Evaluation of the Community Based Orphan Support Programme & OVC Training: Chikankata Model
Dr Gilbert MudendaInstitute for Policy Studies
Plot No. 609/V, Zambezi Road, RomaP. O. Box 30752Lusaka, Zambia
Contact: 0955 452 586; 0979 374 153
A Report Prepared for UNICEF (Child Protection) Lusaka
Lusaka 25 th September 2009
Table of Contents
PageList of Abbreviations and Acronyms
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Executive Summary1. Introduction 1
1.1 Background 11.2 Objectives and Expected Deliverables 11.3 Methodology 21.4 Limitations of the Review 31.5 Outline of the Report 3
2.1 Programme Design and Philosophy 42.1.1 Programme Design of CBOSP 42.1.2 Evolution of Community Based Approach 52.1.3 Marketing of the Community Approach 62.1.4 Challenges to the Community Approach 6
2.2 Programme Implementation Structures and Strategies 62.2.1 CBOSP Implementation Structure at Head Office 72.2.2 CBOSP Implementation Structures and Community Level 72.2.3 Selection of Programme Beneficiaries 82.2.4 Exit Strategies for Programme Beneficiaries 8
2.3 Programme Activities 82.3.1 Main Programme Activities 82.3.2 OVC Beneficiaries from the Programme 92.3.3 Beneficiaries from Training Activities 102.3.4 Programme Impact on OVC Care 10
2.4 Programme Monitoring and Evaluation 112.4.1 Monitoring and Evaluation Systems for the Programme 112.4.2 Monitoring and Evaluation Systems at Community Level 12
2.5 Replication of the Chikankata CBOSP Model 122.5.1 Chikankata Hospital Factor 122.5.2 Training of OVC Care Managers 132.5.3 CBOSP Model beyond Chikankata 13
3. Observations and Recommendations 143.1 Programme Design and Philosophy 14
3.1.1 Programme Design of CBOSP 143.1.2 Evolution of Community Based Approach 143.1.3 Marketing of the Community Approach 143.1.4 Challenges to the Community Approach 15
3.2 Programme Implementation Structures and Strategies 153.2.1 CBOSP Implementation Structure at Head Office 153.2.2 CBOSP Implementation Structures and Community Level 153.2.3 Selection of Programme Beneficiaries 153.2.4 Exit Strategies for Programme Beneficiaries 16
3.3 Programme Activities 163.3.1 Main Programme Activities 163.3.2 OVC Beneficiaries from the Programme 163.3.3 Beneficiaries from Training Activities 163.3.4 Programme Impact on OVC Care 17
3.4 Programme Monitoring and Evaluation 173.4.1 Monitoring and Evaluation Systems for the Programme 173.4.2 Monitoring and Evaluation Systems at Community Level 17
3.5 Replication of the Chikankata CBOSP Model 173.5.1 Chikankata Hospital Factor 173.5.2 Training of OVC Care Managers 18
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3.5.3 CBOSP Model beyond Chikankata 183.5.4 Cost of replicating the Chikankata Model 18
3.6 Summary of Recommendations 19Appendices 22
1. Detailed Budget for Five Year Pilot Programme 222. Terms of Reference 233. Names of People Interviewed 264. Review Instrument: Questions and Answers 30
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List of Abbreviations
AIDS Acquired Immunodeficiency SyndromeAMTS AIDS Management and Training Services CBO Community Based OrganisationCBOSP Community Based Orphan Support ProgrammeCHAZ The Christian Health Association of Zambia CPT Care and Prevention TeamsHBC Home Based CareHIV Human Immunodeficiency VirusIGA Income Generating ActivitiesKNH KinderNotHilfePAM Programme Against MalnutrionOVC Orphans and Vulnerable ChildrenTSA The Salvation ArmyUNICEF United Nations Children’s Fund
1. Introduction
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This part of the report will provide the contextual background to the evaluation and is divided into five parts. These are: the background to the evaluation; the objectives and expected deliverables, the methodology, limitations of the review, and an outline of the report.
1.1 Background
The Community Based Orphan Support Programme (CBOSP) project was started in 1995 by the Salvation Army Church in the Chikankata area of Mazabuka District. The goal of the CBOSP is to enhance the community response to the Orphans and Vulnerable Children (OVC) situation through a community based support system that builds on and utilises available community resources in the Chikankata Health Services catchment area. The Chikankata Health Services directs runs the CBOSP and services as estimated of population of between 80,000 to 90,000 people living in a rural setting within a radius of 70 kilometres.
The CBOSP initially began in just 2 communities of Chikankata in order to address the impact of HIV/AIDS on children and their care givers following an increased number of orphans and vulnerable children who did not have adequate care necessary to enhance their growth and development. Over the years the Programme has expanded its operations to 17 communities with 10 of them being supported with funds from UNICEF and the remaining 7 being supported by KinderNotHilfe (KNH). In 2000 UNICEF entered into another agreement with Chikankata that included the training component for OVC managers after being satisfied with the progress of the CBOSP. The training targeted OVC care givers from different parts of the Country.
The ultimate beneficiaries of both the CBOSP and the OVC projects are the OVC below the age of 18, guardians, the general community and OVC committees. The OVC include children who have lost either a single parent or both and those children who are living in difficult circumstances because their parents are chronically-ill mostly due to HIV/AIDS, physically handicapped and mentally retarded and living in extreme poverty.
1.2 Objectives and Expected Deliverables
The objectives of the review and evaluation are to ascertain the following:
• Analyse the selection criteria for households benefiting from the programme;
• What has been the impact of the CBOSP on children? How have they benefited from the programme;
• Establish accurate data on the number of OVC managers trained by Chikankata under the OVC training since 2000;
• As far as possible interview some of those who have been trained as OVC managers and ascertain relevance of the training to their current work of caring for vulnerable children;
• Is there an exit strategy as an integral part of the CBOSP for beneficiaries as a way of graduating them and getting new beneficiaries on the programme;
• Establish if the programme has managed to mobilize the communities to embrace the care of OVC;
• Have the OVC committees been empowered in the 15 communities with knowledge and skills relevant in the care and support of OVC.
• Have the communities been empowered with an economic base to sustain the support process for OVC;
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• Has the programme put in place mechanisms such as committees? If such mechanisms exist are they working in the 15 communities under CBOSP;
• Chikankata has trained a number of people on OVC care from different districts of Zambia. Is the CBOSP being replicated in other districts of Zambia;
• Does Chikankata have an on-going performance programme assessment as part of the CBOSP;
• Analyse the efficiency of the Chikankata Health Services who are the partner implementers of the CBOSP;
• Provide an analysis of how lessons around the strengths and achievements of Chikankata can be applied in more ‘normal’ circumstances i.e. where the institutional environment does not include a substantial and well resourced mission or similar, but may be characterised by a more ‘usual’ collection of actors including Government institutions, smaller churches, and CBOs; and
• Come up with recommendations on actions to be taken to address the situation of vulnerable children at community level.
Under the supervision of the Chief of Child Protection Section, the consultant will accomplish the following tasks:
• Develop a data collection tool (hard and soft);
• Prepare, submit and discuss the methodology that is going to be used for the evaluation with clear timelines to be approved by the UNICEF Chief of Child Protection;
• Collect relevant data through field visits to Chikankata through interviews with relevant authorities;
• Analyse the data using a reliable data analysis programme;
• Prepare a draft report and do a debriefing with UNICEF and other stakeholders for their comments; and
• Prepare and submit a final report to UNICEF which should incorporate comments from stakeholders with appropriate recommendations.
1.3 Methodology
In order to carry out the various tasks highlighted in the Terms of Reference, the review employed a number of research methodologies and tools. These are: literature review; and fieldwork where in-depth (focus group) interviews were undertaken with the various stakeholders in the programme.
The literature review relied mainly on programme documents, previous evaluations as well as various reports from the communities. Primary sources of information were garnered from interviews with key informants in the programme area. These included programme staff, Committee Members in the operational communities, village headmen, and guardians of OVC, community members as well as the orphans and vulnerable children. As such, the fieldwork visits provided the review an opportunity to interact and get the opinions of the intended project beneficiaries. The review instrument used comprised sets of key questions which guided the conversations with the different stakeholders in the programme. A summary the key questions and answers is provided in Appendix 3.
1.4 Limitations of the Review
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A review of this nature is constrained by a number of limitations. These include the timing of the fieldwork, time constraints, logistics and coverage. The fieldwork in Chikankata coincided the visit General Shaun Clifton, the head of the Salvation Army Church – the equivalent of the Pope for the Roman Catholics – who as was expected to come to Chikankata towards the end of the week. As such, most of the people were occupied with preparations for this particularly important guest as Chikankata is the traditional centre of the Salvation Army in Zambia.
Further, a review of a programme that has been in operation over a period of over ten years has generated a lot of literature in the form of programme documents, programme reviews and evaluations and reports. To get access to most of the information so generated needs a lot of time and an equally large number of people to consult. Without the benefit of a more time available the review relied on a limited number of information sources as time would allow. In other words, not all stakeholders were interviewed or visited. However, we believe that information got from those that were interviewed gives a representative profile of the operations of the programme, its activities, achievements and challenges.
While the review purported to cover a number of communities in the catchment area, only four communities were visited and interviewed comprising three communities supported by UNICEF and one community being supported by KNH. However, and in spite of these limitations, we are very confident that the review was able to capture a representative sample of information sources and that the information gathered is representative of the views of beneficiaries on the activities and outputs of the various programme interventions aimed at improving the care of OVC in the area.
