Community Rising (CR) Project [District Orphans and ...

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Community Rising (CR) Project

[District Orphans and Vulnerable Children System strengthening

(DOSS)]

Cooperative Agreement Number: AID-611-A-13-00005

Year 4: Quarter 1 Project Progress Report

Period: (October 1, 2016 to December, 31, 2016)

Submitted: January, 2017

Submitted To: Josephat Kakoma,

Agreement Officer’s Technical Representative,

USAID, Zambia.

Email: [email protected]

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I. Acronyms/ Abbreviations ACC Area Coordinating Committees

BU Boston University

CCPU Community Child Protection Unit

CMMB Catholic Medical Mission Board

CWAC Community Welfare Assistance Committee

DCPC District Child Protection Committee

DDCC District Development Coordinating Committee

DHO District Health Office

DOSS District Orphans and Vulnerable Children Systems Strengthening

DWAC District Welfare Assistance Committee

ECR Expanded Church Response

GRZ Government of the Republic of Zambia

IOM Integrated Organization Model

LF Luapula Foundation

MCDSW Ministry of Community Development and Social Welfare

MTA Men Taking Action

NHC Neighbourhood Health Committees

OVC Orphans and Vulnerable Children

PEPFAR President Emergency Fund for AIDS Relief

PWAS Public Welfare Assistance Scheme

RDC Residents Development Committee

SIMS Site Improvement Management Systems

SCD System Capacity Development

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UNICEF United Nation Children’s Fund

ZCHARD Zambia Centre for Health Research and Development

ZAMFAM Zambia Families Project

ZR Zambia Rising Project

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II. Executive Summary

Luapula Foundation (LF), a local Non-Governmental Organization, partnered with the Catholic

Medical Mission Board (CMMB) to implement the Community Rising (CR) Project which was

awarded by USAID with effect from October 1, 2013, through a Cooperative Agreement

Number; AID-611-13-00005 under President’s Emergency Plan for AIDS Relief (PEPFAR). LF

provided the work plan to illustrate how the project for systems strengthening for FY17 activities

shall unfold in the targeted districts to USAID mission/Zambia and the plan was approved by

USAID to allow LF and its sub-partner CMMB implement the proposed activities for year four.

LF and CMMB works in conjunction with the Ministry of Community Development and Social

Welfare, other child focused ministries such as Education, Health, Youth, Sports and Child

Development to promote access to quality services delivery to orphans and vulnerable children

in 14 districts from five provinces in Zambia.

The purpose of the project is to improve orphans and vulnerable children (OVC) services by

strengthening the existing district and sub-district structures. This is conducted through

implementing activities that culminates into enhanced and improved client identification,

linkages and referrals coordinated by Department of Social Welfare at district (DWAC) and sub-

district structure (through CWACs and ACC). The project has entered fourth year (FY17) and

the targets are only reached following completion of four ear-marked Systems Capacity

Development (SCD) activities; thereafter, the district and sub-district structures are mentored for

sustainability for a period of six months before exit.

The project has targeted fourteen districts in five provinces, namely: Southern, Copper-belt,

Luapula, Central and Lusaka. In each district the project is at different stages; the first cohort

districts (Choma, Kitwe, Namwala and Ndola) were phased-out in the fourth quarter of FY 16.

The second cohort districts (Chingola, Mazabuka, Mwense and Nchelenge) completed its

intermediate stage and have entered into the phase out stage and it will last for six months (1st

Oct 2016 to 31st Mar 2017) of FY17. The third cohort districts (Kabwe and Luangwa) have

entered into the intermediate phase stage in the first quarter of FY17. In the first quarter of FY 17

the project scaled up to four new districts which are the fourth cohort districts (Mkushi and

Kapiri in central province and Chongwe and Kafue in Lusaka province which are in the phase in

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stage. This therefore means that the CR project has now entered the fourteen (14) districts in

five provinces as was the project target; albeit at different implementation levels.

In this first quarter of FY 17 progress report, LF highlights the progress made towards achieving

the targets and the outcomes associated with the System Capacity Development (SCD) as

outlined in the approved FY17 work plan covering the fourteen (14) districts as stated above.

The report shall include: Table of contents, Introduction, Key Strategies, Objectives,

Deliverables and Progress under Objectives and Activities, Results Summary Table, Major

Accomplishments and Changes, Best Practices, Challenges Encountered and CR Responses, List

of Key Upcoming Events (2nd Quarter of FY17).

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Contents I. Acronyms/ Abbreviations ..................................................................................................................... 2

II. Executive Summary ............................................................................................................................... 4

1.0 Introduction ...................................................................................................................................... 7

2.0 Key Strategies ......................................................................................................................................... 8

3.0 Objectives, Deliverables and Progress under Activities ....................................................................... 10

4.0 Project progress on Key Indicators ....................................................................................................... 24

4.1: Project Results Summary Table to date ............................................................................................... 25

5.0 Major accomplishments and changes during the quarter under review ................................................ 26

6. Best Practices .......................................................................................................................................... 27

7.0 Lessons Learnt ...................................................................................................................................... 27

8.0 Challenges encountered and CR Response. .......................................................................................... 28

9.0 List of Key Upcoming Events ............................................................................................................... 30

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1.0 Introduction

Luapula Foundation (LF) a local Nongovernmental Organization (NGO) has implemented

Community Rising (CR) project for three years three months out of five years of the life of the

project, which was awarded by USAID effective from October 1, 2013, through a Cooperative

Agreement Number; AID-611-13-00005 under President’s Emergency Plan for AIDS Relief

(PEPFAR). CR is a systems strengthening project with a goal of strengthening OVC social

service delivery systems and structures at the district and community levels of the Ministry of

Community Development and Social Welfare (MCDSW) in five provinces and 14 districts in

Zambia.

