inefficient given the bureaucratic complications and redtape.
Secondly, allowing different departments to approve projects would undermine the
quality of projects in the long run and would render coordination ineffective.
6.3.4 FDI –Piggyback model
This model could be used for the DNA on grounds that the existing FDI would take on
CDM as part of what it is already doing- which is basically promoting, facilitating and
approving investment projects. Furthermore, the FDI, which has a high degree of
autonomy, is insulated from bureaucratic complications and interference. Hence ideal
for quick decision making and reporting.
6.3.5
Out-sourcing Model
Although this is in line with the GoU privatisation and liberation policies, allowing the
private sector agency to evaluate and validate projects may not work given that
private sector agencies are driven by immediate benefits; and yet CDM in terms of
CERS is of a long term nature.
In addition, the private sector in Uganda is still organisationally weak and therefore
lacks the necessary technical and financial capacity to engage in projects of a long
term nature such as CDM.
6.4
Institutional interpretation of DNA in Uganda
Institutionally, the DNA is meant to be a “Loose” establishment or Unit consisting of
key stakeholders in the field of promoting investments and approving investment
proposals/projects. For purposes of co-ordination and taking quick decisions and
actions it should therefore be coordinated within one of the agencies for either
promoting investments or approving investment proposals/ projects. It is for this
reason that the DNA is tied to the overall mandates of the different key stakeholders.
Consultations with the key stakeholders have also indicated their willingness and
support to participate in the DNA roles for CDM investments under the multi-sectoral
and collaboration arrangement. While that may be the case, a number of concerns
have been raised as to the placement of coordination of DNA within one of the key
stakeholders of CDM. These issues are discussed below.
6.5
Institutional Size of DNA
Although the potential key Stakeholders for promoting, approving and reporting CDM
Projects are many and varied in their mandates, it has emerged that some have got
mandates, which are more close to the promotion of CDM investments in Uganda than
others. It would thus appear desirable in the face of limited resources instead of
creating a new institution to have one of the key stakeholders with the closest
mandate for promoting, approving and reporting CDM projects be the host institution
or organisation.
The host institution should act as the secretariat and will bring together all relevant
institutions/ organisations to approve and validate/register CDM investments.
6.6
Ownership of CDM Concept
All the key Stakeholders have their own specific mandates relating to CDM. They will
continue to play those roles but should be more conscious of promoting CDM projects
in their various sectors. They should look at CDM as part and parcel of their respective
mandates. In this respect, they are expected:




Not to look for additional financial and material support for promoting CDM
investments from the DNA host institution/ organisation
To initiate on their own CDM activities
To initiate cohesive programmes of action on how to integrate CDM concerns in
their activities
To report their activities to the DNA host institution as required from time to time.
7.0 Workplan
The project comprises of two components namely: the establishment of the DNA and
capacity building for project development skills.
7.1
Component 1: Establish and Capacitate DNA
It is to be realised that CDM investments cut across many sectors especially energy,
natural resources and transport. Accordingly, its successful implementation can only
be multi-sectoral. While that may be the case, there must be a national coordination
mechanism to approve/register CDM investments, promote CDM investments, promote
CDM concept and investments and report to the executive Board at the international
level on CDM activities in the country on behalf of its development partners.
This part therefore looks at the activities to be undertaken in order to determine
where the coordination of DNA should be set up and its composition and functions.
Activity 1.1: Develop operational guidelines for functioning of the DNA
The structure, roles and responsibilities of each of the DNA members will be
elaborated. The guidelines will clarify how members relate to each other and how they
function together to meet the DNA requirements. These guidelines will draw on
experience from existing similar local structures such as the DC as well as foreign
DNAs.
Output 1.1:
A document on operational guidelines elaborating the
structure, roles and responsibilities of the DNA members.
Timing 1.1:
June 2003- August 2003
Responsibility 1.1:
Local consultants and EDRC
Activity 1.2: Hold a consultative workshop to identify DNA Coordinating
Institution
A workshop of the CDM stakeholders will be held to agree on the composition of the
DNA and who will be the host institution/organisation to coordinate its activities. The
composition of the DNA and choice of the host institution/organisation for DNA will be
guided by the current – mandates of the institutions and their experience in CDM
related investments.
