Our client had implemented 16 social investment projects during the exploration phase of their operations in three districts in Western Uganda in an effort to establish their social licence to operate in the area.
These projects were at various stages of implementation and it was considered an opportune time to review their quality, relevance, impact, value and exit strategies.
Montrose carried out a comprehensive review of our client’s social investment project portfolio and made recommendations on their quality, relevance, value for money and shared value.
Montrose reviewed 16 social investment projects implemented either directly by the company or by civil society. These projects included:
social infrastructure projects (health centres, schools, community centres)
health projects (HIV, health worker training)
education projects (teaching practices)
heritage and cultural projects
alternative livelihoods and private sector development projects (agriculture, business incubation, local supply chain development)
The project reviews involved extensive consultation with civil society, communities and local government in the three districts.
Montrose documented lessons learnt from existing projects and made recommendations on which projects should be continued and which should be exited from. This included “retro-fitting” exit strategies to several of the larger projects.
Montrose prepared a social investment strategy document to inform the client’s thinking on social performance.
Montrose provided capacity development support to the client’s social performance team on the design and monitoring of a more strategic and focused portfolio of social investment projects that will result in greater social and environmental gains for the client and affected populations.