The CR project has now been implemented for thirty nine (39) out of the sixty (60) months of the

life of project timeframe (it has run 65% of project life). Under the CR project, LF as a lead

partner working with CMMB as a sub partner is working in collaboration with the Government

of the Republic of Zambia (GRZ) and Zambia Rising (ZR) consortium at district and sub-district

levels. Additionally, the project is working with an array of OVC service providers and

stakeholders at district and sub-district levels to strengthen social welfare systems, improve

coordination amongst line ministries, and bridge the gap between government, civil society, the

private sector and other critical stakeholders through the Department of Social Welfare as the

coordination unit for OVC service provision. The activities under CR project are implemented in

accordance with the project objectives; this helps to track progress made towards achieving the

project objectives:

The project has three objectives which provide the basis of the program to be implemented over

5 years of the project and they are as follows;

1. To strengthen and improve efficiency of OVC service delivery systems in selected districts

at the community level.

2. To strengthen the provision of care to OVC according to national OVC services through

improved linkages and referrals.

3. To collaborate with other OVC projects (ZR and DR).

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In addition to the above project objectives, Luapula Foundation set one more objective in order

to continue monitoring its compliance to the United States Government (USG) rules and

regulations and maintaining LF high standards of performance in the entire life of the project,

this objective is part of the annual work plan;

4. ‘To strengthen organizational capacity of LF; to ensure conformity with USAID

financial, administrative and management procedures to successfully manage the

project.’

However the fourth objective focuses on LF as an institution in terms of building its capacities to

be able to adhere to the rules, regulation and improve own ability to manage projects. .

This report highlights project progress that LF and its sub partner have made towards the

implementation of the FY17 first quarter planned activities from October 1, 2016 to December

31, 2016. The outline of the report will flow as follows: Highlight key Strategies being

deployed; the objectives with their respective activities and provides progress against the

quarterly work plan in terms of what has been achieved as at December 31, 2016.

The report also highlights activities which were partially or completely accomplished under each

objective; FY17 first quarter results against targets as well as provides an overall picture of the

project results against the life of project targets under Project Results Summary Table; major

changes and challenges encountered and ends with sharing of upcoming events for second

quarter of FY 17 are highlighted.

2.0 Key Strategies

In implementing the CR project, LF continues to employ collaborative approaches to anchor its

interventions, the key strategies used in the year under review include;

I. The CR project being systems strengthening project focuses on improving the quality,

coordination and coverage of OVC services in targeted 14 districts for this year

(sustaining the work in the first ten districts and scaling it to additional four districts). In

order to successfully implement the CR project during the period under review, the

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following key strategies were used: Mobilized communities to engage in systems

structure’s strengthening for OVC service provision. The structures (DWACs, ACCs

and CWACs) and institutions such as traditional leadership (Chiefs) were visited in the

initial part of the project and follow-up visits are being done to continue re-enforcing the

concept of strengthening the structures that provide services to OVCs.

II. Developed programs that link closely with district governance; the structure systems

strengthening activities are aimed at re-enforcing the decentralized Public Welfare

Assistance Scheme (PWAS) to the beneficiaries through building capacities (in

developing and nurturing partnerships, resource mobilization; delivering HIV prevention

activities) of the OVC structures which deliver services to the OVCs.

III. Sensitized the committee members so that they become responsible not only for PWAS

but other programs of the Department of Social Welfare like the Social Cash Transfer

(CST) and other partners, especially OVC-related programs at district and sub district

(community) levels.

IV. Provided ongoing technical support and mentorship to the cohort 1, 2 and 3 districts to

keep them working towards managing the identified gaps and increasing capacity for

coordination and networking

V. Documented project results and best practices for project assessment and sharing

VI. Facilitate smooth exit from cohort 1 districts in consultation with Department of Social

Welfare

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3.0 Objectives, Deliverables and Progress under Activities

In this section the project provides updates in terms of progress made from 1st October to 31st

December, 2016 on each activity under its respective objective.

Objective 1.0: To strengthen and improve efficiency of OVC service delivery systems in

selected districts at the community level.

R 1.1 Strategic information obtained and analysed

Activity 1.1.1: Review of Child policies and legislations

In the quarter under review, CR worked with Ministry of Youth and Sport to review the child

protection work plan for 2016 with support from UNICEF through attendance to the 2016

Annual review and 2017 planning meeting held at Pamodzi Hotel in Lusaka; one of the key

components was the need to support the enactment of the children’s bill. .

Activity 1.1.2: Scoping visit to new districts

The CR project has been scaled up to four new districts (Mkushi, Kapiri, Chongwe and Kafue).

The project team conducted the initial three-day District visits in Mkushi, Kapiri, Chongwe and

Kafue to pay courtesy call to the District Commissioners (DC) in respective districts and hold

central stakeholders’ meetings in order to understand the stakeholder capacity and perception of

the stakeholders about targeted communities on the challenges in addressing OVC social

services. This activity enables CR and stakeholders to understand the situation on the ground in

terms of challenges and perceptions regarding OVC service delivery in the four new districts.