1.5 Outline of the Report
The report is divided into two main chapters. Chapter 2 summarises the main findings of the review. Chapter 3 summarises some of the observations made and highlights a number of recommendations arising from the findings. The report has three appendices and these are: the terms of reference for the review, a list of names of people interviewed, and the research instrument comprising the key questions and answers from the various stakeholders in the programme.
2. Main Findings of the ReviewThis part of the report will highlight some of the main findings of the review and is divided into five sections. These are: the programme design and philosophy; the programme implementation modalities; the programme activities; the monitoring and evaluation systems in place; and the prospects for replicating the Chikankata CBOSP model to other parts of the country and beyond.
2.1 Programme Design and PhilosophyIn order to understand the Chikankata CBOSP model for orphan care and support it is important to take into consideration how the programme is designed, its evolution, the strategies employed for its popularisation as well as the continuing tensions arising from both its contextual background and its approach to orphan care.
2.1.1 Programme Design of CBOSP
The Salvation Army established its first Mission Station in Zambia in 1922. Apart from spreading the Christian gospel, the Salvation Army has also been involved in the social, medical and developmental needs of society. At Chikankata, the Mission Station is divided into 2 sections: the High School and the Health Services. The Health Services section is divided into 4 departments
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namely: nursing and midwifery training school, the hospital, community health and development, and AIDS Management and Training Services.
Chikankata Health Services was one of the first institutions in Zambia that responded to the HIV/AIDS epidemic through the formation of Home Based Care (HBC) and Community Counselling. Over time, this response led to the formation of Care and Prevention Teams (CPTs) and OVC Committees as vehicles for HIV/AIDS response as well as other developmental issues in the community. As such, the OVC Committees could be said to be the precursor of the CBOSP.
The Management Team of the Chikankata Health Services is headed by the Chief Medical Officer who reports to the Chief Secretary of the Salvation Army, Zambia Territory, who in turn reports to the Territorial Commander. In other words, the Chikankata CBOSP is an integral part of the structures of the Salvation Army in Zambia, in general, and the Chikankata Health Services in particular.
The work of the Chikankata Health Services is anchored on a value system underpinned by a strong belief in working in partnership with communities, teamwork, reflection, action and evaluation. The other values include: respect and a belief in the inherent capacity of others to positively respond to their own problems. As such, working with the community is a central philosophy that guides the working style of all the component parts of the Chikankata Health Services.
This style of work is characterised by partnership with communities, teamwork, reflection, action and evaluation. Other values include respect and a belief in the capacity of others, listening, and acknowledgement of the contributions of other stakeholders, inclusion, and creative dialogue. As such, working with the communities is the overarching philosophy of the programme: a belief in the inherent capacity communities to positively respond to their own problems.
2.1.2 Evolution of Community Based Approach
It is not surprising therefore that when CBOSP was formally established in 1995 this belief in the capacity of communities to find solutions to their own problems became refined into what we now know as the community approach to OVC care and support. However, this approach or model was not evident during the earlier stages in the evolution of CBOSP.
It should be remembered that response to HIV/AIDS at Chikankata stared as far back as 1986 with the launch of HBC and OVC community counselling. As the epidemic spread, there were many people who were chronically ill and needed care and support. With the many deaths that ensured, many children were orphaned. This coincided with the advent of an economic crisis in the country which witnessed a severe decline in the living conditions of many Zambian households. The problem was further compounded by the advent of cattle diseases which decimated the cattle population resulting in the further deterioration of food production.
The natural response to these crises saw the mushrooming of relief agencies that provided basic necessities of life to poverty stricken community members including the chronically sick as well as orphans and vulnerable children. The age of alms giving had arrived and Chikankata was no exception. Initially CBOSP was not able to resist this trend. The dependence syndrome became pervasive.
However, the return to the roots was sparked by a series of incidents where those receiving support from humanitarian agencies became, in the minds of community members including parents and guardians, as wards of the care giver. To illustrate this sad development, we were told of an incident where upon the death of a chronically ill person who had been receiving support from a hospital programme, the father of the deceased went to the hospital and announced that
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“their person” had died and went on to demand that the hospital should provide a coffin and despatch a tractor to collect firewood for the funeral! Incidentally, the father of the deceased was relatively well off: he owned scotch carts and pairs of oxen that could have been used to collect the much needed firewood!
It was such incidents that forced CBOSP to acknowledge the truism that the giving of “alms” however well intentioned and needed created a debilitating dependence syndrome among community members: it destroys the community’s traditional sense responsibility to other members of the community. More poignantly, it robs the community of its capacity to find solutions to its problems and the desire to help community members in need of care and support.
In addition, by 1990, it had already become evident that the response which initially began as a Home Based Care Programme evolved into an expansive and equally expensive response which include: In-hospital Counselling, Community Counselling, AIDS Management Training Seminars, AIDS Management Seminar Evaluations, AIDS Attachments, AIDS Technical Assistance, AIDS Education in Schools, Community Based Orphan Support and the development of Care and Prevention Teams (CPTs) and Children In Need committees (OVC support committees). Such a programme could not be sustained over a long period of time and new cost effective approaches needed to be found.
2.1.3 Marketing of the Community Approach
In order to popularise the community approach to OVC care, the programme used three strategies. These are: an appeal to traditional value systems of mutual support, the mobilisation of resources within the communities, and minimising the visibility of ‘gifts’ coming from outside the community.
Zambian traditional value systems were based on mutual supports among family and clan members as well as neighbours in the village. In short, members of the community looked after one another. The programme reminded community members of the importance of traditional values and the need to restore some of the positive traditions as the guiding principles communal or village life.
Further, the programme reinforced the efficacy and value of this approach through demonstration. CBOSP Committee Members, in their respective communities were mandated to go round and ask for small donations – tins of maize, cash, old clothes etc. – which would be later distributed to the neediest members of the community. The many small gifts which community members could afford were sufficient in the meeting the immediate needs the OVC in the community.
Lastly, the programme devised strategies of minimising the visibility of outside support by conceiving other forms of giving. These include the pass-on schemes, income generating activities, in-kind remuneration for active Committee Members, as well as supplementary support to the efforts community members.
The pass-on schemes in the form of goats or initial capital to start a business venture are initially funded from resources coming outside the community. However, the fact that the beneficiaries have nurture the gift, add something to it, and then pass-on (give) to the next community member turns the whole process into a community driven and owned initiative. Similarly, the supplementary additions to community efforts do not induce a sense of dependency largely because the support is first triggered by community effort.
2.1.4 Challenges to the Community Approach
It should however be mentioned that the transition from dependency to self-reliance was not achieved overnight. The attraction of alms is fuelled by the fact that the beneficiary is not required to do anything to receive the gift. During the early stages, CBOSP staff members were
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being accused of diverting the donations from the beneficiaries to themselves. Fortunately, this view is no longer widespread as the people in communities appreciate the fact that a culture of free donations is not sustainable in the long term.
However, the continuing challenge to the community approach to OVC care is coming form very unlikely sources: donor agencies and international NGOs. In some of these circles, aid has to be dispensed with as quickly as possible and under predetermined conditions which most often takes the form of food, cash or clothing and exclude the long-term view of building the capacities of the poor and vulnerable to able to look after themselves.
2.2 Programme Implementation Structures and StrategiesAs earlier indicated, the CBOSP has a two tier structure. One is at the Head Office level and the other at the level of Communities.
2.2.1 CBOSP Implementation Structure and Head Office
It had already been stated that the CBOSP Management Team is an integral part of the Chikankata Health Services which constitutes the AIDS Management and Training Services (AMTS). The AMTS is made up of 4 departments, namely: Training, OVC, HBC and CPT. The management of administrative and financial systems are done by the responsible departments of Chikankata Health Services. At the moment, AMTS department is being reorganisation and the resulting new structure will be called the HIV/AIDS Team Response Department.
In operational terms, the programme comprises the AMTS as the head offices of the programme and the 17 communities which together form the linkage between the TSM administrative system (Chikankata Health Services, which in turn links to the TSM national structure) and the 17 communities where the programme in operation and these are:
Chikankata CBOSP Communities
UNICE Funded KNH Funded1 Mukwela 1 Ngandu2 Ngangula 2 Hanyulu3 Malala 3 Lwaala4 Nameembo 4 Katulo *5 Dundu * 5 Mwanamangala6 Mabwetuba * 6 Mazungula7 Hampande 7 Moonga8 Chikankata * 9 Chaanga
10 Nadezwe * Communities visited during Fieldwork
In addition, the programme organises a Partners’ Meeting where all the agencies, NGOs and government departments working in the Chikankata area meet every six months to share experiences and coordinate their programme so as to ensure that duplication of work and resources is minimised. The partners include: Plan International, Schools, Churches, Ministry of Community Development and Social Services, Ministry of Agriculture, Child Survival Project, Local Community Competency Building Project, and RAPIDS.
2.2.2 CBOSP Implementation Structures and Community Level
At the community level, main programme implementation structure is the CBOSP Committee. The majority of the Committee Members are volunteers while a limited of Committee Members are appointed by the village headmen in the community. It could be said that Committees are the
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managers of CBOSP activities in their respective areas in liaison with the head office staff members.
In operational terms, members of the committees are assigned an area of operation as a way increasing outreach and the individual reports of committee members are then consolidated into an action plan for the community. The work of committee members comprises mainly: the registration of OVC needing support, visiting vulnerable households with OVC, ensuring that the rights of OVC are not violated, representing OVC at schools, participating in CBOSP training programmes, attendance of meetings, collection of community contributions, allocating benefits to deserving households and OVC, liaison with CBOSP staff and the community, providing psychosocial counselling to OVC and guardians, and organising community programmes for OVC.