The Regional
Centre in collaboration with independent
consultants will facilitate the workshop. Background information/material will be
presented on the concept and benefits of CDM. The stakeholders analysis undertaken
and reported in this document will be used extensively as a basis for deliberations.
Outputs 1.2:
 a consultative workshop
 DNA coordinating institution and composition identified
Timing 1.2:
August 2003
Responsibility 1.2:
Local consultant, UCCEE and EDRC
Activity 1.3: Identify legal and regulatory implications of the DNA
Given the significant role of the DNA particularly as a body that makes decisions that
has legal implications for the country, it is important that the DNA has a legal status.
Thus an analysis of how to legalise DNA will be undertaken. This will entail a review of
legal institutional framework used for similar bodies.
Based on the findings, recommendations for establishing a legally recognized DNA will
be made to the relevant entity.
Output 1.3:
Report on recommendations for legal framework.
Timing 1.3:
September 2003
Responsibility 1.3:
Local consultant
Activity 1.4: Organise a workshop to discuss the recommendations relating
to the legal and regulatory framework for DNA.
A workshop for key stakeholders of DNA will be organised to seek their input and
improve on the recommendations relating to the legal and regulatory framework for
DNA.
Output 1.4:
Recommendations relating to the legal and regulatory
implications of DNA improved.
Timing 1.4:
November 2003
Responsibility 1.4:
Local Consultant
Activity 1.5: Draft legislation for the functioning of the DNA
Legislation will be drafted in order to institute DNA, create an enabling environment
for its functioning and inspire the confidence of CDM investors.
Output 1.5:
Draft legislation
Timing 1.5:
December 2003
Responsibility 1.5:
Local Consultant and Ministry of Justice and Constitutional
Affairs
Activity 1.6: Carry out in depth review of DNA members to identify capacity
gaps and develop specific implementation plan to capacitate them.
While in general capacity gaps of the stakeholders have been identified during
preliminary consultations, it is important to prepare and perform activities that address
these gaps in accordance with availability of specific stakeholders. In addition it is
relevant to identify the persons from the stakeholder institutions who will be directly
engaged in the process. Since the aim of the project is also to built institutional rather
than just individual capacity, it is imperative that the capacity development plan
incorporate measures to reach beyond the individual.
Output 1.6:
Report on capacity gaps of DNA members and
capacity building plan for DNA members developed.
Timing 1.6:
December 2003
Responsibility 1.6:
EDRC and local consultants
Activity 1.7: Organise a national workshop to discuss draft legislation
A national workshops targeting DNA stakeholders will be organised to elicit their input
and improve the content of the draft legislation.
Output 1.7:
Draft legislation improved
Timing 1.7:
January – February 2004
Responsibility 1.7:
DNA Coordinating Institution and EDRC
Activity 1.8: Conduct training workshop for relevant policy makers
Training workshops will be conducted targeting government policy makers, in
particular parliamentarians to facilitate legalization of DNA. A draft legislation will be
submitted to parliament for approval by the Minister responsible for the DNA
coordinating institution that will have been identified under activity 1.1.
Output 1.8:
Policy makers trained on the regulatory and legal
requirements and foundations that are necessary to
operationalise the CDM at the national level.
DNA legalized.
Timing 1.8:
March – April 2004
Responsibility 1.8:
EDRC and DNA Coordinating Institution
Activity 1.9: Organise targeted series of sensitisation and training
workshops for DNA members:
Imparting relevant skills including evaluation of baseline, basic financial analysis skills,
negotiation skills, project monitoring and reporting, marketing and awareness raising.
As part of the implementation plan to capacitate DNA members, workshops will to be
organized to facilitate sharing of knowledge and experiences and enrich DNA
performance. This will also offer a forum for updating DNA members on international
developments on CDM which would impact on approval/registration.
Output 1.9:
Report on a series of sensitisation and training
workshops for DNA members
Timing 1.9:
February – August 2004
Responsibility 1.9:
DNA coordinating institution, EDRC and Local
Consultants.