This formed part of the input to the implementation of the project activities in the new districts.

Activity 1.1.3: Stakeholder Mapping

A two days mapping of stakeholders were conducted in each of the four new districts to identify

key community structures and their roles with regard to OVC service provision. The process of

community mapping which the project employed in each new district (Chongwe, Kafue, Mkushi

and Kapiri Mposhi), enabled the team to identify key community structures, their role with

OVCs and the quality of their services in order to establish the initial community structure status

in terms of roles and capacities so as to inform the CR project implementation. This activity

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continues into the next quarter as the stakeholders were given mapping tools for them to include

organisational information to be captured in the office record in the service providers directories.

The mapping of OVC service directory of stakeholders in the third cohort districts (Luangwa and

Kabwe) districts were completed and draft copies have been developed; Luangwa district has

completed validation of the first draft, while Kabwe district need to validate the data with some

institutions. It is expected that all the directories will be completed by third quarter of FY 17 for

all the remaining districts from the third cohort districts (Luangwa and Kabwe) and the fourth

cohort districts (Mkushi, Kapiri, Kafue and Chongwe).

Activity 1.1.4: Development of district directories

The assessment of OVC services referral mechanism in the four new districts Kafue, Chongwe,

Kapiri and Mkushi enabled the project to get the baseline information on existing referral and

linkages in each district. The information that was collected will help the project to introduce and

support an OVC referral mechanism which anchors the PWAS structures especially at district

and sub district levels when referring clients for OVC services; this activity continues into the

second quarter of FY 17.

The directories will enable the CWACs and ACCs to have a wide range of OVC service

providers to collaborate with clear understanding of what they do and further highlights specific

services for referrals. The directories will be updated at least after one year to accommodate the

new organizations providing OVC services in the district as well as remove organizations that no

longer operate in the district.

Activity 1.1.5: Analysis of community structure networks

During the first quarter of FY17 the project conducted the analysis of community structure

networks in the new districts to inform the project team of the complexity of social networks in

each district. This has helped the project to understand the existing local organisation networking

arrangements in all the four (4) new districts and it has further helped to understand coordination

mechanisms existing in the districts and how CR project can provide support with regard to

referrals and linkages.

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Activity 1.1.6: District profiling using latest ZDHS (CSO) data and other resources

The project continued to monitor and update district profiles based on new data being made

available through Central Statistical Office and other sources in order to keep its intervention

within the correct context by working with actual situation of each specific district. The project

also received part of the ZAMPHIA data which was released in the quarter. This is an ongoing

activity into the second quarter.

Activity 1.1.7: Coordinating mapping of ACCs

In each of the four new districts, the project conducted initial contact with six ACCs in order to

ascertain the internal capacities, strengths and weaknesses. In this process the District Social

Welfare Officers played a critical role to identify potential sites to be covered by the CR project

in their districts given that the project does not cover the whole district. The CR project together

with respective Social Welfare Officers identified six (6) ACCs to be part of the project and they

were assessed. The ACCs further facilitated and helped with coordination of mapping exercise to

ascertain the internal capacity strengths and weaknesses of each CWAC to facilitate systems

capacity development. The validation of findings is expected to be done in the second quarter of

FY17.

Activity 1.1.8: Documenting project progress

The baseline findings will serve as guidelines in reviewing and ascertaining the changes that

might occur after the implementation of the system capacity development.

Activity 1.1.9: Verifying the existence of 144 community based welfare structures

Through the twenty four (24) identified ACCs in the four new districts, the project team

successfully verified the existence of 144 CWAC structures through meetings with the District

Social Welfare Officers in each of the four new districts (hence a total of 144 CWACs were

verified).

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Activity 1.1.10: Conducting ACC/DWAC assessment

LF undertook a capacity assessment using Integrated Organization Model (IOM) at the ACC and

DWAC level in each district; these capacity assessments have provided information about the

functionality of these structures and considered as capacity baseline at the district level structure

(DWACs); the activity was undertaken by partners’ team by the end of the quarter.

Activity 1.1.11: Conducting follow-up assessment

LF working with Department of Social Welfare will be conducting follow up assessments in

districts under 2nd cohort (Mazabuka, Chingola, Mwense & Nchelenge) in March 2017; the

follow-up assessment to be conducted at DWAC and 3 ACCs structures in each district; this will

facilitate determining of levels of system strengthening in each district and the results will be

compared to baseline assessment findings obtained at inception for each district. Similar

assessment will be conducted in the two districts of the 3rd cohort (Luangwa and Kabwe) by Sept

2017.

Activity 1.1.12: Dissemination of follow up study findings

LF will be conducting dissemination meetings to share the findings of the follow up study and

project contribution to the systems strengthening in each district under 3rd cohort in Sept 2017.

Activity 1.1.13: Phase out of the 1st Cohort districts

The phase out meetings was conducted in the first cohort districts Namwala, Choma, Ndola and

Kitwe. These meetings were conducted at district level but with representation of the Department

of Social Welfare headquarter and provincial level staff. The purpose of the meeting was to share

outcomes of the CR project in the districts of operations and further disseminate the finding and

results gained during implementation of the CR project in the districts. This was made possible

due to the strong partnership LF has with the Government through the department of social

welfare Headquarters.