2.2.3 Selection of Programme Beneficiaries
However, one of the most important tasks of the Committee Members is the selection of who should benefit from the meagre resources available especially since the resource envelop from community donation is always not adequate to meet the OVC requirements in the community. Be this as it may, there is a general agreement that the manner in which Committee Members select households and OVC that are supported is generally fair. This is largely because Committee Members are seem to have a good sense of relative household needs in the whole community as they have better appreciation of the relative needs of households in the community across villages. Apart from the general criteria of need, other factors that are taken into consideration include: the age of the guardian, households that have not yet benefited from the pass-on schemes, as well as those households that are headed by a child, the physically or mentally challenged.
2.2.4 Exit Strategies for Programme Beneficiaries
The programme has a number of exit strategies for weaning off the beneficiaries. First, the programme is only targeted to support those OVC that are under the age of 18 years and as such, age is one of that determines the exit from the programme. Other exit strategies include: participation in IGAs and pass-on schemes, training in life and entrepreneurship skills, training in goat, chicken, and cattle rearing, gardening and sustainable agricultural practices as well as being are given their own land as preparation for a life as economically productive adult members of the community. As, such, those whose economic status is improved by these activities are automatically weaned off the programme.
2.3 Programme ActivitiesThis part of the report will summarise our findings on the main activities of the programme, the number of OVC beneficiaries, the beneficiaries of the training activities as well as the general impact the programme has had on the communities in the operational area.
2.3.1 Main Programme Activities
The main programme activities can be summarised as being: awareness creation, facilitating the establishment of OVC committees, organisation visits, training, organising OVC recreation, IGA support, psychosocial support, children’s rights, supervisory and technical support visits, and the provision of supplementary financial and material support.
1 Awareness creation • Creating awareness on the programme and other issues related OVC
2 OVC committees • Facilitating establishment of OVC committees3 Organisation of visits • Organising internal and external Programme to
Programme visits
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4 Training • Training of OVC in knowledge and skills appropriate to the care of OVC• OVC Parenting Skills training for guardians
5 Organising OVC recreation • Support to recreation activities for OVC• Organising and facilitating OVC skills building camps
6 IGA support • IGA Support to OVC• IGA Support guardians and OVC committees
7 Psychosocial support • Issue based PSS forums• Establishment of counselling centres for children at community level
8 Children’s rights • Children’s rights awareness9 Supervisory and technical
support • Supervisory visits to OVC committees• Technical Support visits to OVC committees• Quarterly review meeting for OVC committees
10 Supplementary financial and material support
• Supplementing community financial and material resources
2.3.2 OVC Beneficiaries from the Programme
The number of OVC beneficiaries varies from year to year and even between quarters within a year. This is largely due to the fact that there is high mobility within the OVC community: some relocate to other parts of the country, others attain the exit age, while others die.
From the quarterly sighted reports during the fieldwork the total of OVC was 5,308. This is less than the number of OVC in 2007 by 12.88% even after the addition of two new communities.
No.
Community Total Single Double Voln Male Female In Sch Out Sch
1 Mukwela 352 192 76 84 169 183 289 632 Nameembo 510 312 110 88 207 303 318 1923 Ngangula 522 287 126 109 226 296 420 1024 Malala 292 148 88 56 152 140 170 1225 Chaanga 378 204 141 33 217 161 202 1766 Nadezwe 404 254 89 61 193 211 278 1267 Hampande 294 198 76 20 128 166 191 1038 Dundu 350 114 146 90 161 189 232 1189 Chikankata 527 190 210 127 256 271 400 127
10 Mabwetuba 249 212 28 9 107 142 193 5611 Hanyulu 218 142 41 35 112 106 117 10112 Lwaala 190 90 26 74 110 80 102 8813 Katulo 157 93 20 44 82 75 125 3214 Mwanamangala 184 107 31 46 90 94 132 5215 Mazungula 183 64 44 75 102 81 142 4116 Ng’andu 186 99 38 49 102 84 103 8317 Moonga 312 170 79 63 144 168 167 145
TOTAL 5,308 2,876 1,369 1,063 2,558 2,750 3,581 1,727 % 100.00 54.18 25.79 20.03 48.19 51.81 67.46 32.54
Compiled from Quarterly Returns: 2009.
The table above shows the following ratios: 54.18 are single orphans; 25.79% are double orphans; 20.03% are vulnerable children; 48.19% are males; 51.81% are females; while 67.46%
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are in school and 32.54% are out of school. Those OVC that are out of school are either too you attend school or have dropped out of school because they cannot afford to pay school fees.
2.3.3 Beneficiaries from Training Activities
The other direct beneficiaries from the programme activities are the recipients of the various training programmes. The main beneficiaries of the training programmes are: the OVC, the Committee Members, guardians of the OVC, the traditional leadership (Village Headmen) as well as national and international personnel who have received training at Chikankata CBOSP.
The OVC have also benefited from the training programmes provided by the programme. Some of these training benefits include entrepreneurship and life skills training, and children’s rights. Committee members have also benefited from various training programmes which include: leadership training both theory, during formal training sessions, and in practical sessions involving visits, supervisory visits of programme staff and during quarterly review meetings, training of trainers, as well as training in entrepreneurship and psychosocial counselling. The guardians and traditional leaders benefit from training offered in entrepreneurship, parenting skills and children’s rights.
Since 1989, the AMTS has been running HIV/AIDS related seminars as a way of sharing Chikankata’s in HBC aids management experience with HIV/AIDS workers. The seminars drew participation from Zambia, Tanzania, Ethiopia, Philippines, Canada, USA, India, Sweden, Uganda, Zimbabwe, South Africa, and Namibia. It is estimated that over 4,000 people participated in these seminars.
Later, the seminar series evolved into a training course on Community Care of HIV/AIDS which was partially funded by the Regional AIDS Training Network (RATN) based in Nairobi, Kenya which drew its participants mainly from East, Central and Southern Africa. Between 2000 and 2003, about 259 HIV/AIDS managers drawn from 8 provinces of Zambia attended the OVC course with a view to applying the Chikankata model in their respect work places. In addition, about 200 HIV/AIDS managers attended the course between 2005 and 2006.
Unfortunately, this international programme is no longer offered in its original format. Currently, the programme has been reduced to casual visits of international personnel who wish to have a personal experience the operations of the model either using their own resources and initiative or are sponsored by an international agency.
2.3.4 Programme Impact on OVC Care
The Chikankata CBOSP has pioneered and promoted a community-based response to OVC care and support. Its impact on OVC care has had the tremendous, not only in the Chikankata catchment area but also throughout the region and beyond. The impact of the programme includes: increase community awareness of HIV/AIDS, increased reliance on community efforts and resources, increased knowledge and skills and the economic empowerment of community members.
Increase in the awareness of the problem of HIV/AIDS is an important step in the fight against the epidemic and its associated consequences such as the increase in the number of orphans and vulnerable children. In addition, increased community awareness contributes to lessening prejudices against those infected and affected by the HIV/AIDS epidemic. In the Chikankata catchment area, people have a good understanding of HIV/AIDS and its attendant consequences and are committed, as community members to mitigate its deleterious impacts on individuals, families and the community.
As a result of increased awareness of HIV/AIDS together with the efforts of the CBOSP interventions, there has been an increasing in community ties and community social responsibility
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directed at the care of OVC using community resources. This is graphically demonstrated by the increasing amounts of donations that community members make towards helping the OVC in their respective communities. It could therefore be said that communities in the CBOSP operational areas have embraced the notion of community social responsibility towards the care of OVC in their respective areas.
Another impact the CBOSP programme has had in its operational communities has been the imparting of skills and knowledge among members of the community. The skills range from the capacity to organise local institutions such as committees that are spearheading community response to HIV/AIDS in their respective areas to organisational and technical capacities through training and mentorship. As such, community members have become genuine partners in the delivery of the necessary support in the care of OVC in their communities.
Lastly, and because communities have to contribute to the care and support of OVC in their own communities, the programme has developed projects that are aimed at economically empower community members. The projects have provided community members the capacity to contribute to community OVC care and support. These projects include IGAs, pass-on schemes and entrepreneurship training. In other words, community members can only contribute to community based if they have the means to do so.
2.4 Programme Monitoring and Evaluation
The programme has developed monitoring and evaluation systems for activities undertaken by the CBOSP Management Team as well as for activities carried out at the community level.
2.4.1 Monitoring and Evaluation Systems for the Programme
The programme has developed several systems for monitoring and evaluating the performance of the programme. These include: monthly and quarterly programme performance assessment meetings as well as the production of quarterly progress reports. In addition, the programme has an external evaluation at the end of the funding cycle.
The Programme Team organises monthly programme performance meeting where programme performance is compared against the programme implementation schedule. The objective of these meeting is to identify any lapses in the progress of the programme with a view to effecting remedial measures. Quarterly programme performance meetings are also meetings of the Board of the programme. The membership of the Board is made up of representatives from communities where the programme is implemented (17) and three CBOSP staff members. Apart from reviewing the achievements of programme, the Board meeting is also an occasion to review the programme strategies for supporting OVC committees. Board meetings are held in the communities on a rotational basis.
The Chikankata Health Services submits narrative and financial quarterly reports to donor agencies as means of keeping the donors updated on progress of the programme as well as the application of funds. In addition to quarterly reports, there is also an in-build external evaluation at the end of the programme funding cycle. The evaluation gets its information from programme documents, CBOSP staff members as well as members of OVC committee in the communities.
2.4.2 Monitoring and Evaluation Systems at Community Level
There are also monitoring and evaluation systems for programme activities that take place at the community level. These include: supervisory visits, OVC committee meetings as well as the quarterly meetings of the Board.