Activity 1.10: Develop guidelines approval of CDM projects
The DNA will need a clear procedure, a coherent framework for approving CDM
projects. In addition guidelines on what elements to take into account in approving
projects will be necessary. These guidelines will provide clear instructions on how to
ensure that baselines and assumptions thereof are reliable as well as how to spot
inconsistencies. Review of existing approval procedures such as those used by the DC
and UIA etc will be done to facilitate transfer of lessons and avoid repeating mistakes.
Also DNA will need reporting guidelines to EB on CDM activities in the country.
Output 1.10:
A document on guidelines for approval of
CDM projects
Timing 1.10:
September 2003-June 2004
Responsibility 1.10:
DNA coordinating institution, EDRC
Activity 1.11: Establish a list serve for the DNA members
To facilitate communication among the DNA members as well as between the DNA
and EB a simple list serve will be established.
Output 1.11:
Review report on the performance of DNA.
Timing 1.11:
March 2004
Responsibility 1.11:
Local Consultant
Activity 1.12: Develop CDM promotion manuals and other aids
The DNA will be promoting CDM projects. Thus a simple manual highlighting the
attractiveness of Uganda as a CDM project host . The manual would also provide
information on ongoing projects and potential projects.
Possibilities for incorporating CDM into exiting promotion tools will be evaluated and
used whenever possible. Promotion aids used by UIA and ministry of foreign affairs,
among other will be used as basis for designing CDM promotion tools.
Output 1.12:
Promotion manuals and other aids developed and
disseminated.
Timing 1.12:
June – July 2004
Responsibility 1.12:
Local Consultant and EDRC
Activity 1.13: Conduct a review of DNA to strengthen capacity
Given the evolving nature of CDM internationally as well as local institutional changes
over time, it is important to review the DNA and ensure that it is able to meet its
obligations. Capacity gaps identified through this reviews will be addressed based on
available resources.
7.2
Output 1.13:
A database of DNA members established
Timing 1.13:
August 2004
Responsibility 1.13:
DNA coordinating institution
Component 2: Imparting Project Development Skills
A comprehensive training programme for project developers will be designed and
delivered. This entails the following activities and responsibilities..
Activity 2.1: Identify local trainers who will deliver a suite of CDM relevant
courses
Some institutions such as the university, UMI, and UIA, PSF have been involved in
training on various issues, some of which are related to CDM. Such institutions would
be evaluated to determine their ability to offer relevant CDM training.
Since CDM is a relatively new concept most of the institutions might not have all the
expertise needed.
Output 2.1:
Report on recommendations for local trainers who will
deliver a suite of CDM relevant courses.
Timing 2.1:
July-august 2003
Responsibility 2.1:
EDRC
Activity 2.2: Design training programme
The specific characteristics of the CDM warrant a targeted training programme, which
however takes into account the knowledge on other project development skills. This
include baseline development, and monitoring. The design of implementation such a
programme will be done to accommodate availability of the targeted stakeholders.
Hence a consultative approach will be used in finalizing the plan. It is expected that
short-term courses and training workshops will be the main delivery modes.
The regional centers will develop the training programme which will indicate the
durations and delivery models, while the local institutions will consult on availability of
stakeholders and hence finalise the implementation dates.
Output 2.2:
A Report showing a comprehensive training
programme for project developers.
Timing 2.2:
July-Oct 2003
Responsibility 2.2:
EDRC and Local Institutions
Activity 2.3: Train Local Institutions in project development skills
In recognition of the limited skills available in CDM in local institutions, a targeted
training programme will be developed and delivered. This will entail training on
baselines, monitoring, reporting as well as ways of accessing relevant information. The
training would be conducted by regional centers. It is expected that the trained
trainers would, with assistance, then implement local training programmes.
Output 2.3:
A report showing local institutions trained in project
development skills.
Timing 2.3:
Oct 2003-November 2004
Responsibility 2.3:
EDRC
Activity 2.4: Modify training kits to meet local needs
Recognizing that various models are used for baselines and monitoring, a simple and
relevant model will be designed for use by project developers. Relevant simple
manuals will be developed.
Output 2.4:
A simple and relevant model will be designed
including relevant simple training manuals.
Timing 2.4:
Oct-DEC 2003
Responsibility 2.4:
Local institutions
Activity 2.5: Update information on potential project developers
While initial stakeholders analysis has identified some project developers, it is believed
that the analysis may not have been exhaustive. In addition it is imperative to identify
specific individuals within the stakeholder institutions who will be undertaking the
training.