The dissemination meetings were combined with project exit meetings. The exercise provided a

platform to respond to questions both from the project side and from the Governments side. It is

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worth reporting that the Department of Social Welfare has indicated their taking up the main role

of managing these project activities in the first four districts (Ndola, Kitwe, Choma and

Namwala). However, the project team is available for consultations with the Department of

Social Welfare on any matter regarding CR activities up until end of the project; the team will

also undertake some periodic monitoring as the districts agreed to continue reporting their work.

Similar dissemination meetings will be held for cohort 2 districts (Mazabuka, Chingola, Mwense

& Nchelenge) in third quarter of the year.

R. 1.2: OVC community structures strengthened

Activity 1.2.1: Developing and adapting training materials

Developing and adapting training materials including those from partners like Zambia Rising

(ZR), ZAMFAM and government was started but continues into the next quarter as the full

picture of the capacity gaps in the districts has not yet been ascertained; the validation of the

capacity assessments will be done in the second quarter of FY 17 upon completion of the

improvement plans and the mapping exercise.

Activity 1.2.2: Facilitating the inclusion of both men and women

The inclusion of both men and women through advocacy and sensitization of the leaders in the

144 community structures started with the initial visits to the four new districts with the

deliberate aim of reinforcing equal gender representation and participation in the DWAC,

CWACs and ACCs. This reinforcement will continued at each meeting with these structures and

during all the capacity building events and the follow up meetings (supportive supervision) in all

the districts.

Activity 1.2.3: Conducting TOT in SCD core training sessions

After the completion of the assessment process and the validation of the findings, the team will

commence implementing the agreed improvement plan by training trainers in system capacity

development at both district and ACC level. This activity is expected to be undertaken in second

quarter.

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Activity 1.2.4: Facilitating System capacity development roll-out

Facilitating roll-out in PWAS in phase 1 and additional coordination, supportive supervision,

referral and Introduction to Social Accountability Monitoring and Gender mainstreamed in

HIV/AIDS in phase 2 and other district specific issue based training for the total of five days in

each ACC zone; each CWAC will have 7 members trained by Luapula Foundation. The field

practicum that the trained members will undertake for two weeks in their local communities will

be supervised by Field Technical Coordinators. The roll-out training will be conducted from

April-June 2017

Activity 1.2.5: Documenting program changes per district

During the first quarter of FY17 CR conducted benchmarking activity in central (Kabwe) and

Luangwa in (Lusaka) provinces –a process of systematic checking of changes happening in

district and sub-district structures. The activity uses set out steps (criteria) for each structure,

CWAC, ACC, DWAC and stakeholders. This activity was used to determine whether each

structure (CWAC/ACC/DWAC) is performing particular functions and activities efficiently,

whether its activities are in line with mandate at various levels, and whether its activities need

improvement. It was also an excellent opportunity for the team to determine the best practices

identified and prioritize opportunities for improvement. The FTCs then continued to provide

technical supportive supervision to the district to ensure that the identified gags are addressed at

a good time and recommending for further action if need be.

In addition, the M&E department conducted the qualitative data collection which was meant to

understand the outcome of the CR project. Seven (7) districts (Namwala, Choma, Mazabuka,

Kitwe, Ndola, Mwense and Nchelenge) were visited targeting DWACs and two ACCs per

district. The findings clearly shows that the district and sub district PWAS structures are now

able to plan their work and ensure that the plans are implemented. It was also found that despite

erratic funding from Government, the ACCs and CWACs managed to refer clients from various

services and records of the people that have been referred were found. It was also found that

structures (DWAC, ACC and CWACs) and stakeholders in respective areas have realized their

role with regard to OVC service provision in the districts and it is delighting to get feedback

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from stakeholders who were talked to in various areas appreciating the work of the CWACs and

ACCs, this recognition of the structures is a milestone towards harmonizing the client selection

process. This activity is expected to continue in the second quarter of FY 17 especially districts

which were not covered in the first round and obtain updates from the other districts.

Activity 1.2.6: Facilitate gender mainstreaming into HIV infection prevention

In the third quarter the project will provide training to 144 community structures which will have

already been trained in PWAS, for them to be able to identify, counsel and make referrals for

issues relating to gender and HIV. This training will be done by the trainers from the district and

ACC levels.

Activity 1.2.7: Provision of supportive supervision

The supportive supervision activities remain very critical to ensuring capacity is built and

sustainable at district and sub district level. Districts were supported at different levels depending

on the phase in which the district is at. The FTCs and the CR headquarters staff took turns to

provide the support as necessary. The first four districts (Choma, Namwala, Ndola and Kitwe)

were supported with activities which show their abilities before the final phased out through the

dissemination and exit meetings

The other four districts (Chingola, Mazabuka, Nchelenge and Mwense) entered into the phase

out stage in October, 2017 and they are being supported under the phase out (support focus on

‘use of information for decision making and local resource mobilization’ skills building at both

district and sub-district welfare structures).

The third cohort districts (Kabwe and Luangwa have entered into the intermediate phase, stage

which will focus on sustainability of activities and ensuring that the CR activities are being

supported and both the district and sub district levels are mentored to continue the efforts of CR

interventions.

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The fourth cohort districts (Kafue, Chongwe, Mkushi and Kapiri) are in the phase in stage. In the

quarter under review, support was centred on the identification of capacity gaps of the structures.

This will be used to develop an implementation plan which will guide the capacity building

trainings; this is the actual support which provides the transformation towards coordinated

service provision in the districts.