The technical support and supervisory visits are used to reinforce and assess the performance of committee members in their communities. During these visits, a CBOSP staff member spends five days in a community. The staff member performs OVC care activities together with
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committee members and at the end of each day there is a reflection session to assess their collective and individual performance. This activity does not only monitor and evaluate the performance of committee members but is also used as a training occasion.
Committee members in the various communities hold meetings where they assess their performance in the execution of their OVC care activities. Committees are also required to prepare quarterly reports of their activities. These reports are part of their input to the quarterly Board meetings. During these meetings all communities represented share their experiences of OVC care, and design the way forward arising from their success, difficulties and challenges. At the end of each meeting respective communities draw up action plans for the following three months. In turn, these action plans set the benchmarks for the subsequent supervisory visits.
2.5 Replication of the Chikankata CBOSP Model
This part of the report will summarise the efficacy of replicating the Chikankata CBOSP model in other parts of the country as well as beyond.
2.5.1 Chikankata Hospital Factor
There is no doubt that the community approach to OVC cared as developed and applied by the Chikankata CBOSP is an effective way tool in OVC care. It is based on sound theory, it is practical and sustainable. However, questions have been raised as to whether such an initiative can be replicated in situation where there was no strong institution like the Chikankata Hospital behind such a venture.
It is true that the Chikankata Hospital has played and continues to play an important role in what has been accomplished by the CBOSP. The hospital administration provides administrative support and financial oversight of the programme. In addition, the Salvation Army, with its international connections and pastoral activities have been instrumental in the initiation of the programme.
However, it could also be said that the model, itself, has developed beyond the shadow of its progenitor. The community approach to OVC care was in fact a result of challenges to the manner in which Chikankata Health Services were responding to the HIV/AIDS epidemic. In fact it could be argued that the continuing association with the Hospital and the Church could be the programme’s greatest nemesis!
We say so because, in spite of its success in OVC care, the programme has not developed administrative and financial structures that accompany the model. Secondly, one of the programme’s donors, RAPIDS, which funds the programme through the Church, insists on OVC support mechanisms that go against the first principles of the model – the dishing out of alms to OVC and their caregivers.
Having said this, we still say with confidence that it is very possible to replicate the community approach to OVC care, in part or in its totality on condition that such a replication is backed by a strong administrative structure and a good system for managing financial resources.
2.5.2 Training of OVC Care Managers
The CBOSP has developed a very good programme for training OVC care managers at both theoretical and practical levels. This has been achieved over a long period of time since the physical infrastructure and the training manuals cannot be developed overnight.
In situations where there is no well established institutional framework, what can be replicated are those training systems targeted at operatives working directly with the communities such as the establishment and training of committee members, their supervision and mentorship as these are the people that are at the frontline of OVC care.
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As such, Chikankata will always have the advantage over other similar initiatives in the training of the first level of OVC care managers – programme initiators, officers and trainers of community operatives – while the other programmes can implement similar OVC care training programmes at the level of communities. The Chikankata CBOSP has the infrastructure, the training materials and a wealth of experience.
2.5.3 CBOSP Model beyond Chikankata
It is reasonable to say that the community approach to OVC care is the most cost effective and sustainable approach and should not be confined to the 17 communities where the CBOSP is operating. In fact, the whole of the Chikankata catchment area, and indeed all communities in Zambia should adopt it.
We say this because the Chikankata CBOSP had already initiated such an endeavour which was a great success and became a world leader in community based approach to OVC care. The reasons why this programme was discontinued is not because it is not needed but because it is no longer being funded.
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3. Observations and RecommendationsThis part of the report will highlight some of the observations derived from the findings and will also make some recommendations on actions to be taken to address the situation of vulnerable children at community level. It closely follows the format of chapter 2, namely: programme design and philosophy, programme implementation modalities, programme activities, programme monitoring and evaluation, and replication of the Chikankata CBOSP model as a way of linking the recommendations to the findings of the review.
3.1 Programme Design and Philosophy
3.1.1 Programme Design of CBOSP
A programme that aims at providing a response to HIV/AIDS especially with regards to providing support and care OVC on a long-term basis requires an organisation structure that is transparent and which inspires the confidence of not only to would be donor and collaborators but also to the communities it intends to serve.
More importantly, its operations ought to be based on a clear understanding of the problem and a value system that is inclusive, reflective and flexible. The organisation should continue learn from others as well as from it own experience.
Accordingly, it is recommended that CBOSP should continue in its efforts of strengthening its institutional base and framework and abide by its philosophy, principles and values systems. The transformation of the current AMTS into the HIV/AIDS Team Response Department may prove to be one of the ways forward achieving that objective.
3.1.2 Evolution of Community Based Approach
From our findings, it is evident that the community approach to OVC care evolved over a long period of time and has continued to be refined from experiences gained in practice. It is therefore recommended that CBOSP staff should not rest on their laurels or those of their predecessors. Instead they should continue to refine the approach as they gain more experience from their daily application of the approach. More importantly, effort and resources should be spent in documenting the community based approach to OVC care. This will be a great contribution to those who may which to adopt the approach.
3.1.3 Marketing of the Community Approach
The marketing effort put into convincing community members that community self-reliance is far much better and more sustainable that receipt of alms and gifts to communities that had gotten used to donations was very challenging. As such, this campaign should be sustained as there are those whose actions subvert such efforts not because they do not understand or believe in the efficacy of the community based approach to OVC care but because it is expedient for them to do so.
3.1.4 Challenges to the Community Approach
It was observed the attraction of donations is real especially among those that are still wedded to the dependency syndrome as well as agencies that perpetrate the syndrome.
It is recommended that CBOSP staff should continue in their fight against such tendencies. First by resisting such offers and secondly by engaging community members in a creative dialogue on sustainable development and lastly by convincing donors that there are better ways of empowering communities which result in more sustainable ways of OVC care and support.
3.2 Programme Implementation Structures and Strategies
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3.2.1 CBOSP Implementation Structure at Head Office
The programme has a structure that is linked to community structure in addressing the OVC care needs of the communities. The CBOSP has also devised ways and means of networking with other service providers as a way of enhancing the delivery of services to the communities. It is therefore recommended that the linkages between the between the CBOSP Head Office and the communities be further strengthened. As the programme expands, it might be a good idea to establish sub-area Board Meetings comprising say four communities.
The establishment and the holding of Partner’s Meeting is a very good idea for effective coordination and for the streamlining of messages going out to community members. Further, CBOSP should champion the adoption of the community approach in the various developmental initiatives being undertaken by partner organisations. In addition, CBOSP should seek the cooperation and inputs from specialised agencies that may add value to the developmental efforts communities, such inputs from Livestock Development Trust for improved management small livestock and poultry as well as organisations like the Conservation Agriculture Programme in order to enhance food securing among community members.
3.2.2 CBOSP Implementation Structures and Community Level
The role and the work of the committees and Committee Members are of critical importance in the implementation of a community based approach to OVC care. It was also noted that some committee members are not active and are thereby increasing the workload of those members that continue to be active. It is recommended that the performance of committee members should be regularly assessed using community (village) structures and to replace those whose performance is below par and rewarding those that are active. Further, newly elected committee members should be given training to bring them to the level of their colleagues who had earlier received training.
3.2.3 Selection of Programme Beneficiaries
While it was said that the selection criteria for beneficiaries is seen to be generally fair. The criteria used are largely known by the committee members and not generally known by members of the community. Since these criteria are not the same in all communities; it is important that committee members make the selection criteria know to all community members as a means of protecting the integrity of those who choose some beneficiaries over others.
3.2.4 Exit Strategies for Programme Beneficiaries
The exit strategies built into the programme are generally sound. However, it is important to note that the most important exit strategy is economic empowerment for both the guardians and the orphans and vulnerable children. It was also observed that the rearing of small livestock is one of the better ways of empowering poor families and OVC. Similarly, the answer to food insecurity does not lie in maize production alone but also in increased planting of tuber crops and legumes as well as the adoption of conservation farming techniques.
It is there recommended that pass-on schemes for goats and chickens should be increased in volume and be supplemented by training in animal husbandry. In addition, the husbandry of tubers and legumes as well as the introduction and popularisation of conservation farming should be introduced in all the programme’s operational areas.
3.3 Programme Activities
3.3.1 Main Programme Activities
OVC care is a multifaceted enterprise and as such it requires a multitude of interventions. The current menu of interventions, numbering about 16, is sufficient. However, and in order to
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increase outreach, there is a need for more people more people to get involved. The training of trainers, who in turn would train community members is one route that is currently been used including the “flying squad” of community trainers.
It is therefore recommended that programme staff should spend more effort and time in the training of community trainers. Programme staff should reinforce the capacities of community trainers through supervisory visits similar to the supervisory visits being done for committee members.
3.3.2 OVC Beneficiaries from the Programme
The number of beneficiaries as well as the number of those who need support but who are not captured in the programme records will always be no the increase. The only way to manage this explosion is to improve the livelihoods of poor families and OVC through increased production. See recommendation 3.2.4.
3.3.3 Beneficiaries from Training Activities
Chikankata has had good record in the training of OVC care managers from the communities, other parts of Zambia and beyond. The national as well as the international components of this programme is no longer provided for to the same degree as in the past. These training activities will be needed more if the decision is made to replicate the Chikankata model to other parts of the country.
It is therefore recommended that more resources should be made available for the training of OVC care managers. The resources required should include: the production of training manual (including DVDs and/or be put on the web); provision for supervisory visits; and scholarships for OVC managers who may wish to attend a taught programme at the Chikankata Seminar Centre.