Output 2.5:
A report showing updated information on potential
project developers.
Timing 2.5:
Oct 2003
Responsibility 2.5:
DNA coordinating institution and Local Consultant
Activity 2.6: Establish a database on project development issues
Project developers can share lessons through having access to a common database.
The database will also provide information on relevant developments in CDM. Since
maintaining such a database is rather expensive, it is expected that the function will
piggy-back on existing systems. Evaluation will thus be done to identify relevant hosts.
The ministry of finance, DC, UMI, PSF are potential hosts. The database would be
updated on a regular basis.
Output 2.6:
A database on relevant developments in CDM
established.
Timing 2.6:
Oct 2003-June 2004
Responsibility 2.6:
Local Consultant
Activity 2.7: Capacitate civil society to raise awareness and monitor CDM
projects
Civil society is increasingly acting a society watch-dogs for a better environment. As
such it is important they are capacitated on CDM to ensure constructive participation.
Targeted training on the CDM issues including baselines, and responsibilities of various
participants will be conducted.
Output 2.7
A report showing targeted training delivered
for civil society on CDM issues.
Timing 2.7:
January 2004-August 2004
Responsibility 2.7:
Local Institutions
Activity 2.8:
Undertake an external evaluation of the Project
Towards the end of the project, the project will be evaluated to assess the extent to
which the set objectives have been achieved. The evaluation will be administered by
UCCEE. In order to ensure that the resulting assessment is sufficiently independent
and objective, an international consultant in collaboration with a local consultant will
undertake the evaluation exercise.
Output 2.8
A report on the external evaluation of project
Timing 2.8:
October 2005
Responsibility 2.8:
International Consultants and Local Consultants
7.3
Summary of Implementation Schedule
Activity
1.1
Develop
operational guidelines
for the functioning of
the DNA
1.2
Hold
a
consultative workshop
to
identify
DNA
coordinating institution
and composition
1.3 Identify legal and
regulatory implications
of the DNA.
1.4 Organise a work
shop to discuss the
recommendations
relating to the legal
and
regulatory
framework for DNA.
1.5
Draft legislation
for functioning of DNA
1.6 Carry out an indepth
review
of
members to identify
capacity
gaps
and
develop
specific
implementation plan to
capacitate them
1.7 Organise regional
and
national
workshops to discuss
draft legislation
1.8 Conduct training
workshops for policy
makers.
1.9 Organise targeted
series of sensitisation
and training workshops
for DNA members
1.10
Develop
guidelines for approval
/registration of CDM
projects
J
a
n
F
e
b
M A
a p
r r
2003
(Months)
M J
J A
a
u
u u
y
n
l g
S
e
p
O N D J
c o e a
t v c n
F
e
b
M A
a p
r r
2004
(Months
M J J A
a u u u
y n l g
S
e
p
2005
Month
O N D Oct
c o e
t v c
Responsibility
Local
Consultant
EDRC
Local
Consultant
UCCEE, EDRC
Local
Consultant
Local
Consultant
Local
Consultant
Ministry
of
Justice
&
Constitutional
Affairs
EDRC,
Local
Consultant
DNA
coordinating
Institution
EDRC
DNA
coordinating
Institution
EDRC
DNA
coordinating
Institution
EDRC
Local
Consultant
DNA
coordinating
Institution
EDRC
Activity
1.11 Establish a list
serve for the DNA
members
1.12
Develop CDM
promotion
manuals
and other aids
1.13 Conduct a review
of DNA to strengthen
capacity
2.1
Identify local
trainers
who
will
deliver a suite of CDM
relevant course
2.2 Design training
programme for project
developers
2.3
Train
local
institutions in project
development skills
2.4
Modify training
kits to meet local
needs
2.5
Update
information
on
potential
project
developers
2.6 Establish a data
base
on
project
development issues.