Activity 1.2.8: LF and DWACs develop and share program roles and responsibilities

CR project worked together with DWACs in the new districts to identify the capacity gaps, Data

has been collected and the FTCs are still analysing and compiling the assessment reports; upon

completion of the reports, the PWAS structures will be given another chance to validate the

assessment findings which will then be used to develop the improvement plan so that each

structure understands its different roles and responsibilities. This exercise is expected to be

completed in the second quarter of FY17.

Objective 2.0: To strengthen the provision of care to OVC in accordance with national

OVC service standards and through improved linkages and referrals.

R.2.1 Referrals and linkages for OVC among home, community settings, and facility

established, monitored, and sustained

Activity 2.1.1: Creating inventory of OVC services available in each district

The process of directories development has started in all the four new districts (Kafue, Chongwe,

Mkushi and Kapiri Mposhi). The Field technical coordinators working closely with the District

Social Welfare Officers have started collecting data from district stakeholders who provide OVC

services in each districts and the data is being compiled.

The directories for the third cohort districts (Kabwe and Luangwa) are nearing completion but

await proof reading before printing which is expected to be done in the second quarter of FY17.

The directories for the first and second cohort districts were printed and distributed to the first

eight districts (Namwala, Choma, Mazabuka, Ndola, Kitwe, Chingola, Mwense and Nchelenge).

All the stakeholders who were mapped out during mapping, CWACs, ACCs and the DWAC had

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received a copy each. This has enhanced the referral and linkage system at district and sub

district level. CWACs and other OVC partners are now able to use the directory as a reference

book whenever they are making referrals to various service providers.

Activity 2.1.2: Introducing the referral model

Introducing the referral model to ACC/DWAC and local NGO; the referral model used is

community-based network; in this model referrals are initiated by ACC structure. The

functionality of the referral model is checked through periodical meetings held by ACC/DWAC

and local NGOs using CR project benchmark tool. The referral model will be shared to Zambia

Family programs in Lusaka and Copperbelt provinces implemented by ECR as well as South and

Central provinces implemented by DAPP.

Activity 2.1.3: Introducing an OVC referral form

CR continues to provide technical support with regard to the use of referral form. The ACCs and

CWACs that have been trained have continued to effectively use the referral forms to direct the

clients to service providers and specific services needed.

Each point making the referral is also being supported to undertake documentation of the

referrals by making an entry into a referral book indicating the nature of vulnerability, service

provided by the referring organisation, the type of service the client is being referred for and the

institution referred to.

In addition, the client’s referral form provides for a tear off on which the receiving organisation

is supposed to provide feedback to the initiating organisation or provider. The initiating

providers retain all the feedback forms once they receive.

The new districts have not yet started using the forms; this will only be introduced along the

TOT and Roll out trainings to the district

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Activity 2.1.4: Introducing a monitoring system to the CWACs/ACCs/DWACs

Introducing a monitoring system in Kapiri Mposhi, Mkushi, Chongwe and Kafue Districts that

can track how many OVCs have been referred to the needed services as a result of this project. A

referral documentation format will be introduced for use by CWAC/ ACC; the format will be

transferred into a hardcover book which the CWAC and ACC members will update each time

they make referral using the referral form. A summary report of clients referred will be prepared

on monthly and quarterly basis from CWAC to ACC and DWAC, this will allow tracking of how

many clients were referred under the project. Consultations with Zambia Family project partners

will be held to ensure continuity in how referrals are tracked and to avoid duplication.

Activity 2.1.5: Supporting quarterly coordination meetings

Project continued providing quarterly support for coordination meetings in each district with line

ministries under leadership of Department of Social Welfare and other implementing partners to

share information on how they could deliver better OVC services through the ACC/CWAC

structures in the district. These meetings cover the following issues: national OVC service

standards, standardizing coordination of care, standardizing training of volunteers, monitoring

progress through standardized indicators, implementing the National Child Policy and the Public

Welfare Assistance scheme and other issues that are cross-cutting for OVC stakeholders such as

gender and HIV/AIDS. This is an ongoing activity which will continue throughout the life of the

project

Objective 3.0: To collaborate with Zambia Rising (ZR) and Data Rising (DR)

R.3.1. Increased capacities for Luapula Foundation team to implement its strategies under CR

project and beyond.

Activity 3.1.1: Strengthen LF management through revisions of policies and strategic documents

The organisation capacity improvement plan was revised and finalized within the quarter;

however the actual implementation is set to commence in the second quarter.

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LF was also able to table its draft child policy to the board which made comments for review; the

policy is expected to be given to the ZR team for expert review before being taken back for LF

board adoption and approval in the next quarter.

Activity 3.1.2: Implementation of LF Finance and sustainability improvement plan

The LF Finance and Administration Manager has been in touch with the Finance team at ZR to

kick start the process of preparing a multi-year budget, LF has a strategic plan which is being

revised this year, ZR is expect to support the revision and the making of the multi-year budget;

this process continues into the coming quarters as the joint teams move to consolidate this

process.

Activity 3.1.3: Liaison with ZR for financial and technical support

The LF team has been working with ZR BU team to finalize the District Social Welfare database

which is for helping to aggregate the reports coming from the ACCs and providing a complete

report; this activity is expected to be launched after a field test run in the next quarter.

LF has also continued following up on the purchase of the qualitative data analysis software by

ZR and BU; there has not been any concrete progress on the matter in the quarter partly because

the projects work plan and budget was approved towards the end of the quarter. The LF team

will follow up with ZR in the next quarter to hear of the final position on the software purchase.