3.3.4 Programme Impact on OVC Care
The Chikankata CBOSP is a pioneer in community-based response to OVC care. The application of this approach on OVC care has had the tremendous impact on the lives of people in the operational area. Some of its impact in manifested in increased community awareness, increased reliance on community efforts and resources, increased knowledge and skills, and the economic empowerment of community members.
See recommendations 3.1.1; 3.2.1; and 3.2.4.
3.4 Programme Monitoring and Evaluation
3.4.1 Monitoring and Evaluation Systems for the Programme
The monitoring and evaluation system used at the programme office is very good and effective. It is recommended that minutes of the monthly and quarterly meetings should be recorded electronically and used as part of the programme evaluation and review process. In future, when the number of communities has increased, the current composition of the Board may need to be reconsidered in order to increase the participation of the representatives of communities.
In addition, it is important that the end of the programme evaluation should be done some months before the programme has come to an end. This is because the evaluation provides critical inputs to the successor programme. Secondly, an early end-of-programme evaluation might ensure the continuity of a programme by minimising the occurrence of huge hiatuses between programmes.
3.4.2 Monitoring and Evaluation Systems at Community Level
Again, the monitoring and evaluations systems put in place at the community level are adequate. However, and the as the number of participating communities increase, it may not be possible for staff members to spend five days of supervisory visits in each community. The programme should
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consider further training for the community training teams to enable them undertake such supervisory visits for a small fee. In addition, the quarterly reports coming from communities should be computerised in order to facilitate easy retrieval and analysis
3.5 Replication of the Chikankata CBOSP Model
We are of the view that the Chikankata CBOSP model can be replicated in other parts of the country either in whole or in part depending on the obtaining circumstances on the ground. This part of the report makes an estimate of the cost of replicating the Chikankata Model.
3.5.1 Chikankata Hospital Factor
It is acknowledged that the Chikankata Hospital plays an important role in the operations of the programme. The hospital was the initiator of the programme and continues to be the parent and host institution for the programme. While it is inconceivable to think of breaking this umbilical cord, the programme has also managed to project its own image to the world. Be this as it may, this relationship does not define the community approach to OVC care.
3.5.2 Training of OVC Care Managers
As already intimated, the training of OVC care managers is a critical ingredient to the successful implementation of a community based approach to OVC care. We believe that Chikankata CBOSP will always play an important role as a trainer of OVC care managers with or without the replication of the model beyond Chikankata. See recommendation 3.3.3.
3.5.3 CBOSP Model beyond Chikankata
As already stated above, the model is amenable to replication. First, there are many parts of the country that have hospitals very similar to one in Chikankata. The Christian Health Association of Zambia (CHAZ) has a directory of such hospitals. In addition, government District Hospitals could also be press ganged to play a similar role.
In communities that are not similarly serviced as Chikankata, the community component of the programme could be easily replicated especially if there is an NGO that is willing to take up the challenge. However, such initiatives would have to rely very heavily on the training services offered at Chikankata including follow-up visits.
See recommendation 3.3.3.
3.5.4 Cost of Replicating the Chikankata Model
As intimated above, the Chikankata Model can be replicated either as a whole or in part. The cost estimates presented below are for a partial replication for those areas that may wish to initiate community based orphan care in their respective areas but which will continue to receive training and mentorship from Chikankata. This pilot project is for five years with the possibility of expansion either at the end of the pilot phase or after the midterm evaluation scheduled to take place during the third year.
Cost Estimates for Replicating the Chikankata Model
Cost Centre Year 1 Year 2 Year 3 Year 4 Year 5 Totals %Personal Emoluments 88,320,000 97,152,000 106,867,200 117,553,920 129,309,312 539,202,432 11.41Programme Charges 23,184,000 25,502,400 28,052,640 30,857,904 33,943,694 141,540,638 2.99Capital Costs 158,700,000 0 0 190,440,000 0 349,140,000 7.39Training Costs 294,000,000 309,550,000 329,637,500 336,263,125 339,353,094 1,608,803,719 34.04IGAs 319,000,000 331,000,000 350,000,000 366,750,000 406,937,500 1,773,687,500 37.53Other Costs (M&E) 68,500,000 9,350,000 70,285,000 78,513,500 87,444,850 314,093,350 6.65
Total 951,704,000 772,554,400 884,842,340 1,120,378,449 996,988,450 4,726,467,639100.0
0
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From the above the total cost of the pilot programme is K4.7 billion over a period of five years. It is made up five cost centres and these are: personal emoluments, programme charges, capital costs, training costs, income generating activities and other costs.
The expenses associated with the head office include personal emoluments, programme charges, and capital costs which together make up about 23% of the total budget. The personal emoluments which make up to 11% of the total budget comprise the salaries for the Programme Coordinator, a Programme Officer, a Secretary, and a Driver. Programme charges which make up about 3% of the budget include: Office Supplies, Fuels and Lubricants, Equipment Service, Utilities and Communication, Per diems for officers while out of the station. The capital costs consist of motor vehicles and computers and printers.
The training component is one of the big cost centres and takes about 34% of the total budget. It comprises the production of training manuals, training of trainers, entrepreneurship training, training in crop and animal husbandry and conservation farming technologies, the organisation of community group visits, the scholarships programme as well as supervisory visits to projects outside the Chikankata catchment area.
It has been identified that income generating activities are the more sustainable way of strengthening the community based approach to orphan care by enhancing household incomes and food security. As such, this budget item takes up nearly 38% of the total budget. It comprises investments in goats, chickens and other businesses (mainly trading) in the form of pass-on arrangements as well as cassava, sweet potato and vegetable gardens as a food security measure which also intended to generate additional household income.
The last category of expenses relates more to monitoring and evaluation aspects of the programme. These include studies (a comprehensive write up of the Chikankata model), programme evaluations both midterm and end of programme evaluations, and programme backstopping expenses for the principal programme funders.
The budget is designed in such a manner that some components such as training and income generating activities could be expanded exponentially by involvement of other donor agencies. For example, the goat and chicken pass-on programmes could seek the participation of Heifer International. Similarly, the cassava and sweet potato components could collaborate with Conservation Agriculture Programme of the Zambian National Farmers Union and/or the Programme Against Malnutrion (PAM).
3.6 Summary of Recommendations
This section will highlight the recommendations made in part 3 of the report. These are:
1. CBOSP should continue in its efforts of strengthening its institutional base and framework and abide by its philosophy, principles and values systems. The transformation of the current AMTS into the HIV/AIDS Team Response Department may prove to be one of the ways forward achieving that objective.
2. CBOSP staff should not rest on their laurels or those of their predecessors. Instead they should continue to refine the approach as they gain more experience from their daily application of the approach. More importantly, effort and resources should be spent in documenting the community based approach to OVC care.
3. The campaign for community based care should be sustained as there are those whose actions subvert such efforts not because they do not understand or believe in the efficacy of the community based approach to OVC care but because it is expedient for them to do so.
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4. CBOSP staff should continue in their fight against such tendencies. First by resisting such offers and secondly by engaging community members in a creative dialogue on sustainable development and lastly by convincing donors that there are better ways of empowering communities which result in more sustainable ways of OVC care and support.
5. Linkages between the between the CBOSP Head Office and the communities be further strengthened. As the programme expands, it might be a good idea to establish sub-area Board Meetings comprising say four communities.
6. CBOSP should champion the adoption of the community approach in the various developmental initiatives being undertaken by partner organisations. In addition, CBOSP should seek the cooperation and inputs from specialised agencies that may add value to the developmental efforts communities, such inputs from Livestock Development Trust for improved management small livestock and poultry as well as organisations like the Conservation Agriculture Programme in order to enhance food securing among community members.
7. The performance of committee members should be regularly assessed using community (village) structures and to replace those whose performance is below par and rewarding those that are active. Further, newly elected committee members should be given training to bring them to the level of their colleagues who had earlier received training.
8. Since selection criteria for beneficiaries are not the same in all communities; it is important that committee members make the selection criteria known to all community members as a means of protecting the integrity of those who choose some beneficiaries over others.
9. The pass-on schemes for goats and chickens should be increased in volume and be supplemented by training in animal husbandry. In addition, the husbandry of tubers and legumes as well as the introduction and popularisation of conservation farming should be introduced in all the programme’s operational areas.
10. Programme staff should spend more effort and time in the training of community trainers. Programme staff should reinforce the capacities of community trainers through supervisory visits similar to the supervisory visits being done for committee members.
11. More resources should be made available for the training of OVC care managers. The resources required should include: the production of training manual (including DVDs and/or be put on the web); provision for supervisory visits; and scholarships for OVC managers who may wish to attend a taught programme at the Chikankata Seminar Centre.
12. Minutes of the monthly and quarterly meetings should be recorded electronically and used as part of the programme evaluation and review process. In future, when the number of communities has increased, the current composition of the Board may need to be reconsidered in order to increase the participation of the representatives of communities.
13. The end of the programme evaluation should be done some months before the programme has come to an end. This is because the evaluation provides critical inputs to the successor programme. Secondly, an early end-of-programme evaluation might ensure the continuity of a programme by minimising the occurrence of huge hiatuses between programmes.
14. The programme should consider further training for the community training teams to enable them undertake such supervisory visits for a small fee. In addition, the quarterly
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reports coming from communities should be computerised in order to facilitate easy retrieval and analysis.
15. A pilot five year Chikankata model replication programme should be undertaken as means of popularising community based orphan care approach in the country.