2.7
Capacitate Civil
society
to
raise
awareness and monitor
CDM projects
2.8
Undertake
external evaluation of
the project
J
a
n
F
e
b
M A
a p
r r
2003
(Months)
M J
J A
a
u
u u
y
n
l g
S
e
p
O N D J
c o e a
t v c n
F
e
b
M A
a p
r r
2004
(Months
M J J A
a u u u
y n l g
S
e
p
2005
Month
O N D Oct
c o e
t v c
Responsibility
Local
Consultant
Local
Consultant
EDRC
DNA
Coordinating
institution
EDRC
EDRC
Local
Institutions
Local
Institutions
DNA
coordinating
institution and
Local
Consultant
Local
Consultant
Local
Institutions
International
Consultants
and
Local
Consultants
APPENDIX 1
LIST OF POTENTIAL CDM STAKEHOLDERS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
Ministry of Water, Lands and Environment
Forestry Department – The National Forest Authority
Department of Meteorology
National Environment – Management Authority (NEMA)
Ministry of Trade, Tourism and Industry
Uganda Investment Authority
Uganda Manufacturers Association (UMA)
Uganda National Bureau of Standards
Uganda Revenue Authority (URA)
The Private Sector Foundation
Uganda National Chamber of Commerce and Industry
Uganda Cleaner Production Centre
Ministry of Finance, Planning and Economic Development
Ministry of Energy and Mineral Development and its allied parastatals
Ministry of Agriculture, Animal Industry and Fisheries (MAAIF)
Joint Energy Environment Project (JEEP) to represent NGOs
Uganda Renewable Energy Association (UREA)
Research Institute e.g Forestry Resources Research Institute (FORRI)
Ministry of Foreign Affairs
Ministry of Justice and Constitutional Affairs
Universities and Training Institutes (e.g. Institute of Agriculture and Forestry,
Nyabyeya Forest College, UMI, Environment Alert)
National NGO Forum
Ministry of Local Government
Ministry of Works Housing and Communications.
Uganda Tree Planting Association
Uganda National Farmers Association
Kampala City Council
Uganda Wild Life Authority. Because of its experience in managing forest absorption
carbondioxide emitted (FACE) project in Mt Elegon and Kibale National Parks.
The Association of Environmental Journalists
Uganda National Farmers Association
Appendix 2
List of stakeholders consulted
Name
1. Richard Kanyike
2. Sarah Nalumansi
Title
General Manager
Human
Resource
Development
Environment
Desk
Officer
Assistant Director
Organisation
Solar Energy, Uganda Ltd
Uganda Manufacturers
Association
3. Alexandria Sgobbi
Ministry of Finance, Planning
and Economic Development
4. Isa Mukasa
Investment Promotion
Division, UIA
5. Paul Isabirye
Senior Meteorology
Department of Meteorology,
MWLE
6. Godfrey
Investment Executive Investment facilitation and
Ssemakula
aftercare Division, UIA
7. S.K Magezi
Asst. Commissioner
Department of Meteorology,
MWLE
8. Dr.
Patrick Executive Director
Uganda Cleaner Production
Mwesigye
Centre
9. Telly
Eugene Director
Policy National Environment
Muramira
Planning
and Management Authority
Information
10. Dr. Francis Ejobi
Environmental
Department of Veterinary,
Toxocologist
Public Health and Preventive
Medicine, Faculty of Medicine,
Makerere University
11. Robert Wabunoha Senior Environmental National Environment
Lawyer
Management Authority
12. Gideon
N. Senior Policy Analyst
Private Sector Foundation
Badagawa
13. Victor Paul Kobel
14. Cypriono Ebong
15. Dr. Ben Manyindo
16. Alexandra
Karekaho
17. James
Kibahiganira
18. Drazu Charles
19. Edward Onen-Cam
20. Paul Drichi
21. Ruth N. Kiwanuka
22. Siimon Sentamu
23. Thomiko
Rwothumio
24. Anne Labeja
25. Engineer
Mubiru
Secretary General
Uganda National Chamber of
Commerce and Industry
Namalere, NARO
Head of Technical Uganda National Bureau of
Operations
Standards
Programme Officer
UNDP
Senior Economist
MFPED
Programme Officer
The Netherlands Embassy
Forestry Department
Forestry Department
Joint Energy and Environment
projects (JEEP)
JEEP
NEMA
Co-ordinator
Information Officer
EIA Officer
Secretary
Development
Committee
Paul Assistant
Commissioner, Energy
Efficiency
Ministry of Finance, Planning
and Economic Development
Ministry of Energy and
Mineral Development