R.3.2: Enhanced partnership of CR partners (GRZ, USAID, LF, Save the Children, ECR &

CMMB) throughout the Life of the Project.

Activity 3.2.1: Attending monthly and National Child Coordinating Meetings

During the quarter under review the CR project and Zambia Rising continued to collaborate in

various areas. The child protection remains a critical area where CR is collaborating with Zambia

Rising at district level and FTCs working with ZR staff in provinces have strengthened the

District Child Protection Committees (DCPC).

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Activity 3.2.2: Developing project plans and submitting reports

During the quarter under review, CR project submitted the FY17 work plan to USAID which

was approved to authorize LF and its sub partner (CMMB) to implement the activities that have

been approved.

During the quarter under review a portfolio review meeting was held at the USIAID mission

office. This was spearheaded by the Agreement Officer Technical Representative (AOTR) and

the purpose of the meeting was to review the achievement scored by CR project in FY16. The

outcome of the meeting resulted in the CR M&E reporting tools being revised to capture the

number of OVCs who are receiving services against the total number of people referred, this is in

an attempt to demonstrate project outcomes and not just outputs; the use of the revised tools are

expected to produce the results in the next quarter.

Activity 3.2.3: Liaison with ZAMFAM Projects

During the quarter under review CR worked closely with ZAMFAM South-Central under DAPP

in the districts both projects are working from. The purpose of the collaboration is enabling the

two projects to complement each other in order to avoid duplication of the OVCs receiving

support. ZAMFAM South-Central has started using the CR trained CWACs to do the

identification of OVCs then base the decision on the type support to be given on the data

received from CWACs and the ACCs. The DSWO and the FTC have been very critical in

ensuring that the ZAMFAM staff is well known by the structures to be very important partner

when it comes to OVC service provision. The project will strengthen the linkages with

ZAMFAM ECR in the coming quarter now that the work plans are approved.

Activity 3.2.4: Collaboration with Department of Social Welfare

Through the department of social welfare the district directories for the first and second cohort

districts were developed, printed and distributed to the stakeholders in the following districts:

Namwala, Choma, Mazabuka, Ndola, Kitwe, Chingola, Mwense and Nchelenge. In the third

cohort districts Kabwe and Luangwa, draft directories have been developed, the printing will be

done in the second quarter of FY 17.

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In the new districts data from stakeholders providing OVC services have been collected and

compiled; once they are validated by stakeholders the printing and distribution will then

commerce.

On the reporting to the ZOMIS the structures have not yet started using the system, but CR will

work with Department of Social Welfare to capture the proportion of the organisations in the

directories who are actually using the ZOMIS database once it is launched to the other districts. .

Activity 3.2.5: World AIDS Day commemorations

During the period under review CR project participated during the World AIDS Day (WAD)

whose theme was “Hands up for HIV prevention” in various districts. The DWAC working

together with the office the District HIV/AIDS Coordinating Advisor (DACA) in Chingola were

supported to commemorate the World AIDS day in Chingola. This support was a continuation of

CR project support towards strengthening the prevention of HIV/AIDS activities. The Project

Manager and the FTC were among the CR staff that represented the project at district level. In

Chingola, 2 CWAC members from each of the 6 ACCs and the entire DWAC participated in this

national event; this therefore demonstrates some of the outcome of the system strengthening at

district and sub-district level.

In addition, CR also supported the Luapula Province commemoration of the WAD in Mansa

district, with CR project being represented by the Chief of Party.

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Objective 4.0: To strengthen organizational capacity of LF to ensure conformity with

USAID financial, administrative and management procedures to successfully manage

project.

R.4.1 Increased compliance by Luapula Foundation to USAID rules and regulations in CR

project implementation process in FY17 in order to efficiently and effectively manage the

resources and project activities.

Activity 4.1.1: Annual plan sharing meeting

Facilitating a 3 days FY17 annual plan sharing meeting with entire CR team and a representative

from the Ministry of Community Development and Social Welfare, Ministry of Youth, Sports

and Child Development, Zambia Rising, ZAMFAM (ECR & DAPP) and CHAMP (as P3

Engagement leaders); the workshop will be conducted out of the office in order to share

approved FY17 annual work plan and share what roles the partners will play.

Activity 4.1.2: Administrative and Heads of Department monthly review meetings

LF continues to adhere to USAID/USG rules and regulations, policies and guidelines in the

application of funds and other resources provided by USAID, ensuring that its sub partner

CMMB provides both financial and program reports to support expenses and demonstrate

progress. LF continues to submit routine and other ad hoc monthly and quarterly

expenditure/financial and program related reports in line with provided USAID guidelines. LF

continues to review reports from CMMB both programmatic and financial before approving the

next advance/funding to ensure that the agreed upon obligations are honoured and are in line

with the guidelines.

Field Technical Coordinators (FTCs) in the five provinces have been able to submit quarterly

work plans, quarterly reports, semi-annual and annual reports and project activity reports to the

department heads. This act helps to analyze the level of investment verses output and helps guide

where further technical support is provided.

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Activity 4.1.3: Accounting for Resources

LF has continued with meeting its accountability obligation by ensuring CMMB submits its

request and reports, analysing the monthly financial reports and aggregating the overall project

finance reports and requests to USAID.

Activity 4.1.4: Attending USAID organised Capacity Building meetings.