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Appendices
Appendix 1: Detailed Budget for Five Year Pilot Programme
Personal Emoluments Year 1 Year 2 Year 3 Year 4 Year 5 Totals % US$
Programme Coordinator 41,400,000 45,540,000 50,094,000 55,103,400 60,613,740 252,751,140 5.35 54,946
Programme Officer 27,600,000 30,360,000 33,396,000 36,735,600 40,409,160 168,500,760 3.57 36,631
Secretary 11,040,000 12,144,000 13,358,400 14,694,240 16,163,664 67,400,304 1.43 14,652
Driver 8,280,000 9,108,000 10,018,800 11,020,680 12,122,748 50,550,228 1.07 10,989
Sub-total 88,320,000 97,152,000 106,867,200 117,553,920 129,309,312 539,202,432 11.41 117,218
Programme Charges
Office Supplies 2,760,000 3,036,000 3,339,600 3,673,560 4,040,916 16,850,076 0.36 3,663
Fuels and Lubricants 7,728,000 8,500,800 9,350,880 10,285,968 11,314,565 47,180,213 1.00 10,257
Equipment Service 2,576,000 2,833,600 3,116,960 3,428,656 3,771,522 15,726,738 0.33 3,419
Utilities & Communication 5,520,000 6,072,000 6,679,200 7,347,120 8,081,832 33,700,152 0.71 7,326
Per diem 4,600,000 5,060,000 5,566,000 6,122,600 6,734,860 28,083,460 0.59 6,105
Sub-total Charges 23,184,000 25,502,400 28,052,640 30,857,904 33,943,694 141,540,638 2.99 30,770
Capital Costs
Car 147,200,000 0 0 176,640,000 0 323,840,000 6.85 70,400
Computers & Printers (2) 11,500,000 0 0 13,800,000 0 25,300,000 0.54 5,500
Sub-total Capital Costs 158,700,000 0 0 190,440,000 0 349,140,000 7.39 75,900
Training Costs
Training Manuals 55,000,000 56,000,000 60,000,000 50,000,000 45,000,000 266,000,000 5.63 57,826
Training of Trainers 38,000,000 36,000,000 33,000,000 32,000,000 30,500,000 169,500,000 3.59 36,848
Entrepreneurship Training 25,000,000 28,750,000 33,062,500 38,021,875 43,725,156 168,559,531 3.57 36,643
Crop and Animal Husbandry 30,000,000 34,500,000 39,675,000 45,626,250 52,470,188 202,271,438 4.28 43,972
Conservation Farming 40,000,000 44,000,000 48,400,000 53,240,000 58,564,000 244,204,000 5.17 53,088
Community Group Visits 52,000,000 52,500,000 53,000,000 53,500,000 43,000,000 254,000,000 5.37 55,217
Scholarships 45,000,000 47,000,000 49,000,000 47,000,000 45,000,000 233,000,000 4.93 50,652
Supervisory Visits 9,000,000 10,800,000 13,500,000 16,875,000 21,093,750 71,268,750 1.51 15,493
Total Training 294,000,000 309,550,000 329,637,500 336,263,125 339,353,094 1,608,803,719 34.04 349,740
Income Generating Activities
Goats 100,000,000 95,000,000 95,000,000 85,000,000 85,000,000 460,000,000 9.73 100,000
Chickens 55,000,000 55,000,000 50,000,000 50,000,000 50,000,000 260,000,000 5.50 56,522
Cassava 17,000,000 16,000,000 15,000,000 14,000,000 13,000,000 75,000,000 1.59 16,304
Sweet Potato 12,000,000 12,000,000 10,000,000 9,000,000 8,000,000 51,000,000 1.08 11,087
Horticulture (Gardens) 45,000,000 45,000,000 45,000,000 40,000,000 40,000,000 215,000,000 4.55 46,739
Other Businesses 90,000,000 108,000,000 135,000,000 168,750,000 210,937,500 712,687,500 15.08 154,932
Total IGAs 319,000,000 331,000,000 350,000,000 366,750,000 406,937,500 1,773,687,500 37.53 385,584
Other Costs
Studies 60,000,000 0 0 67,200,000 0 127,200,000 2.69 27,652
Programme Evaluations 0 0 60,000,000 0 75,000,000 135,000,000 2.86 29,348
Programme Backstopping 8,500,000 9,350,000 10,285,000 11,313,500 12,444,850 51,893,350 1.10 11,281
Total Other Costs 68,500,000 9,350,000 70,285,000 78,513,500 87,444,850 314,093,350 6.65 68,281
Programme Total 951,704,000 772,554,400 884,842,340 1,120,378,449 996,988,450 4,726,467,639 100.001,027,49
3Exchange Rate: US$1 = K4,600
Appendix 2: Terms of Reference
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Position Title: Evaluation of the Community Based Orphan Support Programme & OVC training: Chikankata model.
BackgroundThe Community Based Orphan Support Programme (CBOSP) project was started in 1995 by the Salvation Army Church in the Chikankata area of Mazabuka District. The goal of the CBOSP is to enhance the community response to the Orphans and Vulnerable Children (OVC) situation through a community based support system that builds on and utilizes available community resources in the Chikankata Health Services catchment area. The Chikankata Health Services, which directs runs the CBOSP, serves a population of between 80,000 to 90,000 people living in a rural setting within a radius of 70 km. The CBOSP initially began in just 2 communities of Chikankata in order to address the impact of HIV/AIDS on children and their care givers following an increased number of orphans and vulnerable children who did not have adequate care necessary to enhance their growth and development. Over the years the Program has expanded its operations to 15 communities with 10 of them being supported with funds from UNICEF. UNICEF has been supporting the CBOSP project since its inception in 1995.
In 2000 UNICEF entered into another agreement with Chikankata that included the Training component for OVC managers after being satisfied with the progress of the CBOSP which by then (May 1997) had been evaluated by Consultants Catherine Poulter and James Sulwe. The trainings have targeted OVC care givers from different parts of the Country.
The ultimate beneficiaries of both the CBOSP and the OVC training projects are the OVC below the age of 18. While the target group were the OVC themselves, guardians, the general community and OVC committees also benefited through training. The OVC included children who have lost either a single parent or both and those children who are living in difficult circumstances because their parents are chronically-ill mostly due to HIV and AIDS, physically handcapped and mentally retarded and living in extreme poverty.
As UNICEF has been supporting CBOSP since 1995 to date and the OVC training from 2000 to 2002 need has arisen to evaluate the projects and see whether they have achieved their goal or not. The evaluation will assist in the development of action plans for replication and scale-up of the community based model of care. It is against this background that UNICEF now wishes to engage a consultant to carry out the above evaluation and see what has been achieved especially in the last 3 years (2006-08). The evaluation will further provide lessons for future community based support programmes.
Purpose
The objectives of the review and evaluation are to ascertain the following:• Analyse the selection criteria for households benefiting from the programme.• What has been the impact of the CBOSP on children? How have they benefited from the
programme?• Establish accurate data on the number of OVC managers trained by Chikankata under the
OVC training since 2000.• As far as possible interview some of those who have been trained as OVC managers and
ascertain relevance of the training to their current work of caring for vulnerable children.
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• Is there an exit strategy as an integral part of the CBOSP for beneficiaries as a way of graduating them and getting new beneficiaries on the programme.
• Establish if the programme has managed to mobilize the communities to embrace the care of OVC.
• Have the OVC committees been empowered in the 15 communities with knowledge and skills relevant in the care and support of OVC.
• Have the communities been empowered with an economic base to sustain the support process for OVC.
• Has the programme put in place mechanisms in place such as committees? If such mechanisms exist are they working in the 15 communities under CBOSP.
• Chikankata has trained a number of people on OVC care from different districts of Zambia. Is the CBOSP being replicated in other districts of Zambia?
• Does Chikankata have an on-going performance program assessment as part of the CBOSP.
• Analyse the efficiency of the Chikankata Health Services who are the partner implementers of the CBOSP.
• Provide an analysis of how lessons around the strengths and achievements of Chikankata can be applied in more ‘normal’ circumstances i.e. where the institutional environment does not include a substantial and well resourced mission or similar, but may be characterised by a more ‘usual’ collection of actors including Government institutions, smaller churches, and CBOs
• Come up with recommendations on actions to be taken to address the situation of vulnerable children at community level.
Expected Deliverables
Under the supervision of the Chief of Child Protection Section, the consultant will accomplish the following tasks:• Develop a data collection tool (hard and soft).• Prepare, submit and discuss the methodology that is going to be used for the evaluation with
clear timelines to be approved by the UNICEF Chief of Child Protection.• Collect relevant data through field visits to Chikankata through interviews with relevant
authorities. • Analyse the data using a reliable data analysis program. • Prepare a draft report and do a debriefing with UNICEF and other stakeholders for their
comments.• Prepare and submit a final report to UNICEF which should incorporate comments from
stakeholders with appropriate recommendations.
Qualifications and Competencies
• Advanced university degree in law, social work, sociology and other related fields.• Minimum 5 years experience in large scale studies, preferably with children issues.• Very good spoken and written English. Fluency in the local language Tonga will be an added
advantage.• Ability to work with a team from government, civil society and UNICEF. • Solid communication, advocacy and negotiating skills.• Very good skills in data entry, analysis and reporting.
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Conditions
• UNICEF will pay the consultant Daily Subsistence Allowance for the days he will travel outside Lusaka for data collection. UNICEF will also meet the transport costs for this travel.
• Consultant may have access to UNICEF office space and equipment with approval from the Chief of Child Protection.
• The consultant will spend 10 days on literature review & data collection in Lusaka and Chikankata and any other places that he may consider necessary to visit.
• The remaining 10 days will be for writing draft report, debriefing to stakeholders and final report writing.
