KATINE COMMUNITY PARTNERSHIPS PROJECT - Guardian.co.uk

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� Increased community access to and utilisation of improved water and sanitation facilities � Improved hygiene practices in households � Improved operations and maintenance of water sources Livelihoods � Recovery of livelihoods through diversified and improved sources of income � Stronger ability of rural institutions to access both advisory services and markets for their products for increased production and income � Community demanding and achieving their rights and services Community Empowerment � Increased community capacity to plan and budget for community needs � Stronger community capacity for data gathering and utilisation 3.4 Implementation Strategy AMREF uses three overarching strategies in all of its projects throughout Sub-Saharan Africa. Community Partnering: The project’s entry point into the community is through partnering with existing groups and community structures. The aim is to empower communities to take full supervision of their development process and ensure sustainability beyond the life of the KCPP. Capacity-Building: This aims to develop the human resources and service delivery systems in both the communities and local governments to manage development projects. The development of these local institutions and organisations enhances effectiveness, sustainability and local ownership. Operations Research and Advocacy: The project will monitor and evaluate progress, document lessons learnt and share them with others. Lessons learnt from this project will be used to inform and influence policies and practices in health and development sectors among governmental and non-governmental partners. 3.5 Sustainability Plan & Phase-Out Strategy The KCPP builds on existing community based and local government structures. Some of these structures include village health teams, school management committees, parent-teacher associations and water source committees. In addition, KCPP also works with parish sanitation committees, sub-county thematic groups, hygiene and sanitation working groups, sub-county water and sanitation steering committees, health centre unit committee, farmer’s forums and community animal health workers. The community structures have different roles KCPP six monthly narrative report - October 2007 to March 2008 12
and responsibilities but are inter-linked in their execution. For example, VHTs sensitise communities and collect sanitation and hygiene data while the parish sanitation committees mobilise communities to dig pit latrines and ensure a clean environment in their homes. The project empowers communities to take ownership by strengthening their capacity and enhancing their performance. Some structures, like Village Savings and Loans Associations (VSLA) 7 , have a multiplier effect because more will be formed after the project has ended based on the success of what has already been achieved. AMREF’s planning is also shared with and incorporated into the sub-county and district development plans and annual reports. If the KCPP can demonstrate successful initiatives, the strategy is to influence district and sub-county governments to incorporate continued project work into their budgetary plans. The KCPP works with parish development committees, a sub-county project management committee chaired by the sub-county chief and co-chaired by the AMREF Deputy Country Director. The project also collaborated with a district steering committee which is chaired by the Chief Administrative Officer who is the head of civil service at the district level. This role is relevant for effective partnership and sustainability as it is co-chaired by the AMREF Country Director. In addition, a national advisory committee chaired by AMREF and other stakeholders, line ministries and a global partners committee in the UK adds to the impact of the district steering committee. These are the structures that have been put in place to manage the project and to ensure that decision making is a bottom-up and participatory process. Over the course of the KCPP, AMREF will work with project partners to develop exit, scale-up and sustainability strategies. 4.0 PROGRESS OF ACTIVITIES 4.1 Progress against Planned activities 4.1.1 Tabulated table of progress of activities with outputs, outcomes and comments for disparities (see annex 2) 4.1.2 Description of overall performance Improved Community Health To improve the household health status, the Ministry of Health recently introduced a strategy of VHTs composed of community volunteers. Their role is to provide basic home-based care and mobilise communities for health action. Unfortunately, the reality of this strategy is that VHTs are not yet fully functional. The KCPP has trained 172 VHT members from four of the six parishes in Katine sub-county (41 of the 66 villages in Katine sub-county) in home based care of childhood diseases. Of these, 104 (60%) were men and 68 (40%) were women. They were trained in strategies to prevent and control malaria, HIV/AIDS, tuberculosis, diarrhoea and sanitation practices. In so doing, the project expects to increase the number of referrals from the community to the health centres as well as to improve diagnostics at the household level. Additionally, the project has procured 130 bicycles for the VHTs. In the first six months, 66 bicycles were distributed to VHTs which are used for transport, home visits, collection of supplies from health centres and the submission of monthly health status reports to health 7 The role of VSLAs and the integration with KCPP will be reported on in the next reporting period KCPP six monthly narrative report - October 2007 to March 2008 13
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KATINE COMMUNITY PARTNERSHIPS PROJECT - Guardian.co.uk

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