CR participated in various donor capacity building activities organised by USAID including the

USAID MER training for M&E technical staff, the training in family planning and HIV/AIDS

and the updates on the new monitoring and Evaluation reporting guidelines for 2016. Further to

the trainings attended CR further participated in various partner reporting and feedback

mechanisms including the portfolio review which was spearheaded by the AOTR.

4.0 Project progress on Key Indicators

The CR project has now been implemented for thirty-nine (39) out of the sixty (60) months of

the life of project timeframe (it has run 65% of project life), under this section we provide update

on how far the results are in terms of progress against the life of project targets. As you will see

in the table below; the project is at 84.7% on the assessment of the communities and districts,

76.2% on the training targets and 71.4% on the rest of the selected indicators. Overall this

implies that the project on course as it has reached at least 71.4% of the life of project targets

under 65% of the time. The specific selected indicators for the year under review and overall

project picture for the life of the project is given in the table at 4.1: Project Results Summary

Table to date below;

Page

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4.1: Project Results Summary Table to date

Indicator Description LOP*

Target

FY14 FY15 FY16 FY17 LOP* Results Comments

Target Actual Target Actual Target Actual Percent Target Actual Percent Achieved Percent Not yet started FY17

trainings but in course

with life of project target.

1. Number of DWAC/ACC/CWAC members

trained in planning,

coordination, HIV/AIDS mainstreaming, client

identification

Male 1,800 344 356 637 745 257 175 68.1 242 0 0 1,276 70.9

Female 1,952 372 443 791 780 279 361 129.0 290 0 0 1,584 81.1

Total 3,752 716 799 1,428 1,525 536 536 100 532 0 0 2,860 76.2

2. Number of DWACs with systems

strengthened to effectively plan,

implement, and monitor OVC programs.

14 4 4 4 4 2 2 100 2 0 0 10 71.4 On course with life of

project target

3. Number of ACCs with systems strengthened to effectively monitor OVC programs.


project target

4. Number of CWACs, NHCs, and CCPU community systems strengthened.

500 96 96 192 192 72 72 100 72 0 0 360 72.0 On course with life of project target

5. Number of districts with capacities built to plan, implement, and monitor OVC

programs.


project target

6. Number of communities and districts covered

in capacity assessment


project target

7. Number of districts with a well-coordinated

referral system in place


project target

8. Increase in number of districts documenting referral cases at each level per quarter


project target

9. Number of districts receiving ongoing

mentorship and technical support in OVC coordination


project target

10. Number of districts with OVCs service

providers working through a Community and District level coordination mechanism


project target

Note: LOP* means the Life of the Project

As can be noted from the above Result Summary Table, the project has entered year four, the results for quarter one are not very impressive as this is the set up

period which is more for the assessments. However, it is worth noting that the project is on course with the life of the project results.

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5.0 Major accomplishments and changes during the quarter under review

I. The project successfully conducted the initial visits to Lusaka and Central Provinces, the

project was extended to the four new districts of Chongwe, Kafue, Mkushi and Kapiri

Mposhi; bringing the total number of districts under the project to fourteen (14) out of the

targeted 14)

I. Successfully managed to facilitate the development of the sustainability plan for

Luangwa district and managed to conduct skills audit; the DWAC committee was

divided into three working sub-committees (Technical, Resource Mobilization and

M&E) in order to make the DWAC committee more effective in implementing their

mandate.

II. The project successfully conducted the mentorship of the sub committees’ technical,

M&E and the resource mobilization committees in Kabwe district.

III. The Exit and Dissemination process for the first cohort districts, Namwala, Choma,

Ndola and Kitwe were successfully conducted and completed. The four districts will

continue providing quarterly reports to Community Rising until the end of the project

despite them not receiving direct support from CR project.

IV. The project managed to provide technical oversight to all the districts according to their

phases. For the phased out districts (Namwala, Choma, Ndola and Kitwe) exit meetings

were conducted in a company of the social welfare HQ staff.

V. Supportive monitoring of DWACs, ACCs and CWACs were conducted in all the 10

districts. Supportive monitoring integrated technical support to the district and sub-

district structures to keep them working towards managing the identified gaps and

increasing capacity for coordination and networking.

VI. The CR project successfully supported welfare structures participation during the World

AIDS day commemoration in Chingola and Mansa district.

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6. Best Practices

The best practices in the work being done with social welfare at both district and sub-district

levels with partners in each district included the following:

I. Empowering the communities with skills on how they can mobilize their own resources

for supporting the OVCs is the best practice that needs to be replicated to other projects

for sustainability. This has been demonstrated at Namuswa ACC in Choma. The ACC

developed a goat pass on initiative to members of the ACC and the members use part of

the earnings from the sales of the goats to support OVCs with education support at

family level. With the ACC’s pass on of goat rearing, at the time of this report20

families had benefitted from it; they are able to rear and sell goats while continuing to

assist other community members who receive the pass on goats.

II. Reinforcement of the structure for recognition of the CWACs and ACCs being done by

the ACCs and CWACs themselves helps the District Social Welfare Office to get the

OVC service providers to work with them. In Kabwe and Choma the ACCs have been

able to cross check that the new organisations entering their communities are recognized

by the Department of Social Welfare before committing to work with them. Through

this vetting process some organisations have had to go back to Social Welfare before

they are given support in the communities.