Prepared by: UNICEF
Name: Innocent K. MofyaTitle: Child Protection OfficerSignature:_________________________Date:
Approved by: UNICEFName: Gabriel N. FernandezTitle: Chief, Child Protection.Signature:__________________________Date:
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Appendix 3: List of People Interviewed
Dundu CommunityName Position
1 Chrissy Zyaambo Chairperson2 Bruce Chizinguka Secretary3 Chisteta Muchelenga Member4 Event Mwiinga Guardian5 Diana Chiyoba Member6 Agness Sumbuno Guardian7 Jenipher Malule Member8 Katowa Lloyd P/Sec9 Chiiba Beldon Member
10 Kingstone Maulu Member11 Neaty Chiputa Member12 Collety Mwiinga Vice secretary13 Domity Chiloola Guardian14 Eneless Masompe Guardian15 Passmore Chilola Guardian16 Shibba Han’gandu OVC17 Concord Mweemba OVC18 Loveness Kayungwa OVC19 Gladys Sibingana OVC20 Vincent Kaambila OVC21 Vivien Chiinda OVC22 Solian Chibala OVC23 Joy Chongo OVC24 Collenee Chikale Treasurer25 Omondy Hachoombe OVC26 Japhet M Chizonguka Vice Headman27 Elijah Masompe Headman28 Peter Han'gandu Parent29 Esau Habeenzu Headman30 Jeffrey Moonga Headman / Ng'andu Moonga31 Albert Miyoba Guardian
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Chikankata CommunityNo. Name Position
1 Hakachima Hamatombwe Secretary2 Wiljohn Hahiba Headman3 Joshua Machila P/ Secretary4 Esnart Namashoba Member5 Eva Hakalebula Member6 Mandamu Musimbi Member7 Esther Hachintu Member8 Villy Hahiha OVC9 Anna Shaamooya Member
10 Elizabeth Kazila Chairperson11 Ruth Mapulanga Member12 Ashelly Kasimbi Member13 Elly Sikagoyo Member14 Esnart Kaluma Member15 Elizerbeth Chinlibule Member16 Venah Habeenzu Gardian17 Dorris Michelo Gardian18 Vinas Kaluma Vice chairperson19 Eness Mankomba Member20 Fanny Chambisha Member
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Mabwetuba CommunityNo. Name Position
1 Grace Chinda Chair lady2 Humphrey Haleka Secretary3 Peggy Hantumba Vice Secretary4 Rodge Mweemba Senior Headman/ Committee Member5 Iven Nakooma Trustee member6 Kalulama D Hadobe Member7 Sister Mwiinga Member8 Famous Kalapa Member9 Lila Kalulama Member
10 Alfred Chilala Headman Sibbumbe11 Seven Mazambani Headman Hangoma12 Lena Hancheka Guardian13 Milillen Cheelo Guardian14 Emeldah Mwanza Guardian15 Betty Chiinda Guardian16 Eneless Simunenga Guardian17 Fidess Simutwe Guardian18 Bernatha Makope Treasurer19 Mary Shamaumbwe Committee Member20 Vianal Simutwe OVC21 Alberty Kalulama Headman Chitundwe22 Fisher Chikambwe Vice Chairman23 Lena Chikambwe Member24 Dorcas Chiinda Member
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Katulo CommunityNo. Name Position
1 Levy Malambo Vice Headman2 Kelvin Mboozi Chin Chairman3 Irven Muunda Chin Secretary4 Josia Mwanamangala MRDT5 Macleanar Hambulo Chin Treasurer6 Selina Muziingini Chin member7 Alice Namooya Community member8 Sofia Kalilo CPT member9 Lavenda Mboozi Chin member
10 Raphael Munda Community member11 Simeon Hakaloba CPT chairman12 Doctor Muyombwe CHW/ CSU13 Omesty Mweene CPT treasurer14 Filter Mweene Community member15 Jenifer Hakalima TTBA16 Alice Hachintu TTBA17 Catherine Mkambo Chin V chairlady18 Gives Ng'andu TTBA19 Magret Mweemba PTA member
CBOSP Staff MembersNo. Name Position
1. Patrick Hachintu AMTS Co-ordinator2. Banji Mwanza Programme Office
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Appendix 4: Research Instrument: Questions and Answers
Questions Answers
Chikankata Hospital Staff
1. Are you happy with the way CBOSP is being run? The CBOSP is an essential programme of the hospital TSM response to the HIV/AIDS pandemic in the Chikankata area
2. How is it integrated with your other OVC programmes? The CBOSP is an integral part of our overall response to HIV/AIDS.
3. How does the Chikankata Health Hospital contribute to the efficiency of the CBOSP?
We provide administrative and financial oversight as well as resources whenever they are delays in funding.
4. In your opinion, can the strengths and achievements of the Chikankata model be replicated in circumstances where there is no similar institutional backup such as one obtaining in Chikankata?
The Chikankata model can be replicated either in part or as whole if there is the necessary institutional framework similar to what obtains at Chikankata.
5. In future, how would you like to see the CBOSP develop? The CBOSP should gradually become a centre of excellence for the community approach to OVC interventions by the communities.
CBOSP Staff Members
1. How have you managed to mobilize the communities to embrace the community approach to the care of OVCs under the CBOSP Model?
We have used the traditional model of community responsibilities to family members and communal support systems.
2. What criteria are used for selecting communities that join the CBOSP? Communities have to first identify their needs on their own and approach us for capacity building and as such we do not impose ourselves on communities.
3. What criteria are used for selecting households benefiting from the CBOSP? Households and OVC benefiting from the programme are selected by Committee Members in the communities according to level need.
4. What has been the impact of the CBOSP on children in the operational communities?
OVC in communities have received the benefit of being supported by their own community members. CBOSP only supplements the efforts of community members.
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5. What benefits (in terms of support) have OVCs received from the programme? These range from food, clothing, shoes, school fees, IGAs, counselling, sport and character building activities.
6. How many OVC managers been trained by Chikankata under the OVC training since 2000?
7. In your opinion, have the various training programmes been relevant to care givers and Committee Members in your operation areas vis-à-vis the needs of OVCs?
All the training programmes are targeted at answering to the capacity building needs of communities and their leadership structures and are revised to make them relevant to the needs of the target groups.
8. Does the CBOSP have an exit strategy for beneficiaries as a way of graduating them and getting new beneficiaries on the programme?
The programme is designed to support OVC under the age of 18 years. IGAS as well as life skills are some of the strategies for equipping those that leave the programme with the skills to become productive members of the community.
9. Have the OVC Committee Members been empowered with knowledge and skills relevant in the care and support of OVCs?
The training programmes are intended to impart relevant leadership skills and knowledge in the care and support of OVC in their communities.
10. Have the communities been empowered with an economic base to sustain the support process for OVCs?
The programme provides entrepreneurship training, IGAs, pass on schemes and productive farming projects as a means of economically empowering community members and thereby providing a base for sustainable community support to OVC.
11. Do all the communities in the operation areas have functioning Committees? Communities have to have functioning Committees as a condition for membership in the CBOSP. Committee Members are selected by the communities and traditional leaders.
12. Are there any mechanisms for dealing with Committee Members that are not active?
Membership to Committees is voluntary and those members that are not actives are replaced using the process mentioned above.
13. Is the CBOSP model being replicated in other districts of the country by the people from different parts of Zambia who were trained at Chikankata on OVC care?
The training programmes given to people from other parts of the country is intended to provide the necessary knowledge for them to start similar programmes in their own areas. However, CBOSP does not currently have the resources to undertake follow-up visits for re-enforcing the model in those areas.
14. Do you have an on-going system of monitoring and evaluating the performance the CBOSP?
There is a quarterly reporting system in place, area visits as well as annual review and planning meetings which together are used as tools for monitoring and evaluating programme performance.
15 In what ways do inputs from the Chikankata Health Services, contribute to the efficiency of the CBOSP?
The Hospital administration coordinates the various responses to the HIV/AIDS pandemic; also provides oversight over the programme and provides training infrastructure and support services as well as financial resources whenever threw are gaps in the programme funding.
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16. Can the lessons learnt in terms of the strengths and achievements of the Chikankata model be replicated in circumstances where the institutional environment does not include a substantial and well resourced mission hospital?
From the lessons learnt, it is very possible to replicate the Chikankata CBOSP, in whole, in those situations that are similar to those obtaining at Chikankata. However, in situations where the resource capacities are not similar, the implementing agency would need additional administrative and financial resources as well as timely sequencing of funding from donor agencies.
17. In your opinion, what modifications to the model are required for areas that do not have a strong institutional resource base similar to Chikankata vis-à-vis the care of vulnerable children at community level?
It is also possible to replicate the community based approach to OVC care and support in most of the communities in Zambia providing that those intending to replicate the model are given the necessary training, exposure and mentorship to the philosophy and practice of community based approach to OVC care and support.
18. In your opinion, what modifications would you like to see in a future UNICEF supported programme
A future UNICEF supported programme should apart from supporting training activities for community members and would be replicaters similar programmes, put additional resources to strengthen the economic capacities of community members and the OVC themselves; supports annual programme review and planning meetings; and supports follow-up mentorship visits.
Committee Members
1. What motivated you to participate in the CBOSP? Our community was being overwhelmed by the increasing number of OVC being looked after by grand parents and guardian who could not manage to provide the necessary support.
2. How was the Committee constituted? Most of the Committee Members are volunteers while others are appointed by the village headmen in the community.
3. What are the major functions of your Committee? Registration of OVC needing support, visiting vulnerable households with OVC, ensuring that the rights of OVC are not violated, representing OVC at schools, participating in CBOSP training programmes, attendance of meetings, collection of community contributions, allocating benefits to deserving households and OVC, liaison with CBOSP staff and the community, providing psychosocial counselling to OVC, and organising community programmes for OVC.
4. What criteria do you use for selecting households benefiting from the CBOSP support?
The age and economic status of OVC guardians, the relative needs of OVC and their immediate requirements.
5. How have you managed to mobilize the community members to embrace the community approach to the care of OVCs in your community?
By referring to traditional practices of family and community responsibilities towards community members in dire need of care and support as opposed to
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reliance on external support that might not always be forthcoming.
6. What has been the impact of the CBOSP on children in your community? Those children in most need have been supported through community donations and other support from CBOSP. This has increased the confidence of OVC in themselves and a reduction in the sense of isolation, rejection and self-pity.
7 In your community, how have OVCs benefited from the programme? Benefits for our OVC include: food rations, clothing, shoes, school fees, IGAs, counselling, sport and character building activities.
8. In your community, how many OVCs benefited from the programme?
9. As Committee Members what benefits have you gained from the CBOSP? The programme has given us a sense of self-worthy, fulfilment as an active member of the community. In addition, the programme has given us organisational, leadership and psychosocial counselling skills as well as opportunities for engaging in IGAs activities and community leadership.
10. Has the training been relevant to your work as OVC managers in your community?
The training programmes are very relevant to the work we do in our communities.
11. Do you have an exit strategy for the current beneficiaries as a way of graduating them from the programme and getting new beneficiaries on the programme?
Our work is designed in such a way that the older OVC are provided training in life skills, engaged in IGAs and pass-on schemes and are given their own land as preparation for a life as economically productive adult members of the community.
12. Have the OVC Committee Members been empowered with adequate knowledge and skills relevant in the care and support of OVCs?
Through various training programmes Committee members are provided with adequate knowledge and skills relevant in the care and support of OVCs.
13. Have the Committee Members been economically empowered by the programme as a means of sustaining the support process for OVCs?
IGAs, training in entrepreneurship and life skills have contributed to economically empowering committee members as a means of sustaining the support process for OVCs.
14. What mechanisms do you have for dealing with non active Committee Members? Inactive members are left out of the work of the committee. However, in the case members representing village headmen, such members are reported to the concerned headman and asked to replace such a member with one who is willing participated in the work of the committee.
15. In your work do you have a system for monitoring and evaluating your performance?
There are regular committee meetings to share reports as we work in different parts of the community, we also complete quarterly returns and hold community meetings with CBOSP staff. In addition, our representative attends CBOSP Board meetings.
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16. Do you share your experiences with communities that are not yet part of the CBOSP?
This is done when there is a request from such communities and some Committee Member are part of a mobile training team to communities that would like to join the CBOSP.
17. From your experience, what recommendations can you make that will improve the operations of the CBOSP in your area?
Although most of our work is done on a voluntary basis, the amount of time spent is huge and there is a need for a token consideration to compensate for the time we are away from our daily chores otherwise Committee Members will join the ranks of those who are in need of support or alternatively withdraw their vital services to the community.
Community Members
1. Are there any benefits to having the CBOSP established in your community? Yes, a sense of community social responsibility is being embraced by an increasing number of members of our community. In the past we used to focus more on our individual household needs.
2. Are you happy with the manner in which Committee Members select households and OVC that benefit from the programme?
The manner in which Committee Members select households and OVC that need help is generally fair as they have a good sense of relative household needs in the whole community.
3. What has been the impact of the CBOSP on children in the community? OVC have benefited from an increased sense belonging to a supportive community that cares for their general welfare.
4. How have OVC in your community benefited from the programme? OVC have received support through community donations and other support from CBOSP in the form of food rations, clothing, shoes, school fees, IGAs, counselling, sport and character building activities.
5. What is the number of OVC that are benefiting from the programme?
6. In your opinion, do you think Committee Members are sufficiently trained in their work of managing the care OVCs in your community?
Committee Members have received various training programmes which enables them carry out their tasks well in our community.
7. Does your community have an exit strategy for current beneficiaries as a way of graduating them and getting new beneficiaries on the programme?
Older OVC are provided training in life skills and entrepreneurship as well as participate in IGAs and pass-on schemes as preparation for a life outside the programme in order to make way for the younger OVC.
8. Have the community members been empowered with an economic base to sustain the support process for OVCs in your area?
Participation in IGAs, training in entrepreneurship and life skills and engaging in pass-on schemes have contributed to economically empowering community members as a means of enhancing sustained community support to OVCs.
9. In your own opinion, do you think the Members of the Committee are doing a good job?
They are doing a very commendable job especially since their work is voluntary. In addition the CBOSP training programmes have equipped them with the necessary skills to do their work well.
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10. In your opinion, what should be done to Committee Members that do not do not perform their duties in a satisfactory manner?
They should be quickly removed from the Committee so that they do not frustrate those who are dedicated to their work.
11. In your opinion, do you think the CBOSP model for looking after OVCs should be replicated in other communities in the Chikankata area?
The CBOSP community approach to OVC care and support should be adopted in all communities in the Chikankata area and beyond.
12. What recommendations do you have for improving the performance of a future programme?
Committee Members should be more vigilant and not allow teachers’ children benefiting from support intended for OVC in the community. Further support to IGAs and pass-on schemes should be increased in order to spread benefits in a short period of time.
Traditional Leaders
1. What do you think of the CBOSP operating in your area? The programme has helped our communities in restoring some of our traditional value systems and the organisation of village life.
2. Are you happy with the way households and children benefiting from the programme are selected?
Yes, Committee Members have better appreciation of the needs of households in the community across villages.
3. Are you happy with the performance of Committee Members in your area? Committee members, especially the more dedicated ones are doing valuable work in our community and are assisting our work as headmen.
4. What should be done to Committee Members who do not perform their responsibilities properly?
Committee Members not ding their work should be quickly removed from the Committee as their prolonged stay would frustrate those who are dedicated to their work.
5. Do your think Committee Members are properly trained for the work they are supposed to perform?
The CBOSP training programmes have given Committee Members the necessary skills to do their work in the communities. In fact some of that training should also be extended to traditional leaders.
6. Is there an exit strategy for beneficiaries as a way of graduating them and getting new beneficiaries on the programme?
The programme has a number of activities that prepare older OVC to stand on their own when they leave the programme.
7. What role should traditional leaders play in re-enforcing the exit strategy? Traditional leaders should provide land for OVC that are old enough to have their own fields and gardens.
8. In your opinion, in what way should community members be economically empowered in order to sustain the support process for OVCs in your area?
Community members should have training in running IGAs, entrepreneurship and life skills and participate in pass-on schemes as a way of economically empowering community them and as a means of enhancing sustained community support to OVCs.
9. What recommendations do you have for improving the performance of a future programme?
The programme should contribute to interrogating modern practices responsible for the breakdown of family life and value systems. In addition, the programme should help us get various rural extension services from
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government and other agencies
Guardians
1. Are you happy with the way households benefiting from the programme are selected?
Yes, we believe the selection takes into consideration the extent of the need across the whole community.
2. Has the Committee managed to mobilize the community members to embrace the community approach in the care of OVCs in your area?
Yes, the Committee has been able to collect donation from community members and has allocated those donations according to level of need among households.
3. Are Committee Members visiting your household regularly? Yes they visit for purposed of registering the OVC, counselling and general support to our charges.
4. What should be done to Committee Members who do not do their work properly? They should be removed and replaced by those that are willing to do the job otherwise those dedicated members will end up with a lot of work which in turn may compromise the degree of their performance and the willingness to serve their community.
5. In your opinion, do you think Committee Members have the necessary training to be effective managers of OVCs care activities in your area?
Yes they do. Apart from the physical support, the Committee Members have been able to provide psychosocial counselling to our OVC, as services we did not know existed but which is very helpful especially to orphans.
6. What has been the impact of the CBOSP the children in your household? Our households have benefited from the support and the children have an increased sense of living in a community which cares for their general welfare.
7. Are the benefits have been given to OVCs by the CBOSP adequate? The benefits are not adequate especially for secondary school going children. This is largely because the large majority of community members are also poor and the demand for support is growing by the day.
8. Have you been economically empowered as a way of sustaining your support to OVC under your care?
Some guardians have economically empowered through participation in IGAs, entrepreneurship training and participation in pass-on schemes. However, some guardians are too old, sick or handicapped to actively participate in such programmes.
9. What recommendations do you have for improving the performance of a future programme?
The future programme should put more resources in economic empowerment projects in order to increase the spread of benefits especially for school going children.
Orphans and Vulnerable Children
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1. Are you happy with the way OVC benefiting from the programme are selected? Yes, the Committee uses fair criteria for selecting beneficiaries according to the level of need.
2. Are Committee Members visiting you and your guardians regularly? Yes, they regularly visit to register, provide support and counsel OVC.
3. Are Committee Members teaching you about your rights and responsibilities as children?
Yes, they teach us about the rights and responsibilities of the children and represent us at schools.
4. Do teachers and guardians ask you to perform tasks that violate your rights? Yes, they do and we know it is against the law but are afraid to report them as they may punish us.
5. Are the benefits given to OVC adequate? The benefits are not adequate as a large number of OVC do not get the full requirements but we also know that members of our community do not have the resources to meet all our needs.
6. Have your guardians been economically empowered as a way of sustaining their support to OVCs under their care?
Some have been economically empowered through IGAs and pass-on schemes while others are still waiting to participate in the pass-on schemes.
7. What income generating activities should be provided to OVC as a means of economic empowerment?
IGAs best suited for younger OVC are goats and chicken pass-on schemes.
8. What life skills do you want as a way of economic empowerment as well as a means for preparing you for adult life?
Entrepreneurship, goat, chicken, and cattle rearing, gardening and sustainable agricultural practices.
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