7.0 Lessons Learnt

Networking among stakeholders at district and sub-district level has stimulated trust

among stakeholders and the office of the District Social Welfare Officer. This has helped

to put the office of the social welfare in the limelight to be identified by all organizations

entering districts working in all the issues regarding OVC service delivery. Mazabuka

district is an example where the ZAMFAM project through DAPP is working through

social welfare and the CWACs. This has increased the level of confidence and trust

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among stakeholders and resulted in ensuring that sponsors want to donate materials to the

community through CWACs and ensures that the DWAC is present during distribution.

The involvement of the Community Development Assistants in the communities has

helped to strengthen the communication and support from DWAC to the ACCs; the

Community Development Assistants are a key link because they have regular visits to the

district office and are always with the community members, hence having these outreach

staff understand and being part of the CR intervention helps to provide local support

mechanisms for ongoing technical support and mentorship.

8.0 Challenges encountered and CR Response.

Literacy levels among the community volunteers are generally low and this makes

communicating certain information and getting work done and documented according

to project guidance a lot more challenging. In addressing the challenge CR

encouraged the volunteers to work hand in hand with the CDAs/CDFs so that they get

assisted in documenting their activities be able to produce a report that they submit to

DWAC

In Kafue during the meeting with social welfare officers and DWAC members it was

discovered that five (5) out of the targeted six (6) ACCs did not fall in one political

ward instead they over lapped into more than one political ward. Working closely

with the local government (Council) as a partner, the DWAC took up the challenge to

ensure that, the ACCs are realigned with the government political wards as a

requirement.

The CR project continued to experience transport challenges following the loss of the

Land cruiser Prado in a fire accident. The CR project has requested for additional

vehicle support from USAID from other project which are closing. In addition,

following the payment of the insurance compensation from Zambia State Insurance,

the project sought and obtained authority to purchase a new vehicle; a Nissan Patrol

registration number BAE 1008 was procured in the quarter under review. This has

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helped to reduce the challenge, but the transport problem still persists as the coverage

and the level of engagement is greater than the available transport. CR looks forward

to hearing from USAID on the progress on the request for additional transport.

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9.0 List of Key Upcoming Events (Quarter 2 FY17)

SN Upcoming Event Unit

Responsible

Proposed

Date

1 Review understanding of Right Based policies and legislations that promote child rights,

this will ensure project buys into the GRZ existing policies and legislations.

COP On-going

2 Complete the assessing OVC-related social services in each of the four districts targeted

for the year in order to get baseline information to inform planning for referral and

linkages;

DCOP February

2017

3 Updating with 2016 released ZDHS data and other resources district profiles; profiles

will include HIV/AIDS prevalence data along with other social indicators in order to

ascertain the situation of each district and the children in terms of vulnerability

Program

Manager

By March

2017

4 Developing and adapting training materials including those from ZR partners, ZAMFAM

and GRZ in accordance with each district’s identified gaps

Program

Manager

January,

2017

5 Conducting an analysis of community structure networks to inform project team of the

complexity of social networks in each district prior to conducting

DCOP Jan - Feb

2017

6 Developing field report for ACCs in CR office; the reports will assist the team to

understand the community structures’ capacity baseline which will serve as assessment

for systems gap investigation guidelines by the end of December 2016

All Jan – Mar

2017

7 Facilitating the inclusion of both men and women through advocacy and sensitization of

the leaders in the 144 community structures in order to reinforce equal gender

participation in the CWACs, CCPU, NHCs, and other relevant community structures. CR

project will address gender equity during its implementation from district to community

levels.

Programs

Manger

Ongoing

8 Conducting TOT in SCD core training sessions to ACCs and DWACs in each district in

PWAS.

COP March,

2017

9 Complete the phase out meetings in the 2nd Cohort districts (Mazabuka, Chingola,

Mwense and Nchelenge). Dissemination meetings shall be conducted at district as well

as provincial levels.

COP Feb-

March,

2017

10 Reviewing the changes that will occur in the district after implementation of SCD

training and intermediate phase by the CR monitoring team shall be an on-going activity;

CR monitoring team will visit a combination of the FY15, FY16 and FY17 ten (10)

districts.

M&E March,

2017

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11 Providing supportive supervision to six districts in the 2nd & 3rd Cohort (Chingola,

Mazabuka, Nchelenge, Mwense, Luangwa and Kabwe); the second four districts

(Mazabuka, Chingola, Mwense and Nchelenge) will complete intermediate phase in the

first half of FY17; the other two districts (Luangwa and Kabwe) will complete

intermediate phase by September 2017

Program

Manager

March,

2017

12 Supporting quarterly coordination meetings in each district with line ministries under the

leadership of the Department of Social Welfare and other implementing partners to share

information on how they could deliver better OVC services through the ACC/CWAC

structures in the district.

Programs Jan –

March,

2017

13 Holding Administrative and Heads of Department monthly review meetings of

implementation and work plans in order to ascertain level of progress and compliance to

project requirements and against timeframe; the activity will be managed by the COP

and other key staff.

Programs March,

2017

14 Attending USAID organized Capacity Matters and other monthly meetings to enhance

organisation capacity to manage projects.

COP March,

2017

15 Attending monthly and PAC quarterly meetings with Rising/ZAMFAM partners with

GRZ (MGCD & MCDSW) in order to review and continue planning for OVC emerging

issues in FY17.

FAM Jan-March

2017

16 Installing the CR data base on DSWO’s computers and orient the DWAC members on its

use.

M&E Feb 2017

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